How to drive it when other channels(skype, emails etc) failed? Hence communication was not effective.
How to enable people to set priorities?(they may have their priorities)
What are the methods to engage them?
How to act proactively?(Risk: we can not decide or pick thing on behalf of them)
What is you can say effective communication when other strong channels failed?
Story is like this-
Plan is shared. Dates are passed. Critical information is required in time. but inordinate delay was happening. Asked new dates for deliveries. but no response. Used all possible channels. Little response. Pressure is mounting.
Project coordinator needs help in this case. Saving Changes...
Ruth Marina Lopez PerezResponsable TI| INSTITUTO DE PREVISION SOCIAL MILITAR - NICARAGUAMasaya, Los Madrigales, Nindirí, Nicaragua
I think that situation must be a planning bad of communications, and desmotived personal.
Further, the project manager don't have the rol required for that project.
It is not about communication. Is about culture. Believe me, I am working in highly distributed, multi-cultural multi-country, highly risk (them expected time to deliver is crazy) strategical initiatives from 1990 up to date and is not about communication. In fact, in my actual work place where I am working from 8 years ago, I never met face to face to more thatn 80% people I am working on. And teams are hugh teams because all Latin America and most of the time USA, Europe and Asia Pacific are part of the initiative. On the other side I was in charge to all related to process and governance. So, what we do is a short conference call (30 minutes or less) one time per week (depending on the initiative it could be 2-3 times) with the aim to help people to do they work (all people are working on multitasking mode). In the mine time we use Skype for Buisiness and MS Outlook plus we use a corporate tool to put there all related to progress. But let me say again: no matter that is about Culture where Cultuere start from the top management. And always remember: is not your project, is the company and mainly the sponsor project.
I agree with Sergio strongly, I worked and lived around the world in different cultures and different corporate cultures and I found culture is the main factor in communication
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1 reply by Milind Patil
Jul 26, 2018 2:30 AM
Milind Patil
...
Thanks Kevin. I too.
Saving Changes...
RAJESH K LProject Manager, PMP| Bharat Electronics, Bengaluru, IndiaBengaluru, Karnataka, India
Following questions arise?
a. Are milestones identified?
b. Is escalation mechanism identified?
c. Are project reviews (milestone) held regularly?
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1 reply by Milind Patil
Jul 26, 2018 2:32 AM
Milind Patil
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Thanks Rajesh. Read my comments.
Following questions arise?
a. Are milestones identified?
Milind: Yes
b. Is escalation mechanism identified?
Milind: All key people are in loop of progress
c. Are project reviews (milestone) held regularly?
Milind: Daily review due to short activity
I think a RACI matrix has been created which identifies which team members are accountable and responsible for items in the project. If this was communicated along with the schedule they need to adhere to the timelines. In this case since team members initiative seems to be missing let their Functional managers decide and communicate which projects have higher priority. Also the work assigned should be related to their performance appraisal criteria which essentially would motivate them to perform better in a fair system. Having face to face meetings(either in a meeting room or virtually) with team members on a weekly basis to know how much they have progressed, what are the challenges or if they need help on any aspect can help deal with "no response". Also it needs to be communicated "no response" is not an acceptable project status. Probably discussions with senior team members and managers about attitude needs to be addressed. Saving Changes...
It is not about communication. Is about culture. Believe me, I am working in highly distributed, multi-cultural multi-country, highly risk (them expected time to deliver is crazy) strategical initiatives from 1990 up to date and is not about communication. In fact, in my actual work place where I am working from 8 years ago, I never met face to face to more thatn 80% people I am working on. And teams are hugh teams because all Latin America and most of the time USA, Europe and Asia Pacific are part of the initiative. On the other side I was in charge to all related to process and governance. So, what we do is a short conference call (30 minutes or less) one time per week (depending on the initiative it could be 2-3 times) with the aim to help people to do they work (all people are working on multitasking mode). In the mine time we use Skype for Buisiness and MS Outlook plus we use a corporate tool to put there all related to progress. But let me say again: no matter that is about Culture where Cultuere start from the top management. And always remember: is not your project, is the company and mainly the sponsor project.
I agree with Sergio strongly, I worked and lived around the world in different cultures and different corporate cultures and I found culture is the main factor in communication
I think that situation must be a planning bad of communications, and desmotived personal.
Further, the project manager don't have the rol required for that project.
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