bsbpmg507a manage project communication manage project communication introduction to communication...

BSBPMG507A Manage Project Communication

Manage Project Communication

Introduction to Communication

Diploma of Project Management 17872Qualification Code BSB51507

Unit Code BSBPMG507A


• 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


Communication activity has many dimensions -

Project Communications Management


Informal FormalInternal External

Vertical Horizontal Official Unofficial

Written OralVerbal Non-Verbal


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



Communication Management

EFFECTIVE 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


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


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


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


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


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


Shannon’s Communication Model

• Communication is impaired by noise factors or ‘barriers’


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



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



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



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



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


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



• 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



• 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


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


Human Resource Management

EFFECTIVE MEETINGS &

PRESENTATIONS


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?'


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



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



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



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


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


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


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


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



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



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


• Win the audiences attention

• Gain their interest

• Create a desire

• Stimulate action or agreement

AIDA – A Simpler Model


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


Communication Management

Change Management


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


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


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


• 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


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

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• 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.


.

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


• 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


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


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.


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.


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


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


Next Steps

Please proceed to Communication Processes Part 1

in the Learning Program.

Best of Luck!

bsbpmg507a manage project communication manage project communication introduction to communication...

Documents

project success

project sponsor

th edition slide

kinaestheticvisual slide

tactile kinaesthetic

better understanding

world visual think

steps adapated