In this blog, we will explore the communication tools that
will limit the misunderstanding that can occur on projects. The misunderstanding
stem most frequently from assumptions and expectations and limiting the
possibilities associated with those two areas will support project success.
Ever run into an issue where a team member assumed that turned
out to be incorrect? I certainly have and it caused additional delays in
delivery. Ever had a client be frustrated with a response because they interpreted
the answer differently than you did? I have and it caused a significant amount
of effort to gain clarification and keep the project on track. The bookends of
assumptions and expectations can be disastrous for a project. Especially with
the modular nature of our software systems these days. The “plug and play” of
small areas of expertise and the misinterpretations, assumptions, and missed
expectations can cause immeasurable rework and a break down in trust.
If there were an easy answer to this age-old dilemma in
project management. It is simple and simple does not mean it is easy. It is
challenging, it can be time consuming, and it is can be counter intuitive. The
desire to get work done quickly and into the hands of the client is often the
reason that there are delays in delivery. The adage time takes time is a true
metric in project management. Wanting to land a deal, the level of effort is
trimmed so that the bid can be won. What that can cause in the project is a
scarcity mind set, where there is a belief that there simply is not enough time
to complete the project. While that may or may not be true, beginning a project
believing there is not enough time creates a series of decisions that limit the
time at the beginning of the project when the decisions regarding the
governance and framework of how the team will interact are being formed. This
is where a lack of alignment between the various stakeholders begins and where
the greatest possibility exists to establish those processes that will limit
rework throughout the project.
The truth is, this is not only true in project management, but
also for many relationships. Think about it for a minute. Ask yourself, are
there examples in my life where a few minutes of conversation would have
prevented a misunderstanding? Has there been an occasion where I made
assumptions that were different that what happened? When I have expectations of
how things are going to be handled and it turns out differently, does it matter
to me? What about when I think there is alignment and I later discover that I
misunderstood? If it is possible in my personal life, certainly it is possible
in my professional life since it is all the same life. The saying, “the way we
do one thing is the way we do everything” is another way of saying we
frequently handle all things in a similar manner.
The key to these issues, time scarcity, assumptions, and expectations,
is communication. Not just any type of communication, it is based on the art of
asking questions, lots of questions. It is also built upon the communication
tool of repetition. That are is to say what you are going to say, say what you
say, and then recap what you said followed by asking what the group or
individual heard. It also means that every decision made can be changed, with
one caveat, that the impact is documented and agreed upon.
What I have seen repeatedly is changing a process and not
being clear that the process has changed, making an exception and not
documenting the exception, adjusting to meet client expectations without
tracking the cost for every aspect of change. There is an ebb and a flow to
every project, a give and take, a balance between client needs, the cost, and the
value realized. The other key to note, it is not the big things that end of
costing the most. It is the little agreements along the way that cost the most
in the long run. An hour here or there is not much, and it adds up. It sets presidents
that set additional presidents. Each time that occurs, the margin erodes until
it is gone.
Once again, this is not project management specific. This
happens in all relationships and it is not about keeping score, it is about
limiting the frustration and resentments that can occur when there is a lack of
balance. Communication, exploring through questions, writing down agreements,
introducing it repetitively will anchor everyone in the language and the
agreements made. Continuing to be flexible and adjust works well as does capturing
the impact of the changes made and ensuring that there are limited assumptions
and expectations.
In summary, ensuring assumptions and expectations are
uncovered at the beginning of the project and taking the time to document them will
foster a level of alignment and understanding across the stakeholder
relationships. Probing questions, restating the agreements, and clarifying
changes in processes and agreements supports in healthy communication. The simple
tool of say what you will do, do what you said, say what you did allows everyone
to be clear on the processes being followed. This simple practice in all relationships
will add clarity and reduce misunderstandings. What are you practicing today?
