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According to the Project Management Institute, over 80 percent of a project manager's job is communication yet most project management books hardly discuss it. "Communications Skills for Project Managers" provides practical advice and strategies for ensuring success, even in the face of shifting organizational priorities, constantly evolving expectations, and leadership turnover. This important guidebook gives readers the practical strategies they need to keep everyone including themselves in the loop. Even a project that is brought in on time and on budget can be considered a failure if those outside a project team haven't been clearly communicated with throughout the project lifespan. This book provides readers with the skills they need for ensured project success, every time. Contents......Page 4 Acknowledgments......Page 10 Why Isn’t Good Project Management Enough?......Page 12 Why Are Project Communications So Important?......Page 13 What Happens If You Ignore Project Communications?......Page 14 So What Will You Get from This Book?......Page 15 Business Project Management......Page 16 Case Study......Page 18 The Payoff......Page 20 1 Linking Projects and Strategy Through Effective Communications......Page 22 Projects to Change the Business......Page 25 Start with the Expected Business Benefits......Page 27 Conducting a Feasibility Study......Page 28 Developing a Feasibility Study for Project Renewal......Page 29 Clear Project Goals Make Sense to Everyone......Page 30 The Primary Goals of Every Project......Page 31 How Involved Should the Leadership Be?......Page 34 Providing the Leadership with a Script......Page 38 Developing a Working Committee and Working Groups......Page 43 Communications and the Working Committee......Page 46 Communications and a Working Group......Page 47 3 Writing the Project Charter......Page 52 Contract......Page 54 Statement of the Business Problem......Page 55 The Primary Goals of Project Renewal......Page 56 Project Scope......Page 57 Assumptions and Constraints......Page 58 Risks and Benefits......Page 59 Tips for Writing the Charter......Page 61 4 Establishing the Team and Communicating with the Business......Page 66 Communicating the Sale......Page 67 Relationship with Each Other......Page 69 Level of Knowledge of the Goals and Business Case......Page 70 Information or Techniques to Gain Acceptance......Page 71 Communications Within the Team......Page 72 Managing the War Room......Page 75 Listening Is Part of Communicating......Page 76 5 Common Elements for All Communications......Page 80 Step One: Analyze the Target......Page 81 Step Two: Plan the Approach......Page 85 Step Three: Deliver the Message......Page 89 6 Writing the Case for Change......Page 94 Influences on Behavior......Page 95 Communications Create Perception......Page 97 Process for Building a Case for Change......Page 99 The Results Can Be Dramatic......Page 103 7 Analyzing Changes to Business Process......Page 104 Communicating a Change......Page 111 Building Changes into the Training Plan......Page 112 Building a Leadership Plan......Page 114 Developing Preliminary Performance Measures......Page 115 Addressing the Fairness Factor......Page 118 When Leaders Backslide......Page 119 When Other Key People Backslide......Page 121 Urgency and Decisions......Page 123 9 Developing an Operations Integration Plan......Page 126 Case for Change......Page 128 Understanding the Process Changes......Page 129 Support Provided......Page 130 Preparation for Project Deliverables......Page 131 Understanding the Timetable......Page 132 Napoleon’s Thirds......Page 133 The Basics of Communications: It’s All About Perceptions......Page 136 What Does a Communication Plan Look Like?......Page 138 Developing Effective Messages......Page 146 11 Writing the Project Plan Memorandum for the Executive Team......Page 150 Review of the Common Elements for All Communications......Page 151 Writing the Project Plan Memorandum......Page 154 12 Using Communications to Handle Risks......Page 160 Managing Business Risks Through Communications......Page 163 Managing Organizational Risks Through Communications......Page 166 Managing Risks Through Communications......Page 167 13 Presenting to Stakeholders During Project Execution......Page 170 Decide Your Purpose......Page 171 Analyze the Audience (Stakeholders)......Page 173 Strategy......Page 178 Build It in Three Parts......Page 179 Practice......Page 180 Questions......Page 181 Visual Aids......Page 182 14 Communicating About Problems......Page 190 Effective Meetings......Page 193 15 Communicating Scope Changes......Page 198 Basic Assumptions......Page 199 Requesting a Change......Page 201 Communicating About a Change......Page 203 Presenting the Options and Reaching a Decision......Page 204 Communicating the Decision......Page 206 16 Communicating with Operations......Page 210 Good News—Bad News......Page 211 Dangerous Assumptions......Page 213 Build a Storyboard to Explain the Project......Page 219 17 Preparing Operations to Accept the Deliverables......Page 222 Providing the Training Operations Needs to Be Ready......Page 223 Performance Evaluation and Project Deliverables......Page 227 Readiness Assessment Checklist......Page 231 18 Overcoming Resistance to Change......Page 236 Reasons for Resistance......Page 237 Types of Resistors......Page 239 Overcoming Resistance......Page 242 19 Handling Competition with Other Initiatives......Page 246 Maintain Situational Awareness......Page 247 Horizontal and Vertical Communications......Page 248 Address Potential Conflicts Quickly......Page 249 Project Renewal......Page 250 20 Writing the Close-Out Report......Page 256 Business Stakeholders......Page 258 Project Stakeholders......Page 261 Packaging the Report......Page 263 21 Providing Feedback to Your Project Team......Page 268 Quality of Work......Page 270 Timeliness and Consistency in Meeting Deadlines......Page 271 Creativity......Page 272 Ability to Work as Part of a Team......Page 273 Communication Skills......Page 274 Cost Consciousness......Page 275 Recommendations for Improvement......Page 276 Developing a Matrix......Page 277 Celebrate......Page 278 Communicate with the Business on the Value Created......Page 280 Performance Measures in Operations......Page 281 Communicate with All Team Personnel......Page 283 The After-Implementation Review......Page 284 In Conclusion......Page 285 C......Page 286 P......Page 287 W......Page 288 About the Author......Page 289

congratulations. Your Latest Project Is Nearly In—on Time, Under Budget, And With All Of Its Components Poised To Function In Perfect Harmony.

so Why Isn’t Senior Management As Happy As You Expected? Why Did Your Project Team Need To Put Out One Fire After Another? Why Are Your End Users Confused And Besieging You With Frantic Phone Calls And Endless Emails?

what’s All Too Easy To Forget Is That The Reason The Project Was Approved Was To Support Your Company’s Strategic And Fiscal Objectives. Even The Most Soundly Designed Project Methodology, Expertly Implemented And Technically Flawless, Can Result In A Business Failure If The Project Purpose, Applications, Or Very Existence Aren’t Fully Understood Throughout Your Organization.

the Answer Is All About Communications Skills. In Fact, The Number One Factor In The Success Or Failure Of Projects Is The Quality And Consistency Of Communications. If You’re A Project Manager, The Bulk Of This Responsibility Falls To You. In Communications Skills For Project Managers, Michael Campbell Unlocks This Critical Component Of Project Success, Illustrating How To Keep Every Project Stakeholder In The Loop Every Step Of The Way—from Concept Through Delivery And Beyond. A Veteran Of Countless Projects On Every Conceivable Scale, Campbell Gives You The Universal Elements Of All Communications As They Pertain To The Specific Demands Of A Project Management Environment. And You’ll Get A Generous Selection Of Powerful Tools To Help You:

• Present The Case For Your Project To Senior Management And Other Key Stakeholders

• Secure And Maintain The Right Level Of Leadership Support Throughout The Life Of The Project

• Combine Written, Phone, And In-person Communications For Maximum Effect

• Use Communications To Help Manage Expectations, Risks, And Scope Change

• Link The Hallmarks Of Project Management (defined Tasks, Specific Deliverables, And Repeatable Techniques) With The Change Management Challenges That Sometimes Inhibit Acceptance Of New Projects, And Learn How To “sell” The Need For Change By Taking The Fear Out Of It Through Great Communications

• Apply Top-notch Communications Strate­gies To Every Project You Manage From Now On

as A Project Manager, You Have To Know How To React On The Fly To Shifting Business Priorities, Evolving Expectations, And Perennial Leadership Changes—and To Make Sure Everyone Around You Understands Exactly What’s Going On, All The Time. Communications Skills For Project Managers Shows You How To Develop A Practical Approach To The Biggest And Most Critical Part Of Your Job—relating The Work Of Your Team To The Goals Of Your Organization And The Daily Lives Of Its People.

michael Campbell, Pmp, Is The President And Leader Of The Energy Practice At Mca International Llc. He Is The Author Of Bullet­proof Presentations And Co­author Of The Fourth Edition Of The Complete Idiot’s Guide To Project Management. He Lives In Houston, Texas.

Congratulations. Your latest project is nearly in—on time, under budget, and with all of its components poised to function in perfect harmony.

So why isn’t senior management as happy as you expected? Why did your project team need to put out one fire after another? Why are your end users confused and besieging you with frantic phone calls and endless emails?

What’s all too easy to forget is that the reason the project was approved was to support your company’s strategic and fiscal objectives. Even the most soundly designed project methodology, expertly implemented and technically flawless, can result in a business failure if the project purpose, applications, or very existence aren’t fully understood throughout your organization.

The answer is all about communications skills. In fact, the number one factor in the success or failure of projects is the quality and consistency of communications. If you’re a project manager, the bulk of this responsibility falls to you. In Communications Skills for Project Managers, Michael Campbell unlocks this critical component of project success, illustrating how to keep every project stakeholder in the loop every step of the way—from concept through delivery and beyond. A veteran of countless projects on every conceivable scale, Campbell gives you the universal elements of all communications as they pertain to the specific demands of a project management environment. And you’ll get a generous selection of powerful tools to help you:

• Present the case for your project to senior management and other key stakeholders

• Secure and maintain the right level of leadership support throughout the life of the project

• Combine written, phone, and in-person communications for maximum effect

• Use communications to help manage expectations, risks, and scope change

• Link the hallmarks of project management (defined tasks, specific deliverables, and repeatable techniques) with the change management challenges that sometimes inhibit acceptance of new projects, and learn how to “sell” the need for change by taking the fear out of it through great communications

• Apply top-notch communications strate­gies to every project you manage from now on

As a project manager, you have to know how to react on the fly to shifting business priorities, evolving expectations, and perennial leadership changes—and to make sure everyone around you understands exactly what’s going on, all the time. Communications Skills for Project Managers shows you how to develop a practical approach to the biggest and most critical part of your job—relating the work of your team to the goals of your organization and the daily lives of its people.

Michael Campbell, PMP, is the President and leader of the Energy Practice at MCA International LLC. He is the author of Bullet­proof Presentations and co­author of the fourth edition of The Complete Idiot’s Guide to Project Management. He lives in Houston, Texas.

According to the Project Management Institute, over 80 percent of a project manager's job is communication—yet most project management books hardly discuss it. Communications Skills for Project Managers provides practical advice and strategies for ensuring success, even in the face of shifting organizational priorities, constantly evolving expectations, and leadership turnover. This important guidebook gives readers the skills they need to keep everyone in the loop. Readers will find out how they can: • keep those on the project team—as well as upper management—involved and informed • establish a plan for communication • effectively present to stakeholders • compete with other initiatives within the organization • convey reasons for change • and more Even a project that is brought in on time and on budget can be considered a failure if those outside a project team haven't been kept informed. This book provides readers with the skills they need for ensured project success, every time. "Most project management books gloss over the importance of communications - or ignore the issue completely. But the success or failure of your project is likely to hinge on your skills to manage not just processes and schedules, but people and their expectations, change and its impact, and information and its role in your organization. This book gives you all the practical advice and strategies you'll need to ensure total project success."--Publisher Offers advice and strategies for ensuring success, even in the face of shifting organizational priorities, constantly evolving expectations, and leadership turnover. This book provides readers the practical strategies they need to keep everyone including themselves in the loop.