PMBOK ® Guide: Tools for Competent and Proficient Management

(Project Management Institute, 2013)

As an Embry-Riddle Aeronautical University course project, I have to develop a professional portfolio to showcase my competency and proficiency within the PMBOK® Guide knowledge area/process group matrix. Focusing on the Project Communications Management knowledge area, I will discuss Plan Communications Management, Manage Communications, and Control Communications within the Process Groups.

So why did I choose Communications Management, besides the obvious fact that I am in a Project Management Communication course? The main reason, communications is the key to project success! Just look at the definition of Project Communications Management: The Project Communications Management knowledge area includes “the processes that are required to ensure  timely and appropriate planning, collection, creation, distribution, storage, retrieval, management, control, monitoring, and the ultimate disposition of project information” (Project Management Institute, 2013 pg. 287). This encompasses all the important, vital, critical aspects of the project. Without accurate and continuous communications, the project is assured to fail.

So let’s look at what the Communications Management knowledge area contains.

 Plan Communications Management

The PMBOK® definition of Plan Communications Management states that this is “the process of developing an appropriate approach and plan for project communications based on stakeholder’s information needs and requirements, and available organizational assets” (Project Management Institute, 2013 pg. 287).

This was an easy choice. The Plan Communications Management outlines the full communications spectrum. What better way to show competency in project management than to expertly craft a well-developed Communications Management Plan, which is the output of Plan Communications Management. “The devil is in the detail”.

So what are some of the tools and techniques available under this process? Here is a list with brief description.

-          Communications Requirements Analysis- determine the needs of the project stakeholders.

-          Communication Technology- the type, extent, and frequency of communications.

-          Communication Models- understanding how the message (communication) is sent and received. Have to verify message receipt and understanding.

-          Communication Methods-  will the communications be interactive, push, pull, or a combination.

-          Meetings- The holy grail of information sharing. This is where all details, updates, and other reports are hashed out and/or shared.

The Project Charter Document

In my earlier blog, I discussed the Business Case. For those that missed it (or just glossed over it), here is the link for reference. The Business Case is one powerful document. In addition, just as powerful is the Project Charter.

The Project Charter includes the project’s purpose, scope, goals, budget, timeliness, resources, critical success factors, and expected benefits (Dow & Taylor, 2015). This information provides the answers and information the project team (and stakeholders) need to start the project. A well-researched and crafted charter can motivate a team, and keep stakeholders engaged, giving everyone details like WHY they are doing the project and what they hope to ACCOMPLISH.

This, I chose, because working on a team, I like to know the details of why I’m doing something and what we hope to achieve. Motivation and sense of accomplishment are what keep me engaged in any project.

The Project Kick-Off Meeting

Okay, I’m sure I’m getting some eyes rolls on this one. Though not an absolute requirement, this is an industry best practice. However, the reason I chose this to be added on my list is, in one word, FUN! What better opportunity way to showcase competency and proficiency than to motivate a team to success! “Kicking off a project, forming a project team, and coming together to perform a goal is exciting” (Dow & Taylor, 2015 pg. 445).

The Project kick-Off Meeting allows the project manager to bring everyone together and provide details such as the scope, goals, objectives, and project background. Here is the opportunity to create excitement and enthusiasm. A project manager is a leader. A leader has to be knowledgeable, respected, and be charismatic! The leader has to convey confidence and, in reality, a little showmanship.

That is my short list for now readers. As always, I want to thank you for reading and appreciate all feedback.

References

Dow, W., & Taylor, B. (2015). Project management communication tools. Renton, WA: Dow Publishing LLC.

Project Management Institute. (2013). A guide to the project management body of knowledge (PMBOK guide) (5th ed.). Newtown Square, PA: Project Management Institute, Inc.

Tools/Techniques to Make Project Manager’s Life Easier

So, you have been tasked to start a project. If you are new to the project management world, you probably don’t have much in your project toolbox. So what tools and techniques will make your life easier?  I am glad you asked! Here is a summary of just a couple of tools a project manager has as his/her disposal.

The Business Case

This is one valuable document! This document can be used to justify and explain the project. This is one of the first documents the project manager will create. Now, here is the best part; the customer, not the project manager, should be the one creating this document.  

So what does the Business Case contain? 

Here is a sample of a Business Case Table of Contents (Dow & Taylor, 2015):

Chapter	Description
1	Introduction
2	Executive Summary
3	Project Background
4	Current Problem Statement
5	Business Value Statements
6	Proposed Options
7	Proposed Project Solution
8	Proposed Costs
9	Proposed Resources
10	Proposed Time Frame
11	Major Risks
12	Document Sign-off & Approval

Analyzing the Business Case Table of Contents, it becomes painfully obvious that just about all the pertinent information about the project will be contained in this document. One stop shopping! This document can be used to garner support from key stakeholders. “Without a business case, the proposed project lacks justification and purpose and may likely never get off the ground” (Dow & Taylor, 2015 pg. 143).

The Document Control System

Ay, the part every person, across all industries, loves: paperwork! Of course, this was a touch of sarcasm. Not everyone loves the paperwork aspect of the job. Believe me, I had my fair share of following up my employees to complete necessary forms. However, the old adage rings true here: “The job is not complete until the paperwork is done!”

So how can a project manager make this aspect easier?  The Document Control System is the answer!

The document control system is the center point, the library, of the project information. This can be either a manual file system, electronic file system, or a hybrid of both. Now, there is even the option of keeping the documentation file system “in the cloud”! Think about how easy it would be to share information and create back-ups?! Of course, security and access controls should always be number one priority!   

As the central hub of project documents, the Documentation Control System is unlike any other tool. “One of the benefits of the document control system is that you can put all of your project documents into the document control system and anyone with access can pull the information” (Dow & Taylor, 2015 pg. 338). Think of how much time this can save! One system, controlling access to all docs, with on-demand availability.

Planning for the Documentation Control System should be one of the first steps of a project manager. “One of the most important steps in planning and preparing to use this tool is setting up the project’s directory structures” (Dow & Taylor, 2015 pg. 341). Putting the structure in place early ensures strict adherence to document filing, systems of control, and access permissions of stakeholders.

This system is critical and will be used daily before, during, and after project completion. Want life on easy street? Develop a Documentation Control System!

This is just a small sampling of tools and techniques available to the project manager. Other tools available could include:

-         

- The Circle-of-Communications Chart (discussed in my previous blog, Communication Plan: Tools and Templates)  

-          The Communication Plan (see Project Management Communication Tools by William Dow , PMP and Bruce Taylor)

-          The Project kick-Off Meeting (discussed in my previous blog, What's the deal with Kick-Off Meetings and Meeting Minutes?)

-          The Project Organization Chart (discussed in my previous blog, Communication Plan: Tools and Templates)  

Utilize the many templates and techniques laid by Project Managers. Tailor the tools and techniques to match your project. Manage your project easier whole placing your focus where it belongs, on the project result!

References

Dow, W., & Taylor, B. (2015). Project management communication tools. Renton, WA: Dow Publishing LLC.

Project Management Institute. (2013). A guide to the project management body of knowledge (PMBOK guide) (5th ed.). Newtown Square, PA: Project Management Institute, Inc.

Communication Plan: Tools and Templates

Communication Plan: Tools and Templates

Clear, concise, accurate, and timely communications is vital for the project manager. Developing the strategy to communicate can vary based on the project manager, the project, and stakeholders. Plan Communications Management “is the process of developing an appropriate approach and plan for project communications based on stakeholder’s information needs and requirements, and available organizational assets” (Project Management Institute, 2013 pg. 289). So how does the manager control communications? By utilizing some tools from the project management toolbox!

First tool, and personally one of my favorites, is the Circle-of-Communications Chart. The circle-of-communications chart identifies and documents the various project roles.  An example is shown below.

This tool identifies that all formal and final communications must go through the project manager, which is situated in the center of the center. Secondly, it identifies all those involved in the project. These members can now visually see they are part of a team. And on this team, communications should be kept internal to the team.

Second tool is the Project Organizational  Chart.

The Project Organizational Chart displays the project’s organizational structure identifying who is working on the project and their roles. This simple tool gives anyone a quick reference on the project team details.

Additional tools that a project manager can utilize are:

1-      Communication Plan Research Guide-  found on ProjectManagement.com, this document is used to “improve the research the project manager conducts to complete a communication plan” (Wynne, 2016). This template focuses on the understanding how communications happen currently and yield insight into effective communication going forward. Here is a link to download the template:

http://www.projectmanagement.com/deliverables/18900/Communication-Plan-Research-Guide

2-      Project Communications Planning- also found on ProjectManagement.com, this template/tool describes “who will speak to whom, why, when, how often and in what format” (ProjectManagement.com, 2016). In addition, this tool also manages project expectations. Here is the link to download this tool:

http://www.projectmanagement.com/presentations/205420/Project-Communications-Planning

There is an abundance of tools and templates available to the project manager. Managing project team members can be challenging. Managing communications is a key fundamental skill the project manager must develop to ensure project success!

Damien

References

Dow, W., & Taylor, B. (2015). Project management communication tools. Renton, WA: Dow Publishing LLC.

Larson, E. W., & Gray, C. F. (2014). Project management: The managerial process (6th ed.). New York, NY: McGraw-Hill Education.

Project Management Institute. (2013). A guide to the project management body of knowledge (PMBOK guide) (5th ed.). Newtown Square, PA: Project Management Institute, Inc.

ProjectManagement.com. (2016). Project communications planning. Retrieved from http://www.projectmanagement.com/presentations/205420/Project-Communications-Planning

Wynne, J. (2016). Communication plan research guide. Retrieved from http://www.projectmanagement.com/deliverables/18900/Communication-Plan-Research-Guide

Project Management: Progress and Performance 

Performance reporting is the “act of collecting and distributing performance information, including status reports, progress measurements, and forecasts” (Project Management Institute, 2013 pg. 301). Before just haphazardly producing reports, the project manager must first establish a project monitoring system. For the project manager to establish a project monitoring system, they must determine what data to collect; how, when, and who will collect the data; analysis the data; and report current progress (Larson & Gray, 2014). This information is then communicated to the stakeholders. However, not all stakeholders have the same level of detail. You wouldn’t have the company/organizational senior leadership sit through hours of project details would you? Of course not. Senior leadership is usually concerned with the major portions of the project such as budget, schedule, and any impacting issues. Likewise, department/project leads would not want a full project overview when they are concerned specifically about their own deliverables. Reports need to be tailored to the audience, or stakeholders in this case.

Here is a common topic format for progress reports (Larson & Gray, 2014):

-          Progress Since Last Report

-          Current Status of Project

§  Schedule

§  Cost

§  Scope

-          Cumulative Trends

-          Problems and Issues Since Last Report

§  Actions and Resolution of Earlier Problems

§  New Variances and Problems Identified

-          Corrective Action Planned

 By gathering the necessary data and inputting into this format, project managers can tailor the delivery to different stakeholders. “A major goal of progress reporting is to catch any negative variances from plan as early as possible to determine if corrective action is necessary” (Larson & Gray, 2014 pg. 459). When compiling information and developing reports, the stakeholders’ engagement is the driving factor in your reporting system. In first developing a project, usually a stakeholder analysis is completed. Stakeholder analysis “is a technique of systemically gathering and analyzing quantitative and qualitative information to determine whose interests should be taken into account throughout the project” (Project Management Institute, 2013 pg. 395). This identifies the “interests, expectations, and influence of the stakeholders and relates them to the purpose of the project” (Project Management Institute, 2013 pg. 395). When this analysis is complete, the level of detail in reports should be tailored to the stakeholders’ analysis results.

So what are some ways to distribute project information?

Here are three ways (Dow & Taylor, 2015 pg. 64-67):

1-      Verbal Communications - This is simply having a conversation with your customers, team members, and leadership team. There is many forms of verbal communication such as in person, telephone, or online meetings (chats). This form can be informal or formal and can convey the level of information needed or requested by different stakeholders.

2-      Written Communications- This is usually the most popular in disturbing project information. Written communications can be by email, formal/informal paper, or by electronic (instant messaging systems).

3-      Visual Communications- This is the form of communications were you present data in graphs, charts, and tables. Sometimes a visual of the project status is all that is needed to convey meaning.

So after establishing HOW you’re going to communicate, the next phase is identifying the project control steps for measuring performance. The project control steps for measuring and evaluating project performance are:

1-      Setting a baseline plan.

2-      Measuring progress and performance.

3-      Comparing plan against actual.

4-      Taking action.

In closing, the project manager has responsibility to control and monitor project progress. This information needs to be distributed to stakeholders utilizing project updates and/or reports as discussed.

Good luck and happy reporting!

Damien

References

Dow, W., & Taylor, B. (2015). Project management communication tools. Renton, WA: Dow Publishing LLC.

Larson, E. W., & Gray, C. F. (2014). Project management: The managerial process (6th ed.). New York, NY: McGraw-Hill Education.

Project Management Institute. (2013). A guide to the project management body of knowledge (PMBOK guide) (5th ed.). Newtown Square, PA: Project Management Institute, Inc.

ProjectManagement.com. (2016). Project communications planning. Retrieved from http://www.projectmanagement.com/presentations/205420/Project-Communications-Planning

Wynne, J. (2016). Communication plan research guide. Retrieved from http://www.projectmanagement.com/deliverables/18900/Communication-Plan-Research-Guide

360-Degree Feedback--Better for Organizational Performance Reviews / Follower Alienation- Effects and Remedies

Hello everyone and welcome back to the next installment of my blog! Today’s blog features two sections; 360-Degree Feedback and Follower Alienation. These two topics are critical for leadership success so let us dive right in to the discussion!

360-Degree Feedback—Better for Organizational Performance Reviews?

Let me begin this section with some personal background information. I have been in a leadership role for over 24 years. My experience spans across for-profit, non-profit, military organizations, sales organizations, and even parent volunteer organizations. This blog will feature my opinion on whether the 360-degree multi-rater feedback is really better than a boss-based assessment. In addition, I will provide my opinion, based on my experience, on whether I would elect to use 360-degree multi-rater feedback.

Before discussing the specifics on 360-degree feedback verse boss-based assessment, I believe it is important to disclose this simple fact—no system will ever be perfect! There will always be those that agree and those that disagree with any performance feedback system put in place. This is just human nature. The key is to do your based, based on knowledge and experience, to perform your leadership responsibilities taking into account what is best for the organization.

“360-degree feedback is a performance appraisal approach that uses input from an employee's supervisors, colleagues, subordinates-and, sometimes, even suppliers and customers” (Pfau, 2002).The basic premise of 360-degree feedback is that “the people who work most closely with an employee see that person’s behavior in settings and circumstances that a supervisor may not” (Pfau, 2002). Now, as a supervisor, it is the primary responsibility to conduct performance reviews. 360-degree feedback is not a tool to simply delegate and side-step leadership responsibilities. This tool is used to enhance and provide additional resources to give an accurate representation of the employee. “Rather than relying on the perceptions or feedback of single individual, the multi-rated feedback derives multiple perceptions from different angles which bring a broader overview of an employee’s performance” (Hosain, 2016). Given in the right format, and under the proper tonality, 360-degree feedback would be beneficial. Let me elaborate.

“The most important aspect to consider when preparing for a feedback session is to routinely observe the performance of the rate” (Air Force Occupational Measurement Squadron, 2007 pg. 266). If the supervisor has the ability to perform routine observations, than this performance perception should be given the highest weight in determining ratings. However, not every supervisor in an organization can observe all their employees, all the time. If this is the case, the supervisor should make every effort to garner the opinion of others around the employee. Of course, before an organization implements such a program, training should be introduced to discuss how to properly provide feedback, whether feedback is positive or negative. In addition, supervisor have to give “weight” to the feedback and take into account other people biases.

I would recommend the implementation of 360-degree performance feedback if situation warrants. If implemented correctly, and with the right intent, 360-degree feedback can be a powerful tool in the supervisor toolbox. “360-degree feedback can be a powerful organizational intervention to increase awareness of the importance of aligning behavior, work unit performance and customer expectations; as well as increasing participation in leadership development and work effectiveness” (Hosain, 2016).

Follower Alienation- Effects and Remedies

Vertical Dyadic Linkage Theory examines how leaders form one-on-one relationships with followers, and how these often create in-groups and out-groups within the leader’s work unit (Lussier & Achua, 2013).  The in-group includes followers with strong social ties to their leader in a supportive relationship characterized by high mutual trust, respect, loyalty, and influence (Lussier & Achua, 2013). Out-group influences followers with few or no social ties to their leader, in a strictly task-centered relationship characterized by low exchange and top-down influence (Lussier & Achua, 2013). So how does this affect unit morale?

Let us analyze this picture above. It shows a sports team with an obvious split. On the one side you have your in-group. On the other, an alienated person in the out-group.  What emotions does this picture conjure up? Does this look like a positive situation for the team? Some characteristics of out-groups include receiving little inspiration, encouragement, or recognition. When a person is treated in such a manner, they will not participate 100% to the team. Alienated followers are; low on involvement yet are high on critical thinking; feel cheated or unappreciated; are capable but unwilling to participate in developing solutions to problems(Lussier & Achua, 2013). Does any of these indications sound positive to an organization? Having members on the team who do not contribute creates negative productivity and lost opportunities. Let us analyze a situation of alienated followers.

The local charter school where I volunteer has only been in operation for a couple of years. During the first year, a Parent Advisory Council (PAC) was created to organize parent volunteers. The PAC organized functions, events, and fundraising activities. Originally, being a new school, the PAC was comprised of only 13 members. As the year continued on, the number decreased to eight. At the start of the second year, my daughter started her enrollment and I volunteered to be a PAC member. What became evident is that the PAC was separated into groups; those that were in the in-group and were personal friends of the PAC president and those that were in the out-group.

The in-group scheduled meetings at their homes and organized functions just within the group. The out-group was never encouraged to attend or participate. What I soon came to realize is that the in-group PAC members treated the organization like a social club and did not have the best intentions in mind. In alienating new parents, a vast resource was lost. Imagine the skills, enthusiasm, and volunteer hours lost by not recruiting additional parents. Imagine the amount of activities and events that could have been achieved had we worked as one unit, not a separated one. So how should the PAC leader treated this situation differently?

An organization is usually created to achieve a mission. Whether it is to sell goods, provide services, or other reasons, an organization is formed for a reason. It is up to leadership to guide the organization to achieve this mission as effectively and efficiently as possible. The leader must act with the organizational best interest in mind. As for the PAC, embracing this concept of leadership effectiveness, the president should have recruited and solicited volunteers to help serve. This solicitation should have been sincere and with the right intentions. The potential new members should have been welcomed, embraced for their volunteerism. In doing so, the PAC president could have recruited and developed effective followers.

Effective followers (Lussier & Achua, 2013):

-          Are high on critical thinking and involvement

-          Are not risk-adverse nor do they shy from conflict

-          Have the courage to initiate change

-          Serve the best interest of the organization

-          Tend to function very well in self-managed teams

-          Complement the leader’s efforts and can be relied upon the relive the leader of many tasks

The irony is that, after the PAC drove away any potential volunteers to help, at the end of year they complained of burn out and lack of activities. In essence, they were their own worst enemy.

Damien

References

Air Force Occupational Measurement Squadron. (2007). Professional development guide- AF pamphlet 36-2241. Randolph AFB TX: US Air Force.

Hosain, S. (2016). 360 degree feedback as a technique of performance appraisal: Does it really work? Asian Business Review, 6(13), 21-25.

Lussier, R. N., & Achua, C. F. (2013). Leadership: Theory, application, & skill development (5th ed.). Mason, OH: Cengage/Thomson South-Western.

Pfau, B. (2002). Does 360-degree feedback negatively affect company performance? HR MAgazine, 47(6), 54-60.