Effective Project Communications

I was recently invited to speak at a conference in Singapore on Effective Project Communications. I'm unable to attend, so I wanted to share my insights on this very important topic in a blog entry.

As a Project Manager, communication will occur in many forms, with many individuals, including project stakeholders, your internal team, management within your organization, vendors, and more. Communication may happen verbally or through email, as well as through charters and project plans, addendums and status reports. These long lists are a small indication of the significance of communication to a Project Manager. In this entry, I'll suggest some simple methods for maintaining clear communication efficiently with all parties involved.

Let people know: Your project plan should include an outline for an ongoing contact strategy, meaning how you will communicate with your team and client, how often and in what form. This could be presented through a simple chart explaining that there will be a weekly status call from you to the client each Monday morning with written action items as a follow-up. Regardless of the details, the point is to set-up expectations by describing your intent before the project commences. This will allow the team and the clients to request a different approach if they feel it would be more effective. People feel confident when they understand what to expect.

Repeating never hurts: When decisions or direction is provided verbally, whether it's to your team or your client, always restate these items in writing. The minute details of a project are numerous, wand what may seem understood today may be forgotten tomorrow. Never take this for granted - do your due diligence by recording and distributing actionable items and decisions for the team. A simple email will often suffice, and having a paper trail of a critical path can prove invaluable when important details get lost in the shuffle.

Get to the point: A rule I insist my Project Managers follow is to be as concise as possible. When team members or stakeholders read an email, for example, they are skimming the contents for some key items: Has anything I need to know about happened?; How does it affect me?; Am I expected to do something?; When? Cover off these basics and leave the rest for a deeper discussion. Always get to the point quickly, providing only as much background information as is necessary to explain your issue.

Communication is something I think about every day. I ask myself if my messages are clear, if I've provided sufficient context, and if I've made my expectations for any outcome apparent. As with most critical PM skills, communication is something that can be improved continuously. Putting some standard practices in place to force yourself into a repeatable communication pattern will ensure consistency, if nothing else.

Making The Transition From Developer to PM

Every time I publish a job posting to hire a Project Manager, I receive applications from candidates who are working as developers. These individuals are seeking to transition laterally into a new role. With interactive Project Managers being harder to come by, I've decided to consider how a developer could bring value to a project management role. In this entry, I'll share my personal point of view on the good and bad of this substantial transition.

The Bad: I've been witness to more than one developer migrating into a PM role. The greatest challenge they will face is self-created - many 'outsiders' underestimate the complexity and stress of the job. As a result, their indoctrination into project management is clouded by immediate disenchantment and anxiety. Renowned author, Seth Godin, speaks about a concept called The Dip in a book he published. The basic premise is that anything worth achieving is worth working through - particularly in the harder times, when many people tend to give up. Project management is a career that can be trying, but if you're able to stick with it when it gets tough, the rewards on the other side of the challenges will be worth the effort. Developers moving into project management must remember that - give it time and put in the effort. In the long run, it will pay off.

The Good: Transitioning from developer to Project Manager is not entirely a bad decision. In fact, there are some distinct benefits with this scenario:
- An understanding of the full technical development process.
- A good grasp on how client requirements can be achieved technically.
- Better judgment relating to time estimates for technical work effort.
- You speak in developer 'language', making for improved communication with those resources.
- An outside perspective always sheds light on how things may be done differently (better).
- A methodical, logical developer who relies on thorough documentation may find some of these qualities translate well as a Project Manager.

The landscape of the interactive space is changing very rapidly. More work is being outsourced off-shore, and as a result, technical work may diminish, but the need to project management will only increase. If you are a developer considering making a move to project management, due diligence is required to understand the reality of the job. If you work with Project Managers, pay closer attention to their responsibilities and contributions - ask them questions - most will be happy to give you some insight. Also consider the short and long-term advantages of such a move. It is a big decision that needs to be planned out and assessed.

Standing Out From The Crowd

As more and more people are attracted to project management as a career choice, it's important to develop the soft skills that will separate you from a sea of candidates. If you are seeking a project management position, or looking to be promoted in your current PM job, here are some hard to beat qualities that will position you as a seasoned professional.

Courage - Believe it or not, courage is something that will push you further ahead as a Project Manager. Being able to handle any project, no matter what the complexity; being able to service any client, regardless of their tough reputation - this strength of character is refreshing to an employer who needs a fail-safe Project Manager on their team. This courage can truly only come from one source, which is confidence. Believe in yourself without being arrogant and you will exude competency and bravery. This attitude will foster a higher level of trust from your employer and your colleagues.

Finesse - I've discussed this elusive quality before, and while it may be difficult to define, it is absolutely real. By finesse, I mean an ability to deal with everyone you encounter in your job. This may include a harsh client or an unmotivated resource - regardless of who you are interacting with, there is a way to develop a positive and fruitful professional relationship with each and every person. Try to understand what motivates the people you work with - appeal to their priorities and you will create an immediate connection by understanding their needs.

Reliability - As a Project Manager, your very reputation lies in your ability to be consistently reliable. Always follow through on a promise, never forget a deliverable, constantly suggest solutions and forever respond to client calls and email messages in a timely manner. A Project Manager who can be depended upon will be one who is trusted, favoured and even requested from project to project. Aside from credibility with your clients, your employer will see you as competent, responsible and even authoritative.

These attributes can be developed and improved upon by every Project Manager, regardless of rank. In a client service role, such as project management, soft skills are just as important as education and industry knowledge. Demonstrating these skills in an interview will also give you an edge over your competitors. Never lose focus on these core attributes - they will carry you through difficult times, and more importantly, they will give you prominence and memorability in the minds of employers and clients alike.

The Art of Scoping

The core objective of project management is delivering initiatives on time and on budget. In order to do this, a Project Manager must possess a combination of interpersonal skills, forecasting, risk management, problem solving and more! Regardless of skill level or experience, however, a Project Manager will have trouble delivering an initiative on time or on budget if the project wasn't properly scoped to begin with. In this context, scoping relates to the estimation of work effort and hours allocated to a given project for all the resources assigned to it. At a core level, it is the 'make or break' element that will drive a project from start to finish, and it is, without question, an art.

How do you scope?: Scoping happens very early on in the project life cycle - ideally before a client commits to the project. In order to properly scope an initiative, the person responsible must have a deep understanding of the production cycle, as well as the role of each contributor. In other words, who will touch a project, at what point, and how intensely. This information will determine how many hours each resource will need. This requires a grasp of the 'big picture', and an appreciation for the nuances and risks of the project. The person who is scoping a project must ask themselves 'what if...?' for any number of potential scenarios that could upset the original breadth and depth of the project. As an example, what if the client-provided content isn't written in a manner that's appropriate for the web? Who will be responsible for structural editing, and how intense will this effort be? If your team will edit the content, it will change the scope of the project because additional hours will be needed to complete this task. Identifying these project pitfalls is a key component of the scoping process, which leads to the next point....

Necessary companions of scope: Anyone who has worked with me will know I am as focused on project assumptions and exclusions as I am on the actual scope of a project. I describe scope as drawing a box around project deliverables. Scope is about identifying what will and will not be done to deliver a project, so that the client and project team agree to the end product. In order to do this, the scoping exercise must result in a definition of what is included, as well as what is excluded and what is assumed to be true. These are fundamental elements in the equation which will help clearly solidify the commitment of the agency and client alike. As a rule of thumb, a Project Manager should never provide a quotation or project scope without accompanying assumptions and exclusions.

Scoping is a complex and critical skill, which needs to be developed over a long period of time. Remember these fundamentals when you scope, no matter how small a project may be - you will do your company and your clients a disservice if you take any shortcuts. Practice by scoping smaller initiatives and by identifying assumptions and exclusions for them. After some time, you will feel confident enough to tackle larger projects. The test for any scope is to execute the project and compare actual work effort (typically measured in hours) to the hours you originally scoped. Identify the differences and learn from them. Doing this will ensure that each project you scope is estimated more accurately, resulting in improved profitability for your company.

An Outsourced Model

Smaller interactive agencies seem to be trending towards more precise specialization. This means they are honing their internal skills to become subject matter experts in a particular space. A specialization could be database marketing, search engine optimization, creative design or email development. As a result, clients are beginning to work with multiple agencies to achieve their online goals, selecting the agency they feel can best deliver a portion of their program. The effect on the agencies is that their internal staff and skill-sets become very narrow. This may drive the need for outsourcing work when client requirements fall outside that core skill set. In fact, outsourcing is becoming a trend in the online world. There are a number of benefits to outsourcing work, and an equal number of challenges. An agency will have to endure a trial period followed by an analysis to determine whether outsourcing is a viable solution. Here are some of the more common issues you can expect:

Quality of sub-contractors: It is undeniable that when you outsource work you often lose a certain amount of control over the quality of the output. It's difficult to manage resources that may be working off-site, and even more challenging to monitor work process and work product until you receive the final deliverable. At this point it's often too late to make significant revisions, and the timeline and cost implications can be prohibitive. Sub-contractors need to undergo a thorough review and assessment period. You'll likely have to identify a pilot project to really put their skills to the test. Don't even consider hiring a sub-contractor if you haven't reviewed a portfolio of their work.

Increased management time: Working with sub-contracted talent will require additional management time. Initially, generating service level agreements, non-disclosure agreements and other required legal documents required to begin working with a sub-contractor must be considered. Once you begin work, communicating with an off-site resource can often be more time consuming than if they were a part of your internal team. As a Project Manager, you will have to determine effective, efficient methods of managing off-site resources. Engage the larger team in status calls or meetings with the sub-contractor so that everyone feels they're working towards a common goal. Try to integrate the sub-contractor into your standard process as much as possible. This will decrease the need for extraneous conversations that splinter your project management time and detract from the bigger picture.

Finding the right people: Simply put, never stop networking! There is legitimate value in leveraging external resources for skills your agency doesn't posses. Each day, new technologies and strategies are emerging, so continually network to meet the people who are cutting edge. Build up a pool of resources and potential partners so that when the needed arises, you can address it more easily. Being able to react and put solutions forward quickly is mandatory in the online world. Having to source the proper credentials in a short time can be stressful, so keep potential resources in your professional circle and call on them when the time is right.

Moving to an outsourced model can be a key factor in supporting a growing, dynamic business. Just make sure you anticipate the additional management requirements, and that your process can adapt to external resources before you begin.

3 Keys to Project Management Success

Project Management is about continuous learning. Whether it's related to changing technology, production practices or client management, a Project Manager will never stop absorbing new information. As a PM evolves with their career, there are a few fundamental skills that will be required for survival - skills that will help mitigate the most severe risks and the most trying clients. Unfortunately, not all Project Managers will be 'naturals' when it comes to these fundamentals, but effort and practice can go a long way to honing this arsenal of ability.

Finesse: OK - this is the most difficult and intangible skill to describe. In this context, it refers to the delicate, nimble management of people. People can be clients, production teams, external vendors, or your employer. A Project Manager will need to finesse each of these people at various points throughout a project life cycle for different reasons. Being able to finesse can help develop stronger relationships, trust, credibility and a sense of competency. Most importantly, a Project Manager will use finesse to continuously focus people, keeping them on track towards objectives and deliverables. Project Managers who are great organizers but poor finessers will fall short of the mark. People skills are an absolute requirement - particularly when dealing with difficult client management issues.

Time management: Without this skill, a Project Manager may as well throw in the towel. The job itself is about managing time for large groups of people over long periods, working towards an end deliverable. If you are unable to prioritize and manage time, you will struggle with your own workload, and fail at delivering projects within expected time frames.

Multi-tasking: I've written about this before because it is part and parcel of any Project Management role. The secret is in prioritizing and focusing on a single task at a time, regardless of how long your to-do list is. You can learn some tips about multi-tasking in this blog entry.

If you're able to fine tune these three skills, you will be better equipped to tackle any challenge you face. Your confidence will increase and your clients will appreciate your capacity to manage their business. Most importantly, these are skills that will help in your own life and in any other career you choose.