This document discusses communication as an important leadership tool for project managers. It provides an overview of communication, emphasizing the importance of honesty, trustworthiness, and managing expectations. It also outlines protocols for effective communication with executives, including focusing on solutions rather than obstacles and presenting status updates concisely. The document recommends conducting effective meetings through proper planning and facilitation. It also suggests using project websites and dashboards to facilitate ongoing communication and updates with stakeholders.

1. Communication as a Leadership
Tool
Dan Harmuth – PMP / MBA

2. Agenda
i. Communication Overview
ii. Communication Protocols
iii. Conducting Effective Meetings
iv. 24/7 Project Communication
v. Project Dashboards

3. Communication Overview (1 of 3)
• 90% of what a PM does daily is communicate
(PMBOK)
• Communication is a means to an end
– If you want to be heard – get a Therapist
– Socializing is for evenings and weekends
• Project Managers communicate to lead

4. Communication Overview (2 of 3)
Be honest and forth coming
1. Issues don’t get better with age
2. Issues might not go away (see #1)
3. Be trustworthy at all costs; you’ll need the
trust somewhere along the lines
4. Snake soothers never last long
“the greatest thing that can be said of a man, no matter how much he
has achieved, is that he has kept his record clean” Orison Swett Marden
(1911)

5. Communication Overview (3 of 3)
• We lead up, down and across (Project Managers)
• Walk a mile – Leadership: The executive psyche
• No one stops by just to say hello
• Fight or flight
• 4th type of executive communication – No bueno
– Approach w /Executive = Approach w/ Customer
– Perception is 100% the reality

6. Communication Protocols (1 of 5)
• The First Rule
– Don’t communicate with executive stakeholders in
project management mumbo jumbo
– Avoid creating fear, uncertainty, and doubt
• “Can Do” approach
– Focus on what can be done – Never what can’t
– Identify obstacles to define a “Can Do” approach
– Only communicate obstacles if required to
substantiate approach
“Thought I’d let you in on a situation, but want you to know it’s under control, and
here’s what we’re doing…”

7. Communication Protocols (2 of 5)
• Management by the rules – not by exception
– There is a least one exception to every rule
– It is impossible to manage by exception
– Communicating exceptions in advance creates
fear, uncertainty and doubt
• The secret formula
– Diligently support the policies – Creates credibility
– Exceptions will be acceptable

8. Communication Protocols (3 of 5)
• “Managing Expectations” effectively
– Do not respond to a request by outlining obstacles
– Creates fear, uncertainty and doubt
– Obstacles may never result – You don’t look so smart!
– “Can Do” approach – Your entire existence
• The secret formula (even if its already complete…)
– Paraphrase, confirm acceptance & be gone
– Creates credibility & confidence in success
– Creates easy working relationship – Go to “guy”..

9. Communication Protocols (4 of 5)
Presenting status
What Executives want to know – No more, No less
1. Project Health if not green
 Briefly explain risk affecting the health &
 Actions you are taking w/ resolution date if available
2. Accomplishments since the last status report
3. Briefly describe all issues – regardless of health
 Briefly describe al issues &
 Actions you are taking w/ resolution date if available

10. Communication Protocols (5 of 5)
Overcoming obstacles through education
• Never say
o “because it’s the way we do things” or
o “because it’s required”
• Undermines your credibility as a leader – Note Taker
• Recognize the opportunity – Look Smart!
• Explain the benefits of the approach – The “WIIFM”
• Do NOT use Project Management Mumbo Jumbo

11. Conducting Effective Meetings
• Pre-Meeting Communication
• Invite proper people and stakeholders
• Agendas
– Complete with time allocations for the full meeting
– Focused – stick to a subject and have specific objectives or
goals
– Not have too many topics – cramming an agenda with too
many major issues is over-whelming
– Complete with background information if possible
– Distributed a few days before the meeting
• Note taker (major ideas and action items with responsible
person
• Problem escalation procedure and resolution process
• Stay on topic and on-time (manage tangent discussions)

12. 24/7 Project Communication
Project website – excellent means to provide project
documents and status reports to interested parties, and
all others.
• Benefits:
o Keeps Stakeholders in the loop
even if they miss meetings
o “Not on the distribution list”
excuse goes away
o Shares project information with
entire organization
o Advertised status of tasks
encourages resources to be on
time
o Collaboration on documents  Must keep it up
o MS Project view/update centrally to date to keep
people coming

13. Project Dashboards
• What information - requires collecting details about
the information required to display through
dashboards. In addition, identifying the Key
Performance Indicators (KPIs) to display. Examples of
project KPIs include: hours logged on projects, due
date milestones, percent complete and budgeted vs.
actual costs or allocated time.
• For whom - identifying
who will be viewing the
information, and what
information the user thinks
is important.
• How to present - this
involves selecting the
number of charts to display
on the dashboard, as well
as appropriate chart types
to utilize on the dashboard
to best convey the
information.

14. Questions