Project Perfect Pty Ltd Communications in Projects Neville Turbit Project Perfect

Project Perfect Pty Ltdwww.projectperfect.com.au

Communications in Projects

Neville Turbit

Project Perfectwww.projectperfect.com.au


Why Communicate

• Keep people informed so that they will:– Support the outcome of the project– Understand what they need to do in the

project– Understand the implications and alert us to

issues ~


Who to Target

Two key groups:1. Stakeholders

– Staff– Customers– Management– Suppliers– Regulators

2. Project Team ~


Stakeholders

• Some supportive, some not

• Need to know the “people terrain”– How important is the person to the success of

the project.– How supportive is the person towards the

success of the project. ~


Importance

Crucial

Significant

Interested

Involved


Supportive

Fanatical

Allies

Luke Warm

Press Gang


The Stakeholders

Sponsor

Crucial

Significant

Interested

Involved

Fanatical

Allies

Luke Warm

Press Gang

Importance

Supportive

William Brown

John Smith

Jane Doe

John Doe

Joan Green

Harry Secombe


Actions if a Problem Exists

• Identify the cause then address the problem• Change importance of the person to the project

– replace them if appropriate• Pair them with a more enthusiastic person• Add something to the project to gain their

support• Remove something if necessary• Use “Fear of failure” as a motivator• Isolate them. E.g. Make sure they are in a

meeting with a vocal group of supporters - gang up on them ~


Key Elements of Communication Plan

1. Who do you need to talk to

2. Why are we talking to them

3. What do they need to know

4. When to tell them - timing

5. How do you communicate with them. Who does the telling

6. Where to tell them – the medium ~


1. Who to tell

• Stakeholders

• Team

• Other peripheral involvees or potential stakeholders e.g. other project teams ~


2. Why are we talking to them

• Why are they a stakeholder?

• What does that imply they need to know? ~


3. What to tell

• What is relevant to them? – What will make them support the outcome of

the project?– What do they need to do in the project?– What will enable them to understand the

implications and alert us to issues? ~


4. When to tell

• How often does information change?

• Do you need, or not need, a regular timeframe for delivery of information?– E.g. Rollout. Not much information early in

the project but lots later in the project ~


5. How to Tell them

• Two basic types of information:– Push where the information is pushed

to them in a memo, email, or presentation

or– Pull where the information is available, but they have

to go find it. A web site is a good example of ‘pull’.

• How interested are they• Don’t be afraid to use Executive presenters

– Shows support for the project– Can create commitment with the presenter i.e. their

credibility is on the line~


6. Where

• Don’t assume they know because you told them once

• Use multiple channels to reinforce

• Piggyback on other corporate communications e.g. Newsletters, corporate briefings

• Provide opportunities for feedback ~


Communications

PlanStructure• Audience. Who should receive the communication?• Reason. Why you are communicating with them. Why

are they a key stakeholder.• Event. The communication, be it a weekly report, or a

presentation to the board.• Responsible. Who is responsible for preparing and

scheduling the piece of communication.• Medium. The way in which it will be delivered.• Timing. How often it will be presented.• Content. What it will contain. This should address the

reason the audience will be interested in the project. ~


Example - 1

Audience Senior Management Team

Reason Financial responsibility for project

Event Monthly project expenditure report

Responsible Project Manager

Medium Presented at weekly exec meeting

Timing Monthly

Content Expenditure to date v budget, estimate to finish, updated cash flow, anything that should be brought to the attention of the team


Example - 2Audience Suppliers

Reason Ability to fit in with our new purchasing system. Early warning of any potential problems

Event Briefings to suppliers – Typically run after hours at a central location and lasting around 1 hour.

Responsible Purchasing Manager

Medium Presentations in regional locations

Timing Briefings on the following dates …………………. (NOTE: Irregular frequency in this case)

Content Show prototypes of new documents, discuss purchase ordering, run through new processes, gather input from suppliers


Change Management


Change Management

There is nothing more difficult to take in hand, more perilous to conduct, or more uncertain in its success, than to take the lead in the introduction of a new order of things, because the innovator has for enemies all those who havedone well under the old conditions, and lukewarmdefenders in those who may do well under the new.

Machiavelli (1469 – 1527)


Views of Change Management

• Change Mgmt is not about:– Manipulating minds– Liberal dose of “Bovine Excreta”– Selling the benefits - hiding the costs– Self promotion “Aren’t I clever !!!”

• Really about “Managing expectations”– Not expecting more than you will get ~


The Usual Approach

• A few lines in a newsletter

• Perhaps a briefing• Some staff seconded

onto the project• A letter or informal

communication• Training at the last

minute• Attitude - We pay

them so they have to accept it !!! ~

• Expectations out of line with reality

• Fear of the unknown• Don’t really believe in it• Nothing in it for me• Threatens my

job/position/status• Easier if it didn’t happen • Not my problem• Let it fail ~

Approach Results


Successful Change Management

Goals:

• Wanting to make the change

• Owning the change

• Accepting teething problems

• Promoting the change

• See it as an opportunity

• Comfortable with the change ~


I am here I think I am going

here

This is where I am actually going


Foreground & Background

Foreground• A man walks past

with an AK47 Automatic Rifle

Background• You are in your local

shopping mall• You are in a military

base ~



Foreground• Someone comes into

the office wearing a T shirt and jeans

Background• The company is IBM• The company is

Microsoft ~



Foreground• The company asks

staff to take a 10% cut in salary

Background• Everyone believes the

company is in good financial health

• The company has been talking to staff about problems with banks and financing a necessary upgrade ~



Foreground• A new system is

introduced and there are a number of bugs which require people to work all weekend to manually input data

Background• The staff had been

told it was the greatest IT advance they ever had

• Staff were told it was a big improvement but there were likely to be teething problems ~


What is Change Mgmt?

• Setting the background

• Setting expectations

• Getting people involved

• Establishing ownership

• Getting people to support the project ~


Change Management Process

Four Step Process1. Qualitative Assessment

– Segment – Understand the reality– Understand the expectations and …– Understand the obstacles

2. Quantitative Assessment– Benchmark– Set Goals and measures

3. Create the Strategy and Plan4. Implement and monitor ~


1. Qualitative Assessment


Qualitative Assessment- Segments

• Staff

• Customers

• Suppliers

• Banks

• Auditors

• Accountants ~


Qualitative Assessment- Sub Segments (Staff)

Example Senior Management Telephone Sales Staff who have been here

more than 2 years Telephone Sales Staff who have been here

less than 2 years Warehouse Staff who are comfortable using a

P.C.• Warehouse Staff with no P.C. experience ~


Qualitative Assessment- Sub Segments (Customers)

Example Top 20 Customers Customers outside the

Top 20 but having a turnover of greater than $100k p.a.

• Customers below $100k p.a ~


Qualitative Assessment - Reality

Advantages (Benefits) Will reduce Stress for Telephone Sales

Staff because of order status monitoring Will provide more up to date information

for Management on delivery costs Will reduce the time taken for month end

processing. etc. ~


Qualitative Assessment - Reality

Disadvantages The new system demands more accuracy

of input and data conversion will be difficult Considerable training will be required for

clerical staff The format of invoices will reduce flexibility

in placing orders etc. ~


Qualitative Assessment - Expectations & Obstacles

Identified Expectations

For Warehouse Staff who have no P.C. experience, there is a general

fear of the introduction of P.C.’s to the Warehouse. They believe it will make their job more complex, and that they will loose job security. Some of the comments in the JAD session were:

“The system will have all the knowledge.”

“Why do they need me when they have a computer.”

“I never thought I would be replaced by a computer.”


Qualitative Assessment - Expectations & Obstacles

Corporate Perceptions•Credibility. The organisation has a record of not providing sufficient training for new systems.•Cost Cutting Focus. The staff believe that the last years redundancies are only the start. The system changes are a way to make further staff cuts. etc. ~


Qualitative Assessment - Expectation & Obstacles

Personal Obstacles•Difficulty. Some Staff see the new system as being beyond their capacity to learn. They see it as beyond the skills they have, or can develop.•Language. Many of the staff have limited English and see it as an impediment to learning.•Status. Knowledge is power and now the knowledge is to be taken away and put on a computer. This will lower the status of long serving employees. ~


Qualitative Assessment - Example

Segments Mainly telephone order staff

Change Customer minimum delivery quantity will be enforced thru the system

Reality Small deliveries will no longer be allowed

Expectations & Obstacles

Reduction in customer service e.g. currently some deliveries cost us more than we charge the customer~


2. Quantitative Assessment


Quantitative Assessment

• Where are the measurable differences between expectations and reality, and what obstacles do we need to overcome?– Which are the important issues?– How can we measure them? ~


Quantitative Assessment- Important Issues

Example• Removal of order flexibility• Effort required to clean data

after changeover to new system• Inability to learn the new system ~


Quantitative Assessment- Expectations & Obstacles

Expectation Validity

Most people expect the new system will be difficult to learn and remove their freedom to customise orders

True

A significant number of senior management believe there will be few problems in the data conversion

Probably false

Inability to learn the new system False


Quantitative Assessment

Survey Benchmarking• Do you think you loss of flexibility in

entering orders will make your job more difficult. Yes - 85% No - 15%

• Do you expect problems with data conversion None - 60% Some - 26% Lots - 14%

• Do you expect to get adequate training? • Yes – 30%• No – 70% ~


3. Strategy & Planning


Strategy & Planning

• Strategy is what we want to achieve• Plan is how we are going to do it • The following examples cover

both strategy and planning ~


Strategy

Where we are now What is the likely impact on

people if we do nothing Where do we want to end up• How do we get there ~


Strategy Scope

• Groups & Segments• Key expectations• Goals• Recruitment• Training• Key Influencers• Communication• Rational messages• Emotional messages

• Feedback• Personal impacts• Family impacts• Career impacts• Timing of info release• Competitive stance• Budget• Contingency• ~

Some of the key areas to cover in a strategy are:


Strategy Scope- Goals

“Do you expect problems with data conversion”

Benchmark - 60% expect none

Goal (6mths) - 10%

Interim (2 mths.) - 30%

(4 mths.) - 15% ~


Strategy Scope- Recruitment

• Users– Will they have the skills for the new system– Do they need experience on the new system or

will training suffice– When do new recruits for the user area come on

board– Do we need additional temps

• Project Team– Will they fit with the culture– Are they burnt out from another project– How do you integrate them ~


Strategy Scope- Change Training

• Provide generic change training– What is change– How people are effected by change– Different responses– Specialized training for opinion leaders ~


Strategy Scope- System Training

• Other training e.g. Windows, printer maintenance. Bring everyone up to basic level of knowledge

• Circulate timetable in draft• Talk to HR re holidays, study leave etc.• Be flexible up to the last minute in

rescheduling. Not everyone sees the need for training ~


Strategy Scope- Key Influencers

• Which Sub Segment do they influence

• What is their current disposition• Why do they hold a certain view• Is that view influencing others• If it is an adverse influence, what can you

do to counter it• Who else can provide an influence ~


Strategy Scope- Communication

Audience Potential Users

Reason Start to bring the people who will use the system into the information loop

Event First Newsletter

Responsible Communications Coordinator

Medium Email

Timing Dec 04

Content Announce the new system and start outlining benefits



Audience Project Team

Reason Confirm the start of the project and bring participants up to date on what is going to happen

Event Kick off meeting

Responsible Project Manager

Medium Meeting

Timing Dec 04

Content Run through the plan for the first phase and detail overall goals, responsibilities, and administrative issues



PresentersIt is expected the CEO will be available to make

monthly addresses via a conference call to all Branches as well as visit all Branches to give a personal brief twice before, and once after, the implementation ~



TV Ads don’t get shown just once • Make sure the message is consistent• Say the same thing over and over• Repeat the message• Tell them the same story at every opportunity• Do not vary the message• Ensure everyone hears the same thing• ad infinitum• ….. Get the picture? ~


Strategy Scope- Rational Message

The Logical ApproachNew System will reduce out of stocks by providing more accurate stock figures

Deliveries can be made on short notice due to the manual override features

• etc. ~


Strategy Scope- Emotional Message

The Emotive ApproachAs much post implementation support as required will be provided to ensure people are comfortable with the system

This will take us into the forefront of Customer Service Centres. etc. ~



Show Them• In November we have arranged for the software

supplier to take a group of staff to their offices for a demonstration of their software.

• In March we plan to provide samples of all new stationary to our Top 20 customers. etc. ~



Managing Up

• Where do you need support to succeed

• Who should be briefed

• Formal management briefings

• Informal management briefings

• Inclusion in other meetings ~


Strategy Scope- Feedback

Ask Them• Prototype reviews• Product demonstrations• Acknowledge individual contributions• Use e-mail lists to ask for assistance• Set up a Sandbox for people to play• Show users training and documentation,

launch material, letters, newsletters etc. ~


Strategy Scope- Personal Impacts

• Build in recovery time after major efforts

• Watch for, and deal with stress in staff

• Time is more important than money as a reward (in most cases). Time off in lieu of payment

• Keep a health watch on project staff~


Strategy Scope- Family Impacts

A committed project team member needs support at home. E.g.

• Taxi vouchers after working late• Tickets for family oriented events• Subsidized babysitters• Subsidized child care• Travel allowances for family• Restaurant/ home delivery vouchers ~


Strategy Scope- Career Prospects

What happens after the project?• Review team situation 3 to 6 mths

before the end• Ask their ambitions• Set a date for offering options• If redundant, let them know when and

provide an incentive to stay• Manage their exit if necessary e.g.

contractors ~


Strategy Scope- Timing

• If you have nothing to say, don’t say anything

• If you are unsure, make it clear there might be changes

• If something changes, tell people

• Communicate in line with a communication plan – e.g. frequency based on how often things change ~


Strategy Scope- Competitive Stance

Example• We will withhold the actual date of the conversion

until three weeks before the date to ensure our competitors do not use the four days we will be closed to offer their services to our customers.

• In order to maintain our competitive position, we will not announce our price increase which will be implemented with the new system until one week before conversion. ~


Strategy Scope- Budget

• Budget for a communications person if possible – even part time

• Reserve for unforeseen developments

• Training if people are to be used as presenters

• Travel expense for personal presentation

• Communication takes time … so budget for that time ~


Strategy Scope- Contingency

Planning Ahead• Where are your risk areas and how will

you handle problems• How do you quickly disseminate

information in a crisis• Who approves release of controversial

information• How do you maintain credibility when

information changes ~


4. Tracking & Fine Tuning


How will we know a Change Mgmt program

is working

1. Identify the key expectations we want to influence

2. Quantify those expectations today

3. Set goals for the expectations

4. Monitor progress ~


Monitoring Goals

Example• In March we will survey Sales Staff in the major

States with a 10 point questionnaire. This will ensure the goals outlined above are being met. Any goals which are slipping will have immediate remedial action taken.

• In April we will contact 10 of our top 30 customers and request a meeting to check on the progress of this plan. ~


Other Issues


Other Issues- Effort required before and after…..

Consider• Handling problems – Who is

responsible• Unfamiliar system and their impact on people• Bad data after conversion• Setting up a customer hotline• Customer materials (invoices etc.)• Need for additional staff ~


Other Issues- Failure Points

If you were to fail, where would it happen

• Not enough time to do the training

• Not enough people to write the documentation

• Empowering people who don’t want to be empowered

• etc. ~


Other Issues- Staff Reorganization

The impact on people’s roles

• Changing roles and responsibilities

• Winners and losers

• Transition

• Manage redundancies

• Don’t move too quickly to downsize

• Involve HR Dept ~


Other Issues- Incentives

Reward = involvement

• Suggestions re the system

• Suggestion re training

• Suggestion re implementation

• Post conversion (e.g. first person to process fully a credit note without problem)

• Achievement of business requirements ~


Other Issues- Promotional Items

Gain visibility through:

• Staff, customers, vendors give-aways

• Caps, mugs, T shirts

• Stickers for diaries to remind of the date

• Post conversion to confirm the success ~


Other Issues- Sandbox

• Allow users to play

• Encourage familiarity

• Refresh regularly

• Feedback mechanism for problems/ suggestions ~


Other Issues- Degree of Certainty

• Don’t commit if you can’t deliver• If you don’t know, say so. Make it a policy• Use words like “our current plan” or “our best

guess at this time”• Use “we will know more in November” or “we

will not decide until …”• If you are delayed, explain it “We were late

with the newsletter because we wanted to include details of … which is now available” ~


Other Issues- Negative Outcomes

Don’t pretend they will not happen•Outcome. We anticipate that within 3 months we will have 10% of Warehouse Staff resign due to their inability to cope with the changes. This figure is estimated to reach 20% after 12 months.

•Action. This will require HR to start interviewing people about the time the conversion takes place, in anticipation of resignations. ~


Other Issues- Integration of tools

Nothing should be done in isolation. Be sure to integrate:

• Briefings• Training• Prototype reviews• Newsletters• Personal Visits• Personal letters• Web site ~


Summary

• Strategy first - Plan second• Get organisational commitment• Look at where you want to go• Look at where people think you are going• Decide how to change the course• Set Realistic expectations• Monitor progress • Remember not everyone is as excited as

you are ~


“If reality meets your expectation, it is not

really a change”

Documents

Project Perfect Pty Ltd Communications in Projects Neville Turbit Project Perfect