Communication. Such a fundamental part of the project management process, and yet such a challenge for many project managers, and a fundamental failure point in many projects.
If asked about communication, PM’s will focus on the communication plan called for in the main stream methodologies. It’s purpose is to define the timing, artifacts, and recipients of information about the progress and status of the project. In other words, it defines the process of project communication, which is to disseminate information to the project stakeholders. A necessary, and presumably valuable, part of any project.
Questioned further, project managers will talk about the need to be a good communicator; to be a bridge between the business stakeholders and the technical stakeholders. The ability to translate one groups “vernacular” to the other is an essential skill in promoting a clear understanding among all stakeholder groups of exactly what the product or service being created will deliver.
These rather conventional definitions of project communication carry an air of “talking at” people, especially through electronic venues and the necessary formality of project language. But the work of delivering the value of a project gets done by people, and people respond to relationship much better than “communication”.
As project managers, we need to move beyond the standard project communication approach and start building a project connection approach. So how do we do that? The answer lies in examining how we make connections in our personal lives.
Typically, when we meet someone, we try to find common interests, ask them about their history, find shared experience, and maybe discover shared acquaintances. Why would it be different in a professional context? It has to be personal (without crossing the line into intrusive). It is well accepted the project manager has a leadership position. A significant function of leadership is to influence. And to influence, a leader needs to build credibility. I submit that essential to building credibility is building connection. Hence, it has to be personal.
So we need to start building connection plans, not just communication plans. Whether this is formal or informal, overt or covert, as project managers I think we need to spend the time thinking through our connection approach. Observe your stakeholders, listen closely (a topic for a future post), and spend time building the connections so crucial to successful delivery of all the value of your project.
Communication and connection are immense subjects with almost infinite subtleties that require time and experience to understand and master. But doesn’t that also describe the one component absolutely vital to project success? The people.
Art and Wisdom of Project Management 