Slap the Editor! Fine Points of the Successful Big Project Newsletter (Part 2)

Joe Wynne is a versatile Project Manager experienced in delivering medium-scope projects in large organizations that improve workforce performance and business processes. He has a proven track record of delivering effective, technology-savvy solutions in a variety of industries and a unique combination of strengths in both process management and workforce management.

 

In the first installment, it became clear that the newsletter can be a powerful tool to maintain the performance culture and add to employee satisfaction. This part will begin the section-by-section description of what to put in the newsletter. And more importantly, what not to put there.

Team Spotlight

The mind-numbing newsletter will include:

• Lame quotations from team leads, "I'm just so happy to be involved in the project." They add nothing compelling or useful.
• Vague descriptions that do not explain team link to success of the project or collaboration tactics.

In a big project, in the struggle to work within a complex collaboration matrix, corporate and project values such as collaboration and openness must be promoted continually. Your newsletter can promote these values, "greasing the wheels" of project interactions.

So don't hesitate to promote teams that do not get the respect they should (e.g. regulatory compliance teams). Maybe no one knows about them. Or maybe few realize how important the team is to improving their performance or quality. Lay this information out clearly, with expectations for interaction with the team. Add in a quotation from the easy-to-get-along-with team lead, who wants to "make it quick and easy for everyone we work with."

Build confidence in teams. For example, an article can …

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