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There is a change in plans, and we do not handle it well.
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We get to where we wanted to go, but it was so hard to get there that we are all exhausted and nobody has a good vacation.
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Each time I teach project management seminars, we review several projects. In every class I have ever taught, we have come to the same conclusion: The more communication, the sooner, the better. We de ne e ective communication as two-way dialog with all concerned parties with feedback, leading to results. These are the essential steps to e ective communication:    Identify all stakeholders Prepare, listen, and learn Write down what you learn, show it to the other person, and get it con rmed
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CHAPTER 3 Six Keys to Project Success
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Table 3-2 Why projects fail: Causes and solutions.
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Undesirable project outcome We deliver something other than what the customer wants.
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Cause We did not listen to the customer, but instead allowed ourselves or someone else to decide what the customer wanted. We did not have a detailed work plan, or we did not pay attention to quality We did not write a clear de nition of what we were doing, or we did not communicate and get commitment. We did not de ne the project clearly.
Key solution Keys 1 and 2
We waste a lot of time and money without getting good work done.
Keys 3 and 4
We plan and plan, but never launch the project.
Keys 1 and 2
We fail to de ne a key element of project success, so what we create does not work for the customer. The customer requests a crucial change, and we do not follow through. We fail to include a crucial customer or stakeholder in our planning, and the project result does not work as delivered. We deliver project results, but they are not used well by the customer, and value is not realized.
Keys 2 and 4
We did not follow through with written change control.
Key 5
We did not include everyone, or someone got lost during the project
Keys 1 and 2
We did not plan and implement the overall project well, or we did not follow through
All keys, especially Key 6
 Keep everyone up to date  Address problems when they arise  Take action based on what you learn A project stakeholder is anyone who is a ected by a project or the resulting product or service. The customer is the primary stakeholder, but projects will fail if you only talk to the customer. You must talk to everyone involved. How do you nd all the stakeholders In brief, draw a picture of the system,
PART ONE Hello, Project Management
show it to everyone you can think of, and ask each of them if they are a stakeholder, or if they know anyone else who might be. The picture is called a context diagram. The full process for creating a context diagram and identifying stakeholders is provided in 5. Before each meeting it is good to prepare both a brief statement or presentation and also questions that will elicit information from the stakeholder. Depending on the stakeholder s role, you will need di erent questions. For the customers, you will need to learn what problem they want xed, how the system will help them do their job, and how they work. For other stakeholders, you will need to nd out how they will be a ected by the changes that come with the new product or service, and what they have to contribute to the project to ensure its success. The basic process for interviewing stakeholders is covered in 6. We really understand something when we take it in at least two di erent ways, and when we then express it in two di erent ways. We know something is real when we can touch it and feel it. We know a meal is good when it looks good and tastes good. In creating a project plan, therefore, we need to describe the project, and the product or service, in both words and pictures. We then walk the stakeholders through the words and pictures, and have them add their own ideas, and check our ideas. We capture all of this in writing, show it to everyone, and ask each of them to con rm that we have understood them correctly. This may seem time consuming, but it is time well spent because of the 1:10:100 rule. If you get it right now, and make sure it is right now, then you will have measured twice and cut once, and your cut will be right on the money. In addition, you will be creating the written project plan during these meetings. An accurate written plan is essential for several reasons:    When new people join the team, they can read the plan and get up to speed. The rst written plan is the basis for all of the other plans, which will estimate time and cost, and manage quality, risk, and procurement. If the project is delayed, then it can be restarted from the written plan.
Although the most important project communications happen at the beginning of each project, communication should continue throughout the project. The communication within the full-time project team is part of teamwork, or project human resources management, but the communication with all other stakeholders falls into project communications management. Regular status reports should go out weekly, monthly, or as needed to each stakeholder. For peripheral stakeholders, you can ask them how often
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