Communicator’s Pivotal Role in Project Management
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Project Management Communications - February 2011 - IABC -Denver CO International Association of Business Communicators
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Communicator’s Pivotal Role in Project Management
- 1. Communicator’s Pivotal Role in Project Management Trexler Consulting, LLC
- 2. Agenda What is a Project? Project Team Dynamics Project Impact / Challenges Project Change Management What is your role / influence in a Project?
- 3. What is a Project? Temporary endeavor undertaken to create a unique outcome Building a hospital Acquiring a company Installing a new IT system Organizing a sales conference Vacation
- 4. Failure Vs Success Disneyworld Hawaii
- 5. Types of Projects Development Building Technology Process Quality Productivity Organization Acquisition Restructuring
- 6. Phases of a Project Initiating Planning Executing Controlling and Monitoring Closing (From Project Management Institute)
- 7. Project Triangle (Triple Constraint) Schedule Scope (time) (size of project) Resources (headcount & budget)
- 8. Project - Success vs Failure
- 12. Project Team Dynamics Project Manager Overall Project Responsibility Subject Matter Experts (SMEs) Specific Expertise Stakeholders Executive User / Client
- 13. Project Challenges Project Success Factors % Project Challenged % 1. User Involvement 15.9% 1. Lack of User Input 12.8% 2. Executive Support 13.9% 2. Incomplete Requirements 12.3% 3. Clear Requirements 13.0% 3. Changing Requirements 11.8% 4. Proper Planning 9.6% 4. Lack of Executive Support 7.5% 5. Realistic Expectations 8.2% 5. Technology Incompetence 7.0% 6. Smaller Project Milestones 7.7% 6. Lack of Resources 6.4% 7. Competent Staff 7.2% 7. Unrealistic Expectations 5.9% Standish Group – Chaos Report
- 14. Challenge – Project Silos
- 15. Change Management GE Change Acceleration Process
- 16. Leading Change – John Kotter Error #1: Allowing Too Much Complacency Error #2: Failing to Create a Sufficiently Powerful Guiding Coalition Error #3: Underestimating the Power of Vision Error #4: Undercommunicating the Vision by a Factor of 10 (or 100 or Even 1,000)
- 17. Project vs Personal Change Project Change Personal Change 1. Externally Driven 1. Internally Driven 2. Outcomes 2. Personal Impact 3. Occurs Fast 3. Occurs Slower 4. Clear Milestones 4. Variable Motivations 5. Objective 5. Subjective
- 18. Phases of Change
- 19. Transitions during Change Adapted from “Managing Transitions” William Bridges
- 20. Role / Influence of the Communicator Subject Matter Expertise Communications Plan Communications Timeline Stakeholder Advocate Executive User / Client Questioner Who, What, Why, When
- 22. Communications Plan Goals / Objectives These goals indicate what the communication strategy and subsequent communication plan will focus on achieving. Audiences and Events In order to ensure a successful project, we will implement the following communication events for each audience group:
- 23. Communications Plan Guiding Principles We will share information directly and completely We will not avoid difficult issues and will address issues directly We will not assume what someone does/does not know We will be open to different ideas
- 27. Success
- 28. Trexler Consulting, LLC Greg Trexler Executive Project Manager 303.808.995