Successful Projects Require Effective Communication
July 7th, 2006 by HalI just received the latest e-blast from PM Boulevard. They offer short essays on project management practices. The article Communicating Effectively for a Successful Project, by Paula Pierce, Robbins-Gioia, LLC is a good example of their work. It is concise and easy to read and reference. Of course, the title caught my attention. But I was disappointed. Paula's commentary falls short of the expectation set by her article title. Her focus is on the style of communication ignoring the function of communication.
The basic function of communication on projects is the coordination of action. The basic conversation we have on projects is about who is committing to do what by when. Paula says, "Keep (communication) simple." She adds, "Use metaphors and analogy." She goes on to say, "Repeat key messages." All this can help, but only if the basic conversations occur.
The most basic of project conversations is the commitment conversation. It is the conversation where project performers commit to completing something specific. When the conversation is successful it moves from the preparation phase through assurance. Here us a very short summary of the phases and the basic speech-acts:
When something goes wrong on a project it usually can be traced back to some failure of the commitment conversation.
- Preparation:
This is where the customer for the work explores concerns and prepares to make a request. - Request — The customer asks for something specific and specifies by when.
- Offer — Someone acting in the position of a performer proposes to do something specific and specifies by when.
- Invite — The customer indicates that s/he wants someone to make an offer.
- Negotiation:
This phase usually starts once a request or offer has been made. It is a time where people explore the request to arrive at a commitment. - Promise — The performer states what will be provided or accomplished by a specific time.
- Decline — The performer states that s/he will not perform.
- Accept — The customer agrees to the conditions as proposed by the performer.
- Counteroffer — The performer offers alternative conditions of satisfaction and/or completion date.
- Promise to Promise Later — The performer takes this action when s/he is not in a position to promise at that time. Frequently done when the performer lacks authority or needs more information.
- Performance:
This is the time that the performer is doing what is necessary for completing the promise. - Declare Complete — The performer says, "I'm done." This announces the performer's understanding that the promise has been fulfilled.
- Revoke the Promise — The performer tells the customer that s/he is no longer able to keep the promise. Often, a new promise follows. Notice that this occurs before the completion time has arrived.
- Cancel the Request — The customer lets the performer know that s/he no longer wants the agreed conditions of satisfaction. This occurs before the performer has declared complete.
- Assurance:
Following the declaration of completion the two parties investigate that the conditions have been met to the satisfaction of the customer. - Declare Satisfied — The customer indicates satisfaction usually by saying, "Thank you."
- Declare Dissatisfied — The customer indicates that not all conditions have been met. Often the customer will ask for something to be done over or corrected.
The above list is for the basics of a commitment conversation. There are many different verbs you can use throughout the phases. Get good at listening for (recognizing) each speech type. Learn to use and help others engage with you as you participate in commitment conversations. That will lead to effective communication on your project. I've learned that when something goes wrong on a project it usually can be traced back to some failure of the commitment conversation.
You can learn more about commitment conversations by visiting Let's Play Catch!.
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July 23rd, 2006 at 7:00 pm
This and a past article on the 16 steps to PM, lead me to think about the role of the PM: What does a PM do?
I’ve come up with these thoughts: s/he guides project conversations to clarify objectives to reach a ‘promisable statement of intent’ that is a statement that another can meaningfully commit to, stimulates conversations to create options for achieving objectives given actual or emerging constraints, creates the environment where the right skills get to collaborate, sets the tempo for project performance, protects the project from ‘adverse weather’.
In my view the PM does something specific, not defined by the ‘9 managements’ of the PMBoK. The little list above attempts to identify this something. But I think the heart of it is identifying project options, setting the criteria for selecting an option, and doing so for the overall project benefit.