1952 Leading Projects in Organizations (Presentation Skills) PDF

~ U NIV E RSITY OF TORONTO g SCH OOL o, CONT I NU I NG STUDI E! 1952 Leading Projects in Organizations Module 9: Presentation Skills ~ U NIV E RSITY OF TORONTO g SCH OOL o, CONT I NU I NG STUDI E!...

~ U NIV E RSITY OF TORONTO g SCH OOL o, CONT I NU I NG STUDI E! 1952 Leading Projects in Organizations Module 9: Presentation Skills ~ U NIV E RSITY OF TORONTO g SCH OOL o, CONT I NU I NG STUDI E! Module 9 - Section 1 Communication Approaches  "Project teams were asked what makes (one) project succeed. Over 95% of team members said that good communication was the reason for their success. Over 95% said that poor communication was the reason for their failures. Clearly communication appears to be the key to project success." - Multi Briefs: Exclusive by Sue Dyer  Effective Communication Organizations that communicate more effectively have more successful projects Within Budget 76% 37% On Time 71% 52% Met Original Goals 80% 0% 10% 20% 30% 40% 50% 70% 80% 90% Minimally-Effective Communicators Highly-Effective Communicators !1 UNIVl:RSITY OF TOR.ONTO Source PMl.s The Pulse of the Profe.slSIOfl The Htgh Cost of Low Performance The Essential Role ofCommumcatJon.s. ~ SCI 100L OI CONT INUING STUD IL~~~~:3~:~~c!1:~ ::i~=t::::! o;:m;_eednal pm1 1 documenls 1mbhc1pdf/leam1ng/thm1qhl-Jeadersh 1e'.pu)sefthe-essenhal-  Communication Skills Communication covers many ways in which two or more people can interact; including oral, written, and nonverbal methods It is the process of converting ideas, data, and information into knowledge, understanding, and influence These skills are absolutely crucial for leadership and for effective project management To say you do not have time to communicate is to admit that you don't have time to lead ~ UN I VE RSITY OF TORONTO ~ SCIIOO L oo CONTI NU I NG ST UDIL~  Art of Communication Communication itself is more of an art than a science Good communication requires leaders to integrate the efforts of all project participants Project managers should also consider the effect of culture on the perceptions of those with whom they communicate Document communication expectations in the Project T earn Charter There are two principal categories to take into account for project communication: - Formal vs. Informal - Internal vs. External ~ UN I VE RSITY OF TORONTO ~ SCIIOO L oo CONTI NU I NG ST UDIL~ Conveying what’s in it for them Knowing the context and adapting to it Communication Question Checklist 1. Stakeholders: - Who is the audience you are sending/documenting this information for? - How many messages/meetings do they regularly receive/attend? 2. Message/ Information: Are you the right person to send/ document it? Is the information positive or negative, and/or contain sensitive information? Will your stakeholder understand the words, images, or data communicated? Do you require feedback to ensure the information has been received and communicated successfully? 3. Medium: - What is the best format for the stakeholder to receive this information? ~ ~ fti~6~!5~6JT~t1~~!~to"f~ Source: The Essenflal Manager s Handbook ; Dol1ing Kindersley, Penguin Random House, 2016, pages 244-245 Q Communication Modes IC-1.2 Various communication modes and technologies are available such as print, face-to-face, email, video, and online chat See Appendix for details on modes The key is to pick the best one for the situation Project managers need to "tailor" messages Communication also involves active listening Communication is a two-way street Without some give-and-take, you cannot communicate ~ UN I VE RSITY OF TORONTO ~ SCIIOO L oo CONTI NU I NG ST UDIL~  Communication Modes - Backup (1) - Print Type of Media Memos Newsletters Booklets Manuals iMI One-way Speed of Transmission Varies - depends on receiver Use for... Broad distribution of news or for other information sharing Face-to-.. One-on-one Two-way Immediate.. Recognition.. face Small group Performance feedback I Large group Video.. negative and positive Salary news. conference Web. Influence behaviour/ attitude conference Check for understanding Voice.. Group One-way Immediate.. Urgent requests mail Individual. Data snippets Action items ~ UN I VE RSITY OF TORONTO ~ SCIIOO L oo CONTI NU I NG ST UDIL~ 1. Consider when you want to formally document information. Do you want a written record? Print can also be the most costly (IE manual) as it can take time to prepare and circulate documents 2. Excellent for picking up people's body language; good for team building 3. State your name and phone number, email address at both the start and the end of the message. Prepare your points beforehand. Keep it short and to the point. The use of VOIP is on the rise and you can now also send an email with a voice message  Communication Modes - Backup (2) - E-mail Type of Media Group Individual 1;1ill di One-way Varies - depends on the receiver Use for... Similar to print - speedier preparation , transmission Efficient sharing of information across a group Internet Push/Pull One-way Varies - Similar to print (unless 'chat' Interactive depends of capability is available) Streaming received Q&A video To check for understanding Text messages Video Videotape One-way Varies by Reinforcement face-to-face Slide shows usage Tone setting Online Skype Two-way Immediate Informational overview Chat Sametime Follow-up reinforcement of a BBM/IM message ~ UN I VE RSITY OF TORONTO ~ SCIIOO L oo CONTI NU I NG ST UDIL~ 10 1. Include a salutation and try to use positive wording. Read out loud before you send it or save it in your draft folder then reread and sent the next day. Do you use the confirm receipt or read functions for important messages. Check your attachments and make sure they are in a format that the receiver can read. Don't use harsh words such as wrong blame or horrible. Don't use all caps don't repeat unnecessary information, and don't overuse reply all or BCC 2. Check your links periodically. If using Google Docs / Microsoft teams or other collaboration software consider keeping our travel documents of key information locked 3. Make sure everyone has the technology and has tried it out. Try to send soft copies of materials beforehand 4. Clearly identify when to use chat or not to use chat with your team. Let people know who may have access to this info (IE most companies internal systems are archived so private chats are not really private)  Communication Modes - Backup (3) - Online Bulletin Board Type of Media Biogs Wikis Interactive websites Hill Two-way Speed of Transmission Varies by usage Use for... New General information updates Follow-up reinforcement of a message Webcast Websites Two-way Varies by usage Follow-up reinforcement (live event or of message, taped) informational education Audio Web One-way Varies For sales force and recorded travelers - replacement Phone for print, video message/ Emergency Voicemail announcements ~ UN I VE RSITY OF TORONTO ~ SCIIOO L oo CONTI NU I NG ST UDIL~ 11 1. Remember not everything posted on a blog or Wiki is accurate 2. Useful to record/archive meetings for others who cannot attend 3. Can be done for senior Executives and others to provide overviews on Project statuses and trends. These can be listened on the go from phones or downloaded onto computers  Communication Methods Besides categories of Active Passive communication, there are Face-to-face Biogs two broad communication meetings methods: Video conference Document sharing - Active meeting - one-on- - Passive one or group Active methods are used Telephone E-mail conference or for communication and voice-only web interaction in the 'here and conference now' Live webinars Recordings of videoconferences Passive methods permit In-person, stand- Project newsletter recipients to review the up presentations information on their own time; and they involve less interaction ~ UN I VE RSITY OF TORONTO ~ SCIIOO L oo CONTI NU I NG ST UDIL~ 12  Communication Barriers and Models Barriers impact the sender's and receiver's ability to communicate and include: - Physical - Cultural - Emotional - - - Linguistic Personal bias Gestural and non-verbal ~ - Slang , jargon , colloquialisms Models describe how information is sent and received, including the following components: Feedback Encoding , decoding 8 Noise Nois8tfr Message ~ Chan nel ~ Medium w /fe o,se m Sender, Receiver ~ UN I VE RSITY OF TORONTO Feedback ~ SCIIOO L oo CONTI NU I NG ST UDIL~ 13 Noise could be jargon  Communication Delivery The way you deliver the message may also impact its effectiveness Voice qualities: Body language: - Volume - Eye contact - Tempo - Facial expression - Pitch - Posture Statement - Body movement Questioning - Hand gestures - Rhythm Command Tone o~ {) ~ ~UN I VE RSITY OF TORONTO ~ SCIIOO L oo CONTI NU I NG ST UDIL~ 14 Think that your intention is to communicate properly  Team Interactions There are four communication categories for team interaction These may apply at different points in a given project: - Same time, same place - Same time, different place - Different time, same place - Different time, different place The first two are forms of synchronous communications: - i.e. everyone is in communication at the same time... i.e. video conference The latter two are forms of asynchronous communications: - i.e. everyone communicates independently, at different times... i.e. e-mail ~ UN I VE RSITY OF TORONTO ~ SCIIOO L oo CONTI NU I NG ST UDIL~ 15 Synchronous Communication Tools - Face-to-face meeting Desktop and real-time conferencing $$$$ $$$$ Additional Features Posts, stores documents, chat rooms , Good Fit Everything Recording , brainstorming , reviewing complex, Poor Fit Resource use Dealing with conflicts - High High whiteboards long-term projects Web $$$ Video chat room , Brainstorming, voting , Complex issues, Moderate conferencing feedback drafting, and reviewing sketches, negotiating conflicts Electronic $$$ Aud io, video , and Brainstorming, Voting , consensus , Moderate display chat rooms , easy drafting, and reviewing analysis, to use negotiating conflicts Video $$ Document Solving problems Brainstorming, High conferencing sharing negotiating conflicts Audio $ Can easily add Solving problems Brainstorming, Moderate conferencing other tools negotiating conflicts ~ UN IVE RSITY OF TORONTO ~ SCIIOOL oo CONTINUING STUD I L~ 16  Improving lntercultural Communication Research the cultures and communication conventions of participants Set a clear agenda so that everyone understands the nature and purpose of a meeting When language skills are unequal, make an effort to clarify your messages to improve effectiveness of communication Avoid using slang and idioms Listen carefully and, if in doubt, ask for confirmation of understanding Celebrate diversity; ask participants to share information about holidays, favorite foods ~ UN I VE RSITY OF TORONTO ~ SCIIOO L oo CONTI NU I NG ST UDIL~ 17  Communication Approaches Examples Activity Mode Type of Media Level of Speed of Interaction Transmission Prepare Project 1 Meeting Conference/ Team - Varies- Office Status report Virtual call Two way depends on Active receiver Request Email One-on-one Individual- One Immediate attendance status way meeting for Project Passive 1 Office Provide an update Presentation PowerPoint Group- Immediate to JKLM senior Two way management Active ~ UN I VE RSITY OF TORONTO ~ SCIIOO L oo CONTI NU I NG ST UDIL~ 18  Communication Approaches Exercise IC-2.1 What is the best communication type for each situation? Situation Communication Type Documenting the final results of Project 1 Office Print Providing feedback on unacceptable behavior to Xander, Project Face to Face Manager for Project 3 Move Requesting a report by this coming Monday from Watson PM for Email Project4 IT Sharing informal information for team members on @Work Online Bulletin Board Program Delivering a demonstration online to JKLM staff Webcast Archiving records for quick access from Project 5 Training Internet/Online Letting Ugo, PM for Project 6 Communication , know you are Voicemail/T ext running late Asking simple questions during a video call Online Chat ~ UN IVE RSITY OF TORONTO ~ SCIIOO L oo CONTI NU ING STUDIL~ 19 Q Communication Approaches - Questions ~ IC-3.1 1. There are various forms of communication: formal ic-3.2 versus informal, upwards versus downwards. Of the following, what is an example of synchronous communication? a. Meetings b. Printed reports C. Status updates d. Emails 2. Which of the following is one of the ways to improve intercultural communication? a. Ignore local communication formalities and styles b. Do not worry about perceptions of other cultures c. Use local slang and idioms as much as possible d. Celebrate the diversity of the team ~ -Answers - - -available - - -via- ~ Interactive Content on Quercus 22 ~ U NIV E RSITY OF TORONTO g SCH OOL o, CONT I NU I NG STUDI E! Module 9 - Section 2 Presentation Ski 11s  Presentation Skills Overview Presentations allow a project manager to exchange information and project updates, to influence, to support decision-making, as well as achieve a variety of other purposes A presentation is made up of two parts: - Communication: Researching , preparing, and crafting the content - Delivery: Presenting, and then responding to questions Use the 80/20 rule: - Spend 80% time preparing , and 20% on delivery 0 fl 1A 6"ro,~ T£D Loops - Explains how you were inspired/ came to a conclusion - Shows how a piece of wisdom was passed along Sparklines: SpARlIAS ~ES In Medias Res: o Grabs attention from the start o Focuses your audience on a pivotal moment Converging Ideas: ( ONVERv-lN(,- ll>EAS o Shows how great minds came together o Demonstrates how a development or significant event occurred at a certain point _A. - o Illustrates how symbiotic relationships have been ~ formed F''-LSE START False Start: o o Explains how you solved your problem Demonstrates the benefits of a flexible approach PETAL -!L. STRVC.T1JltE Petal Structure: _, o Discusses how several scenarios relate back to one idea o Lets multiple speakers talk around a central theme i, ~ti~6~! ~6~T~t 1~~~~~0;~ 5 Source: bttos /tblog spadl:ol comlR-class1c-storutellmQ:1ecbrn911es-far-enoaomo-rveseotahnns cw 39 1. Begins in the heat of the action, before starting over at the beginning to explain how you got there. Hooked from the beginning and engaged to find out what happens. This is a latin phrase meaning ‘in the middle of things’ 2. Different strands of thinking coming together to form one product or idea. Can be used to show the birth of a movement. Or explain how a single idea that was the culmination of several great minds working together towards one goal 3. Tell a predictable story before unexpectedly disrupting it and beginning over again. Lure your audience into a false sense of security and then shock them. Force to go back to the start and reassess. It's ideal for talking about things that you learned from that experience. Or the innovative way that you solved your problem 4. Organizes multiple speakers or stories around one central concept. Useful if you have several unconnected stories you want to tell or things you want to reveal that all relate back to a single message Dear Mom and Dad, or should I say Grandma & Grandpa, Yes, I am pregnant. No, I'm not married yet since Larry, my boyfriend, is out of a job. Larry's employers just don't seem to appreciate the skills he has learned since he quit high school. Larry looks much younger than you, Dad, even though he is three years older. I'm quitting college and getting a job so we can get an apartment before the baby is born. I found a beautiful apartment above a 24-hour auto repair garage with good insulation so the exhaust fumes and noise won't bother us. I'm very happy. I thought you would be too. Love, Ashley P.S. There is no Larry. I'm not pregnant. I'm not getting married. I'm not quitting school, but I am getting a "D" in Chemistry. I just wanted you to have some perspective. ~ Storytelling - Exercise IC-2.3 For each of the following brief stories, what technique is being used? 1. Zabella, the Project Manager for Project 1 Office on the @Wark Program has come to you with a draft of the status report, and it is all red. You start the conversation with : "Remember on your last project when you realized that you were going to miss the project finish date, a date that could not be missed. I recall that you were able to find some creative ways to bring in the project on schedule. " The Mountain 2. You have noticed that the team for Project 3 Move is not very motivated. You start the conversation with: "I would like to take a couple of minutes and talk about how important this project is to JKLM and how your deliverables are critical to the success of the @Work Program. " Sparklines 3. The Change Control Board has just approved a significant change to project 4 IT. You meet with Watson , the Project Manager, and start your meeting with: " We have been approved for an additional $100,000 to implement additional tools." In Medias Res 4. Watson , the Project Manager for Project 4 IT is anxious to share some news with you. Watson starts the conversation with: "Remember the first attempt to do remote laptop updates that failed, well, after that failure we tried using a partly manual approach, which worked, but we thought we could do better. So instead we tried..." False Start ~ UN I VERSITY OF TORONTO ~ SCIIOOL oo CONTINUI NG ST UD I L~ 43 Q Storytelling - Questions IC-3.5 1. It is important to get people's attention within the first 45 IC-3.6 seconds of a presentation. One of the methods to do this includes: a. Telling a funny joke b. DisP.laying a relevant uotation c. Allowing everyone to introduce themselves d. Communicating the time allotted for the presentation 2. You are utilizing a story telling technique to make a key point during your presentation. You decide to let your team members relay several different conversations from customers that all involve a similar root issue. This is an example of: a. In Media Res b. Sparklines c. Petal Structure d. Converging Ideas Answers available via Interactive Content on Quercus 44 ~ U NIV E RSITY OF TORONTO g SCH OOL o, CONT I NU I NG STUDI E!  First Law of Communication It's not what you say.... But how you say it (determined by what you believe) Second Law of Communication It's not what you say... But what they hear (influenced by what they expect) Why is Feedback Important? A key motivator for people is feedback on their performance and results If done frequently, "You can expect more, if you inspect more. "1 92% of employees agree that "negative feedback," if appropriately delivered, is highly effective at improving performance 2 When necessary, employing the right approach will help to resolve issues before they undermine the project team's morale and performance 47 What is Feedback? In Ken Blanchard 's Leading at a Higher Level, he discusses the importance of giving and receiving feedback These are broken out into three stages: 1 - Planning ensures everyone is clear on vision , goals , and direction - Coaching is where servant leadership kicks in , where leaders work for their staff by providing guidance, feedback, and praise - Reviews are where the manager and staff sit down and assess actual performance Unfortunately, reviews are where most devote their time Hudson et al identified the four most challenging conversations: 2 1. Bad behaviour 2. Obnoxious behaviour 3. Illegal activity ! W UN1v4 ~1TY e~~marao~ SCIIOOL °' CONT 'Ul , G acr, ev~WSeve1, Blanchard, Pearson Prent_ic_e Hall, 2006, page 1~8 i.:~ Source 2: Leadersh ,p m Project Management, Arora and Baromkian , Leadership Publishing House, Second Edition, page 326 48  t IC-1.6 Conditions for Effective Feedback Be proactive on conducting these difficult conversations When delivering feedback: - Be timely - Focus on behaviours - Relate your message back to a business goal Provide a balance of positive and negative feedback Relate Adequate and Focus on c=J Be timely message to c=J timely behaviours business goal feedback ~ ~ fti~6~!5~6JT~t1~~!~to"f~ Source. Leadership m Pro1ect Management, Arora and Baronikian, Leadership Publishing House, Second Edition, page 319 47 Need to always be looking for opportunities to give feedback  Utilize SMART Obiectives Holding people accountable is critical Always set SMART objectives: - Specific goals must be clearly expressed and within the control and/or ability of the individual - Measurable in terms of the quality of work, dates , or other agreed upon measures - Attainable and agreed to between the two of you , rather than imposed simply by you - Realistic and relevant objectives that may be challenging but also achievable - Trackable and time-bound with specific dates for completion and follow up review ~ UN I VERSITY OF TORONTO Source: The Essential Manager's Handbook; Dor1ing Kindersley , Penguin Random House, 2016, pages 120-121 ~ SCIIOO L oo CONTI NU I NG ST UDIL~ 48  How to Provide Feedback Establish regular check-ins; then during these sessions, coach, mentor, and provide feedback When delivering feedback you should: - Do it face-to-face and in private - Communicate respect - Assume the best of others - Lead with facts , not conclusions - Provide a balance of positive and negative feedback - Invite dialogue - Ask for others' views - Engage in active listening - Use equal treatment - Share natural consequences ~ UN I VE RSITY OF TORONTO ~ SCIIOO L oo CONTI NU I NG ST UDIL~ 49 Your 'Say' Must Match Your 'Do' As a project manager, you Best Practice - High Do, are always being High Say: observed and monitored - Create high trust Your "do" has more - Build satisfaction and cpmmitmer.it. impact than your "say" Comus1on - High Do, Low Don't wait to Say:ncourages grapevine - High speculation , low communicate: Bactrfrs?Ctice - Low Do, - It is better to provide Low Say: explanations or updates - Can be bad with a as early as possible lingering Best practice is to engage Wop1h~~tice - Low Do, in both a high level of High Say: - "All talk, no action" action and communication - Mixed signals - Low trust in leadership ~ ~ fti~6~! ~6JT~t1~~!~to"f~ 5 Source. Leadership m Pro1ect Management, Arora and Baronikian, Leadership Publishing House, Second Edition, page 320 50  ~ Nine Principles for Providing Feedback IC-1.7 1. Begin with praise and honest appreciation 2. Call attention to their mistakes indirectly 3. Talk about your mistakes before criticizing the other person 4. Ask questions instead of giving orders 5. Let the other person save face 6. Praise the slightest improvement and praise every improvement 7. Give the other person a fine reputation to live up to 8. Use encouragement; make the fault seem easy to correct 9. Make the other people happy about doing the thing you suggest; let them know what's in it for them ~ ~ fti~6~!5~6JT~t1~~!~to"f~ Source. How to Win Fnends and Influence People, Carnegie , Simon and Schuster, Revised Edition 1981, pages 230-273 51 Save face - Useful if someone is honest and owns up to their mistakes or errors. Thank them for their honesty and having the maturity to do so. Everyone occasionally messes up and should learn from it Reputation - Useful for someone who has a history of doing a good job but whose work has recently slipped. Start by recognizing all the work they did so well previously and ask why there has been a change. The comparison is not to somebody else's reputation but their own Observation-Feeling-Need-Request Script Observation-Feeling-Need-Request The "Observation- Observation Describe what you observe in terms of Feeling-Need- actual behaviour. Use factual information, sensory language - what you saw, Request" script is counted, heard._. Use statistical another non- information relative to quantity, frequency, duration... Avoid such words like 'always', confrontational 'never', 'whenever', etc. technique to manage Feeling Ac knowledge your reactions to what happened or the impact the behaviour conflict had on you. Concentrate on expressing feelings, ideas, and reactions as clearly, An effective way to sincerely, and as concisely as possible. help prevent a conflict Need Connect your feelings with your needs. If we express our needs, we have a better from escalating is by chance of having them met. Instead of using the expression: "I feel (an emotion) providing constructive because you... ", try: "I feel... because I (need, value )" feedback Request Make requests in clear, positive , concrete action language to let the other person know what you really want ~ UN IVE RSITY OF TORONTO ~ SCIIOOL oo CONTINUING STUD I L~ 52 Example Observation-Feeling-Need-Request Script Poor Version Better Version 'I feel scared when you 'When you raise your voice (observation), I raise your voice!' feel scared (feeling) because I'm telling myself someone might get hurt here, and I need to know that we're all safe (need). Would you mind not raising your voice when you speak with me" (request)' 'You never get the data 'When you turned in the staff absentee to me on time. Your reports after noon on Monday (observation), make me so angry I I felt frustrated and rushed (feeling) because could scream. Can't you I didn 't want Personnel to complain again get the numbers to me (need). Would you mind getting the data to on time for once?' me on time next week? (request)' ~ UN I VE RSITY OF TORONTO ~ SCIIOOL oo CONTINUI NG ST UD I L~ 53  Receiving Feedback If you give feedback you must also be able to receive it Always encourage constructive feedback Listen, be receptive, do not argue, or become defensive If not clear on the feedback given, ask for more information Check your understanding of the feedback by repeating back what you have heard Acknowledge the conversation Take responsibility Establish a timeframe for reflection Form steps to resolve any problems or improvement Determine a date for a follow up conversation ~ UNIVERSITY OF TORONTO Source. Harvard Business Rev,ew. ht!os Ubhr om'2015/P5/how4o-oet -tbe-feedhack-y011-oeed ~ SCIIOO L oo CONTI NU I NG ST UDIL~ 54 Q Feedback - Exercise Situation Correct Wrong You are reV1ew1ng the status report from the Project Zabella , I would llke to re111ew your most Zabella , are you ever going to write a Manager Project 1 Office, Zabella. Once again the status recent status report. We have talked about status report? This report is garbage, report is not reflecting what is going on with the project several key issues with the project that should and you know 1tl When are you going to You know there are issues, but they are not shown in the be included in the status report, but I do not get this right! What do I have to do to get report. You have mentioned this on several occasions, see them in the most recent report. through to you? but it 1s still happening. You have scheduled a face-to- face meeting to straighten this out once and for all at 4 PM. You are very frustrated with this project manager. You start of the meeting with the following · Zabella's response: I felt those items are minor and they Zabella, I understand you want to put a your What good news? Your project has no have almost been resolved. I want to keep all these best foot forward. However, to me this feels good news. There are major issues and problems in the family and show good news to the like lying ; not being open and honest with our the status report should reflect that. stakeholders stakeholders. Zabella s response: If we tell the truth , the project will be For me, a status report is a key document that I have given you a chance for the last cancelled. I know I can get these problems resolved I can share with key stakeholders to let them two status reports. You have not been before the next status report. Give me a chance to show know where we need their help. Most of the able to resolve the issues. The status you. issues we have are not your fault or the report must reflect what is happening team's, but due to the stakeholders. We need and let the chips fall where they may to ensure our status reports reflect what is happening on the project Zabella's response: It is true that some of the issues are I do not want to embarrass anyone either I do not care what happens to your external, but I am working at my level to get them Zabella. In working at my level, I know that colleagues. We need to let the resolved. I do not want to put my colleagues in a difficult your managers want to support you and your stakeholders know what is going on. situation by appearing to escalate these issues colleagues. Zabella , please update the status Zabella , email the updated status report report and let your colleagues know that these to me by 8 PM this evening. issues will be included in the status report. Zabel/a s response: The updated status report Is emailed An immediate email with a thank-you to An 1mmed1ate email reminding them this to you by 10 AM the next day. Zabella , followed by an informal meeting to is not satisfactory. It is late and you thank the team and provide feedback on how schedule another meeting to discuss the the report was recerved. unsatisfactory performance. 55 Q Feedback - Questions IC-3.7 IC-3.8 1. For delivering effective feedback to a team member you have decided to use SMART objectives, which will include details on their: a. Specific goals , risks identified , timing on key dates b. Metrics on work completed , agreements made, project roles c. Attainable goals , relevant objectives , trackable dates d. Schedule restrictions , milestones to be attained , realistic goals 2. One of the most important tasks for delivering feedback is: b. Establishing a date and time for follow-up c. Recounting information shared by the team d. Documenting the entire conversation e. Communicating your opinion on their performance Answers available via Interactive Content on Quercus 58  Presentation Technology- Backup Many options are now available for project managers, including: Presentation Tools: Containing transitions , an imations, videos, countdown clocks Collaboration Tools: Shared blackboards, flipcharts , and whiteboards Used for group brainstorming , discussion , and editing Conferencing / Electronic meetings: Conducted in special rooms or on individual 's computers Permit chat and instant messaging Enable virtual face to face meetings and presentations Include voting , polling systems, chat sessions Allow sharing of screens and record ing sessions ~ UNIVERSITY OF TORONTO Source. Mastenng Virtual Teams, Duarte and Snyder, Jossey-Bass, Th11d Edition, 2006, pages 31-39 ~ SCIIOOL oo CONTINUING STUDIL~ 57  Presentation Tools (1) 55% of communicat ion is visual Remember the software is only a tool and not the presentation Focus on key content. Words matter! Include a brief agenda Try to have only one key message per slide 38% of communication isyour voice Do not use pictures, graphics unless they add value Use transitions sparingly, and only one animation style per presentation 7% Work on finessing your presentation layout of corn mu nication is verbal and graphics last When presenting, use your "slides as _. ~uides" i,i ftiho~!5~6JT~t1~~!~toT~ ~;tee: The PresentatlOl'I Boole How to create ,t, shape 1t and deliver ,t; Ledden, Pearson, Second Edition. 2017, page 73  Presentation Tools (2) Two of the most popular presentation tools are Microsoft PowerPoint and Google Slides Microsoft PowerPoint: - Part of Microsoft Office 365 and free trial versions are available - Works on computers , tablets , and mobile devices - Now allows for real-time editing, sharing, and saving to OneDrive for easy access anywhere - https://products.office.com/en-us/powerpoint Google Slides: - Free with a Google account - Works on multiple devices, plus allows for joint editing and saving to Google Drive for easy access anywhere - Bundled with Google Docs and Google Sheets - Permits importing and exporting of PowerPoint files - https ://www.google.com/slides/about/ ~ UN I VE RSITY OF TORONTO ~ SCIIOO L oo CONTI NU I NG ST UDIL~ 59  Presentation Interactive Tools (1) Besides presenting , newer technology now allows you to make your presentations even more dynamic and interactive There are multiple add-in options for both Microsoft PowerPoint and Google Slides: - Insert links to videos and even audio to facilitate ideas for discussion - Record your screen and audio for canned versus live demos - Incorporate time counters - Embed websites - Engage audiences with live or prepared polls - Create interactive quizzes ~ UN I VE RSITY OF TORONTO ~ SCIIOO L oo CONTI NU I NG ST UDIL~ 60  Presentation Interactive Tools (2) Application Google Slides - Pear Deck Kahoot Wv,.peardec k.com/goog leslides/ www.kahoot.com - Free $$ Comment Create polls, quizzes in Google Slide Presentations and then have your users respond online Designed for teach ing with interactive tools Mentimeter wwv,.mentimeter.com $$ Can build presentation and integrate interactive polls, word clouds , etc. Polleverywhere www.polleve[Ywhere.co $ (Free Attendees can respond to polls and questions !D. Trial) on their phones for immediate and live feedbac k PowerPoint - Fiscus appsource.m1crosoft.com Free Allows for real time polling. Users can.'en- respond to questions, polls in your us/product/office/WA 104 presentation on their smart phones 380223?tab=Overview PowerPoint - www.presentation- Free Build quizzes into your existing PowerPoint Quizzes process.com/quiz-in- presentations, then ask the audience for their powerpoint. html answers Snippet 11,wv,.snippingtool.net/ Free Built into Microsoft Windows. Allows you to snap and then crop graphics and images off websites for easy cutting and pasting into your presentations ~ UN IVERSITY OF TORONTO ~ SCIIOOL oo CONTINUI NG ST UDIL~ 61  Collaboration Tools (1) New collaboration tools are continuously becoming available Many shareware options are now available in the cloud These allow team members to login from anywhere with internet access These tools facilitate collaboration by screen sharing, showing resource allocation, time tracking, calendar and schedule sequencing Some collaboration tools even have built-in dashboard reports that aid in status report creation ~ UN I VE RSITY OF TORONTO ~ SCIIOO L oo CONTI NU I NG ST UDIL~ 62  Collaboration Tools - Examples These tools facilitate working together with team members virtually and/or in the same location Project managers and their teams can: - Display schedules; input actual start and finish dates on activities together - Collaborate to edit, practice delivering , and record presentations for review - Jointly create WBS's with electronic post-it like functional ity - Review each others' work daily, by analyzing shared entries on electronic Kanban Boards - Show, alter, and cooperate on updating risk and issue logs ~ UN I VE RSITY OF TORONTO ~ SCIIOO L oo CONTI NU I NG ST UDIL~ 63  Collaboration Tools (2) Application Comment Asana $ Cloud based. Schedules, Kanban boards, Resources, Dashboards FreeConference www.freeconference.com $$ Cloud based. Conference, Screen sharing, White Boards Google www.google.com Free Cloud based. Email. Storage, Sharing documents Miro www.miro.com $ Cloud based wh ite board with templates Mural www.mural.co/ $ Cloud based. Post its. Drag and drop Office 365 www.office.com $$$ Cloud based. Email. Storage. Sharing documents. Chat Notes Trello v.. w. rello.com $ Cloud based. Cards, Kanban boards Smartsheet www.s marts he et com $$ Cloud based. Schedules, Kanban boards ~UN IVERSITY OF TORONTO ~ SCIIOOL oo CONTINUING STUDIL~ 64  Conferencing/ Electronic Meetings (1) These enable virtual teams to conduct meetings, to connect, and to work together in real time They can be used for: - Allowing team members to see and hear each other - just as if they were in the same room - Holding status and other project meetings - Sharing and editing documents , notes, drawings , or images - Displaying schedules, risk, and issue logs - Creative brainstorming on WBS and requirements gathering - Tracking team work assignments ~ UN I VE RSITY OF TORONTO ~ SCIIOO L oo CONTI NU I NG ST UDIL~ 65  Conferencing/ Electronic Meetings (2) When using these conferencing and electronic meeting tools it is important to: - Confirm team member's access: Do they have access to the technology from their location Do they know how to use it? Is their connectivity adequate? (e.g. Speed? Bandwidth?) - Establish team ground rules: Time allowance for login? Who is the moderator? What are the controls and process for handoff between each of the participants? Muting audio and video? Create a cheat sheet to be used for training: - Provide this to new team members ~ UN I VE RSITY OF TORONTO ~ SCIIOO L oo CONTI NU I NG ST UDIL~ 66  Conferencing/ Electronic Meetings (3) When holding a conferencing/electronic meeting: - Try to be on a LAN versus Wifi connection - Create a test meeting with yourself when using a system for the first time - Open your test in an incognito window and check access from multiple devices - Test your download speed - Include links and toll-free numbers in meeting invitations - Send out a reminder 24 hours before the meeting or presentation - Log in early and test all connections ; including both audio and video ~ UN I VE RSITY OF TORONTO ~ SCIIOO L oo CONTI NU I NG ST UDIL~ 67  Conferencing/ Electronic Meetings (4) Also remember to: - Close all your other applications : instant messaging , sensitive documents - Clearly display the meeting title and agenda while waiting for attendees - Acknowledge and welcome attendees when they join a session - Remove distractions; turn your mobile phone off or put on mute - If recording the session , don't forget to let people know - When speaking on camera, smile! - Utilize available "add-on" features ; personal icons, polls, timers ~ UN I VE RSITY OF TORONTO ~ SCIIOO L oo CONTI NU I NG ST UDIL~ 68  Conferencing/ Electronic Meetings - Tools Application Comments Adobe Connect www.adobe.com/products/ad $$$ Free trial but email address required. Allows set up obeconnect.html for regular meeting rooms. Enterprise versions only EZTalks www.eztalks.com $ Facebook www.messenger.com Free Can display face and there are privacy issues Messenger Google Hangouts www.google.com Free Can display face , links well with calendars GotoMeeting www.gotomeeting.com $$ Individual and Business versions available with toll free options Join.me www.joinme.com $ MS Teams www.microsoft.com/en- $ Free version all for free group meetings for an hour ca/microsoft-teams/group- and unlimited one-to-one meetings for 30 hours. chat-software Skype www.skype.com Free Can display face Slack www.slack.com $ Used for messages on channels UberConference www.uberconference.com Free Webex www.Webex. com $$ Free maximum 40 minutes for up to 100 people Zoom www.zoom.us $$ Free for face-to-face communication for 40 minutes ~ UN IVE RSITY OF TORONTO ~ SCIIOOL oo CONTINUI NG ST UD I L~ 69