Some want emails, status reports, radiators, meetings. Some want infrequent communication, while others demand it frequently. Some want high level information, while others want very detailed. So how do you manage all these dynamics for communicating with stakeholders? Saving Changes...
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Drew CraigSr. Agile & Product Coach| VanguardPhiladelphia, Pa, United States
There are a couple factors to consider; organizational standard, your preference, and the audience's preference (ask them!).
Ideally, there is a system in which I am able to track efforts with automatic reporting, i.e. MS Project, JIRA, etc., with a dashboard to present the information. That way its a simple URL for all to follow to see where/how things are in the project.
Currently, I have various types of SH to appease; internal, external, and account. Each has different needs. To simplify the internal, I've created a tracking excel for monthly progress to easily update the monthly dashboard. Additionally, I have two word-doc status reports for both internal and external.
I always try to incorporate and promote KM into such activities. I will be part of our dashboard 3.0 efforts :) which I hope to by more dynamic since a monthly dashboard is only accurate for one-day :)
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1 reply by Sante Delle-Vergini, PhD
Apr 27, 2018 8:38 AM
Sante Delle-Vergini, PhD
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Yes there are many levels to consider when juggling communication. Audience preference usually (or should) takes precedence, but it doesn't always pan out that way.
I'd try to shift the conversation from the how/when to the why. If you understand what's driving their demands, you might be able to convince them of an alternate communication approach which will take less effort while still meeting their needs - for example, shifting from push reporting to information radiators.
Kiron
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1 reply by Sante Delle-Vergini, PhD
Apr 27, 2018 8:40 AM
Sante Delle-Vergini, PhD
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Agreed the "why" is crucial. However, that is in the eye of the beholder. We may know why they want this or that, yet they still insist on the what and how: "because I said so"
There are a couple factors to consider; organizational standard, your preference, and the audience's preference (ask them!).
Ideally, there is a system in which I am able to track efforts with automatic reporting, i.e. MS Project, JIRA, etc., with a dashboard to present the information. That way its a simple URL for all to follow to see where/how things are in the project.
Currently, I have various types of SH to appease; internal, external, and account. Each has different needs. To simplify the internal, I've created a tracking excel for monthly progress to easily update the monthly dashboard. Additionally, I have two word-doc status reports for both internal and external.
I always try to incorporate and promote KM into such activities. I will be part of our dashboard 3.0 efforts :) which I hope to by more dynamic since a monthly dashboard is only accurate for one-day :)
Yes there are many levels to consider when juggling communication. Audience preference usually (or should) takes precedence, but it doesn't always pan out that way. Saving Changes...
I'd try to shift the conversation from the how/when to the why. If you understand what's driving their demands, you might be able to convince them of an alternate communication approach which will take less effort while still meeting their needs - for example, shifting from push reporting to information radiators.
Kiron
Agreed the "why" is crucial. However, that is in the eye of the beholder. We may know why they want this or that, yet they still insist on the what and how: "because I said so" Saving Changes...
"Humanity has advanced, when it has advanced, not because it has been sober, responsible and cautious, but because it has been playful, rebellious and immature."
