2023, January - By Camilla Bruun
Why do programs fail?
We suggest that the answer to that question can often be found in poor communication.
New technology such as apps, intranet, SOME channels, emails, cloud, and others should simplify communication. However, it can be a balancing act to use new platforms without adding to employee confusion and workload.
The fact that organizational assets and stakeholders are spread over a growing number of locations, cultures, languages, and time zones also increases the pressure for structured communication. For this reason, communication skills are a top priority when enterprises are staffing project management organizations and many project managers spend up to 90% of their time on communication.
Thousands of pages have been written on the subject, but unfortunately relatively few of them suggest best practices nor provide scientific data and templates for creating and executing program management communication strategies.
This article suggests a structured way to research, prepare, draw, and execute a communication strategy for transition programs.
An effective strategy should include the following steps and monitor them throughout the program:
1. Establish requirements
Firstly, you need to identify the stakeholders and the objectives of the communication strategy. Then you can work out how the corporate strategy and project objectives fit together. Review the goals in the light of systems, company and geographical culture, systems, and past experiences. Make clusters of categories (plans, templates, vocabulary, project records, and standards). Consider stakeholders´ wishes to priority and timeliness. For this, phase the PMO could use the “5 W´s and one H” model:
Why
Why is a communication strategy necessary? Which objectives, goals and milestones are the communication strategy trying to achieve?
Who
Who is responsible for gathering or/and distributing communication?
Where
Where are the locations that are pivotal during the methods of retrieving or distributing information?
How
How should the different channels, systems or methods be applied for different types of communication?
What
What must be communicated (to achieve the goals and objectives without overloading receivers)?
When
When are communications made and received? Make a schedule for the different types of communication.
2. Analyse current status
Here, we will begin to monitor performance by establishing feedback routines.
· Ask for feedback on the effectiveness of the communication (regular meetings with feedback on communication since last meeting)
· Survey (collect data on progress from stakeholder surveys)
· Track escalation intervals (and hold the data up against surveys and polls from meetings) 3. Identify target audience
Segment all stakeholders into underlying groups.
a. Internal program communication (inter- and intra-project members).
b. Corporate communication where all employees get news on matters from the program that affect them directly or indirectly.
c. Communication from program staff to customers or the user community.
d. External stakeholders such as members of the public, end users, politicians, authorities, investors, and analysts.
4. Define required communication channels
Identify the different communication channels and how they are used, as mentioned under the “How” section above. Make a chart setting out the rules and policies for communication channels:
5. Implement and measure
Now you are ready to design the strategy outline. You can use the following template to develop preliminary drafts.
Bear in mind that there is no such thing as a brilliant strategy and a poor execution.
Additionally, the way that the communication strategy is introduced to stakeholders is critical. It is the first key element of your new communication strategy, which makes it a highly important event. Consider giving a presentation upon kickoff of the strategy. Make sure that you obtain consensus on the responsibilities assigned to other people.
Now the tactical implementation has started and documentation is very important. Make a chart setting out all the responsibilities and outlines. (This will be one of many templates that form part of your communication work platform).
Keep the chart agile, as the program will develop over time, phases, and projects.
In order to evaluate the measurable results, you can use a similar system as mentioned previously:
· Establish feedback (regular meetings with feedback on communication since the last meeting)
· Survey (have stakeholders complete surveys to collect data on progress)
· Track escalation intervals (and hold the data up against surveys and polls from meetings).
Conclusion
Therefore, planning and achieving communications objectives is key to success.
In this article, we have provided outlines on how to manage communication in a complex program of work.
There is more to communication than simply sharing project plans. Even skilled project and program managers face significant challenges. The suggested plans are only starting points, but they give a clear picture of what you need to consider.
Every program has industry-specific conditions and culture, habits, and history. However, the basic need to define the overall communication requirements and target audience remains valid. You must engage key stakeholders, define how the information will flow, and which channels and systems can be used as tools to achieve corporate and program goals.
A solid analysis of the strategy and program goals through stakeholder segmentation, enables you to draft a communication strategy that defines precise communication behaviors and tasks.
Defining the strategy and implementing it are closely linked and good implementation follows a good strategy.
Thanks to Abramo, L. & Onitiri, R. (2010). The impact of a strong communications strategy in a large program of work. Paper presented at PMI® Global Congress 2010—North America, Washington, DC. Newtown Square, PA: Project Management Institute.