We have all been on projects where an understanding different stakeholder groups becomes a ‘touchy-feely’ process. You have a gut feel for their tolerance for change, commitment, ability to influence and what they view as important. Most of the time we are wrong but if we had some real data for these areas, then we could establish effective communications and begin to understand what challenges faced us during our project time line.
Imagine a man dressed in black sitting next to you in the office. He looks over your shoulder, observing as you type up a report. He takes notes, nods and mumbles quietly to himself. He counts the number of keystrokes you perform per minute. You try to ignore him, but have little luck.
In part 1 of this blog, we talked about not all communication events were pushed out to the project stakeholders. Let’s look at some different types of communications interventions that represent the information, ideas, topics and subject matter that flow to and from the stakeholders through formal communication channels.
Don’t steal, don’t cheat, and don’t lie. This short sentence pretty much sums up the PMI Code of Ethics and Professional Conduct. It describes the expectations that we have of ourselves and our fellow practitioners in the global project management community. It articulates the ideals to which we aspire as well as the behaviors that are mandatory in our professional and volunteer roles. The purpose of the Code is to instill confidence in the project management profession and to help an individual become a better practitioner.
The creation of a Project Scope Statement doesn’t need to be a daunting task. Through the use of collaborative decision making and facilitated meetings techniques, it is realistic to build the components of the scope statement while gaining alignment from all project stakeholders in as few as two (2) days. The alignment gained from this upfront scoping effort will form the foundation for success throughout the remainder of the project. The key to this dynamic activity is effective planning and execution of a Project Scope Facilitate Meeting, using collaborative JAD techniques, to build the necessary scope outputs for a project.
Teach and Institute Leadership
It is the age-old distinction that usually merits much lip service and little true implementation. There is supervision/management, and then there is leadership. Project managers can either be supervisors or leaders, regardless of their job title.
Consider Costs and Benefits of the Entire System and Deliverable Lifetime
The textbook wording of this point varies, but is usually something like “Stop making decisions purely on the basis of cost.” When I read the various descriptions however, I believe the textbook title is not an adequate summary.
When Deming talks about not making decisions purely on the basis of cost, he is referring to a plant perspective and talks about the importance of having regular suppliers.
I say: That's an very interesting question. Without giving it too much thought, I can see the following trends taking place: