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CHAPTER 12 Managing Your Team
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 I get feedback constantly and project status regularly.  I reward in public, but criticize work in private. When you create your own covenant, rst read it yourself daily, and check yourself against it. When you are con dent that you live by it reasonably well, post it so everyone can see. Henry wrote his on the whiteboard in his o ce. And everyone knew that we could come in and bring him a problem at any time. He always knew the pulse of the project, and he kept it running well.
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Communications Management
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For the rest of the chapter we will look at how to communicate with customers, the sponsor, and other stakeholders who are not on our project team. This group is not close-knit, the way a project team should be. Their participation in the project will be intermittent, and we need to plan how to keep everyone informed and to keep the information owing. The ow of information feeds the project, letting the team know what to do.
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THE THREE LEVELS OF THE CUSTOMER AND THEIR CONCERNS
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When our customer is a business group, such as a company or department, we need to be aware of three di erent levels of the customer, each of which has di erent legitimate concerns, as follows:  Executive. This level is responsible for de ning the mission and direction of the customer group, and includes the sponsor or customer executive who sees project success as contributing to the mission of the organization.  Managerial. Managers are responsible for getting work done. If they see the value of the project in terms of productivity, they will support it. Even so, time taken by the customer department in analysis, and interruptions during transition to production, are di cult for managers. Projects bring in change, and even change for the better creates disruption and reduces productivity.  Worker. Workers are rated by how much work they get done. We need to demonstrate that the new product or service will improve the way work is done, leading to greater e ectiveness and e ciency, not just for
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PART THREE Skills and Tools
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the department as a whole, but for the workers speci c jobs. It does not work to tell someone that we are making the work harder so it is easier for the department. In addition, workers know what is really going on in the department. Their knowledge of the initial situation and the real needs and problems is essential to project success. Their resistance to change is not something we need to overcome; it is something to which we need to listen. When we really understand the workers issues, we can make a product or service that will really solve the department s problems. In addition to legitimate issues about the project, people at each level may also have issues that are not legitimate. We may encounter prejudice for one method over another, or biased preferences. We may encounter people who think they are expert when they are not. This brings us into the realm of politics. We can minimize this by using the tools of the no-blame environment and triangulation for the same side approach. We keep bringing the focus back to the needs of the project not our needs the project s needs.
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KEY COMMUNICATIONS CONCEPTS
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There are three key ideas that lead to successful communications:  Closing the loop. The only way we can know that communication has been successful is if we hear back from the person we are trying to reach. In our plan, we must ask and answer questions like: How will we know if an e-mail was read How will we know if someone understood what was said at a meeting De ning the purpose of each communication and the desired response. Sometimes, our goal is just to inform. Then we want to get a reply that says, I hear and understand. Other times, we are asking for a decision, such as approval for a purchase. Then we want to receive the results of that decision. Other times, we are delegating work. In those cases, we want to know that the action item was understood, and we want to see the deliverables on time. In each project communication, we should make the desired response clear, and give a date when we want to receive that response. That increases the likelihood of e ective action, and also gives us a reason to follow up if we do not hear anything. Feedback. As discussed in 3, communication is e ective only if it leads to an e ect a change of plan, or work that actually gets done.
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