Tolitha LewisSr. Project Manager| Eli Lilly & CompanyFishers, In, United States
Thank you for your comment, Grant. We are so lucky to have such an involved author for our first book club!! Personally, I don't see too many risk workshops, rather I see and initial meeting to document project risks and then ongoing monitoring and maintenance of the risk log. Do others hold risk workshops? Saving Changes...
Edgar KowalewskiSenior Project Manager PMP| AEIXDNiddatal, Germany
Yes Grant, that is exactly the right question !
The problem is that the most of the larger organizations do really have a brilliant governance which prescribes tons of documentation to be prepared ahead of the project start. Then the project starts ...
Nobody cares more about the risks management. They let all these perfect prepared documents in a drawer, do not review them on a periodic basis. More than this: PM's are been criticized for using so much time in reviewing the risks on a periodic basis.
Risks and their solution are mostly being also reflected in the lessons learned documentation prepared after a very interesting workshop with subsequent project closure dinner.
And there they remain. Even IF the organization does have a repository for the risk logs and lessons learned documentation, this documentation is not laid down in a searchable database, reason why it is absolutely useless, because you will never find documentation about a project similar to the one you are facing to start now.
It is really a pitty, because using risk logs and lessons learned documents from former projects would make the life of a project manager pretty much easier.
So we keep reinventing the wheel one time after another.
As a hamster in his wheel. Saving Changes...
Tolitha LewisSr. Project Manager| Eli Lilly & CompanyFishers, In, United States
Excellent comment, Edgar! I've noticed the very same thing to occur in companies in which I've worked (especially earlier in my career). Does this sound familiar for anyone else? Saving Changes...
Bill BrantleyPresident| BAS2ALouisville, KY, United States
Hello Grant:
First, let me congratulate you an excellent book! Love the concepts of risk appetite and the leadership examples.
Second, I teach a class in project management communication. You had some interesting insights in how to communicate risk and effective leadership communication. Would you mind discussing your views on what makes effective project communication? Saving Changes...
Thanks for your kind words on the book Bill. Someone once said to me, if you’ve only got $10 to spend on risk management, spend it on getting people to talk about a project’s risk context (and an understanding and ultimately reduction of its risks will follow.) And so, inextricably connected to that is your question – what makes effective project communication?
Effective communication is communication that doesn’t just transfer a message, but that builds trust and creates (no, "invites") engagement. Here’s a couple of my quick thoughts on what makes that type of communication:
• key I think is an understanding that communication is much more than just sending emails and sharing plans (it’s about conversations and building relationships)
• as a process, it should be supported by formal stakeholder needs analysis (including of internal project team members) – which stakeholders have the greatest ability to influence a “use” decision? (and it’s your internal team members first...) Then, what do they want from you and what do they fear?
• an understanding of the psychology of change (people do like change, they just have to know what’s in it for them first)
• an understanding of the psychology of social pain (oh how quickly a team leader or manager can destroy engagement and trust – of team members, business managers, or customers – without realising it. Performance reviews of team members are a classic example – most are not well done.)
• ultimately, an understanding of the power of servant leadership (do we believe in the intrinsic value of people? do we want to see them be the best they can be? – watch their engagement levels blossom when we do –whether they be team members, business managers or customers).
If we really want to create the “step change in risk management culture” that we need in our organisations, then better, more effective project communication has to be a part of it.
There you go Bill. But I’d be interested in your thoughts on this topic as well, as I’m sure other readers would be. Saving Changes...
Tolitha LewisSr. Project Manager| Eli Lilly & CompanyFishers, In, United States
Thank you for posing this question, Bill! Kudos also to Grant for a very thorough response. How about the thoughts of others? What are your views on what makes effective project communication? Saving Changes...
Stéphane ParentSelf Employed / Semi-retired| Leader MakerPrince Edward Island, Canada
Effective project communication needs
* Clear project goals and objectives
* A story to be told - maybe a persona?
* A voice that brings calmness, coolness and steadfastness
Effective project communication leads to
* correct saliency of stakeholders
* effective execution
* reduced waste
* higher morale Saving Changes...
Tolitha LewisSr. Project Manager| Eli Lilly & CompanyFishers, In, United States
Great response, Stephane! I saw you on the PMXpo 2016 but didn't get a chance to say, "Hello". Hope all is going well with you and thanks for being part of this discussion as well as my network!!
How about the thoughts of others? What are your views on what makes effective project communication? Saving Changes...
Bill BrantleyPresident| BAS2ALouisville, KY, United States
Thank you, Grant, for your answer. I especially like your reference to the servant leader. I was intrigued by your portrayal of John Hunt and how he exemplified the six characteristics of servant leadership. You had some interesting insights into his character which hinted at a great ability to communicate. Do you have more information on Hunt's communication style?
In teaching my course on project management communication, I think I follow your heroic project manager model. My approach is to instill the importance of using communication strategically (based on concepts presented in Garcia's "Power of Communication,The: Skills to Build Trust, Inspire Loyalty, and Lead Effectively"). The second part is to develop a toolkit of communication methods from coaching to small group leadership to negotiations to formal presentations. We also spend a good deal of time on audience analysis to more effectively shape messages.
I also bring in neuroscience concepts. You had a short section on neuroleadership and complex projects. Have you done any additional research on using neuroleadership in complex projects?
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1 reply by Grant Michael Avery
May 03, 2016 7:26 AM
Grant Michael Avery
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Cheers Bill. Your approach to project management communication sounds excellent. I'd describe Hunt as a servant communicator. Actually I'm speaking more on Hunt and servant leadership at next week's PMI EMEA global congress in Barcelona. You're not going to be over there by any chance are you? In fact if anyone from this forum is planning to attend that congress (and its certainly one I can recommend) please do look me up. It would be great to discuss some of these things in networking at the congress. Re neuroleadership Bill, it's a fascinating field. I'd love to undertake some research with respect to specific complexity topics but so much else on at the moment!
Saving Changes...
Syed Nazir RazikEngineering Leader - Product and Platforms, Agile CoE| AltimetrikChennai,, T.N., India
Apr 20, 2016 5:15 PM
Replying to Tolitha Lewis
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2016 March Book Club - Chapter 1 Question:
Our author, Grant Avery, traveled to Antarctica in the early 2000's. On what ship did he sail?
Tolitha (PMI Book Club Moderator)
