non-written communication in project management
DESCRIPTION
Slides for the session at the PMI Global Conference 2006 EMEA, Madrid, Spain, May 2006TRANSCRIPT
Non-written communication in Project Management
Dino Butorac, PMP
IBM
Session Number #PMB02
Objectives
• Managers of PM’s– Why you should invest in non-written
communication skills
• PM’s– Provide arguments for discussions with
your managers– Guidelines for fostering your skills
Agenda
• Why it’s important
• Message transfer model
• Fostering the skills
• Organization assessment
• Personal improvement process
Projects
• Projects have goals and objectives
• Many stakeholders involved
• More stakeholders means more complex project environments
Number of relationships
Stakeholders
• Need for clear and efficient communication– Project manager – Stakeholder– Stakeholder – Stakeholder
Knowledge and skills
• How to get the message across
• How to receive and understand the message
• Improving chances of success
List of skills• Defining the purpose
• Organizing
• Use of language and words
• Use of voice
• Gestures and body-language
• Choice of communication channel
• Active listening
Categories of Communication
• Written
• Non-written
Written Communication
• Documenting
• Archiving
• The same message for many people
• PM literature focus
PMBOK
• Interpersonal skills– Effective communication– Motivation– Negotiation– Conflict management
Project Communications Management
• “Processes that are required to ensure timely and appropriate generation, collection, distribution, storage, retrieval, and ultimate disposition of project information” – PMBOK Third Edition
Communication skills (PMBOK)
• Choice of media
• Writing style
• Presentation techniques
• Meeting management techniques
Non-written communication
• Spoken communication– Words and sentences– Voice– Body-language– Listening
Non-written communication
• Types– One on one– One to many
• Sequence of one-way message transfers in alternating directions
Why non-written communication skills are important?
• Environments with many stakeholders are complex
• Project success largely depends on communication
• Successful communication makes environment more efficient
• Non-written communication – required and non-avoidable in many situations
• Improvements mean better chances of success
Message transfer model
SENDER RECEIVER
CHANNEL
Message transfer model
1. Message creating (sender)
2. Message transferring (channel)
3. Message receiving (receiver)
4. Message interpreting (receiver)
Miscommunication• Message corruption can (and does) happen
1. Message creating (sender)
2. Message transferring (channel)
3. Message receiving (receiver)
4. Message interpreting (receiver)
Reversal of the roles
• Sender becomes the receiver and vice-versa
• The whole process repeats in a sequence
SENDER RECEIVER
CHANNEL
Improving the process
1. Message creating (sender)
2. Message transferring (channel)
3. Message receiving (receiver)
4. Message interpreting (receiver)
List of skills• Defining the purpose
• Organizing
• Use of language and words
• Use of voice
• Gestures and body-language
• Choice of communication channel
• Active listening
Fostering the skills
1. Learning
2. Practicing
3. Teaching
Learning the skills• Formal education
– Classroom courses and seminars– E-learning– Mentoring
• Informal education– Books– Articles– Message boards
Practicing the skills• At work• At home• At our hobbies• …
• Communication skills development organizations– Toastmasters International
– International Training in Communication
Teaching the skills
• If you want to really learn something – teach it!
• Help others become easier to communicate with
Fostering the skills
1. Learning
2. Practicing
3. Teaching
Organization assessment
• Level of PM’s skills
• Organization awareness
Level of PM’s communication skills
• Assessing
• Tracking and improving
• Investing
• Budget
Organization awareness• Management awareness of communication
skills importance
• Management speaking highly of communication skills
• Management inspiring PM’s to foster their skills
• Management incentives in place
Improve the organization
• Improve yourself
• Influence your management
• Influence your colleagues
• Influence others
Personal Improvement Process
1. Decision
2. Assessment
3. Plan
4. Action
5. Feedback
Agenda (revisited)
• Why it’s important
• Message transfer model
• Fostering the skills
• Organization assessment
• Personal improvement process
Objectives (revisited)
• Managers of PM’s– Why you should invest in non-written
communication skills
• PM’s– Provide arguments for discussions with
your managers– Guidelines for fostering your skills
Contact Information
• Dino Butorac, PMP
• dino.butorac (at) hr.ibm.com
• Session #PMB02