Effective Communication is Essential for Project Success

 

On a project, especially an IT project, the Project Manager (PM), the Business Analyst (BA) and the stakeholders each complement one another. The relationship between these roles is a critical one on the engagement of projects. Each role really needs to spell out to one another what they need and want within the project. Strong communication between these parties and finding a nice balance between people, process and tools, is vital for project success.

Some of us may not think of the end users as stakeholders. The end users are probably one of the most essential stakeholders in the entire project. How do the Project Manager and Business Analyst engage stakeholders?

The Commitment Curve

If we look at a commitment curve. On that curve we start from how do you get the stakeholders on board. Whatever you rollout, take a good look at the communication plan, how will you compose it. It should include how you communicate with the sponsor as well as the end users. A Communication Plan is used to agree on how to share ideas and expectations, and how to stay informed. How big the communication plan is depends on the size of the project and what team members and stakeholders are involved, and to what degree you will communicate with stakeholders. Is it a minor, medium or major roll out? Will people be trained, do they need to be trained. If so, by how much? Is a presentation format adequate for training, or do you need more advanced hands-on trainings? 

Communicating with Executives

And, communication with executives is very different from communication with other stakeholders. The Communication Plan, Stakeholder Engagement Plan, the Sustainment Plan (for when the project ends) are all critical forms of documentation that spell out the path on how the PM and BA get buy-in from stakeholders.

Stakeholder Engagement Plan

Take the stakeholder engagement plan for instance. Within change management trying to get stakeholder buy-in during a project, it's essential that you know how to engage stakeholders throughout each step of the commitment curve. You need to engage those stakeholders in ways that are specific to their needs. You want to use the right engagement activities at the right time to gradually build that commitment to change. How do you assess your stakeholders along that commitment curve? You will need to assess where your stakeholders currently sit on that level of commitment, and where it is you want them to be the end of the initiative, and how you can involve them in adopting that required change. 

Level of Unawareness

The BA needs to move that stakeholder from a level of unawareness to one of being aware of the vision, mandate, objectives, and set the foundational key messages in place for the project. 

Level of Understanding

Then you want to move to a level of understanding with your stakeholders, a level which avoids negative perceptions. Here you need visible leadership commitment, and to engage stakeholders through targeted communications (whether it be email, or face-to-face, for example). 

Level of Acceptance

Then move to a level of acceptance where you build buy-in for the change by providing the right information and support; and engage stakeholders by getting people involved as early as possible in the project. Stakeholders are more likely to adopt the decisions and plans, they've had the opportunity to influence. By getting stakeholders involved early, they can feel their contributions will be highly valued.

Level of Commitment

Then you move to a level of project commitment where you bring the project benefits to life for stakeholders, sustaining the future state and embedding change as the 'new' way of operating.

The BA and PM need to know

a) the Who? Who is your target audiences or who are your target stakeholders?

b) the What? What key messages (communications) or activities (engagements) do you impart to the stakeholders?

c) the When? When do you communicate? Knowing the timing before, during or after the change, with specific dates for that communication to take place in important.

d) the How? Figure out how the message will be delivered within the delivery channel.

e) by Whom? Who is the best person to communicate or engage the stakeholder group?

Note that face-to-face channels are the most effective form for engagement.

Sustainment Planning

In the case of sustainment planning the BA and PM need to consider people, process and tools.

a) For People you need to determine an 'owner' in the business who will sustain the change, champion and model the behaviors that are needed. For example, you need to know how to integrate the changes into the onboarding process.

b) Create an ongoing Process to reinforce the change, and update other processes (if needed) and measure the outcomes (the metrics). For example, establish audits of the success metrics.

c) For Tools and technology ensure there is a plan in place to manage and maintain new technology or tool requirements.

Conclusion

Effective communication and engagement is an essential component in managing the change along the commitment curve within a project. So, the PM and BA need to move those stakeholders from a state of unawareness, to being aware, to understanding, to acceptance, to commitment, in order to implement that change, to bring that project to fruition. How do you convey the right message, from the right communicator, to the right audience, through the right channel, at the right time. As a BA, in your planning, consider when you need to communicate with each stakeholder. Include the PM in these plans so both of you can work cohesively with stakeholders to deliver a project on time and on budget.