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QUALITY. PRODUCTIVITY. INNOVATION.

Effective Communication
A Project Success

endava.com

Endava
Key Facts and Figures
Ownership: privately owned Offices: New York, London, Dublin, Glasgow
Revenue ( m)
43

Headcount
1,250 877 514 519 625

Delivery Centres: Bucharest, Iasi, Cluj, Chisinau


Services: Development, Application Management, Independent Testing, Digital Media, Cloud Industry expertise: Banking, Payments, Insurance, Media, Publishing, Retail, Travel, Telco

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Endava
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Get walking with Ground Miles!

QUALITY. PRODUCTIVITY. INNOVATION.

Endava
Endava communications specifics: Geographical distributed teams On shore and off shore teams, as the client is not sharing the same location as the developers and testers PMs are conducting their teams, clients and third parties within the same projects Cultural differences, between Romanians, Moldovans, Brits, New-Yorkers or Scots Shared identity along Endava offices, all over the world

Shared context it exists when team members have access to the same information and share the same tools

QUALITY. PRODUCTIVITY. INNOVATION.

Tools for geographically distributed developer organizations


Communication and collaboration. Distance and time zone differences make direct human interaction problematic: distributed teams may have very little "shift overlap" when communication can take place in "real time." Cultural and language differences compound the problem. Team members must communicate electronically to share knowledge, brainstorm and make decisions and to create the sense of community and visibility within the team that is so important to morale. Management of change throughout the life cycle. Distributed teams face significantly greater challenges coordinating their work from managing tasks and communicating status to locating the right information and people. Distributed teams need to rely more on check-in/check-out facilities to help them coordinate changes to software and on automated workflows to help them manage tasks. Companies must also be able to capture and manage important contextual information such as emails, enhancement requests, supporting documentation, etc., so that key information is not lost as team members change over time. Project management and visibility. Without the opportunity for in-person status meetings, projects can easily fall behind schedule. Distributed teams need the support of automated systems to help them monitor progress and identify risks so they can keep their projects on track. Accommodating external team members. Distributed teams are often more dynamic and diverse than collocated teams, and frequently include consultants, outsourcers, customers, suppliers, or partners. Enabling these external team members to participate effectively in the software development process requires automated systems that facilitate access while securing sensitive information.

QUALITY. PRODUCTIVITY. INNOVATION.

Vision

QUALITY. PRODUCTIVITY. INNOVATION.

Vision
The Project Communications Management processes provide the critical links among people and information that are necessary for successful communications. Project managers can spend an inordinate amount of time communicating with the project team, stakeholders, customer, and sponsor. Everyone involved in the project should understand how communications affect the project as a whole. A Guide to Project Management Body of language We are all, very good communicators, isnt it? Every day we spend hours discussing with stakeholders, clients, customers, sponsors, internal and external organizations, different departments and most of all, with our team members. And yet, it seems that sometimes we forget to send the message or the message is not received. Entirely or partially.

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is communication since we are achieving results through the effort of others QUALITY. PRODUCTIVITY. INNOVATION.

QUALITY. PRODUCTIVITY. INNOVATION.

The Art of Active Listening


"To listen closely and reply well is the highest perfection we are able to attain in the art of conversation." Franois de La Rochefoucauld (1613-1680) Being an active listener is not easy. It includes five elements: 1. Be 100 percent attentive to what your speaker is saying. 2. Let the speaker know that you are listening: establish eye contact and nod often.

9 honest communication, no matter what. 3. Be open to what he or she has to tell you and encourage
4. Avoid making judgments about what you are hearing. Try to be empathetic about what is being said and wait until the conversation is concluded before responding. When something is not clear, try to rephrase it to make sure that you understood correctly, prefacing it with: "What I am hearing is that..." 5. Provide feedback appropriately. If you feel upset or annoyed in any way, then call for a pause. The worst thing you can do is to continue a conversation that is making you feel uncomfortable, because inevitably, you'll stop listening and the speaker will stop talking. By Jorge Valds Garciatorres, PMP

QUALITY. PRODUCTIVITY. INNOVATION.

The Art of Active Listening

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Mission
Conducted since 2006, PMIs Pulse of the Profession is the annual global survey of project management professionals. The newest edition of the Pulse features feedback and insights from nearly 800 project management leaders and practitioners across North America, Asia Pacific, Europe, the Middle East, Africa (EMEA) and Latin America and Caribbean regions.

The Pulse data show clearly that more mature project, program and portfolio management practices lead to better
project performance (see next slide). Organizations with developed project/program/portfolio management practices and processes and those with high

organizational agility all have significantly better project outcomes than their counterparts who are less advanced in
their project management practices.

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QUALITY. PRODUCTIVITY. INNOVATION.

Mission
Maturing practices

drives
projects meeting

goals and
business Intent.

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PMI Statistics
Further research on the importance of effective communications

uncovers that a starting

56 percent (US$75 million of that US$135 million) is at risk due to ineffective communications.
PMIs Pulse communications research finds that effective
communications leads to more successful projects, allowing 13 organizations to become high performers (completing an average of

80 percent of projects on time, on budget and meeting original goals).


These organizations risk 14 times fewer dollars than their low-performing counterparts. The report also focuses on communications challenges that

prevent organizations from accomplishing more successful projects, and


identifies key initiatives that can help organizations improve their communication as they face their own unique challenges in such a complex and risky environment.

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QUALITY. PRODUCTIVITY. INNOVATION.

PMI Statistics
PricewaterhouseCoopers LLC (PwC) survey on the current state of project management reveals that, according to executives, effective communications is associated with a 17 percent increase in finishing projects within budget.

Towers Watson 2011-2012 Change and Communication ROI Study Report shows that companies that have highly-effective communications practices are 1.7 times more likely to outperform their peers financially.

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However, the Pulse communications research finds that only one in four organizations can be described as highly-effective communicators. This suggests that the majority of organizations have opportunities to identify problem areas and chart a course to improve the effectiveness of their project communications.
The Pulse communications report quantifies just how much effective communications can lead to more successful projects, and just how much ineffective communications can cost an organization

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QUALITY. PRODUCTIVITY. INNOVATION.

Mission: Clear communication


Support Standardized Project Management to Drive Efficiency Standardization leads to an efficient use of resources, which allows more time and resources to focus on leading, innovating and delivering products and servicesand ultimately leads to a competitive advantage. High performing organizations are almost three times more likely than low-performing organizations 15 (36 percent vs.13 percent) to use standardized practices throughout the organization, and have better project outcomes as a result. Having active project sponsors - executives who actively champion the strategic value of projects and communicate the intended benefits to stakeholders is critical to the success of an organizations projects.

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QUALITY. PRODUCTIVITY. INNOVATION.

Mission: Clear communication


Results reveal that while all aspects of project communications can be challenging to organizations, the biggest problem areas are:

A gap in understanding the business benefits.


Everyone needs to understand the long-term goal so they can know how theyre contributing, how theyre making an impact. Jennifer Georgius, Program Manager at TD Bank.

Challenges surrounding the language used to deliver project-related information, which is often unclear and peppered with project management 16 jargon.
Project success is dependent upon communicating the correct information to the appropriate stakeholders, using clear and relevant language that resonates with the audience.

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QUALITY. PRODUCTIVITY. INNOVATION.

Mission: Clear communication


In the quest for a well-run project, a solid project communications plan can be a powerful weapon. High performers* create formal communications plans for nearly twice as many projects as low performers** and those plans are more than three times as effective, according to PMIs Pulse of the Profession In-Depth Report:

The Essential Role of Communications.


Communication is one of the most important foundations for effective

17 scope and quality. project execution because it can impact schedule, budget,
Task sequencing and allocation will meet the scope but a well-done communications plan ensures there are no surprises at completion. * Organizations that complete 80 % or more projects on time, on budget and in line with original goals. ** Organizations that complete 60 % or fewer projects in time, on budget and in line with original goals.

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QUALITY. PRODUCTIVITY. INNOVATION.

Mission: Clear communication


Lay-out the basics:

Consider some fundamentals:


An overview of project goals Nuts-and-bolts details on project execution, including deadlines

Potential project risks and contingency plans


Determining and documenting a project profile makes it easier to develop a communications plan with the projects size and complexity.

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Illustrate alignment
Sometimes the executive teams grand vision for a project gets lost in translation. Every communications plan should include ways to bring strategy down to earth for team members. Map the information flow Plot out exactly what information needs to be shared and when and how it will go out. For example: On Friday morning at 10:00, Marius will schedule a stand-up meeting for the team.

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QUALITY. PRODUCTIVITY. INNOVATION.

Mission: Clear communication

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QUALITY. PRODUCTIVITY. INNOVATION.

Manuela Borlovan
Project Manager
Manuela.borlovan@endava.com +40 725 051 821 En_borlovan

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