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Communications in Projects

Communications in Projects. Neville Turbit Project Perfect www.projectperfect.com.au. Why Communicate. Keep people informed so that they will: Support the outcome of the project Understand what they need to do in the project Understand the implications and alert us to issues ~.

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Communications in Projects

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  1. Communications in Projects Neville Turbit Project Perfect www.projectperfect.com.au Project Perfect Pty Ltd www.projectperfect.com.au

  2. Why Communicate • Keep people informed so that they will: • Support the outcome of the project • Understand what they need to do in the project • Understand the implications and alert us to issues ~ Project Perfect Pty Ltd www.projectperfect.com.au

  3. Who to Target Two key groups: • Stakeholders • Staff • Customers • Management • Suppliers • Regulators • Project Team ~ Project Perfect Pty Ltd www.projectperfect.com.au

  4. Stakeholders • Some supportive, some not • Need to know the “people terrain” • How important is the person to the success of the project. • How supportive is the person towards the success of the project. ~ Project Perfect Pty Ltd www.projectperfect.com.au

  5. Importance Project Perfect Pty Ltd www.projectperfect.com.au

  6. Supportive Project Perfect Pty Ltd www.projectperfect.com.au

  7. The Stakeholders Project Perfect Pty Ltd www.projectperfect.com.au

  8. Actions if a Problem Exists • Identify the cause then address the problem • Change importance of the person to the project – replace them if appropriate • Pair them with a more enthusiastic person • Add something to the project to gain their support • Remove something if necessary • Use “Fear of failure” as a motivator • Isolate them. E.g. Make sure they are in a meeting with a vocal group of supporters -gang up on them ~ Project Perfect Pty Ltd www.projectperfect.com.au

  9. Key Elements of Communication Plan • Who do you need to talk to • Why are we talking to them • What do they need to know • When to tell them - timing • How do you communicate with them. Who does the telling • Where to tell them – the medium ~ Project Perfect Pty Ltd www.projectperfect.com.au

  10. 1. Who to tell • Stakeholders • Team • Other peripheral involvees or potential stakeholders e.g. other project teams ~ Project Perfect Pty Ltd www.projectperfect.com.au

  11. 2. Why are we talking to them • Why are they a stakeholder? • What does that imply they need to know? ~ Project Perfect Pty Ltd www.projectperfect.com.au

  12. 3. What to tell • What is relevant to them? • What will make them support the outcome of the project? • What do they need to do in the project? • What will enable them to understand the implications and alert us to issues? ~ Project Perfect Pty Ltd www.projectperfect.com.au

  13. 4. When to tell • How often does information change? • Do you need, or not need, a regular timeframe for delivery of information? • E.g. Rollout. Not much information early in the project but lots later in the project ~ Project Perfect Pty Ltd www.projectperfect.com.au

  14. 5. How to Tell them • Two basic types of information: • Push where the information is pushed to them in a memo, email, or presentation or • Pull where the information is available, but they have to go find it. A web site is a good example of ‘pull’. • How interested are they • Don’t be afraid to use Executive presenters • Shows support for the project • Can createcommitment with the presenter i.e. their credibility is on the line~ Project Perfect Pty Ltd www.projectperfect.com.au

  15. 6. Where • Don’t assume they know because you told them once • Use multiple channels to reinforce • Piggyback on other corporate communications e.g. Newsletters, corporate briefings • Provide opportunities for feedback ~ Project Perfect Pty Ltd www.projectperfect.com.au

  16. Communications Plan Structure • Audience. Who should receive the communication? • Reason. Why you are communicating with them. Why are they a key stakeholder. • Event. The communication, be it a weekly report, or a presentation to the board. • Responsible. Who is responsible for preparing and scheduling the piece of communication. • Medium. The way in which it will be delivered. • Timing. How often it will be presented. • Content. What it will contain. This should address the reason the audience will be interested in the project. ~ Project Perfect Pty Ltd www.projectperfect.com.au

  17. Example - 1 Project Perfect Pty Ltd www.projectperfect.com.au

  18. Example - 2 Project Perfect Pty Ltd www.projectperfect.com.au

  19. Change Management Project Perfect Pty Ltd www.projectperfect.com.au

  20. Change Management There is nothing more difficult to take in hand, more perilous to conduct, or more uncertain in its success, than to take the lead in the introduction of a new order of things, because the innovator has for enemies all those who have done well under the old conditions, and lukewarm defenders in those who may do well under the new. Machiavelli (1469 – 1527) Project Perfect Pty Ltd www.projectperfect.com.au

  21. Views of Change Management • Change Mgmt is not about: • Manipulating minds • Liberal dose of “Bovine Excreta” • Selling the benefits - hiding the costs • Self promotion “Aren’t I clever !!!” • Really about “Managingexpectations” • Not expecting more than you will get ~ Project Perfect Pty Ltd www.projectperfect.com.au

  22. A few lines in a newsletter Perhaps a briefing Some staff seconded onto the project A letter or informal communication Training at the last minute Attitude - We pay them so they have to accept it !!! ~ Expectations out of line with reality Fear of the unknown Don’t really believe in it Nothing in it for me Threatens my job/position/status Easier if it didn’t happen Not my problem Let it fail ~ The Usual Approach Approach Results Project Perfect Pty Ltd www.projectperfect.com.au

  23. Successful Change Management Goals: • Wanting to make the change • Owning the change • Accepting teething problems • Promoting the change • See it as an opportunity • Comfortable with the change ~ Project Perfect Pty Ltd www.projectperfect.com.au

  24. I am here I think I am going here This is where I am actually going Project Perfect Pty Ltd www.projectperfect.com.au

  25. Foreground A man walks past with an AK47 Automatic Rifle Background You are in your local shopping mall You are in a military base ~ Foreground & Background Project Perfect Pty Ltd www.projectperfect.com.au

  26. Foreground Someone comes into the office wearing a T shirt and jeans Background The company is IBM The company is Microsoft ~ Foreground & Background Project Perfect Pty Ltd www.projectperfect.com.au

  27. Foreground The company asks staff to take a 10% cut in salary Background Everyone believes the company is in good financial health The company has been talking to staff about problems with banks and financing a necessary upgrade ~ Foreground & Background Project Perfect Pty Ltd www.projectperfect.com.au

  28. Foreground A new system is introduced and there are a number of bugs which require people to work all weekend to manually input data Background The staff had been told it was the greatest IT advance they ever had Staff were told it was a big improvement but there were likely to be teething problems ~ Foreground & Background Project Perfect Pty Ltd www.projectperfect.com.au

  29. What is Change Mgmt? • Setting the background • Setting expectations • Getting people involved • Establishing ownership • Getting people to support the project ~ Project Perfect Pty Ltd www.projectperfect.com.au

  30. Change Management Process Four Step Process • Qualitative Assessment • Segment • Understand the reality • Understand the expectations and … • Understand the obstacles • Quantitative Assessment • Benchmark • Set Goals and measures • Create the Strategy and Plan • Implement and monitor~ Project Perfect Pty Ltd www.projectperfect.com.au

  31. 1. Qualitative Assessment Project Perfect Pty Ltd www.projectperfect.com.au

  32. Qualitative Assessment- Segments • Staff • Customers • Suppliers • Banks • Auditors • Accountants ~ Project Perfect Pty Ltd www.projectperfect.com.au

  33. Qualitative Assessment- Sub Segments (Staff) Example • Senior Management • Telephone Sales Staff who have been here more than 2 years • Telephone Sales Staff who have been here less than 2 years • Warehouse Staff who are comfortable using a P.C. • Warehouse Staff with no P.C. experience ~ Project Perfect Pty Ltd www.projectperfect.com.au

  34. Qualitative Assessment- Sub Segments (Customers) Example • Top 20 Customers • Customers outside the Top 20 but having a turnover of greater than $100k p.a. • Customers below $100k p.a ~ Project Perfect Pty Ltd www.projectperfect.com.au

  35. Qualitative Assessment - Reality Advantages (Benefits) • Will reduce Stress for Telephone Sales Staff because of order status monitoring • Will provide more up to date information for Management on delivery costs • Will reduce the time taken for month end processing. • etc. ~ Project Perfect Pty Ltd www.projectperfect.com.au

  36. Qualitative Assessment - Reality Disadvantages • The new system demands more accuracy of input and data conversion will be difficult • Considerable training will be required for clerical staff • The format of invoices will reduce flexibility in placing orders • etc. ~ Project Perfect Pty Ltd www.projectperfect.com.au

  37. Qualitative Assessment - Expectations & Obstacles Identified Expectations For Warehouse Staff who have no P.C. experience, there is a general fear of the introduction of P.C.’s to the Warehouse. They believe it will make their job more complex, and that they will loose job security. Some of the comments in the JAD session were: “The system will have all the knowledge.” “Why do they need me when they have a computer.” “I never thought I would be replaced by a computer.” Project Perfect Pty Ltd www.projectperfect.com.au

  38. Qualitative Assessment - Expectations & Obstacles Corporate Perceptions • Credibility. The organisation has a record of not providing sufficient training for new systems. • Cost Cutting Focus. The staff believe that the last years redundancies are only the start. The system changes are a way to make further staff cuts. etc. ~ Project Perfect Pty Ltd www.projectperfect.com.au

  39. Qualitative Assessment - Expectation & Obstacles Personal Obstacles • Difficulty. Some Staff see the new system as being beyond their capacity to learn. They see it as beyond the skills they have, or can develop. • Language. Many of the staff have limited English and see it as an impediment to learning. • Status. Knowledge is power and now the knowledge is to be taken away and put on a computer. This will lower the status of long serving employees. ~ Project Perfect Pty Ltd www.projectperfect.com.au

  40. Qualitative Assessment - Example Project Perfect Pty Ltd www.projectperfect.com.au

  41. 2. Quantitative Assessment Project Perfect Pty Ltd www.projectperfect.com.au

  42. Quantitative Assessment • Where are the measurabledifferences between expectations and reality, and what obstacles do we need to overcome? • Which are the important issues? • How can we measure them? ~ Project Perfect Pty Ltd www.projectperfect.com.au

  43. Quantitative Assessment- Important Issues Example • Removal of order flexibility • Effort required to clean data after changeover to new system • Inability to learn the new system ~ Project Perfect Pty Ltd www.projectperfect.com.au

  44. Quantitative Assessment- Expectations & Obstacles Project Perfect Pty Ltd www.projectperfect.com.au

  45. Quantitative Assessment Survey Benchmarking • Do you think you loss of flexibility in entering orders will make your job more difficult. • Yes - 85% • No - 15% • Do you expect problems with data conversion • None - 60% • Some - 26% • Lots - 14% • Do you expect to get adequate training? • Yes – 30% • No – 70% ~ Project Perfect Pty Ltd www.projectperfect.com.au

  46. 3. Strategy & Planning Project Perfect Pty Ltd www.projectperfect.com.au

  47. Strategy & Planning • Strategy is what we want to achieve • Plan is how we are going to do it • The following examples cover both strategy and planning ~ Project Perfect Pty Ltd www.projectperfect.com.au

  48. Strategy • Where we are now • What is the likely impact on people if we do nothing • Where do we want to end up • How do we get there ~ Project Perfect Pty Ltd www.projectperfect.com.au

  49. Groups & Segments Key expectations Goals Recruitment Training Key Influencers Communication Rational messages Emotional messages Feedback Personal impacts Family impacts Career impacts Timing of info release Competitive stance Budget Contingency ~ Strategy Scope Some of the key areas to cover in a strategy are: Project Perfect Pty Ltd www.projectperfect.com.au

  50. Strategy Scope- Goals “Do you expect problems with data conversion” Benchmark - 60% expect none Goal(6mths) - 10% Interim(2 mths.) - 30% (4 mths.) - 15% ~ Project Perfect Pty Ltd www.projectperfect.com.au

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