barcode reader sdk vb.net Managing Your Team MANAGING ALL TYPES OF COMMUNICATIONS in Software

Printing Quick Response Code in Software Managing Your Team MANAGING ALL TYPES OF COMMUNICATIONS

CHAPTER 12 Managing Your Team MANAGING ALL TYPES OF COMMUNICATIONS
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In the communications plan, we should de ne how we will handle each of these types of communications:  Routine reports that keep the sponsor, the customers, and other stakeholders informed of project status.  Deliverables at the gates, which include both inputs to the review and approval process at the gate at the end of each stage, and also the outputs of the gate: requests for change or rework, project cancellation, or approval of the stage and authorization for the next stage.  Informal communications, where project members talk to customers and stakeholders. Usually these take care of themselves, but there are some things of which to be aware.  Escalation of problems and changes, which are the formal communications we use when we need to report on a risk event that is happening, request a change to the schedule, budget, or project scope, or get help. Let us take a closer look at the two of these.
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Informal communications
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Informal communications include conversations, e-mails, and quick notes to explain things. They are the constant lifeblood of the project. (Formal communications are just a skeleton.) When these go well, everyone learns and grows and the project continues by itself. As project managers, we should always model and foster positive informal communication. There are four dangers to watch for in informal communications:  Technical decisions not reaching the project plan. Sometimes, technical people on a team will split up into small groups and brainstorm. Often, they will not participate in whole team meetings when you are updating the project plan. The result is that good ideas are changing the project in good ways, but the plan is not up to date. If you see this happening, do not stop it. But do get the changes into the plan. You can do it informally, by just asking people what ideas they are putting forward; or you can do it formally by opening the weekly meeting with at tenminute update, letting the group split up into small teams for 30 minutes, and then bringing them back together at the end of each meeting for a ten-minute conclusion. During this conclusion, everyone hears the changes and you update the plan.
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PART THREE Skills and Tools
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Negativity such as anger, blame, and criticism. It will happen. You will probably nd yourself doing it sometimes. But, if it happens regularly, then something is wrong. Perhaps a con ict has erupted between two people, or someone on the project is over-stressed. Private conferences, mediations, and meetings to clear the air are required. Team members saying yes to project change. The third danger of informal communication occurs between team members and customers or stakeholders. Many project professionals are friendly and supportive. That is good. Just make sure that they know that no one on the project ever commits to anything verbally. If anyone on the project is asked to do something, they have two choices: Look on the project schedule and tell the stakeholder if it will be done, and when; or o er to bring the request up at the next weekly meeting, or sooner, if appropriate. Once this is done, a change control process is started. Chatting that interferes with work. One sign of this is meetings that go on a long time, with people not wanting to get back to work. If people are getting work done on schedule, a lot of talk may be part of the process. If there is more talk and less work, then there is a morale problem. Address it, but not by telling people to stop chatting and get back to work. Find out why people are avoiding work: Do they think it is hopeless Do they feel criticized Correct the problem and support people in refocusing on delivering the deliverables.
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