IV&V Communications with Senior Management <br />Changing the Culture to Enable Sustainable Quality<br />1<br />Marc Genbe...
Agenda<br />Communications<br />Communications 101<br />Senior Management Communication<br />Continuum of Communication De...
3<br />
4<br />Communications<br />
5<br />Sender -> Message -> Receiver<br />Message<br />Coded by the Sender<br />Sent via Medium<br />Interpreted/Decoded b...
Effective vs. Ineffective Communications<br />Winston Churchill<br />Understood principal difference between management an...
7<br />Communicating with Senior Management = Strategic Communication (generally)<br />Relate / align to “big picture” ite...
8<br />Continuum of Communication Detail<br />Tactical<br />Operational<br />Strategic<br />Description<br /><ul><li>Detai...
Related activities which achieve objectives
Mission and goal oriented efforts</li></ul>Time Horizon<br /><ul><li>Days to weeks
Weeks to months
Months (+) </li></ul>Detail<br /><ul><li>High level of detail
Specific incidents
Medium detail
Focus on capabilities
Low detail
Goals / capabilities</li></ul>Examples<br /><ul><li>Test patches / minor release
Test Incidents
Resource assignments
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Strategic Communication in IV&amp;V

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

    1. 1. IV&V Communications with Senior Management <br />Changing the Culture to Enable Sustainable Quality<br />1<br />Marc Genberg, PMP, PMI-RMP<br />AEGIS.net<br />Marc.Genberg@AEGIS.net<br />
    2. 2. Agenda<br />Communications<br />Communications 101<br />Senior Management Communication<br />Continuum of Communication Detail <br />(Tactical v. Operational v. Strategic)<br />Culture<br />What is Culture?<br />Aligning Culture<br />IV&V Culture Past vs. Present<br />Changes to IV&V Practices<br />Linking Culture and Communication<br />How IV&V Communicates with Senior Management<br />“Do”s and “Don’t”s<br />Call to action<br />2<br />
    3. 3. 3<br />
    4. 4. 4<br />Communications<br />
    5. 5. 5<br />Sender -> Message -> Receiver<br />Message<br />Coded by the Sender<br />Sent via Medium<br />Interpreted/Decoded by Receiver<br />Factors that Affect Message Interpretation<br />Cultural<br />Emotional State<br />Word Choice (words with ambiguous meaning)<br />Relationship<br />Medium<br />Others<br />Communications 101<br />
    6. 6. Effective vs. Ineffective Communications<br />Winston Churchill<br />Understood principal difference between management and leadership is effective communication<br />“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.<br />BP and Deepwater Horizon<br />Failed to relate<br />Failed to understand<br />Failed to respond in timely fashion<br />Net result is PR fiasco and large fine<br />6<br />
    7. 7. 7<br />Communicating with Senior Management = Strategic Communication (generally)<br />Relate / align to “big picture” items<br />Mission, Goals, Objectives<br />Understand communication styles / preferences<br />Forest vs. trees (right level of detail)<br />Visual vs. data<br />“Tell the story” vs. “get to the point”<br />Strategic communication is about strategy (content)<br />Senior Management Communications<br />
    8. 8. 8<br />Continuum of Communication Detail<br />Tactical<br />Operational<br />Strategic<br />Description<br /><ul><li>Detailed actions and activities
    9. 9. Related activities which achieve objectives
    10. 10. Mission and goal oriented efforts</li></ul>Time Horizon<br /><ul><li>Days to weeks
    11. 11. Weeks to months
    12. 12. Months (+) </li></ul>Detail<br /><ul><li>High level of detail
    13. 13. Specific incidents
    14. 14. Medium detail
    15. 15. Focus on capabilities
    16. 16. Low detail
    17. 17. Goals / capabilities</li></ul>Examples<br /><ul><li>Test patches / minor release
    18. 18. Test Incidents
    19. 19. Resource assignments
    20. 20. Major releases
    21. 21. Interdependent releases (capabilities)
    22. 22. Process improvements
    23. 23. Budgets
    24. 24. Mission oriented capabilities (patch testing)
    25. 25. Major physical resources (leases, SAN)</li></li></ul><li>9<br />Culture<br />
    26. 26. 10<br />“The set of shared attitudes, values, goals, and practices that characterizes an institution, organization, or group”<br />IV&V may (does) have unique subculture<br />Attitudes<br />“Developers are too lazy to do it right” or<br />“Can do!”<br />Values<br />Integrity<br />Teamwork<br />Ownership<br />Goals<br />“Report problems” or “get software quality right”?<br />What is culture?<br />
    27. 27. 11<br />Speak to commonality<br />Integrity<br />Getting quality software deployed on time<br />Responsive to organizational mission<br />Understand the differences<br />Perceptual differences (self vs. others)<br />Teamwork<br />Adapt to differences<br />Policy and process<br />Organizational support (Government Managers)<br />Open communication channels to minimize conflict<br />Culture affects communication!<br />Aligning Culture<br />
    28. 28. 12<br />IV&V Culture – Previous vs. Current<br />
    29. 29. 13<br />Streamlined deliverables to be more effective<br />Changed culture from resistance to can-do<br />Eliminated “three-strikes” rule<br />Engaged development teams<br />Understand pipeline<br />Identify IV&V schedule early<br />Assess impacts<br />Addressing benefits to development activities not part of IV&V scope<br />Providing “less than full” IV&V test efforts to address current limitations<br />Infrastructure limitations<br />Schedule constraints<br />Changes to IV&V practices<br />
    30. 30. 14<br />Linking Culture and Communication<br />
    31. 31. 15<br />Tell / reinforce the message at every opportunity<br />Monthly IPR with CIO<br />Review priorities <br />Highlight program risks<br />Identify any issues<br />“Spotlight” reviews as needed<br />Explain to all stakeholders new processes or highlight existing processes<br />Weekly / periodic managers meetings<br />Raise issues to management (via GTM)<br />Identify areas of concern<br />Establish rapport with IV&V stakeholders<br />Central CM (monthly meetings)<br />Development teams (weekly meetings)<br />Data Engineering and others (weekly meetings)<br />Semi-Annual Customer Survey<br />How IV&V Communicates with Senior Management <br />
    32. 32. 16<br />Be late to meetings<br />Say negative things about other groups<br />Make excuses for problems or issues<br />Fail to address management priorities<br />Ignore style preference<br />Have no clear agenda / purpose <br />Fail to identify implied tasking<br />Ignore the culture<br />Some Communication “Don’t” Items<br />
    33. 33. 17<br />Understand the audience<br />Have a meaningful message<br />Always be truthful (credibility)<br />Be timely<br />Have the message targeted at the strategic level<br />Speak to the tactical<br />Be consistent<br />Adjust the message as needed<br />Listen intently<br />Some Communication “Do” Items <br />
    34. 34. 18<br />Assess Current State<br />Identify stakeholders for engagement<br />Obtain objective (as possible) performance feedback<br />Develop a Communication Plan<br />How to engage stakeholders<br />Incorporate goals<br />Account for culture<br />Develop messages and inform your team<br />Start simple<br />Execute <br />Follow-up<br />Assess effectiveness of communication<br />Results trump <br />Call to Action<br />
    35. 35. 19<br />Parting Quotes<br />“Culture eats strategy for breakfast” <br />– Peter Drucker<br />“Courage is what it takes to stand up and speak; courage is also what it takes to sit down and listen.”<br />- Winston Churchill<br />

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