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In the last video,
we defined escalations and
their benefits and went over when to execute them.
In this video, we're going to cover how
to communicate change to your project team.
You've probably come to an understanding that
effective communication leads to
positive outcomes in every aspect of your life.
The same is true for communicating changes in projects.
Communicating change to
project team members and stakeholders
isn't just a matter of
keeping your tracking documents up to date.
Even the smallest changes will be meaningful to
someone on your team and should be communicated.
It's also true that you'll need to tailor
your communication tactics based on
the subject matter and recipient.
As a project manager,
sometimes you're going to want to have
a meeting with your whole team,
while other times an email might suffice.
Personally, I prefer having
a quick coffee or hallway chat with
my teammates and then following up with
an email, noting what we agreed upon.
This is particularly useful when you need
quick agreement or if the subject is a little sensitive.
How will you know
which communication tactic is appropriate?
Ultimately, you'll have to use your own judgment,
but here are some ways you can
decide which route to take.
As a project manager,
when communicating a small change
that will affect an individual,
it's a good idea to send an email.
Be sure to avoid emotional topics
or anything that needs to be discussed in depth.
Just give them a heads up and set a meeting time.
Weekly meetings may not be necessary,
particularly if your agenda is short.
If you set a meeting and then decide against it,
you can either pivot to an email or
move the topic to a different forum.
When there's a big change
within your project that impacts
more than one person and is likely to change the budget,
deadline, or scope of the project,
you'll probably want to have a team meeting.
One useful tactic to keep in mind when navigating
these changes in your project is called a timeout.
A timeout means taking a moment
away from the project in order to take a breath,
regroup, and adjust the game plan.
A timeout may temporarily disrupt your momentum,
but it may be absolutely necessary to
set you up for success in the long run.
You may want to take a timeout when the client
wants to redefine the scope of the project
or if team members get reassigned to
other projects and you need a plan to backfill them.
This timeout is a chance for the project team to
evaluate the changes so they can
adjust the plan as needed.
Throughout the process, you will want to hold
meetings in order to discuss successes,
setbacks, and possible future
improvements to the project.
These meetings are called retrospectives.
Retrospectives are held
throughout the project's life cycle.
A retrospective focuses on
identifying the contributing causes of
an incident or pattern of
incidents without blaming one individual.
While conducting a retrospective,
you should always assume that everyone has
good intentions and did
the right thing with the information they had,
whether or not it worked out well in the end.
There's always a chance to learn and do better.
As a project manager,
it's important to identify
effective techniques for communicating
changes to an individual teammate or to your whole team.
You now know a bit more about taking
a timeout and the idea of a retrospective
to have productive conversations
about incidents that arise during your project,
and we will discuss this more towards the end of the course.
All of these things will help
you on your journey to become
a successful project manager. Let's keep going.
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