About this Video

• Video Title: Reinventing Project Communication | Episode 282
• Channel: CorneliusFichtner
• Speakers: Cornelius Fichtner, Mark Phillips
• Duration: 00:30:11

Introduction

This podcast episode interviews Mark Phillips, author of "Reinventing Communication," about his book's central argument: project communication should be a rigorous performance management tool. The discussion explores how to measure communication effectiveness, its impact on project outcomes, and the use of software to enhance communication. A giveaway of the book is also promoted.

Key Takeaways

• Communication's Impact on Project Outcomes: Effective communication directly affects project performance, bridging stakeholder gaps and fostering collaboration for desired results. This is supported by Conway's Law, demonstrating a mirroring effect between organizational communication structure and project deliverables. A Microsoft Vista case study highlights the importance of a well-integrated communication environment for high-quality outcomes.

• Measurable Communication: Project communication is not just a "soft skill"; it can be measured, taught, and built as an organizational asset. By tracking and optimizing communication processes, project managers can demonstrate the value of communication improvements to stakeholders.

• Communication Design Elements: Effective communication design involves defining communication methods, establishing rules for each method, and developing an integrated communication strategy. This can range from simple awareness of choices to a full performance measurement baseline.

• Observable Communication Behaviors: Schedule, cost, and technical performance metrics directly reflect the project's communication environment. Improving communication can directly improve these performance indicators.

• Practical Tips for Improving Communication: Focus on bridging boundaries and silos, rather than reinforcing them. Experiment with communication methods, considering factors like timing and tools, and remember that projects ultimately center around people and their potential.

Mark Phillips expects listeners to learn these three things:

1. The significant impact of communication on project outcomes, going beyond simple message transmission to affect actual project performance.
2. That effective communication can be measured, taught, and established as a valuable organizational process, becoming a key asset.
3. That effective communication is crucial for fostering innovation by enabling collaboration and knowledge sharing across boundaries.

Mark Phillips identifies these top three elements of communication design:

1. Defining communication methods: Choosing the right tools and media for different communication purposes and functions.
2. Setting rules for each method: Establishing clear guidelines for using each chosen communication method.
3. Developing an integrated communication strategy: Creating a comprehensive plan for communication, ranging from simple awareness to a full performance measurement baseline.

Mark Phillips states that project communication management is one of the most underutilized process areas. Project managers often view communication as a necessary but secondary aspect, rather than a core element to be proactively designed and managed. He argues that the time invested in planning and designing communication is often more impactful than time spent on other aspects of project planning.

Software can support project communication by helping to define communication methods and set rules for each method. The software should align with the project's communication plan to facilitate valuable interactions and artifact generation. However, the software should not be overly complex or distracting; a people-centric approach is key to ensuring the software enhances, rather than hinders, effective communication.

The most directly observable behaviors related to project communication are schedule performance, cost performance, and technical performance. Metrics like SPI and CPI, and the overall quality of the final product, directly result from the effectiveness of the communication environment within the project. Poor performance in these areas often points to underlying communication issues.

The book includes two checklists related to using communication as a performance management tool. One is a table outlining conceptual, tactical, and measurable dimensions of turning communication into a performance management tool. The other is a step-by-step checklist, acting as a to-do list for implementing communication as a performance measurement tool, applicable across a range of project contexts from simple awareness to a fully-fledged Time-phased communication workflow.

Mark Phillips offers these top tips for project managers to improve their communication:

1. Remember communication's purpose: It's about bridging boundaries and building connections, not reinforcing silos. Focus on tailoring communication to the receiver's understanding, rather than expecting them to grasp your specific terminology.

2. Experiment with communication: Don't be afraid to try new approaches, including variations in timing (day of week, time of day), tools, and presentation styles (fonts, etc.). Research shows that even small changes can have a significant impact.

3. Prioritize people: Remember that projects are about people. Unlocking the potential of each team member is crucial for achieving optimal project outcomes, and creating a positive project environment.