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Strategic Communication in IV&V
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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
  • Transcript

    • 1. 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
    • 2. 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. 3
    • 4. 4
      Communications
    • 5. 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
    • 6. 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. 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. 8
      Continuum of Communication Detail
      Tactical
      Operational
      Strategic
      Description
      • Detailed actions and activities
      • 9. Related activities which achieve objectives
      • 10. Mission and goal oriented efforts
      Time Horizon
      Detail
      • High level of detail
      • 13. Specific incidents
      • 14. Medium detail
      • 15. Focus on capabilities
      • 16. Low detail
      • 17. Goals / capabilities
      Examples
      • Test patches / minor release
      • 18. Test Incidents
      • 19. Resource assignments
      • 20. Major releases
      • 21. Interdependent releases (capabilities)
      • 22. Process improvements
      • 23. Budgets
      • 24. Mission oriented capabilities (patch testing)
      • 25. Major physical resources (leases, SAN)
    • 9
      Culture
    • 26. 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?
    • 27. 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
    • 28. 12
      IV&V Culture – Previous vs. Current
    • 29. 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
    • 30. 14
      Linking Culture and Communication
    • 31. 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
    • 32. 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
    • 33. 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
    • 34. 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
    • 35. 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

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