Striving for Communications Effectiveness
Posted by Brad EgelandI know I’ve said that Requirements Definition is the lifeblood of the project – and I still think that is true. But many aspects of project management are extremely critical to project success so if I can’t call communications the lifeblood of the project, then I’ll call it the backbone. Without effective communication – especially communication that originates or passes through the PM (since he/she is the critical communication focal-point) – then the project is likely to fail miserably.
Testing Communication Effectiveness
Whether the communication is written or verbal, formal or informal, the question must be asked as to whether or not it was effective. Did the information transfer that had to occur happen? Communications effectiveness can only be tested through feedback—the receiver is the ultimate determinant as to whether or not the message was received. The obvious test of communications effectiveness is to ask the receiver in the communications model to reiterate what has been said or what commitments have been made. Although they may be able to recite chapter and verse of what was originally stated, such regurgitation may not truly reflect understanding. Better instead to ask the receiver how they will act on the information or what the next steps in the process are, to ensure the communication has gone from interpretation to action.
Communication is Key
Communication is the cornerstone of effective project management, and yet most of it is done ad hoc, driven by individuals, personalities, and preferences, rather than by needs, protocols, processes, and procedures. Communication breakdowns are continuously cited as one of the key reasons that projects fail, which is why communication needs to be addressed as a critical activity and skill for project managers.
It is critical that managers improve or enhance their communications whenever possible. But “improving communications” is a vague concept. No two people are going to have the same notion as to what that means, unless com- munications goals are identified on the project. Communication is basically nothing more than an effort to make the world “smaller.” It is an attempt to create a common understanding and a common informational basis among various parties. It is the pursuit of commonality. It is an effort to bring individuals closer together.
How close is appropriate in the project environment? How deep must the common understanding be? The goal of communication in the project environment needs to be to establish a common understanding to the requisite level of depth. That level of depth will vary from project stakeholder to stakeholder. A security guard who affords access into the building may need only a single memo or e-mail from time to time, and needs virtually no understanding of the project plan or its intricacies. The customer needs to know what is being delivered and when, but may have no need to know how the work is being performed. Internal managers may need information on resource usage and performance, but may not concern themselves with project performance from day to day.
Summary
As a general practice, the goal of communication should be to clarify information to the level of depth required by the receiver by minimizing barriers that might inhibit understanding. In implementation, that implies a broad understanding of audience, interest, and environment.
The bottom line is the project manager must be the skilled communicator on the project and very adept and maintaining both formal (status reports, status calls, project schedules) and informal (phone calls, emails, adhoc meetings to discuss issues) with the delivery team, the entire delivery organization, and the customer.
Driving Innovation
Posted by Arjun ThomasIn order to drive innovation in your company you need to have an innovative way of tackling the rewards and recognition system, which is the cornerstone of any such initiative.
Considering employees do have needs for achievement and status, defining and creating systems and processes that rewards employees based on their innovation would be an ideal way to tackle something like this. However the issue of how a structured rewards and recognition system encourages employees to change their behavior must also be studied in depth before one is rolled out.
There are certain things you must look at as an organization if you want to foster an atmosphere of innovation. These basics will give you a foothold with which you could promote innovation in the organization.
So how do you this?
The first step would be creating a team that maps out a innovation road map for the company, its framework, goals and expectations.
Since the rewards and recognition program would form the cornerstone of this initiative. Consistent acknowledgment of those who contribute ideas, knowledge, and time must also be done. It is also very important for the senior management to recognize innovative design teams and champions, while peers should typically nominate and recognize teammates for their contributions to the overall effort.
One of the biggest motivators of innovation for an employee is recognition, so while implementing a rewards program ( monetary or otherwise ), keep in mind that for the long term success of the program you need to make innovation self-rewarding. Being perceived as an expert by peers and the management acts as a huge incentive to employees.
It is also important to provide recognition to volunteers, change agents, and model innovators. Associating names with such changes and improvements automatically increases the employees self-worth and willingness to engage in future endeavors.
“Spread the word” – is a great way to increase visibility across the organization for success stories and the people behind them. The benefits of a medium like this would include greater buy-in for the initiative.
And finally, linking innovation to the core cultural values of the organization should be the last step. Only once this is accomplished can you call the organization a true innovator.