Stakeholders: When in Doubt, DO NOT Leave Them Out

Here is a list of secondary, part-time stakeholders who may play a role in an IT project. These stakeholders are typically not directly involved in the day-to-day activities but contribute or influence the project in specific ways:

1. Business Stakeholders

• Marketing Team: Provides input on branding, user experience, or customer-facing aspects of the project.

• Sales Team: Offers feedback on how the project aligns with sales strategies or customer needs.

• End-User Representatives: Part-time participants who provide insights or feedback on the usability and functionality of the system.

• Customer Support Representatives: Share insights on common customer issues that the IT solution could address.

2. Support Functions

• Legal/Compliance Experts: Ensure the project adheres to relevant regulations, contracts, or policies.

• HR Representatives: Provide guidance if the project involves organizational change or training.

• Procurement Specialists: Assist with vendor selection, contracts, or purchase agreements for IT tools and services.

• Finance/Accounting Team: Reviews budgets, approves financial resources, or tracks project expenses.

3. IT-Adjacent Stakeholders

• Infrastructure or Operations Team: Provides input on hardware, network requirements, or system compatibility.

• Cybersecurity Team: Reviews the project for security risks, compliance, or vulnerability concerns.

• Data Analysts: Help ensure data integration, reporting, or analytics features meet organizational needs.

• Quality Assurance/Testers (External): Support testing efforts part-time, especially during specific testing phases.

4. External Contributors

• Vendors or Suppliers: Provide services, tools, or technology components critical to the project.

• External Consultants: Offer specialized expertise in IT, strategy, or project management.

• Regulatory Authorities: Occasionally consulted to ensure compliance with industry standards or laws.

5. Organizational Leadership

• Advisory Boards or Committees: Offer high-level guidance or governance oversight.

• C-Suite Executives (e.g., CIO, CTO): Provide strategic alignment and occasional input without being directly involved daily.

6. Training and Change Management Stakeholders

• Training Specialists: Develop and deliver training for users impacted by the project.

• Change Management Team: Ensure smooth transitions and adoption of the new system.

7. Project Sponsors' Delegates

• Secondary Decision-Makers: Individuals delegated by the primary sponsor to handle specific project decisions part-time.

These stakeholders might not be fully dedicated to the project, but their expertise, approval, or feedback is crucial at various stages. It's essential to keep them informed and engaged at the right moments through targeted communication and updates.

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Avoiding Groupthink in Project Management: A Call to Action

Groupthink is a silent project killer. It occurs when a team prioritizes consensus over critical thinking, leading to flawed decisions and ultimately project failure. In the fast-paced world of project management, where every decision counts, it’s essential to recognize and combat groupthink before it takes hold.

Recognizing the Symptoms of Groupthink

Groupthink can be subtle but damaging. Here are some key symptoms to watch out for:

• Illusion of Invulnerability: Team members overestimate the group’s abilities and become overly optimistic, ignoring potential risks.

• Rationalizing Poor Decisions: The group justifies questionable decisions, dismissing any concerns or red flags.

• Believing in the Group’s Morality: The team assumes their decisions are morally right, overlooking ethical implications.

• Generalizations Guiding Decisions: Broad assumptions and stereotypes replace nuanced, critical analysis.

• Direct Pressure on Dissenters: Anyone who challenges the consensus is met with hostility or pressure to conform.

• Not Expressing True Opinions: Team members stay silent or suppress their doubts to maintain harmony.

• Illusion of Unanimity: Silence is taken as agreement, giving the false impression that everyone is on board.

• Mind Guards: Certain members protect the group from information that might disrupt consensus.

These symptoms can lead to disastrous project outcomes, as teams make decisions based on a distorted sense of agreement rather than objective analysis.

Combatting Groupthink: Practical Solutions

The good news is that there are proven strategies to mitigate groupthink and promote healthier decision-making:

1. Form a Policy Group That Reports Back: Create a sub-group to explore issues independently and report findings back to the larger group. This reduces the pressure to conform.

2. Leaders Stay Neutral in Public: Leaders should refrain from expressing strong opinions early in discussions. This allows other voices to emerge and encourages a broader range of ideas.

3. Let the Group Work “Leaderless” for a Time: Temporarily removing the leader from discussions can foster a more open exchange of ideas, as members are less likely to simply follow the leader’s preferences.

4. Divide the Team and Discuss Differences: Splitting the team into smaller groups allows for deeper exploration of different viewpoints. Bringing these groups back together for discussion ensures all perspectives are considered.

5. Bring in Outside Experts: External voices can offer fresh perspectives and challenge the group’s thinking, providing a valuable counterbalance to internal biases.

6. Use a Devil’s Advocate: Assign someone the role of devil’s advocate to actively question ideas and challenge the group’s assumptions. This encourages deeper analysis and prevents premature consensus.

7. Hold a “Second-Chance” Meeting: After reaching a decision, hold a follow-up meeting to revisit the discussion. This provides an opportunity to reconsider choices with a fresh perspective and make adjustments if needed.

Call to Action: Break Free from Groupthink

Project managers and team leaders must take proactive steps to prevent groupthink from derailing their projects. Encourage diverse opinions, foster an environment where dissent is respected, and implement the strategies above to create a culture of critical thinking and effective decision-making.

Remember, healthy debate and questioning lead to stronger, more resilient projects. Don’t let the desire for consensus undermine your team’s potential. Break free from groupthink and make decisions that truly drive your projects forward!

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TOP FIVE STEPS FOR MANAGING STAKEHOLDER EXPECTATIONS ACROSS THE PROJECT LIFE CYCLE

TOP FIVE STEPS FOR MANAGING STAKEHOLDER EXPECTATIONS ACROSS THE PROJECT LIFE CYCLE

1. Establish Clear Communication from the Start

What to do: Identify all key stakeholders early in the project and understand their needs, priorities, and concerns.

How to do it: Develop a stakeholder communication plan that defines who needs what information, the frequency of updates, and the preferred communication channels.

Outcome: Stakeholders feel informed and involved from the beginning, reducing misunderstandings.

2. Set Realistic Goals and Objectives

What to do: Align stakeholder expectations with the project's scope, timelines, and resource limitations.

How to do it: Use clear and measurable deliverables and ensure stakeholders understand the trade-offs between scope, cost, and time.

Outcome: Stakeholders have a shared understanding of what can and cannot be achieved, minimizing unrealistic demands.

3. Engage Stakeholders Continuously

What to do: Maintain regular engagement with stakeholders throughout the project lifecycle.

How to do it: Schedule check-ins, hold status meetings, and use tools like dashboards or reports to provide updates.

Outcome: Stakeholders remain engaged, informed of progress, and have opportunities to provide feedback.

4. Manage Changes Effectively

What to do: Establish a robust change management process to handle shifts in scope, timelines, or requirements.

How to do it: Use a formal process to evaluate the impact of changes, communicate them transparently, and obtain stakeholder approval.

Outcome: Stakeholders feel their concerns are addressed while maintaining the project’s integrity and timelines.

5. Resolve Issues and Provide Feedback

What to do: Address stakeholder concerns promptly and provide regular feedback loops for improvement.

How to do it: Use conflict resolution techniques to address disagreements and seek consensus. Share progress updates and successes to reinforce stakeholder confidence.

Outcome: Stakeholders feel heard and valued, contributing to stronger relationships and project success.

Pro Tip: Document all agreements and decisions to avoid scope creep and misaligned expectations and always adapt your communication style to suit the needs of each stakeholder group.

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Seven Action Steps for Addressing "A gap between your actions and a stakeholder’s expectations"

Seven Action Steps for Addressing "A gap between your actions and a stakeholder’s expectations"

1. Identify and Acknowledge the Issue

Action Step: Proactively listen to the stakeholder to clearly understand their concerns and expectations.

Tools/Methods: Use stakeholder feedback meetings, surveys, or informal check-ins to uncover gaps.

Outcome: Demonstrates that you value their perspective and are committed to resolving the issue.

2. Clarify and Document Expectations

Action Step: Revisit and document the stakeholder's original expectations versus the project's agreed-upon deliverables.

Tools/Methods: Use project scope documents, requirement matrices, or issue logs to pinpoint discrepancies.

Outcome: Ensures that both parties have a shared understanding of what was initially agreed upon.

3. Evaluate the Root Cause

Action Step: Analyze why the gap occurred—whether due to unclear communication, scope changes, or execution delays.

Tools/Methods: Conduct a root cause analysis (e.g., the "5 Whys" technique) or review project documentation and timelines.

Outcome: Identifies actionable steps to prevent similar gaps in the future.

4. Develop a Corrective Action Plan

Action Step: Collaboratively create a plan to address the issue and realign actions with the stakeholder's expectations.

Tools/Methods: Use a corrective action template or decision-making framework to evaluate options and set realistic timelines.

Outcome: Provides a clear path forward to resolve the issue and rebuild trust.

5. Communicate Transparently

Action Step: Regularly update the stakeholder on progress toward resolving the issue, explaining any constraints or challenges.

Tools/Methods: Schedule one-on-one meetings, share status reports, or use communication platforms like Slack or Teams.

Outcome: Ensures stakeholders feel informed and engaged throughout the resolution process.

6. Adjust Processes to Prevent Recurrence

Action Step: Implement lessons learned into project processes to avoid similar gaps in the future.

Tools/Methods: Add checkpoints for stakeholder alignment in the project schedule, refine communication protocols, or update the change management process.

Outcome: Improves overall project governance and stakeholder satisfaction.

7. Follow Up to Confirm Satisfaction

Action Step: After resolving the issue, seek feedback to ensure the stakeholder is satisfied with the outcome.

Tools/Methods: Conduct a follow-up meeting or send a feedback survey.

Outcome: Reinforces a positive relationship and demonstrates a commitment to continuous improvement.

By addressing gaps between actions and expectations systematically, you can maintain trust, resolve conflicts efficiently, and enhance overall project success.

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As it applies to communication skills, "What happens when an archer does not aim at the target?"

As it applies to communication skills, "What happens when an archer does not aim at the target?"

In the context of communication skills, the analogy of an archer not aiming at the target highlights the importance of focus, clarity, and purpose. When an archer doesn’t aim at the target, several things can happen:

1. The arrow might go astray: Similarly, in communication, if you don't have a clear goal or message, your words can miss their mark, leading to confusion or misunderstanding.

2. Energy is wasted: An unfocused shot is effort spent without meaningful results. In communication, this is akin to speaking or writing without intention, where your audience is left wondering about the point you're trying to make.

3. The outcome becomes unpredictable: Without aiming, the result of the shot is left to chance. In communication, this is like leaving your message open to interpretation, risking misalignment with your audience's expectations or needs.

4. No growth or improvement: An archer improves by focusing on their aim and adjusting based on the results. In communication, focusing on your target—your audience and purpose—enables learning and refinement of your skills.

This analogy underscores the necessity of intentionality in communication.

Just as an archer aims carefully to hit the target, effective communicators must consider their audience, craft their message thoughtfully, and deliver it with clarity and purpose.

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MAKING AN EFFECTIVE CONTRIBUTION TO A PROJECT MEETING

“Meetings . . . the place where work goes to die.”

What happens when you’re on the other side of the table? Want to participate effectively in your meetings? These techniques offer you the chance to play an active part.

• Contribute to the Agenda – suggest/propose agenda items.

Review the agenda and clarify your thoughts prior to the meeting. Make some notes. Being prepared will make it more likely that you will have some energy behind your points of view and, therefore, be more likely to express them.

• Prepare for the meeting:

Ø  Ensure that previous meeting actions have been completed.

Ø  Read up on agenda items.

Ø  Under each agenda item, prepare points for discussion.

Ø  If representing others at the meeting ensure that you understand their views (hold a pre-meeting?), so you can represent them.

Ø  Be clear about the purpose, objectives and timings of the meeting.

• Contribute to the meeting by offering ideas, opinions and information in a clear and confident manner.

If you’ve given up attending meetings where your contribution is not needed, it stands to reason all the meetings you attend require participation. Prepare whatever information you anticipate needing. Go overboard. Bring twice as much data as you think you’ll need. Just don’t spew the whole works. If you have information to hand out, get it to participants a day or two before the meeting.

• Time contributions appropriately.

• Stick to the point.

• Do not hold mini meetings on the side.

• Listen actively.

• Ask questions.

• Build on other people’s ideas.

• Be willing to compromise.

• Seek and confirm agreement.

• Demonstrate attentive non-verbal behaviour.

•  Make links in the discussion to help it move on.

• Acknowledge the viewpoints and contributions of others.

• Providing clear feedback to others on the outcomes, decisions and actions of the meeting – particularly those you may have represented.

• Take responsibility for following through to completion, within the agreed time-scales, the actions that have been agreed in the meeting.

THE SKILLS OF THE MEETING PARTICIPANT

• To communicate their opinions confidently.

• To listen and summarize.

• To question.

• To observe and be aware of others.

• To use attentive non-verbal behavior.

• To build consensus and common understanding.

For the sake of everyone else in the meeting, you need to prepare ahead of time, behave appropriately during the meeting, and "take care of business" afterward.

TIPS FOR DELIVERING A TEAM PRESENTATION

Q. Our group has to give team presentations from time to time. What tips can you give us on preparing and delivering a successful team presentation?

A. Let’s first acknowledge that in some ways, team and solo presentations are alike.

Both rely on the same fundamentals—setting objectives, preparing, structuring, and then presenting with the right delivery skills and techniques. However, the similarities pretty much end there, and the recognition that you're now part of a team becomes all-important. To be successful, a team presentation must come off as just that: a team presentation. The team leader—and every team should have one—leads the team in deciding on the specific outcome to be achieved. Most important, the team leader should guide, not dictate. The leader's job really is to facilitate the process of deciding objectives and key messages. What response does the team want from its audience? If the team is successful, what will happen? It's also critical for the team to buy in to the team's goals and key messages. They should understand and accept that they will succeed as a team. The team must have clear goals

Narrow your list to those that are most important. A good rule is to focus on the three most essential goals you as a team want to achieve. You can build sub-sets of these, but everything should point to those priorities that the team together should be working toward. From this, you can move to an overarching theme that ties the individual presentations together. You can then begin to see the unifying elements within the overall scheme and how they link to one another. The team now begins to get an idea of what each member will present.

Preparation is critical

Preparation is even more essential to a team than it is to a solo presentation. As you prepare, organize your individual presentations as if they were each part of one continuous presentation spoken by several people instead of one person. It may help to think of these as chapters in a book, with a story line running through the book leading to a specific end. Deciding who should present what topics depends on your overall objectives and the command of the

content each person has. Among close colleagues, that's usually an easy decision. In any case, consider the special knowledge and job experience of each member and how that fits into the overall scheme. That's more important than picking team members based on rank alone.

Your team preparation must include a careful analysis of your audience. What you don't know can hurt.

During this preparation phase, make sure the presentations are consistent. Obviously, nothing said by any team member should contradict or call into question something said by someone else. Consistency applies as well to the use of visuals. It's best to have a single template, with everyone following the same format and design guidelines. Use the same color coding and consistent font style and size throughout. And, of course, stick with the same graphics software.

Consider having someone other that the speaker handle the visuals during the presentation (unless the speaker prefers to do so). Dry Run as a group—early and often

Run through all the presentations. Focus on how each one is structured. Review visuals. Clearly establish everyone's role and how the presentations link to one another. Get used to one another's speaking styles and especially, strengths and weaknesses. Is there too much content? Too little of the right content? Is there overlap? Do the presentations complement and support one another? Do they flow logically? Are they aligned with your objectives? The team should also prepare for Q&A's as a group. That means anticipating questions that are likely to come up and agreeing as a team on the answers. Also agree in advance on the team member or members who are best suited to respond to a given question. If possible, avoid having every speaker comment on every question. Include both introductions and transitions as part of your preparation and rehearsal

The team leader may choose to act as host and not one of the presenters. In any case, the team leader should:

• Introduce the other speakers briefly

• Introduce the Aim of the Presentation

• Provide a brief introduction of what's to come, stating the topic each presenter will cover. Ask each presenter for a concise—repeat, concise—description of their presentation. In a few words, what does each presenter think is most relevant?

During your preparation, focus especially on transitions. These are the all-important bridging elements that conclude one presentation and lead to the next one. Each presenter should wrap up his own segment, then establish a link to the next presenter with a sentence: “Now Hamdan will cover...”

Wherever appropriate, each presenter should include brief references to the key points made by the other speakers. This reinforces key messages and helps your audience retain information, an important consideration given that your listeners are receiving much more input than they would from a solo presentation.

The last speaker should summarize the whole presentation. Finally, when you think everyone's ready, do a final run-through. Assemble a small live audience to serve as a sounding board. Think of this as a dry run before opening night. It's likely you'll still find things to improve upon.

When it's time to present

The team should arrive early at the meeting site. Ideally, everyone should run through their segment at least once, in the order in which they'll speak. They should click through their visuals and get comfortable with the equipment and physical setting. Practice with a microphone if you're going to be using one. Know where to find technical help, just in case. This onsite dry run is important in any case. It's even more important when the presentation is taking place before a large audience. You're "on," even when you're not speaking

In a team presentation, everyone is being watched, not just the presenter. So stay alert. Listen. Show interest in what's being said. Remember: your body language can convey a positive or negative message. Stifle that yawn. Don't slouch or look bored. And unless it's necessary, do not whisper an aside to another team member. Also pay attention to the audience. You may pick up signs helping you to gauge audience response. That can be useful if you have yet to present. A final note

In today’s business environment, more and more business presentations are dealing with highly complex technical issues, not just in industries like oil and gas, information technology and biotech, but now in just about every field.

This emphasises the point that those with highly specialized knowledge need to learn the essentials of clear, effective communication to reach wider audiences that don't have expert knowledge.

PLANNING A POWERFUL PRESENTATION

Why? - identify the purpose/aim

• Define the Objective: What is the outcome we want?

• Needs to be met: to inform, to persuade, to understand, to learn, or act?

• Once you know the outcomes and needs to be met you can structure and tailor your presentation with a clear purpose, direction, and sequence to meet these needs, and help you gain and hold your audience's attention and interest

Who is the audience?

• How many people?

• Names of key people?

• What is the key benefit to participants?

• What is their relationship to the topic?

• How well informed are they about the subject matter?

• What do they need to know?

• What do they expect from the presentation?

• Are they attending by choice or by requirement?

• Are they likely to be receptive? Enthusiastic? Polite? Hostile? Apathetic?

• What presentation techniques might best capture their attention?

• Anticipated questions?

Understand your presentation's context

• Is the presentation formal or informal?

• When you present, will the audience have just finished eating, working, having a break? Will they be tired or alert?

• Who will speak before you? Who comes after you? What do they plan to say? How might this affect audience reaction?

• Are you the first or last speaker of the program? The day? The morning or afternoon?

• Are you expected to answer questions?

• How much time will you have for the presentation? Can your message be delivered in that time? If not, can it be adapted and still be effective?

• Will the physical setting of the presentation require you to adapt your presentation in any way?

• What control will you have over the physical environment?

What do I want to say? - consider the content and structure

• Structure of speech - opening, body and conclusion

• Define the Key issues of my speech - try and restrict to 3; ensure they support the objectives of the presentation

• Sequence of speech - organised, logical and linked together

• Necessary quality, sufficiency, and depth

• Keep it simple - when it comes to making an impact less is more; remember our short-term memory can only handle 7 to 9 bits of information at any one time

• Make it memorable - use of all 3 communication channels (factual, emotional, and symbolic)

• Allow time at the end for questions

• Think through the answers to anticipated questions

• What is the plan for the use of presentation aids?

• How long should the presentation be? Make the presentation long enough to be clear and complete within the allocated time - it is better to make fewer points and make them well

• Rehearse - carry out dry runs of the presentation; at least one!

What equipment do I need?

• Computer

• Projector

• Extension cord(s)

• Screen

• Who is responsible to organize it?

• Flip chart, tape, markers etc

• Video equipment

• Microphone

When is it?

• Weekday

• Time

• Confirmation?

• Time available for preparation?

Where is it?

• contact person

• phone

• fax

• e-mail

• How to get there?

• Location

• Place

• In which room?

• Room layout

How to Write a SMART E-mail

Composing an Effective E-mail

An e-mail is no different to any other written communication – it needs structure and content. The principles of effective writing still apply here.

We use e-mail for all the same reasons we use any other written communication, although there is also a temptation to over-use or misuse, when another form of communication (phone call or teleconference) may be more appropriate.

A company needs to implement etiquette rules for the following three reasons:

• Professionalism: by using proper email language your company will convey a professional image

• Efficiency: emails that get to the point are much more effective than poorly worded emails

• Protection from liability: employee awareness of email risks will protect your company from costly lawsuits.

There have been many examples of embarrassment through unintentional misuse of emails, and also examples of legal action. An e-mail in business is an official document and needs to be thought of in that way.

If we look at the list of ‘Disadvantages’ many of these are really poor use of this communication method rather than a disadvantage as such. We can remove or reduce those disadvantages / bad practices by thinking in business terms and, as usual, focusing on the reader.

Address (To)

Who should you send the e-mail to? If it was letter you would think carefully as to who should receive the e-mail, but because it is easy to add people to an e-mail the temptation is to send it to too many people. What problems might this create?

• The person does not need to know or should not know

• Unnecessary work for the recipient who does not need to know

• Confusion of responses – how do you handle multiple replies and control the results?

Subject

It is easy to be lazy with an e-mail subject title – but it needs same thought as any other heading line. It actually requires more thought, as some people reject or open an e-mail based on the

subject line (and / or the sender name). This one is easy to fix simply by using the principles of effective headings.

The subject must also relate to the body of the e-mail. Easy and obvious when you write the first e-mail, but more important when you reply to an e-mail you receive. It is very easy for the subject and the content to lose each other.

Be SMART with your subject line

S – Specific

M – Meaningful

A – Appropriate

R – Relevant

T - Thoughtful

The second danger here is that the e-mail string (all the previous e-mails) in the same message may contain something that one or more of the most recent recipients (To) should not actually see.

Body of e-mail

Salutation:

E-mail is often used as an informal way of communicating, and this is reflected in the salutation people use (if they use one at all). We are only concerned here with business emails … so you need to use the same rules as you would for a letter. If you are addressing a broader group of people then you need to think about the group salutation.

Introduction and main text:

Like a letter, you should structure the content of an email. One of the main advantages of an email is to get information to people very rapidly. How long and complex should the e-mail content be if it is to be effective?

Remember, some people (hands up) use phone for receiving email … so scrolling and attachments may be an issue.

An email should be short and any detailed information should be placed as an attachment. How much scrolling is too much scrolling?

Use a very short introduction (one or two lines) followed by short paragraphs.

An e-mail is no excuse for bad English, and yet all too often people use non-standard abbreviations, fail to use a spell checker, and generally treat the email as if it is not really important.

Close:

As with a letter, it is good to have a single closing sentence. The most frequently used is something along the lines of:

‘I look forward to your reply’

This is not really a good closer, and you should give thought to what the final line will be. Maybe something like:

‘I look forward to discussing this with you in our meeting next Monday’

Signature Block: The use and content of a signature block is usually determined by company policy and you may have a guideline for this. The main purpose of the signature block is allow the recipient(s) to identify the sender and to be able to contact them if required (the ‘Reply To’ option in the email only allows you to write back … and that might not be the best way to respond).

The minimum content for a signature block is usually:

Name

Job Title

Phone number

If you have a standard signature block then you set this to automatically be displayed every time you compose an e-mail and every time you reply to an e-mail.

Disclaimer: Your Company may also mandate a disclaimer paragraph after the signature block.

E-Mail is probably the most used – and misused – of all modern written forms of communication.

MAKING A PRESENTATION MEMORABLE

"As soon as you move one step up from the bottom, your effectiveness depends on your ability to reach others through the spoken and written word." Peter F. Drucker

What is the one big idea you want to leave with your audience? It should be short, memorable, and in subject-verb-object sequence.

Communication Channels

• Factual

• Emotional

• Symbolic

Factual Channel Tips

• Facts alone, especially just numbers, seldom persuade and rarely inspire.

• Statistics alone do not establish a logical course of action.

• People want interpretation not recitation.

• Use amazing facts well.

• Organize your facts and other information like a story.

Emotional Channel Tips

• People want to know that you understand their feelings.

• People want to know how the organization truly feels.

• Emotions give power to communication.

Symbolic Channel Tips

“What we sell is the opportunity for a 43 year-old accountant to dress up in black leather, ride through small towns and have people be afraid of him.” Harley executive, quoted in Results-based Leadership.

• Choose symbols well.

• Never underestimate the power of a story.

• Use details, dialogue, and drama.

• All metaphors, analogies, and other comparisons break down at some point.

• Symbols are powerful ways to communicate your ideas about the future.

PRESENTATION AIDS

Use of Color

Use of color in presentations is important whether it be PowerPoint, marker pens used on white boards or color handouts to supplement instruction. Use of color can be used to stimulate the interest of the audience. As with all presentation aids the use of colors must be thought about, some colors do not react well together and may be difficult to see from certain areas in a room. The colors that are seen on a computer are very rarely the same that are seen when the

presentation is displayed through a projector. Color can be associated with specific emotions and can be used for specific reasons. Listed below are some guidelines for the uses of color:

• Red. Red evokes a sense of power, intensity and excitement.

• Blue. Blue creates a feeling of reliability, trust and authority. It can be used to establish trust.

• Green. Green indicates growth, health and instils a positive image of forward motion. Is can be used when reaching a consensus or finding compromises.

• Black. Black creates a feeling of independence and solidarity. It can also be used to represent somberness or reflect the gravity of a situation. It can be used positively when high-lighted with another color.

• Purple. Purple projects the feeling of assertiveness and boldness. It can be used to display royalty and richness.

• Brown. Brown indicates strength, support and a lack of superiority. It is an easy to read color but may be depressing on its own.

Design Considerations

When planning the use of Flipcharts or White boards, or preparing text for magnetic aids, there are a number of other factors to be considered.

• Lettering of approximately 5 centimeters can be viewed easily from 15-20 meters.

• Use BLOCK or larger lettering for titles and Combined Upper and Lower Case for the main body of the text.

• Limit the number of words to 6-8 per line and limit the number of lines to 6-8.

• Use numbers, symbols and abbreviations. Avoid unnecessary words.

• Underline TITLES and KEY words in bright colors to draw attention to them.

Answer the "Why should I care?" question that is in the audience's mind. Have a passion for creating a better product, service, or result. Practice, practice, practice - and ask for feedback.

Managing an Effective Project Meeting

Meetings vary enormously in purpose, number of attendees, style and duration. The general principles for holding successful and effective meetings are valid for all types of meetings.

Effective meetings can:

• Provide swift and productive communication between a number of people

• Be a successful decision making instrument

• Enhance the motivation and commitment of a team

PHASE 1: Planning, Preparing, and Starting the Meeting

 Establish the need and clear purpose for the meeting – “The purpose of this meeting is to ….”

 Specify the meeting objectives/identify expected outcomes/desired results

 Set a time limit for the meeting.

 Identify type of meeting needed to achieve the outcome (formal/informal; large/small meeting; one-to-one meeting?). Choice centers around the issues of control, participation, need for diverse views/perspectives on an issue(s). A one-to-one meeting should be 2-way; be careful it does not become oppressive, threatening and unproductive.

 Re-check yourself – is a meeting really needed to achieve the need/purpose? Does it have to happen?

 Identify who must be part of the meeting (the value and success of the meeting will be seriously threatened if too many people are present. Between 4 and 7 is generally ideal, ten is tolerable, twelve is too many). Invite only those who can make a contribution.

 Prepare an agenda (speeds up and clarifies a meeting) based on the needs and objectives - solicit issues from team for the agenda; what unexpected issues might arise? Bear in mind the useful idea of heading each agenda item “For Information”, For Decision” so that those meeting attendees know where they are trying to get to. Include in the agenda any instructions for pre-meeting preparation (e.g., reading, preparation of a report or a brief presentation etc).

 Set a time limit for discussion of each agenda item.

 Circulate the agenda (two or three days before the meeting) – communicating agenda items, date, location and time of meeting.

 Prepare meeting room – accessible, comfortable, equipment required, seating plan, refreshments, interruptions/privacy, toilet facilities.

 Arrive in good time

 At the start of the meeting, make sure everyone is present.

 Start on time (even if everyone is not present).

 Welcome attendees (if appropriate/necessary) and state the purpose of the meeting and desired results.

 Identify/appoint certain roles within the meeting (e.g., chairperson, secretary/note taker, timekeeper).

 Establish/re-iterate meeting ground rules based on organization’s core values – what is acceptable/what is not acceptable behavior.

 Introduce the agenda.

 Follow the agenda – holding a discussion on each agenda item.

PHASE 2: - During the Meeting – Conduct the Meeting

 Stucture, control, and facilitate the meeting:

 Encourage discussion and active participation.

 Restrain the loud and opinionated participant.

 Allow only one discussion topic at a time.

 Question – use open questions to probe, stimulate participation and discussion.

 Listen.

 Summarize and paraphrase to clarify and test understanding – but also at the end of the discussion of each agenda item. If the summary involves action ensure that the - what – who – when is clarified, agreed and recorded. Also helps in minute taking.

 Provide appropriate feedback – encouraging, supportive, positive; being receptive to ideas and opinions – encouraging respect for ideas, views and opinions.

 Handle meeting behaviors.

 Select an appropriate style for leading the meeting – match to the purpose of the meeting.

 Don’t express an opinion unless needed at the end.

 Summarize at intervals.

 Energize the group – but stay focused.

 Monitor time.

PHASE 3: End of Meeting – Actions Required

 Ensure minutes taken are understandable, accurate and agreed.

 Summarize all actions to be taken ensuring each action has an owner and target date for completion. Make sure that everyone has had a chance to raise any points they are unsure about.

 Review and Evaluate the meeting …was it an effective meeting? What elements contributed to the success or lack of success?

 Thank everyone for their contribution.

 Distribute notes/minutes or record of decisions to each member of the meeting within a few days of the meeting. Focus on decisions made and actions expected.

 Review progress on actions agreed.

If you neglect any one of these meeting management opportunities, your meetings will not accomplish your desired outcome from the time you invest in meeting. Use these meeting management actions to guide attendees to achieve expected, positive, and constructive outcomes.

The Seven Qualities Most in Demand for Project Members

Every project leader has needs that are not yet satisfied. Every project leader has problems that are not yet solved. Every project represents an opportunity for you to be a successful project team member. In many cases, project leaders will actually create a position for a project member who can help satisfy needs and solve problems.

Every project leader has had a certain amount of experience with both good and bad project members. For this reason every project leader has a pretty good idea of what he or she wants more of. Here are the big seven:

1. The first quality that project leaders look for is intelligence. In every study, It has been found that fully 76 percent of the productivity and contribution of a project member will be determined by his or her level of intelligence. Intelligence in this sense means the ability to plan, to organize, to set priorities, to solve problems, and to get the job done. Intelligence refers to your level of common sense and your practical ability to deal with the day-to-day challenges of the job. The key to demonstrating your intelligence is for you to ask intelligent questions. One of the hallmarks of intelligence that is immediately evident is curiosity. The more you ask good questions and listen to the answers, the smarter you appear.

2. The second quality sought by project leaders is leadership ability. Leadership is the willingness and the desire to accept responsibility for results. It's the ability to take charge, to volunteer for assignments, and to accept accountability for achieving the required results of those assignments.

The mark of the leader is that he or she does not make excuses. You demonstrate your willingness to be a leader in the organization by offering to take charge of achieving company goals and then committing yourself to performing at high levels.

3. Integrity is the third quality sought by project leaders. It's probably the most important single quality for success on a project team. Integrity begins by being true to yourself. This means that you are perfectly honest with yourself and in your relationships with others. You are willing to admit your strengths and limitations. You are willing to admit where you have made mistakes in the past. Especially, you demonstrate loyalty. You never say anything negative about a previous employer or a person whom you have worked with or for.

4. The fourth quality that project leaders look for is likability. Project leaders like team members who are warm, friendly, easy-going, and cooperative with others. Project leaders are looking for team members who can join the team and be part of the project family.

Teamwork is the key to project success. Your experience in working as part of a team in the past and your willingness to work as part of a team in the future can be among the most attractive things about you in becoming a successful project team member.

5. Competence is the fifth quality sought by project leaders. Competence is terribly important to your success. It is really the foundation of everything that happens to you on your project and in your career.

In its simplest terms, competence is the ability to get the job done. It is the ability to set priorities, to separate the relevant from the irrelevant tasks, and then to concentrate single-mindedly until the job is complete.

6. Courage is the sixth quality that project leaders look for. This is the willingness to take risks. Courage also means the willingness to accept challenges, the willingness to take on big jobs or even new jobs where there is a high degree of uncertainty and the possibility of failure.

Courage also means the willingness to speak up and say exactly what you think and feel in a difficult situation. Project leaders admire team mates who are not afraid to speak their minds. And you demonstrate this in project meetings when you ask frank and direct questions about the project, your role, and the future that you might have with the project team.

7. The final quality project leaders look for is inner strength. Inner strength means that you have the determination and the ability to persevere in the face of adversity. Inner strength means that you have the quality of persistence when the going gets rough. You demonstrate inner strength when you remain calm, cool, and relaxed during system testing time.

Above all, it is your character, which is the sum total of all your positive qualities, that will have the greatest impact on whether you are successful on the project team. You can continue working on your character by practicing the behaviors of top project leaders.

This blog is adapted from an excerpt from the book Earn What You're Really Worth: Maximize Your Income at Any Time in Any Market by Brian Tracy.