bsbpmg507a manage project communication manage project communication introduction to communication...
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BSBPMG507A Manage Project Communication
Manage Project Communication
Introduction to Communication
Diploma of Project Management 17872Qualification Code BSB51507
Unit Code BSBPMG507A
BSBPMG507A Manage Project Communication
• Includes processes required to ensure timely and appropriate generation, collection, distribution, storage, retrieval and disposal of project information
• Project Managers spend the majority of their time communicating with team members, the Project Sponsor and other project stakeholders
• Effective communication enhances project success by creating understanding between diverse sets of stakeholder
• Poor project communication is one of the most common causes of project failure
Project Communications Management
Adapated from PMBOK 4th Edition
BSBPMG507A Manage Project Communication
Communication activity has many dimensions -
Project Communications Management
Adapated from PMBOK 4th Edition
Informal FormalInternal External
Vertical Horizontal Official Unofficial
Written OralVerbal Non-Verbal
BSBPMG507A Manage Project Communication
Common Communication Skills
• Listening actively and effectively• Questioning to ensure better understanding• Education to increase team knowledge and effectiveness• Fact-finding to identify and confirm information• Setting and managing expectations• Persuading someone to perform a desired action• Negotiating to achieve mutually acceptable agreement• Resolving conflict to prevent disruption• Summarising, recapping and agreeing next steps
Adapated from PMBOK 4th Edition
BSBPMG507A Manage Project Communication
Effective Communication
• The transferring and understanding of meaning
• For communication to be effective, it is important to understand how the people you are interacting with may interpret your message. We obtain information through our senses and we all apply different filters.
• It is important to verify the receivers understanding of your message and to verify your understanding of theirs
BSBPMG507A Manage Project Communication
Understand Modes of Learning
25%
See the world - VisualThink by making pictures in their mindUnderstand better if they see itAppearance is very important
Visual
35%40%
Auditory– Hear the world - Aural– Think by analysing sounds– Love to hear themselves and others talk– How things are said is more important than what is said
– Feel the world– Act on what they feel– Learn by doing– Tactile
Kinaesthetic
BSBPMG507A Manage Project Communication
Preferences for Communication
• Modes of learning affect preferences for communication
• Being aware of the modes will make your communication more successful
• Cater for all three modes when planning and developing communication
• Most people are a combination of two of the three modes – the most common are
Kinaesthetic/Auditory and
Kinaesthetic/Visual
BSBPMG507A Manage Project Communication
Communication Broken Down
• Content - 7% of the meaning from the content of the spoken message
• Vocal - 38% of the meaning from the tone of voice, timbre, tempo, volume, pitch etc
• Non Verbal – 55% of the meaning from body language, posture, gesture, breathing, skin colour etc
• All three need to be congruent to convey the intended message
Source: Mehrabian, A & Ferris, R, 1967. “ Inference of attitudes from non-verbal communication in two channels”, The Journal of Counselling Psychology, pp 248 - 252
BSBPMG507A Manage Project Communication
Active Listening
• Active listening is an intent to "listen for meaning", in which the listener checks with the speaker to see that a statement has been correctly ...
• The process of attending carefully to what a speaker is saying, involving such techniques as accurately paraphrasing the speaker's remarks
• a skill in which the listeners demonstrate that they understand what the speaker is saying both verbally and nonverbally
BSBPMG507A Manage Project Communication
Listening with Questions in Mind
• When attending presentations and meetings, listen with the following questions in mind –
What is the speaker saying?What does it mean?What point are they trying to make?How does it relate to previous messages?How can I use the information?Does it make sense?Am I getting the whole story?What outcomes are they trying to achieve?
Source: Adapted from Bucero A., Listen and Learn, PM Network, 2006 June pages 20 - 22
BSBPMG507A Manage Project Communication
Shannon’s Communication Model
• Communication is impaired by noise factors or ‘barriers’
BSBPMG507A Manage Project Communication
Barriers to Effective Communication
1. Language Barriers
2. Cultural Barriers
3. Individual Barriers
4. Organisational Barriers
5. Interpersonal Barriers
6. Attitudinal Barriers
7. Channel Barriers
BSBPMG507A Manage Project Communication
Barriers to Effective Communication
1. Language Barriers Different languages, vocabulary, accent, dialects Semantic gaps are words having similar pronunciation but
multiple meanings – these can easily be misunderstood Poorly expressed message, incorrect interpretation and
unqualified assumptions The use of difficult or inappropriately technical terms
2. Cultural Barriers Can create boundaries and separate people from each
other in such a way as to prevent understanding
Temperament
Age
Health
CulturalBackground
Economic Position
Social StatusGender
EducationPriorities
PopularityBeauty
Assumptions
Motives
Ethics
PoliticalViews
BSBPMG507A Manage Project Communication
Barriers to Effective Communication
3. Individual BarriersMay be a result of an individual's perceptual and personal
discomfortEven when two people have experienced the same event their
mental perception may be different and acts as a barrierStyle, selective perception, halo effect, poor attention, poor
retention, defensiveness, close mindedness, insufficient filtration
Can result from unrelated external forces, stress and personal change
4. Organisational BarriersOrganisational culture, values, protocols, rules, regulations,
accepted norms and behaviours Physical set up of work stations Communication tools and working facilities
BSBPMG507A Manage Project Communication
Barriers to Effective Communication
5. Interpersonal Barriers– Lack of knowledge of non-verbal clues like facial expression, body
language, gestures, postures, eye contact– Managers
Lack of trust in staffDifferent priorities from employeesLack of understanding of employee expectations Authority and power imbalanceFear of losing of control
– StaffLack of trust in Manager or EmployerLack of motivation and co-operationFear of consequencesInformation overload
BSBPMG507A Manage Project Communication
Barriers to Effective Communication
6. Attitudinal BarriersLimitation in physical and mental abilityDifferences in intellect, understanding and perceptionsLack of trust and fear of consequences
7. Channel BarriersInappropriate selection of communication channelInappropriately structured message – eg too long, no
summary, no clear outcomeLack of access to communication mediaImpacts clarity, accuracy and effectiveness
BSBPMG507A Manage Project Communication
Overcoming the Barriers - Do’s
• Allow employees access to resources, self expression and idea generation
• Express your expectations to others• Avoid absolute words such as "never", "always", "forever• Avoid “Yes….But”• Be a good, attentive and active listener• Filter the information correctly before passing on to
someone else• Establish direct communication channels• Eliminate intermediaries
BSBPMG507A Manage Project Communication
Overcoming the Barriers - Do’s
• Maintain eye contact if culturally acceptable• Use specific and accurate words which are easily
understood• Try and view the situations through the eyes of the speaker• Provide summaries and key messages if information is very
detailed or complicated• Oral communication must be clear and not heavily
accented• Explain technical concepts and provide definitions
BSBPMG507A Manage Project Communication
Overcoming the Barriers - Do’s
• Ask for clarification and paraphrase to confirm understanding
• Break down hierarchies and chains of command• Foster congenial relationships between staff and managers• Focus on purposeful and well focused communication• Seek and act on feedback• Keep an open mind
BSBPMG507A Manage Project Communication
Overcoming the Barriers – Don’ts
• Be a Selective Listener - this is when a person hears another but selects not to hear what is being said or to hear a different message
• Try to “win” and score points or prove the other person wrong
• Daydream• Use long chain of command for communication• Use technical jargon or unusual words• Jump to conclusions • Interrupt the speakers and distract them by asking too
many irrelevant questions• Digress off the main topic
BSBPMG507A Manage Project Communication
Human Resource Management
EFFECTIVE MEETINGS &
PRESENTATIONS
BSBPMG507A Manage Project Communication
Effective Meetings
• Meetings are one of the major forms of communication for projects and in the general business environment
• These can be positive and fruitful or a total waste of time• An effective meeting is one that reaches the required
outcomes of all participants• Achieving the required outcomes requires planning and
preparation• Meetings are a form of ‘Interactive Communication’ and
can be conducted in many different ways – both formal and informal
• 'Hey, if this person can't manage a meeting, what chance does the project stand?'
BSBPMG507A Manage Project Communication
How to Conduct Effective Meetings
1. Ensure outcomes are defined prior to the meetingNever go to a meeting where the desired outcomes are not
clearly understood by all involved. This includes the meetings you call and the ones you are
required to attend.Send an outline of the purpose of the meeting and the required
outcomes
2. Plan the meeting in advanceThink about what you want to say, what information you require
or what you need to learn from the meeting. Anticipate and prepare for questions and objections, raise them
yourself if they are important.Prepare agendas for formal meetings and distribute in advance
BSBPMG507A Manage Project Communication
How to Conduct Effective Meetings
3. Manage your time and respect the time of others Understand the expectations around meeting start and finish
times Be clear about your expectations – eg.
1. Always start on time and finish on time vs Start 5 minutes late and finish 5 minutes early
2. Reschedule the meeting if key contributors are not present
3. Agree key contributors and minimum attendees
4. Pay attention and actively listen If it is important enough to attend then it is important enough to
listen carefully. Be engaged and present, you never know what you might find
out. Confirm understanding
BSBPMG507A Manage Project Communication
How to Conduct Effective Meetings
5. Suggest optionsDon't be afraid to challenge what is put in front of you.Suggest alternatives if this will achieve the outcome more
effectively
6. SummariseRecap decisions and actions at the end of the meetingBe specific about who is to do what by whenClarify that outcomes have been achieved and assess
understandingAsk for feedback and confirm agreement
BSBPMG507A Manage Project Communication
How to Conduct Effective Meetings
7. Confirm and confirm again Always confirm appointments the day before Leave nothing to chance Be prepared to reschedule immediately if there are issues
with the timeslot
8. Document agreed actions and decisions Formal meetings should have formal minutes including
action items and major decisions Informal meetings can be followed up with a brief email
outlining outcomes and action items Maintain a Decision Register and an Action item Register,
review with the group regularly
BSBPMG507A Manage Project Communication
Meetings vs Workshops
– Small or large groups
– Specific plan of the outcomes
– Standing agenda distributed prior to meeting
– Room to accommodate additional business
– Formal minutes, action items and decision register
– Good meeting practices
– Active listening
– Small or large groups
– Require strong facilitation skills
– Very detailed plan for the sessions
– Room for flexibility if valuable information being obtained
– Specific objectives but less defined outcomes
– Good to generate ideas, gain understanding, problem solve
Meetings Workshops
BSBPMG507A Manage Project Communication
Formal vs Informal Meetings
– Small or large groups– Specific plan of the
outcomes– Standing agenda distributed
prior to meeting– Room to accommodate
additional business– Formal minutes, action items
and decision register– Good meeting practices – Active listening
– One on one or small group– Scheduled in advance or ad-
hoc– High level plan of outcomes– Flexible agenda– Standing agenda or topics
agreed at start of meeting– Optional confirmation of
agreements, decisions and actions via email
– Active listening
Formal Informal
BSBPMG507A Manage Project Communication
Effective Presentations
• Very few people enjoy giving presentations• Some are even more afraid of giving presentations that
they are of dying!• Speeches are being replaced by PowerPoint presentations• PowerPoint is only an aid, to be effective attention must be
applied to the content as well as the performance aspects of the presentation
• Audience expectations are often very high• People demand to be enlightened, informed and
entertained • Skilled presenters can transfer information, influence the
audience and inspire action
Adpated from PMBoK Guide – Fourth Edition
BSBPMG507A Manage Project Communication
Planning Presentations
1. Have a strong introduction Plan an engaging introduction eg – provocative question, impressive
fact, quotation, recall an anecdote
2. Consider your listener Frame the presentation as though you are sitting in the audience Understand the specific needs, wants and emotions of your
audience
3. Ensure your audience knows what's in it for them Be clear about what is in it for the audience – WIIFM – What’s in it
for me! Tailor your presentations to the needs of the audience
4. Begin with the end in mind Let them know what to expect, how they can use the information and
the direct benefits to them Define the outcome and plan the messages Prepare a storyboard and remove unnecessary content
BSBPMG507A Manage Project Communication
Planning Presentations
5. Establish credibility Be confident in your movements, speech and what you are saying Mention your background, skills and experience Get the audience emotionally engaged
6. Plan the flow of your argument Be clear on the outcome and your intentions Lead the listener through Obtain agreement along the way Summarise key points
7. Begin with the end in mind Let them know what to expect, how they can use the information
and the direct benefits to them Define the outcome and plan the messages Prepare a storyboard and remove unnecessary content
BSBPMG507A Manage Project Communication
Planning Presentations
8. Speak as if to one individual Deliver your speech as though each person was the only one in the
room Make the presentation personal
9. Practise your presentation style Include three different styles - audio, visual and kinaesthetic Plan how you transition between these elements It pays to practise with someone you trust and then to ask for their
comments
10. Strong conclusions Summarise key points Call the audience to action
11. Ask for feedback Be open and calm Take it on board if appropriate for future presentations
BSBPMG507A Manage Project Communication
• Win the audiences attention
• Gain their interest
• Create a desire
• Stimulate action or agreement
AIDA – A Simpler Model
BSBPMG507A Manage Project Communication
Tips for Using PowerPoint
• Keep it simple• PowerPoint is an aid not the main attraction• Avoid cheesy clip art, animation and fancy backgrounds• Use ‘slide master’ for consistent formatting• Presentations - 6 points per slide• Practice your interaction with the slides and other media• Report Format – can be very detailed and small font if
designed to be printed out• Lectures can break the rules as they are a combination
of presentation and detailed notes
BSBPMG507A Manage Project Communication
Change Management
• Change is when events occur that result in our normal environments being altered, varied or substituted. This in turn, requires us to do something differently.
• Change is constant and with us all the time
• Change varies in degree from a minor irritation to something with major impacts
• Change Management is the process of initiating, implementing and embedding change
BSBPMG507A Manage Project Communication
Projects and Change
• All projects cause change
• Project Management and Change Management are closely aligned
• Communication Plans and Human Resource Plans often include sections related to Change Management
Projects Change
BSBPMG507A Manage Project Communication
Change Management Phases
1. Preparing for change - Ending
2. Managing change - Transition
3. Reinforcing change - Beginning
• These can be incorporated into a project’s phases to improve the chance of success
Prosci’s Change Management Methodology
BSBPMG507A Manage Project Communication
• The change process is the progression from endings, through transitions to beginnings
Stages of Change
Endings Transitions Beginnings• When change occurs,
some things come to an end or things are done differently. These endings can be painful and confusing
• People must come to terms with these feelings before they can move on.
• If people are not able to let go of the past, they will take unnecessary “emotional baggage” into the new situation
• It is a time of keen awareness of what is ending and what is beginning
• People are vulnerable and need support networks to help them move forward.
• This is the time for sorting out and getting the right emotional and attitudinal responses for success in the new situation.
• People are now feeling good about the change and positive about the future
• True acceptance of the change can take place because uncertainty should have ended, you are now comfortable with your surroundings
BSBPMG507A Manage Project Communication
Commitment Curve
Awareness
Understanding
Buy In
Commitment
I have heard aboutthis change
This change is going to have an effect on us in some way
This change is supposed to deliver increased performance by altering X and allowing us to do Y
We have to get this change in place and working as its critical to our business strategy
Time
Contact
It’s what I do everyday and its just part of my daily role
Co
mm
itm
en
t
• It represents the typical progression of a population of people as they undergo a change. Progression up the curve is far from guaranteed and often stops at Understanding.
BSBPMG507A Manage Project Communication
.
Endings Neutral Zone Beginnings
Commitment
AccomplishmentHigh Energy
Learning
Ambivalence
Unsure
Relief
Creativity
Innovation
AnxietyResistance
Confusion
Scepticism
Creativity
Innovation
AnxietyResistance
Confusion
ScepticismDenial
Uncertainty
Excitement
Confusion
ReservationFrustration
Anticipation
Depression
Anger
Exploration
Transitions
Time
Transition process of change
• The aim is to get the project team and stakeholders through the transition period with a positive or accepting attitude
BSBPMG507A Manage Project Communication
• When change comes people often don’t like it and may not feel good
• Resistance can block change unless people learn from it
• Resistance provides information which can help change move forward in a positive direction
• For this to happen you must learn to engage resistance and be energised by it
• Similar impacts to conflict, can be both positive and negative
• How you resolve and manage the resistance factors will determine the success, or not, of the end result
Resistance to Change
BSBPMG507A Manage Project Communication
Resistance Factors
1. Loss of Control Many individuals feel resentful when change is imposed on them A sense of control is essential for the self esteem of most people Imposed change can remove this sense of control, leading to stress
and an attempt to reassert control by overt or covert sabotage
2. Fear of the Unknown When the future state is unknown, fear and subsequent resistance
can be generated This is a particular problem in Transformational Change or very
large projects, where the change is so extreme or complex that most people are unable to see their own personal future state
Not unreasonably this can lead to unwillingness to change
3. Self Doubt In some cases individuals fear they wont be able to learn skills, or
conduct tasks as required in the new model can lead to resistance
BSBPMG507A Manage Project Communication
Resistance Factors
4. Unexpected Change People react negatively almost instinctively when decisions or
demands are placed upon them without any forewarning or chance for preparation
An individual who has had no time to think through their reaction will almost certainly react negatively and resist change.
5. Force of Habit Many people are habitual in their nature and resent any break to
this routine Change disrupt routines, causing insecurity and hence resistance
6. Ego If something is to be changed, that implies the way it was done by
before by the people doing it was wrong or inferior A surprising amount of resistance faced by change agents is due
to this.
BSBPMG507A Manage Project Communication
Resistance Factors
7. Chaos Theory Changes occurring in a professional environment can have an
impact on a people’s personal life. Examples of this might be changes in location, work colleagues who
are personal friends etc.
8. Increased Work Load The implementation of change, and the actual change itself can lead
to increased workloads. An unwillingness or a simple physical inability to increase a
workload can be a cause of resistance
9. History A history of failed changes, or simple exhaustion from constant
change (often known as change fatique) can cause resistance.
BSBPMG507A Manage Project Communication
Is Is NotInevitable Necessarily logical
A natural function of change A sign of disloyalty
Manageable Something to overcome or combat
An attempt to protect the individual point of view
Aimed at an individual or to be taken personally
A sign that something important has been found
Designed to discredit your competence
A sign that the potential for change exists Indicative of poor performance
A sign of controlling the change process A sign that the change process is out of control
A learning process
Characteristics of Resistance
BSBPMG507A Manage Project Communication
Consequences of Not Changing
• If the change is critical to the success of the project then people who continue to resist may suffer the following –
Increased personal stress
Reduced results and job performance
Reduced effectiveness
Reduced efficiency
Reduced job satisfaction
Illness and absenteeism
May be forced to leave
May elect to leave