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International Project Management
Prof. Dr. Frank Habermann
Lecture 2 –
Engaging People & Starting Communication
© Becota GmbH | www.becota.com | 2010
What expertise is needed within a project team?
Who are the stakeholders of your project?
How to engage the right people?
Understanding divers professional perspectives
Understanding organisational change as a process
Developing a communication plan
Brief thoughts about intercultural communication
Content
© Becota | www.becota.org | 2010
Project Management
more than other things means
managing
people
© Becota | www.becota.org | 2010
What expertise is needed within a project?
PROJECTEXPERTISE
Source: inspired by The PMBOK Guide, p. 13
© Becota | www.becota.org | 2010
What expertise is needed within a project?
Management skills
PROJECTEXPERTISE
Planning & organizingAccounting & controllingProcurement & contractingGeneral management methodsPM standards, guidelines & methods
Source: inspired by The PMBOK Guide, p. 13
© Becota | www.becota.org | 2010
What expertise is needed within a project?
Leadershipand social skills
PROJECTEXPERTISE
Developing visionEffective communicationMotivating peopleSolving conflictsBuilding trustAssertiveness
Source: inspired by The PMBOK Guide, p. 13
© Becota | www.becota.org | 2010
What expertise is needed within a project?
PROJECTEXPERTISE
Domain-specificexpert skills
Expert skills re
- technology- products- business functions- industries- regions
Source: inspired by The PMBOK Guide, p. 13
© Becota | www.becota.org | 2010
Environmentalknowledge
What expertise is needed within a project?
PROJECTEXPERTISE
Knowledge re the
- cultural- political- economical- organizational- technical
environment
Source: inspired by The PMBOK Guide, p. 13
© Becota | www.becota.org | 2010
What expertise is needed within a project?
Management skills
Leadershipand social skills
Domain-specificexpert skills
Environmentalknowledge
PROJECTEXPERTISE
Source: inspired by The PMBOK Guide, p. 13
© Becota | www.becota.org | 2010
What expertise does a project manager need?
Management skills
Leadershipand social skills
Domain-specificexpert skills
Environmentalknowledge
PROJECTMANAGER
PROFILE
© Becota | www.becota.org | 2010
What expertise does a project manager need?
Management skills
Leadershipand social skills
Domain-specificexpert skills
Environmentalknowledge
PROJECTMANAGER
PROFILE
© Becota | www.becota.org | 2010
who are the
stakeholdersof your project
?
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Who is a project stakeholder?
Everybody who contributes to the project
Everybody whose expertise is needed
Everybody whose decisions are needed
Everyody whose money or other resources are nedded
Everybody who is interested in the outcomes
Everybody wo is affected by the project
Everybody who could endager the success of the project
Everybody who sets constraints (laws, regulations, etc.)
Source: inspired by The PMBOK Guide, p. 25
© Becota | www.becota.org | 2010
Understanding stakeholder roles and responsibilities
Source: inspired by The PMBOK Guide, p. 25
Project Stakeholders
Project Team
Project ManagementTeam
The Project
© Becota | www.becota.org | 2010
Understanding stakeholder roles and responsibilities
Source: inspired by The PMBOK Guide, p. 25
Projectmanager
Project Stakeholders
Project Team
Project ManagementTeam
The Project
© Becota | www.becota.org | 2010
Understanding stakeholder roles and responsibilities
Source: inspired by The PMBOK Guide, p. 25
Projectmanager
Projectsponsor
Project Stakeholders
Project Team
Project ManagementTeam
The Project
© Becota | www.becota.org | 2010
Understanding stakeholder roles and responsibilities
Source: inspired by The PMBOK Guide, p. 25
Projectmanager
Projectsponsor
Project Stakeholders
Project Team
Project ManagementTeam
The Project
ExpertResources
LineManagers
© Becota | www.becota.org | 2010
Understanding stakeholder roles and responsibilities
Source: inspired by The PMBOK Guide, p. 25
Projectmanager
Projectsponsor
customers Suppliers
Project Stakeholders
Project Team
Project ManagementTeam
The Project
ExpertResources
LineManagers
© Becota | www.becota.org | 2010
Understanding stakeholder roles and responsibilities
Source: inspired by The PMBOK Guide, p. 25
Projectmanager
Projectsponsor
customers Suppliers
Banks, etc.
Authorities,etc.
Project Stakeholders
Project Team
Project ManagementTeam
The Project
ExpertResources
LineManagers
© Becota | www.becota.org | 2010
Each project got a certain environment
THE PROJECT TEAM
SUPPLIERS CUSTOMERS
Sponsors andPromotors
(positive stakeholders)
Sceptics andOpponents
(negative stakeholders)
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Each project got internal as well as external stakeholders
Picture Source: en.wikipedia.org/wiki/Stakeholder_(corporate)
© Becota | www.becota.org | 2010
and how to
getthe right
people?
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Most important: assign a project manager who knows what he is doing
Picture source: http://desenchufados.net/wp-content/uploads/2008/06/homer-en-la-nuclear.jpg
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a person who is not occupied…
http://www.theofel.de/archives/2005-08-12-information-overload-oder-sofa-overload.jpg
Picture source: http://jerryfahrni.com/wp-content/uploads/2009/08/info_overload.jpg
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… who knows how to involve the right people
Picture source: http://bernetblog.ch/wp-content/uploads/2007/07/team.jpg
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Be aware of the fact thatthe org chart does not display real business life
Picture source: www.azdot.gov/Org_Charts/ITD/
© Becota | www.becota.org | 2010 Picture Source: radio-weblogs.com/0114726/
Involving the right people needsunderstanding the complexity of your enterprise
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How to involve the right people?
• The org chart may be a starting point
• But look for expertise beyond titles and positions
• Discover collaborative networks within your firm
• Identify cross-organizational interrelations
• Explore informal relationships as well ascommunities of interest and competence
• Find bridges between languages and cultures, hidden champions, multipliers, etc.
© Becota | www.becota.org | 2010
Another important lesson: for expertise, always ask the right persons …
Picture source: http://advocatesstudio.files.wordpress.com/2009/11/nerd.jpg
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… guys who really share your goals and interests …
Hi, my name is Sly! I am the Sales
Director of Augur. Oursoftware will solve all
your problems!
Picture source: http://www.horizont.net/kreation/pics/2175-org.jpg (SPD)
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… otherwise you might find yourselfon inhospitable terrain
Picture source: http://www.freakingnews.com/pictures/27000/Misplaced-Penguin--27015.jpg
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managing people
means coping with
various
perspectives!
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Depending on your standpointyour enterprise looks pretty much different
top view
bottom view
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Depending on your standpointyour enterprise looks pretty much different
top view south view east view
bottom view north view west view
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… this also applies to your professional perspective
SALES view HR view ICT view
…
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… this also applies to your professional perspective
SALES view HR view ICT view
…
cares forcorporate customers
cares forcorporate staff
cares forcorporate technology
© Becota | www.becota.org | 2010
… this also applies to your professional perspective
SALES view HR view ICT view
…
strategic view tactical view operational view
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… as well as to your regional market and cultural view
UK view USA view Indian view
Chinese view
Germanview
Russianview
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… which makes things pretty complex
regionalperspective (r)
hierarchicalperspective (h)
subject matterperspective (m)
Perspectivesto be integrated :
m * h * r
© Becota | www.becota.org | 2010
Remember system theory: changing one part of thesystem can become a very complex thing
business
project
Big questions: • How can we assure to
properly address all relevant views?
• How to cope with all the„natural“ conflicts?
• How can we find a commonunderstanding/picture?
Who is affected?For example people from- 4 business lines- on tactical and operational level- at 5 business locations
Makes 40 professional perspectiveson the same thing!
© Becota | www.becota.org | 2010
managing projects
needs communicating
Change and related
expectations!
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What is change management?
Projects are implying change!
Change impliesall kinds of expectations
Good ones and bad ones
Change management is effectively managing the impacts of an investment and thus ensuring its intended values
Project(Investment)
Value
Change
© Becota GmbH | www.becota.com | 2010
Change management isinvesting in commitment
"The most effective investment is the investment in people's commitment. Nothing saves more money –nothing gets more powerful results."
Managing change is about people‘s commitment, behaviour, dedication, discipline and motivation
Change management is about developing people‘swillingness to collaborate and to follow common goals
Thus – since each corporate system is made by people –change management is all about performance
© Becota GmbH | www.becota.com | 2010
Change management is addressing the„soft Ss“ within an enterprise
"Change management is the effective orchestration of human-based factors so that people of all hierarchy levels act in concert to implement the intended changes in an enterpprise‘s strategy, structures, and systems."
„Hard Ss“
„Soft Ss“
Source: McKinsey 7-S model
© Becota GmbH | www.becota.com | 2010
Transformation is a process …
At the beginning of a project each person is in an individual state
Some may be confused
Some may be sad, that they will be loosing something
Some may have fear of what will happen to them
Some may be excited that something is going on
Some may be hopeful and relieved that things are changing
And some may have a little of each feeling
Say goodbye
Get ready
Move forward
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Engaging people for a project needs understandingyour colleagues‘ professional (and personal) positions
© Becota GmbH | www.becota.com | 2010
How to "unfreeze" people
At the beginning of a project, people may need to say goodbye to…
their routines and their comfort zone
old habits, working status and current behaviour
outdated skills and competencies
former technology, tools and systems
established working relationships
Mobilsing techniques
Command: just tell people to moveDestabilize: destroy comfort zonesRestructure: Create a new frame of workingEvidence: cold, hard data is difficult to ignoreSet goals: give formal objectives / incentivesEngage: involve people and listen to them Educate: learn people to changeChallenge: inspire to achieve remarkable thingsSymbolize: create metaphors for new valuesEnvision: a shared vision is the greatest driver
Source: Lewin
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develop a
communicationplan
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Golden rule: start communicating your project in early phases …
Picture source: http://davidcoethica.files.wordpress.com/2009/04/boy20shouting.jpg
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… and thus timely manage expectations!
Picture source: http://www.ibelieveinadv.com/commons/123fleursjack.jpg
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Develop a communication strategy: Position your stakeholders (1/3)
Picture Source: SonyPicture Source: www.marcbowles.com/courses
© Becota GmbH | www.becota.com | 2010
Develop a communication strategy: Position your stakeholders (2/3)
Picture Source: SonyPicture Source: tapuniversity.files.wordpress.com
© Becota GmbH | www.becota.com | 2010
Develop a communication strategy: Position your stakeholders (3/3)
Picture Source: SonyPicture Source: www.marcbowles.com/courses
Monitor(minimum effort)
Keep informed(low effort)
Keep satisfied(medium effort)
Manage closely(maximum effort)
© Becota GmbH | www.becota.com | 2010
Choosing the right media and communication
In order to get ready for project-related change people must see the link between...
the information they receive
the work they are doing
their indidual environment
the strategy and needs of the enterprise
Leve
l of
chan
ge
Level of involvement
Tell Sell Consult Join
Awareness
Understanding(and Action)
Acceptance/Alignment
Ownership/Engagement
Newsletters, e-mails, memos, letters, notices
Booklets, plenary sessions, speeches, videos,
web & intranet
Focus groups, suggestions schemes,
consultative presentations
Requirements analysis, F2F conversations,
workshops, coaching, etc
Source: Piers Schreiber
© Becota GmbH | www.becota.com | 2010
Position your stakeholders (3/3)
Picture Source: SonyPicture Source: www.marcbowles.com/courses
TELLMonitor
(minimum effort)
TELL & SELLKeep informed
(low effort)
SELL & CONSULTKeep satisfied
(medium effort)
CONSULT & JOINManage closely
(maximum effort)
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Types of project communication
Picture source: www.emeraldinsight.com/content_images/fig/1680140310001.png
© Becota | www.becota.org | 2010
Types of project communication
Picture inspired by www.emeraldinsight.com/content_images/fig/1680140310001.png
Projectreporting
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Types of project communicationProject reporting (remember last lecture)
INITIATE RUN COMPLETE
Project Charter
ClosureReport
ProgressReport
ProgressReport
Project Plan
Kick-offmeeting
Statusmeeting
Statusmeeting
Closuremeeting
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Types of project communication
Picture inspired by www.emeraldinsight.com/content_images/fig/1680140310001.png
© Becota | www.becota.org | 2010
Types of project communication
Picture inspired by: www.emeraldinsight.com/content_images/fig/1680140310001.png
COMMUNICATION PLAN
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Example communication plan
Source: Verzuh, E., The Fast Forward MBA in Project Management, p. 74
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Another example communication plan
Picture source: www.celeroo.com/blog/wp-content/uploads/2008/11/communications-plan.gif
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some brief thoughtsabout
interculturalcommunication
© Becota – The Berlin Talent & Consulting Association
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International communication bearsexpected as well as unexpected challenges
Picture source: www3.babson.edu/images
US businessman and friend
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Even if we mean the same …
Twix!
Raider!
Picture inspired by; www.karriere.de/mediadatabase/mobbing_streit.jpg © Becota | www.becota.org | 2010
© Becota | www.becota.org | 2010
… in projects there is much room for misunderstanding
Picture source: http://jarodrosello.com/blog/wp-content/uploads/2009/ With very special thanks to Malte Beinhauer!
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The problems of intercultural communication
no words
one word, multiple meanings
multiple words, same meaning
unspoken words
different goals and priorities
different styles and habits
unaware of differences
problems to meet f2f
etc.
Picture inspired by; www.karriere.de/mediadatabase/mobbing_streit.jpg © Becota | www.becota.org | 2010
© Becota | www.becota.org | 2010
The challenges of intercultural communication
© Becota | www.becota.org | 2010
© Becota | www.becota.org | 2010
The challenges of intercultural communication
belief, behavior
knowledge
belief, behaviorknowledge
© Prof. Dr. Frank Habermann
© Becota | www.becota.org | 2010
The challenges of intercultural communication
belief, behavior
knowledge
belief, behaviorknowledge
profession
education
age group
gender
ethnicity
nationality
Hierarchicalposition
Picture inspired by www.filderfunkost.org/lk_bayreuth/pix/interdiscourse.jpg © Becota
© Becota | www.becota.org | 2010
profession
The challenges of intercultural communication
belief, behavior
knowledge
belief, behaviorknowledge
education
age group
gender
ethnicity
nationality
Hierarchicalposition
profession
education
age group
gender
ethnicity
nationality
Hierarchicalposition
Picture inspired by www.filderfunkost.org/lk_bayreuth/pix/interdiscourse.jpg © Becota | www.becota.org | 2010
© Becota | www.becota.org | 2010
profession
The challenges of intercultural communication
belief, behavior
knowledge
belief, behaviorknowledge
education
age group
gender
ethnicity
nationality
Hierarchicalposition
profession
education
age group
gender
ethnicity
nationality
Hierarchicalposition
Picture inspired by www.filderfunkost.org/lk_bayreuth/pix/interdiscourse.jpg
language
TRANSLATION
meaning
© Becota | www.becota.org | 2010
Thank you very much!
presentation by
Frank Habermann
founder of Becota and Professor of Business
http://de.linkedin.com/in/frankhabermann/en
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