Day 13 - Project Communication PDF

EBGN 553 Project Management Execution Monitor and Control Project Communication Daily Plan 1. Schedule & Assignments 2. Project Communication 3. Monitor and Control 4. Interpersonal Conflict 5. Conflict on Teams Schedule & Assignments  5...

EBGN 553 Project Management Execution Monitor and Control Project Communication Daily Plan 1. Schedule & Assignments 2. Project Communication 3. Monitor and Control 4. Interpersonal Conflict 5. Conflict on Teams Schedule & Assignments  5 Stages of the Project (PMI) Cost Time Project Project Project Project Initiation Planning Execution Closure Project Monitoring & Control Project Execution ◼ You have completed planning, resources are assigned and the project moves into Execution. ◼ Communication ◼ Project Launch – Kickoff Meetings ◼ Status Reports ◼ Project Health Report – actual versus budget ◼ Deliverable Reviews ◼ Issue Management ◼ Change Control ◼ What do you think are the biggest keys to success? Keys to Successful Project During the Project Execution Make decisions on issues, changes progress, Decision Making resources 25% Communication 50% Deliverables Requirements Doc.s Documentation Project Schedule 25% Status Reports One-on-Ones Project Cost/Time Reports Weekly Team Issue Lists Monthly Sponsor Change Requests Collaboration Final Deliverable Doc.s Status Reports 7 Project Communication ◼ Single biggest reason for success or failure Risk Tasks ◼ Challenge grows with Scope Cost project size Communication ◼ Balancing Act for PM Team Issues Status Quality Schedule Internal Project Launch 1. Internal Kick-off ◼ Refine project goals ◼ Develop WBS with Team ◼ Pre-engagement meetings with sponsor ◼ Request information 2. Customer Kick-off presentation created Customer Kick off Meeting ◼ Make a presentation deck from the proposal or SOW ◼ Educate team resources on ◼ Problem, purpose, solution benefits – why (Exec Sponsor) ◼ Goals – what ◼ Project Overview – scope, team, method – how ◼ Project Schedule – when ◼ Project Organization – who Project Sponsor Project Team members Project Manager Outside parties (contractors) Stakeholders ◼ Responsibilities – what they need to do Weekly Team Meeting ◼ Gather status updates before meeting ◼ Provide an agenda in the invite ◼ Discuss progress/issues with the team ◼ Collaborate (whiteboard) ◼ Issues ◼ Changes ◼ Upcoming activities  Project Status Report PROJECT FLASH REPORT GENERAL ISSUES MANAGEMENT ACTIVITY STATUS: 5 Project: Project Sponsor: GREEN 4 3 2 Project Manager: 2 1 Resources: 1 1 1 0 Period Ending: Open Closed A. Key Activities and Occurrences This Period E. PROJECT COMPLETION: 75% B. Key Activities and Occurrences for Next Period F. WORK PLAN STATUS UPDATE: 0% 10% 20% 30% 40% 50% 60% 70% 80% 90% 100% C. Planned Work Products Project Planning 100% Phase 50% D. Key Issues Phase 50% Phase 0% Sent to team members and project sponsor Phase 0% Monthly Project Sponsor Meeting ◼ Provide an agenda in the invite ◼ Project Situation Overview ◼ Budget Review – Actual vs Budget $ ◼ Schedule Review - % Completes: ahead or behind ◼ Top 5 Issues and Recommendations ◼ Change Request status ◼ Document action and send out the minutes Project Health Report ◼ Compare actual vs estimate Actual Hrs ◼ Hours Estimated Hrs ◼ Compare actual vs budget Actual $ ◼ Cost Budget $ What do we know about project performance? Let’s say I take a trip and I plan that it will take 20 hours (estimate) and it has taken 10 hours so far (actual), do I know enough to say how well I am performing? What if I was here? What if I was here? Start I need to know my % complete! Project Health Report ◼ Compare hours: actual vs estimate Actual Hrs ◼ % Worked Estimated Hrs ◼ Compare cost: Actual $ actual vs budget ◼ % Cost Budget $ ◼ Compare % Worked vs % Worked % Complete % Complete ◼ % Complete: PM estimate or MS Project report ◼ Same approach for cost Project Health Report ◼ Example Situation: ◼ Project estimate is 400 hours ◼ Actual hours worked is 275 ◼ PM est. % complete is 40% % Worked 275/400 = 69% % Complete 40% 400 hrs 0% 50% 100% If you are the PM, what would you do? Internal Deliverable Review ◼ Conducted on deliverables when draft is ready ◼ Peer review ◼ Coordinated by PM ◼ Peer, stakeholder may be involved ◼ Changes made and final check conducted ◼ Quality review ◼ PM does a final proof reading Issue Tracking and Escalation ◼ PM owns issue tracking and manages resolution - list ◼ On medium projects – issue list ◼ Noted on the project status report ◼ Issues are prioritized by Project Impact (severity) ◼ Critical issues are escalated ◼ Discussed in the weekly team meeting ◼ On large projects - same ◼ May be tracked on a separate spreadsheet with action items for resolution Problem Solving - Issues Issue = Project Problems Key Elements: Level 3 Issue Project Sponsor Issue List Prioritization Escalation Escalation Project Manager Issue List Level 2 Issue Image result for spinning symbol Try to solve the issue Prioritization Tracking Status Reports Resolution Escalation Level 1 Issue Team Image result for spinning symbol Try to solve Members the issue Project Change Control Process ◼ Changes will occur: ◼ New scope element(s) ◼ Shipping delays ◼ Resources change or leave ◼ Deadline changes ◼ Small changes – limited change: PM can approve ◼ Larger changes – estimate change, seek approval ◼ Project Sponsor –internal company ◼ Stakeholders – affected departments ◼ Clients – external projects Change Control ◼ As project proceeds, ad hoc changes can occur ◼ A change is requested ◼ PM agrees to investigate (don’t agree w/o research) ◼ Rough evaluation of effort Small impact may be accommodated Otherwise, formal change process starts ◼ A proposal with WBS and estimate is created ◼ Impact to project schedule is defined ◼ Project Sponsor evaluates Sends back for revision, or Decides not to pursue, or Approves ◼ The PM updates the time estimates, cost budgets and the project schedule with the new tasks. ◼ The PM assigns resources to the new tasks and holds a kick-off meeting to review the change document ◼ Change document stored in project folder Project Close Out ◼ Punchlist – agreement on what is left to finish ◼ Verification of the final work products ◼ Project close out meeting ◼ Acceptance of project complete ◼ Reporting close out ◼ Check: all T&E entered ◼ Financial cost/billing completion ◼ Project debrief meeting ◼ Especially if there were challenges ◼ Review lessons learned Interpersonal Conflict How did you feel When in a conflict? Interpersonal Conflict ◼ Conflict is uncomfortable ◼ Want to avoid – let it lie ◼ Gut-wrenching stress, unhealthy ◼ What causes personal conflict? ◼ A difference in goals, understanding, values ◼ Issues of money, time or resources ◼ Unfulfilled expectations ◼ Competition over scarce resources (perceived or actual) ◼ Oppressive behaviors exerted by another ◼ Result: emotional reaction, anger, upset Interpersonal Conflict ◼ Take initiative to make it better! ◼ The conflict and stress will go away Resolving Conflict with Individuals ◼ Ask the person to talk about the situation ◼ Use empathetic listening without judgement ◼ Understand the situation: ask questions ◼ Ask clarifying questions ◼ Identify possible motives ◼ Summarizing: “What I heard you say is... “ ◼ Summarize your position without emotion ◼ Move to collaborate on resolutions Resolving Conflict in Teams Successful Conflict Resolution - Benefits ◼ Increased understanding. Expands people's awareness and gives them an insight into how they can achieve their goals without undermining others. ◼ Better group cohesion. Team members can develop stronger mutual respect, and a renewed faith in their ability to work together. ◼ Improved self-knowledge. Conflict pushes individuals to examine their goals and expectations closely, helping them to understand the things that are most important to them, sharpening their focus, and enhancing their effectiveness. Project Conflict Management Resolving Conflict with Bosses Sequence of Action ◼ Scenario: Your boss is being aggressive, autocratic or micro-managing you ◼ Ask to have a meeting to discuss your working relationship (WR) ◼ Explain that you are not comfortable and would like to improve the WR so that you can be more productive ◼ Explain the boss’s observed behavior that makes you feel uncomfortable ◼ Let the boss react and express, listen actively ◼ Brainstorm areas to improve the WR – both sides ◼ Take down action items and follow up with an email Resolving Conflict with Bosses Sequence of Action ◼ If after, a couple of weeks, there is no improvement, then ask for a second WR meeting. Repeat the sequence. ◼ If after another couple of weeks, there is no improvement – ask the manager to go to HR with you to discuss the situation. Note: If he says no, you can go to HR and didn’t go over the boss. If he says yes, you can have a facilitated WR session with HR. 5 Leadership Principles ◼ Focus on the situation, issue, behavior, not the person ◼ Maintain the self-confidence and self-esteem of others ◼ Maintain constructive relationships with your employees, peers, and managers ◼ Take initiative to make things better ◼ Lead by example Discussion