This document discusses techniques for effective communication in agile projects. It covers elements like non-violent communication, open-ended questioning, dealing with different personality types, and addressing organizational culture challenges. Stakeholder management is also discussed, including techniques for increasing engagement and resolving conflicts. Leadership styles, team dynamics, and managing relationships with executives and sponsors are additional topics covered in the document. The overall aim is providing strategies for collaborative communication in agile environments.

1. AGILE PROJECT
COMMUNICATION

2. ‘Complexities on projects usually do
not arise from systems but from
people, politics, and organizational
behaviours. How these complexities
should be handled is not explained in
any method’

3. ELEMENTS OF PROJECT LEADERSHIP

4. LANGUAGE OF COLLABORATION
Non-violent communication (NVC) can be helpful when it comes to
 Assumption-busting (checking one’s understanding about
what has been said/written)
 Mediation between conflicting stakeholders
 Negotiation
 Communication of what is expected/planned
 Suggestions
’Seek first to understand than to be understood’ –
Stephen Covey

5. QUESTIONING TECHNIQUES
 Open questions to discover a topic over closed
questions (yes/no questions). Open questions would
typically start with what, how, and why.
 Yes-tag and no-tag questions to reassure that we’re on
the same page. E.g. You would be able to finish this
task by Monday, won’t you?
 Repeating what has been said before us can also be
used for confirmation.
 Summarising what the other party said and asking if
there was anything else E.g. When you mentioned
features, did you refer to only X and Y or Z as well?
 Pauses give the other party the opportunity to think
about what has been said.

6. PERSONALITY TYPES IN ACTION

7. PERSONALITY MODELS AND LIMITATIONS
• The Myers-Briggs Indicator (MBTI)
• Kiersey’s temperament sorter (KST)
• DISC assessment

8. PROJECT LEADERSHIP
• Sources of leadership power
• Leadership styles and those relevant in projects

9. ELEMENTS OF ORGANISATIONAL
CULTURE

10. ORGANISATIONAL CULTURE IS A
CHALLENGE

11. ORGANISATIONAL CULTURE MODELS

12. AGILE TRANSFORMATION ALTERNATIVES?
• Adopt 100% Agile?
• Create an Agile bubble?
• Bridge with hybrid methodologies?

13. OTHER TOP RANKING CHALLENGES
• Reasons for resistance to change
• 12 manifestations of resistive behaviours
• Utilising communication techniques to
explore and tackle resistance

14. STAKEHOLDER COMPLEXITIES

15. STAKEHOLDER ANALYSIS

16. HOW TO INCREASE PROJECT ENGAGEMENT
With the use of the stakeholder matrix, we can inspire
‘Subjects’ so they become ‘Key Players’ or turn members of
the ‘Crowd’ into ‘Advocates’. In order to achieve that, we
may need to
• Increase motivation
• Negotiate more: elements of negotiation and
common negotiation ploys
• Resolve unhealthy conflicts and perfect our conflict
style

17. THE AGILE PROJECT TEAM’S PRODUCTIVITY
• Traits of invaluable team members
• Dysfunctions of a team
• Agile coaching

18. SPONSORS AND EXECUTIVES
• Most prevalent personality types in leadership
vs. Project management
• Addressing potential communication gaps
• Managing concerns and expectations (e.g.
Project risks, governance, inefficiencies)

19. Source: The Agile Mindset: A Strategic
Toolkit for Collaborative Communication
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