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Strategic Communication in IV&V
 

Strategic Communication in IV&V

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This is a presentation I gave at the Potomac Forum on strategic communication in IV&V

This is a presentation I gave at the Potomac Forum on strategic communication in IV&V

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  • CEO Tony Howard stated “I want to get my life back” when talking about Deepwater.COO Doug Suttles response to report of underwater plumes with it “may be down to how you define what a plume is here”
  • Culture definition from http://en.wikipedia.org/wiki/Culture on 7/11/2011
  • Partially obtained from: http://www.carlisle.army.mil/DIME/documents/Principles%20of%20SC%20(22%20Aug%2008)%20Signed%20versn.pdf

Strategic Communication in IV&V Strategic Communication in IV&V Presentation Transcript

  • IV&V Communications with Senior Management
    Changing the Culture to Enable Sustainable Quality
    1
    Marc Genberg, PMP, PMI-RMP
    AEGIS.net
    Marc.Genberg@AEGIS.net
  • Agenda
    Communications
    Communications 101
    Senior Management Communication
    Continuum of Communication Detail
    (Tactical v. Operational v. Strategic)
    Culture
    What is Culture?
    Aligning Culture
    IV&V Culture Past vs. Present
    Changes to IV&V Practices
    Linking Culture and Communication
    How IV&V Communicates with Senior Management
    “Do”s and “Don’t”s
    Call to action
    2
  • 3
  • 4
    Communications
  • 5
    Sender -> Message -> Receiver
    Message
    Coded by the Sender
    Sent via Medium
    Interpreted/Decoded by Receiver
    Factors that Affect Message Interpretation
    Cultural
    Emotional State
    Word Choice (words with ambiguous meaning)
    Relationship
    Medium
    Others
    Communications 101
  • Effective vs. Ineffective Communications
    Winston Churchill
    Understood principal difference between management and leadership is effective communication
    “Now this is not the end. It is not even the beginning of the end. But it is, perhaps, the end of the beginning.” Churchill after the battle of El Alamein, Nov 10, 1942.
    BP and Deepwater Horizon
    Failed to relate
    Failed to understand
    Failed to respond in timely fashion
    Net result is PR fiasco and large fine
    6
  • 7
    Communicating with Senior Management = Strategic Communication (generally)
    Relate / align to “big picture” items
    Mission, Goals, Objectives
    Understand communication styles / preferences
    Forest vs. trees (right level of detail)
    Visual vs. data
    “Tell the story” vs. “get to the point”
    Strategic communication is about strategy (content)
    Senior Management Communications
  • 8
    Continuum of Communication Detail
    Tactical
    Operational
    Strategic
    Description
    • Detailed actions and activities
    • Related activities which achieve objectives
    • Mission and goal oriented efforts
    Time Horizon
    • Days to weeks
    • Weeks to months
    • Months (+)
    Detail
    • High level of detail
    • Specific incidents
    • Medium detail
    • Focus on capabilities
    • Low detail
    • Goals / capabilities
    Examples
    • Test patches / minor release
    • Test Incidents
    • Resource assignments
    • Major releases
    • Interdependent releases (capabilities)
    • Process improvements
    • Budgets
    • Mission oriented capabilities (patch testing)
    • Major physical resources (leases, SAN)
  • 9
    Culture
  • 10
    “The set of shared attitudes, values, goals, and practices that characterizes an institution, organization, or group”
    IV&V may (does) have unique subculture
    Attitudes
    “Developers are too lazy to do it right” or
    “Can do!”
    Values
    Integrity
    Teamwork
    Ownership
    Goals
    “Report problems” or “get software quality right”?
    What is culture?
  • 11
    Speak to commonality
    Integrity
    Getting quality software deployed on time
    Responsive to organizational mission
    Understand the differences
    Perceptual differences (self vs. others)
    Teamwork
    Adapt to differences
    Policy and process
    Organizational support (Government Managers)
    Open communication channels to minimize conflict
    Culture affects communication!
    Aligning Culture
  • 12
    IV&V Culture – Previous vs. Current
  • 13
    Streamlined deliverables to be more effective
    Changed culture from resistance to can-do
    Eliminated “three-strikes” rule
    Engaged development teams
    Understand pipeline
    Identify IV&V schedule early
    Assess impacts
    Addressing benefits to development activities not part of IV&V scope
    Providing “less than full” IV&V test efforts to address current limitations
    Infrastructure limitations
    Schedule constraints
    Changes to IV&V practices
  • 14
    Linking Culture and Communication
  • 15
    Tell / reinforce the message at every opportunity
    Monthly IPR with CIO
    Review priorities
    Highlight program risks
    Identify any issues
    “Spotlight” reviews as needed
    Explain to all stakeholders new processes or highlight existing processes
    Weekly / periodic managers meetings
    Raise issues to management (via GTM)
    Identify areas of concern
    Establish rapport with IV&V stakeholders
    Central CM (monthly meetings)
    Development teams (weekly meetings)
    Data Engineering and others (weekly meetings)
    Semi-Annual Customer Survey
    How IV&V Communicates with Senior Management
  • 16
    Be late to meetings
    Say negative things about other groups
    Make excuses for problems or issues
    Fail to address management priorities
    Ignore style preference
    Have no clear agenda / purpose
    Fail to identify implied tasking
    Ignore the culture
    Some Communication “Don’t” Items
  • 17
    Understand the audience
    Have a meaningful message
    Always be truthful (credibility)
    Be timely
    Have the message targeted at the strategic level
    Speak to the tactical
    Be consistent
    Adjust the message as needed
    Listen intently
    Some Communication “Do” Items
  • 18
    Assess Current State
    Identify stakeholders for engagement
    Obtain objective (as possible) performance feedback
    Develop a Communication Plan
    How to engage stakeholders
    Incorporate goals
    Account for culture
    Develop messages and inform your team
    Start simple
    Execute
    Follow-up
    Assess effectiveness of communication
    Results trump
    Call to Action
  • 19
    Parting Quotes
    “Culture eats strategy for breakfast”
    – Peter Drucker
    “Courage is what it takes to stand up and speak; courage is also what it takes to sit down and listen.”
    - Winston Churchill