Index

ACMP. See Association for Change Management Professionals (ACMP)

Action plan, 161, 162

Agile project teams, 6–7, 44, 65, 78, 97, 122, 136, 153

Association for Change Management Professionals (ACMP), 126, 129

Asynchronous communications, 104–105

Audience design, 33

stakeholders, 34–38

Brashers, Dale, 24

Buelt, Martha, 119

CCL. See Center for Creative Leadership (CCL)

Center for Creative Leadership (CCL), 52

Change fatigue, 133

Change management, 126–135

definition of, 126

integrating with communications plan, 134–135, 159

models, 127–128

and project management, relationship between, 126–127

Change reinforcement, 133–134

Clifton, Donald Dr., 58

Collaboration software, 107

Communication. See also specific communication

definition of, 7

methods, feedback, 53

scaling, for project size, 63–64

Communication theory. See Uncertainty management theory (UMT); Uncertainty reduction theory (URT)

Conflict

within project team, 144–147

outside project team, 148–152

sources of, 142–144

Contemporary Project Management, 57

Continuous learner, 58

Covey, Stephen R., 29

Dashboards, 63, 116, 117

DDI. See Development Dimensions International (DDI)

Development Dimensions International (DDI), 83–84, 87

Drucker, Peter, 90–91

E-mail, 108–109, 185

Effective project communications, 157, 160

uncertainty and, 25–28

Face-to-face meetings, 116, 118

Feedback, 53

loop, 92–95

Formal communication, 61–62

Golden circle, 102

Informal communication, 61–62

Interaction Essentials^SM, 84, 90

Interaction Guidelines, 87

Interactive

methods, 57

strategy, 23

Interpersonal conflict, 142–143, 151

Kotter’s eight steps, 127–128

Language, 60–61

Lessons learned. See Retrospectives

Lewin’s model, 128

Managing project communications, 82–90

Meetings, 184

face-to-face, 116, 118

outcomes, 118

stand-up, 118

Merriam Webster, 119

Milestone schedule, 110–113

Monitoring project communications, 82, 90–95

Nonverbal communication, 52

People-based uncertainties, 21

Plan communications, 69

PMI. See Project Management Institute (PMI)

Presentations/templates, 115–116

Project communication

basics, 51–61

definition of, 7

evolution of, 8–16, 167–168

importance of, 2–4

management plan, 7, 70–76, 82–90

matrix, 76–78

monitoring, 90–95

tool, 7, 101–122

Project Communications Management Knowledge Area, 9–16, 34, 167–168

Project documents, 109–115

Kanban board, 113–115

reports, 109–110

schedule, 110–113

status reports, 113

Project kick-off, 55, 58

Project management

and change, relationship between, 126–127

jargon, 60

value of, 162–163

Project Management Body of Knowledge (PMBOK^® Guide), 5, 8–16, 20, 34, 37, 39, 60, 69, 70, 81, 82, 83, 125, 148, 151, 158, 167, 168

Project Stakeholder Management Knowledge Area of, 35, 151

Project Management Institute (PMI), 2, 8, 50, 60, 167

Project risk, 7

Prosci ADKAR model, 128

Pull methods, 57

Push methods, 57

Q-tip^® (Quit Taking It Personally), 147

Quality communication, 26–28

Quantity communication, 26

Reducing uncertainty builds trust, 28–29

Resource guide, 169–171

Retrospectives, 95–96

Risk management planning, 149

Roles/responsibilities, 55

Sample ground rules, 59, 183–185

Scaling communications, 63–64

Self-esteem, 84–85

Sender–receiver communication model, 93

Seven, rule of, 56–57

Social media, 109

Stakeholders, 23, 24, 34–38, 58, 63, 83, 158

change map template, 135

conflict template, 152

definition of, 7

direction of influence, 36

engagement, 37–38

identifying, 35–38

impact on, 130–131

persona template, 42–43

register template, 41

Stand-up meetings, 118

Status reports, 113, 184

Stories, 118–119

Synchronous communications, 105

Talents/strengths, 119–121

Talkers, 53–54

Task conflict, 143

Team agreement, 58

Team contract. See Team agreement

Team operating principles, 58–60

Technology, 54, 107–109

Teleconferencing, 108

Tool selection template, 106

Traditional project teams, 7–8, 44, 65, 78, 97, 122, 136, 152

UMT. See Uncertainty management theory (UMT)

Uncertainty management theory (UMT), 8, 19, 21, 23–25, 158

Uncertainty reduction theory (URT), 8, 19, 21, 22–23, 25, 158

URT. See Uncertainty reduction theory (URT)

Utilize training, 57–58

Verbal communication, 52

Video conferencing, 107–108

Virtual project teams, 8, 44, 65, 79, 97, 122, 136, 153

W.A.I.T. (Why Am I Talking), 95

WIIFM (what’s in it for me), 38–43, 150, 158

Wooden, John, 55

Words matter, 51