Ranmali KirindeProject Manager| Virtusa Pvt LtdColombo 09, Sri Lanka
I've been working on a large complex program with several work streams running in parallel and managed by 5 project managers. I've come to realize that there are frequent information gaps between the teams working on the different work streams and the communication across teams does not happen well. No one seems to have a clear view of the overall program and the application. How can we prevent these gaps from happening? What are the tools / plans / systems that we can put in place? Saving Changes...
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Sergio Luis ConteHelping to create solutions for everyone| Worldwide based OrganizationsBuenos Aires, Argentina
Clear understandng about what communication really is. I can write about that but my recommendation is to search inside Norman Abransom "Information and Communication Theory". Search inside your process. And remmember, as Mr Demming said, when a process does not obtain the expected results then you have to follow the fail inside the management.
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1 reply by Ranmali Kirinde
Apr 02, 2016 4:37 AM
Ranmali Kirinde
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Thank you Sergio
Saving Changes...
Thomas WalentaGlobal Project Economy ExpertHackenheim, Germany
In a program, integration of the projects is in the responsibility of the program manager. So I would suggest he/she is not doing the job well.
Communication gaps are in my experience the most common reasons for large project failure.
How to do the integration job well? There are many things: establish a stakeholder analysis, communication plan, central information hub, sharing culture etc. That does not come for free.
Consider drilling down teams to 8 members, this is somehow the limit that communication can flow with in the team without goverance. Make sure that inter-team communication is defined (e.g. by scrum-of-scrums or weekly team lead meetings). And so on.
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1 reply by Ranmali Kirinde
Apr 02, 2016 4:42 AM
Ranmali Kirinde
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Thank you Thomas. Weekly team lead meeting or scrum of scrums is a good idea. This is something we don't practice regularly. And having a central information hub sounds good.
Thomas define it well.
I would add have a clear scope of the program and all the projets, where one start and finish.
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1 reply by Ranmali Kirinde
Apr 02, 2016 4:43 AM
Ranmali Kirinde
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Thank you Vincent
Saving Changes...
Ginen DharamshiFounder & CEO| GGD ConsultantsThane, Maharastra, India
1. Ground Rules
2. Clear Communication management plan
3. Use technology like flash messages, Chat groups.
4. Well defined RACI matrix Probably integrate it using PMIS.
5. cultivate the habit of interactive and push communication
6. Keep identifying the gaps and treat them as risks. ( follow risk management plan)
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1 reply by Ranmali Kirinde
Apr 02, 2016 4:49 AM
Ranmali Kirinde
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Thank you Ginen. I think the chat group might be useful and treating he gaps as risks.
Saving Changes...
Ranmali KirindeProject Manager| Virtusa Pvt LtdColombo 09, Sri Lanka
Apr 01, 2016 9:04 AM
Replying to Sergio Luis Conte
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Clear understandng about what communication really is. I can write about that but my recommendation is to search inside Norman Abransom "Information and Communication Theory". Search inside your process. And remmember, as Mr Demming said, when a process does not obtain the expected results then you have to follow the fail inside the management.
Thank you Sergio Saving Changes...
Ranmali KirindeProject Manager| Virtusa Pvt LtdColombo 09, Sri Lanka
Apr 01, 2016 1:21 PM
Replying to Thomas Walenta
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In a program, integration of the projects is in the responsibility of the program manager. So I would suggest he/she is not doing the job well.
Communication gaps are in my experience the most common reasons for large project failure.
How to do the integration job well? There are many things: establish a stakeholder analysis, communication plan, central information hub, sharing culture etc. That does not come for free.
Consider drilling down teams to 8 members, this is somehow the limit that communication can flow with in the team without goverance. Make sure that inter-team communication is defined (e.g. by scrum-of-scrums or weekly team lead meetings). And so on.
Thank you Thomas. Weekly team lead meeting or scrum of scrums is a good idea. This is something we don't practice regularly. And having a central information hub sounds good. Saving Changes...
Ranmali KirindeProject Manager| Virtusa Pvt LtdColombo 09, Sri Lanka
Apr 01, 2016 3:14 PM
Replying to Vincent Guerard
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Thomas define it well.
I would add have a clear scope of the program and all the projets, where one start and finish.
Thank you Vincent Saving Changes...
Ranmali KirindeProject Manager| Virtusa Pvt LtdColombo 09, Sri Lanka
Apr 02, 2016 1:09 AM
Replying to Ginen Dharamshi
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1. Ground Rules
2. Clear Communication management plan
3. Use technology like flash messages, Chat groups.
4. Well defined RACI matrix Probably integrate it using PMIS.
5. cultivate the habit of interactive and push communication
6. Keep identifying the gaps and treat them as risks. ( follow risk management plan)
Thank you Ginen. I think the chat group might be useful and treating he gaps as risks. Saving Changes...
The project managers need to meet up daily to share progress, issues, and threats facing the their respective projects and the impact to other project teams. Parallel run projects are difficult to manage, there are inter-dependencies across these projects, which makes it mandatory for all project managers and their team leads to meet on a daily basis. Some of the issues cannot be resolved over a chat group, I suggest face to face communications. You can run this meeting over a breakfast. There may be nothing much to discuss initially but as the project runs into the planning phase, the team starts to warm up and eventually it gets hot during the execution phase. This is all part of the project communications management.
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1 reply by Ranmali Kirinde
Apr 02, 2016 11:17 AM
Ranmali Kirinde
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Thank you Zulk. The PMs do have a morning meeting however we don't involve the leads which is one of the gaps that has to be fixed.
Saving Changes...
Ranmali KirindeProject Manager| Virtusa Pvt LtdColombo 09, Sri Lanka
Apr 02, 2016 9:20 AM
Replying to Dr. Zulk Shamsuddin
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The project managers need to meet up daily to share progress, issues, and threats facing the their respective projects and the impact to other project teams. Parallel run projects are difficult to manage, there are inter-dependencies across these projects, which makes it mandatory for all project managers and their team leads to meet on a daily basis. Some of the issues cannot be resolved over a chat group, I suggest face to face communications. You can run this meeting over a breakfast. There may be nothing much to discuss initially but as the project runs into the planning phase, the team starts to warm up and eventually it gets hot during the execution phase. This is all part of the project communications management.
Thank you Zulk. The PMs do have a morning meeting however we don't involve the leads which is one of the gaps that has to be fixed. Saving Changes...
