non-written communication in project management
DESCRIPTION
Slides for the session at the PMI Global Conference 2006 EMEA, Madrid, Spain, May 2006TRANSCRIPT
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Non-written communication in Project Management
Dino Butorac, PMP
IBM
Session Number #PMB02
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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
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Agenda
• Why it’s important
• Message transfer model
• Fostering the skills
• Organization assessment
• Personal improvement process
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Projects
• Projects have goals and objectives
• Many stakeholders involved
• More stakeholders means more complex project environments
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Number of relationships
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Stakeholders
• Need for clear and efficient communication– Project manager – Stakeholder– Stakeholder – Stakeholder
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Knowledge and skills
• How to get the message across
• How to receive and understand the message
• Improving chances of success
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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
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Categories of Communication
• Written
• Non-written
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Written Communication
• Documenting
• Archiving
• The same message for many people
• PM literature focus
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PMBOK
• Interpersonal skills– Effective communication– Motivation– Negotiation– Conflict management
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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
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Communication skills (PMBOK)
• Choice of media
• Writing style
• Presentation techniques
• Meeting management techniques
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Non-written communication
• Spoken communication– Words and sentences– Voice– Body-language– Listening
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Non-written communication
• Types– One on one– One to many
• Sequence of one-way message transfers in alternating directions
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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
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Message transfer model
SENDER RECEIVER
CHANNEL
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Message transfer model
1. Message creating (sender)
2. Message transferring (channel)
3. Message receiving (receiver)
4. Message interpreting (receiver)
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Miscommunication• Message corruption can (and does) happen
1. Message creating (sender)
2. Message transferring (channel)
3. Message receiving (receiver)
4. Message interpreting (receiver)
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Reversal of the roles
• Sender becomes the receiver and vice-versa
• The whole process repeats in a sequence
SENDER RECEIVER
CHANNEL
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Improving the process
1. Message creating (sender)
2. Message transferring (channel)
3. Message receiving (receiver)
4. Message interpreting (receiver)
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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
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Fostering the skills
1. Learning
2. Practicing
3. Teaching
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Learning the skills• Formal education
– Classroom courses and seminars– E-learning– Mentoring
• Informal education– Books– Articles– Message boards
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Practicing the skills• At work• At home• At our hobbies• …
• Communication skills development organizations– Toastmasters International
– International Training in Communication
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Teaching the skills
• If you want to really learn something – teach it!
• Help others become easier to communicate with
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Fostering the skills
1. Learning
2. Practicing
3. Teaching
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Organization assessment
• Level of PM’s skills
• Organization awareness
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Level of PM’s communication skills
• Assessing
• Tracking and improving
• Investing
• Budget
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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
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Improve the organization
• Improve yourself
• Influence your management
• Influence your colleagues
• Influence others
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Personal Improvement Process
1. Decision
2. Assessment
3. Plan
4. Action
5. Feedback
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Agenda (revisited)
• Why it’s important
• Message transfer model
• Fostering the skills
• Organization assessment
• Personal improvement process
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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
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Contact Information
• Dino Butorac, PMP
• dino.butorac (at) hr.ibm.com
• Session #PMB02