Managing communication through Network mapping - Revision history

Tkokotas at 14:11, 18 December 2018

2018-12-18T14:11:37Z

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		''Developed by Tobias Lyck Bjært Sørensen''

Tobias Sørensen at 14:29, 25 September 2016

2016-09-25T14:29:15Z

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	Examples of that could be emails between two nodes, deals between to companies or the amount of projects the nodes have worked together.		Examples of that could be emails between two nodes, deals between to companies or the amount of projects the nodes have worked together.

	When the network is drafted roles can be found in the network, each of them having a special indication of the importance and abilities of that node. <ref> Institutional and Stakeholder Mapping: Frameworks for Policy Analysis and Institutional Change~~(Aligica~~, ~~2006)~~</ref>		When the network is drafted roles can be found in the network, each of them having a special indication of the importance and abilities of that node. <ref> Aligica, 2006, Institutional and Stakeholder Mapping: Frameworks for Policy Analysis and Institutional Change</ref> <ref>Battliana & Casciaro, 2013, The Network Secrets of Great Change Agents </ref>

	===Central connector===		===Central connector===

Tobias Sørensen at 14:27, 25 September 2016

2016-09-25T14:27:06Z

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	Examples of that could be emails between two nodes, deals between to companies or the amount of projects the nodes have worked together.		Examples of that could be emails between two nodes, deals between to companies or the amount of projects the nodes have worked together.

	When the network is drafted roles can be found in the network, each of them having a special indication of the importance and abilities of that node.		When the network is drafted roles can be found in the network, each of them having a special indication of the importance and abilities of that node. <ref> Institutional and Stakeholder Mapping: Frameworks for Policy Analysis and Institutional Change(Aligica, 2006)</ref>

	===Central connector===		===Central connector===
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	The importance of communication is known to most project managers but		The importance of communication is known to most project managers but it is often underestimated and that can be very destructive for the project.

Tobias Sørensen at 14:10, 25 September 2016

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	There is a good example saying that 41% says that to little, late or bad communication is the main reason for the negative feelings towards the project <ref name="Power"/> p. 272.		There is a good example saying that 41% says that to little, late or bad communication is the main reason for the negative feelings towards the project <ref name="Power"/> p. 272.
	:'''Silence'''		:'''Silence'''
	~~We all know it, the~~ sound of silence in a project ~~or when we have raised a question~~.		The sound of silence in a project can be one of the reasons for the wrong communication.
	There is nothing more frustrating than wanting an answer and no answer is given. We often want to have the answer right away and can not really wait until tomorrow.		There is nothing more frustrating than wanting an answer and no answer is given. We often want to have the answer right away and can not really wait until tomorrow.
	The same is relevant in projects where the stakeholder often ask "what does it mean for me". Building a highway next to some houses is an example where the questions might rise about the noise, the time, the value of the house and so on.		The same is relevant in projects where the stakeholder often ask "what does it mean for me". Building a highway next to some houses is an example where the questions might rise about the noise, the time, the value of the house and so on.
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	~~By using~~ communication ~~strategies and network mapping the project or portfolio manager might be more able~~ to ~~get more people interested in the~~ project ~~and thereby the success rate of the projects.~~		The importance of communication is known to most project managers but

Tobias Sørensen at 19:19, 21 September 2016

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			By using communication strategies and network mapping the project or portfolio manager might be more able to get more people interested in the project and thereby the success rate of the projects.




	~~==Conclusion==~~

Tobias Sørensen at 19:02, 21 September 2016

2016-09-21T19:02:10Z

Tobias Sørensen at 18:44, 21 September 2016

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	Node one on figure 1.		Node one on figure 1.
	It would could be the project leader but often it is not the case as recognized by Rob Cross and Laurence Prusak ''"In most cases, the central connectors are not the formally designated go-to people in the unit."'' <ref> Cross, R., & Prusak, L. (2002). [http://www.uniroma2.it/didattica/direzioneestrategie/deposito/cross_prusak.pdf The People Who Make		It would could be the project leader but often it is not the case as recognized by Rob Cross and Laurence Prusak ''"In most cases, the central connectors are not the formally designated go-to people in the unit."'' <ref> Cross, R., & Prusak, L. (2002). [http://www.uniroma2.it/didattica/direzioneestrategie/deposito/cross_prusak.pdf The People Who Make
	Organizations Go–or Stop] </ref>		Organizations Go–or Stop The article describes the different roles in a network and how to spot the different actors.] </ref>

	Since the central connector is not always the formally go-to person it can be seen that the person most people talk to in the project might not be the project manager at all.		Since the central connector is not always the formally go-to person it can be seen that the person most people talk to in the project might not be the project manager at all.
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	[[Stakeholder Management]]''<ref name="Stakeholder">[[Stakeholder Management]], The Wiki page is concentrated about the importance of the stakeholders and the classification of the stakeholder.		[[Stakeholder Management]]''<ref name="Stakeholder">[[Stakeholder Management]], The Wiki page is concentrated about the importance of the stakeholders and the classification of the stakeholder.
	It then goes on to defining the influence and visualizing it though the stakeholder matrix. </ref>.		It then goes on to defining the influence and visualizing it though the stakeholder matrix. </ref>.
	The importance of communication is also reinforced in the book ''Power i projekter & portefølje p. 269'' where it is stated that when asked what the management could do better in change projects the main improvements should be better communication as answered by 67% of the group asked <ref name="Power"> Attrup, M. L., & Olsson, J. R. (2008). Power i projekter & portefølje (2nd ed.). DJØF Forlag. </ref>.		The importance of communication is also reinforced in the book ''Power i projekter & portefølje p. 269'' where it is stated that when asked what the management could do better in change projects the main improvements should be better communication as answered by 67% of the group asked <ref name="Power"> Attrup, M. L., & Olsson, J. R. (2008). Power i projekter & portefølje (2nd ed.). DJØF Forlag. '''This is the perfect project management handbook that gives an introduction to the tools and processes important for the project and portfolio manager''' </ref>.
	It is first very important to consider the channel that is chosen for the communication, see section below.		It is first very important to consider the channel that is chosen for the communication, see section below.

Tobias Sørensen at 17:59, 21 September 2016

2016-09-21T17:59:58Z

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	Managing people issues in projects using a Network Diagram is a good way of keeping track of who is the right people to manage in a project.		Managing people issues in projects using a Network Diagram is a good way of keeping track of who is the right people to manage in a project.
	Since a project always concerns different stakeholders and different people who needs to interact with each other it is always important to keep track of who is linked to whom. This can be done by using a Network Diagram indicating whom are connected to whom and what power that relationship indicate as well as what power the individual hold towards the project.		Since a project always concerns different stakeholders and different people who needs to interact with each other it is always important to keep track of who is linked to whom. This can be done by using a Network Diagram indicating whom are connected to whom and what power that relationship indicate as well as what power the individual hold towards the project.
			In project and portfolio management it can be used to communicate more effectively to the project group as well as the stakeholders enabling the project manager to avoid the prospect of bad communication ruing the project or portfolio.
	When combining that with that use of the right way of communicating as well as the right communication strategy the likelihood of a successful implementation of a project is way higher than if the communication and the network is not at part of the project plan.		When combining that with that use of the right way of communicating as well as the right communication strategy the likelihood of a successful implementation of a project is way higher than if the communication and the network is not at part of the project plan.

Tobias Sørensen at 17:06, 21 September 2016

2016-09-21T17:06:26Z

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	The central connector is the node that most other nodes is connected to, the person or organization that communicates with the most of the others within the project.		The central connector is the node that most other nodes is connected to, the person or organization that communicates with the most of the others within the project.
	Node one on ~~the~~ figure.		Node one on figure 1.
	It would could be the project leader but often it is not the case as recognized by Rob Cross and Laurence Prusak ''"In most cases, the central connectors are not the formally designated go-to people in the unit."'' <ref> Cross, R., & Prusak, L. (2002). [http://www.uniroma2.it/didattica/direzioneestrategie/deposito/cross_prusak.pdf The People Who Make		It would could be the project leader but often it is not the case as recognized by Rob Cross and Laurence Prusak ''"In most cases, the central connectors are not the formally designated go-to people in the unit."'' <ref> Cross, R., & Prusak, L. (2002). [http://www.uniroma2.it/didattica/direzioneestrategie/deposito/cross_prusak.pdf The People Who Make
	Organizations Go–or Stop] </ref>		Organizations Go–or Stop] </ref>
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	[[File:Boundary spanner.PNG \| 250px \| thumb\| right \|'''Figure 2:''' Boundary spanner ''']]		[[File:Boundary spanner.PNG \| 250px \| thumb\| right \|'''Figure 2:''' Boundary spanner ''']]

	A boundary spanner is a person who are connecting two different groups these groups can be direct departments within a company or the crane operators on a building site. The person or organization having such contact and being the only one with that direct contact is of vital importance for the project because without that person there is no direct contact and therefore often no trust bounds between the project and the individual group, department or company. A boundary spanner can be seen on ~~the~~ figure as node 10 and 11.		A boundary spanner is a person who are connecting two different groups these groups can be direct departments within a company or the crane operators on a building site. The person or organization having such contact and being the only one with that direct contact is of vital importance for the project because without that person there is no direct contact and therefore often no trust bounds between the project and the individual group, department or company. A boundary spanner can be seen on figure 2 as node 10 and 11.


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	===Information broker===		===Information broker===

	[[File:Information broker.PNG\| 250px \| thumb\| right \|'''Figure 2:''' Information broker ''']]		[[File:Information broker.PNG\| 250px \| thumb\| right \|'''Figure 3:''' Information broker ''']]

	An information broker is the one who connects a large number of individuals or organizations and often between the main group and sub groups. The difference from the central connector is that the information broker is not only defined by the number of contacts but also the importance of the contacts. An information broker can be seen on ~~the~~ figure as node 5.		An information broker is the one who connects a large number of individuals or organizations and often between the main group and sub groups. The difference from the central connector is that the information broker is not only defined by the number of contacts but also the importance of the contacts. An information broker can be seen on figure 3 as node 5.


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	[[File:Peripheral specialist.PNG\| 250px \| thumb\| right \|'''Figure 2:''' Peripheral specialist ''']]		[[File:Peripheral specialist.PNG\| 250px \| thumb\| right \|'''Figure 4:''' Peripheral specialist ''']]

	A peripheral specialist is an outsider. The person or company that do not have as many contacts as everyone else but who is often a specialist and is therefore important because of the know-how.		A peripheral specialist is an outsider. The person or company that do not have as many contacts as everyone else but who is often a specialist and is therefore important because of the know-how.
	The link between that organization or person and the main group is very important because without that the organization or group might not have access to the know-how provided by the peripheral specialist. A peripheral specialist can be seen as node 21 on ~~the~~ figure.		The link between that organization or person and the main group is very important because without that the organization or group might not have access to the know-how provided by the peripheral specialist. A peripheral specialist can be seen as node 21 on figure 4.

Tobias Sørensen at 17:04, 21 September 2016

2016-09-21T17:04:40Z

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	===Central connector===		===Central connector===

	[[File:Central Connector.PNG \| 250px \| thumb\| right \|'''Figure 1:''' Central Connector, ''']]		[[File:Central Connector.PNG \| 250px \| thumb\| right \|'''Figure 1:''' Central Connector ''']]

	The central connector is the node that most other nodes is connected to, the person or organization that communicates with the most of the others within the project.		The central connector is the node that most other nodes is connected to, the person or organization that communicates with the most of the others within the project.
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	===Boundary spanner===		===Boundary spanner===
	[[File:Boundary spanner.PNG\|right\|~~250px\|alt=~~Boundary spanner]]
			[[File:Boundary spanner.PNG \| 250px \| thumb\| right \|'''Figure 2:''' Boundary spanner ''']]

	A boundary spanner is a person who are connecting two different groups these groups can be direct departments within a company or the crane operators on a building site. The person or organization having such contact and being the only one with that direct contact is of vital importance for the project because without that person there is no direct contact and therefore often no trust bounds between the project and the individual group, department or company. A boundary spanner can be seen on the figure as node 10 and 11.		A boundary spanner is a person who are connecting two different groups these groups can be direct departments within a company or the crane operators on a building site. The person or organization having such contact and being the only one with that direct contact is of vital importance for the project because without that person there is no direct contact and therefore often no trust bounds between the project and the individual group, department or company. A boundary spanner can be seen on the figure as node 10 and 11.

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	===Information broker===		===Information broker===
	[[File:Information broker.PNG\|right\|~~250px\|alt=~~Information broker]]
			[[File:Information broker.PNG\| 250px \| thumb\| right \|'''Figure 2:''' Information broker ''']]

	An information broker is the one who connects a large number of individuals or organizations and often between the main group and sub groups. The difference from the central connector is that the information broker is not only defined by the number of contacts but also the importance of the contacts. An information broker can be seen on the figure as node 5.		An information broker is the one who connects a large number of individuals or organizations and often between the main group and sub groups. The difference from the central connector is that the information broker is not only defined by the number of contacts but also the importance of the contacts. An information broker can be seen on the figure as node 5.

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	===Peripheral specialist===		===Peripheral specialist===
	[[File:Peripheral specialist.PNG\|right\|~~250px\|alt=~~Peripheral specialist]]

			[[File:Peripheral specialist.PNG\| 250px \| thumb\| right \|'''Figure 2:''' Peripheral specialist ''']]

	A peripheral specialist is an outsider. The person or company that do not have as many contacts as everyone else but who is often a specialist and is therefore important because of the know-how.		A peripheral specialist is an outsider. The person or company that do not have as many contacts as everyone else but who is often a specialist and is therefore important because of the know-how.
	The link between that organization or person and the main group is very important because without that the organization or group might not have access to the know-how provided by the peripheral specialist. A peripheral specialist can be seen as node 21 on the figure.		The link between that organization or person and the main group is very important because without that the organization or group might not have access to the know-how provided by the peripheral specialist. A peripheral specialist can be seen as node 21 on the figure.

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	[[Stakeholder Management]]''<ref name="Stakeholder">[[Stakeholder Management]], The Wiki page is concentrated about the importance of the stakeholders and the classification of the stakeholder.		[[Stakeholder Management]]''<ref name="Stakeholder">[[Stakeholder Management]], The Wiki page is concentrated about the importance of the stakeholders and the classification of the stakeholder.
	It then goes on to defining the influence and visualizing it though the stakeholder matrix. </ref>.		It then goes on to defining the influence and visualizing it though the stakeholder matrix. </ref>.
	The importance of communication is also reinforced in the book ''Power i projekter & portefølje p. 269'' where it is stated that when asked what the management could do better in change projects the main improvements should be better communication as answered by 67% of the group asked <ref name="Power"> Attrup, M. L., & Olsson, J. R. (2008). Power i projekter & portefølje (2nd ed.). DJØF Forlag. '''This is the perfect project management handbook that gives an introduction to the tools and processes important for the project and portfolio manager''' </ref>.		The importance of communication is also reinforced in the book ''Power i projekter & portefølje p. 269'' where it is stated that when asked what the management could do better in change projects the main improvements should be better communication as answered by 67% of the group asked <ref name="Power"> Attrup, M. L., & Olsson, J. R. (2008). Power i projekter & portefølje (2nd ed.). DJØF Forlag. ''This is the perfect project management handbook that gives an introduction to the tools and processes important for the project and portfolio manager'' </ref>.
	It is first very important to consider the channel that is chosen for the communication, see section below.		It is first very important to consider the channel that is chosen for the communication, see section below.

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	:'''Who is the target audience'''		:'''Who is the target audience'''
	The target audience is often part of the stakeholders especially the important stakeholder as have been found in a stakeholder analysis <ref name="Stakeholder"/> but the most important stakeholders and the effect of what they can do comes by making a ''[[Risk Identification]]'' <ref name="Risk">[[Risk Identification]], This Wiki page gives a good overview of how to identify the risk and classify the risk at hand </ref>.		The target audience is often part of the stakeholders especially the important stakeholder as have been found in a stakeholder analysis <ref name="Stakeholder"/> but the most important stakeholders and the effect of what they can do comes by making a ''[[Risk Identification]]'' <ref name="Risk">[[Risk Identification]], ''This Wiki page gives a good overview of how to identify the risk and classify the risk at hand'' </ref>.

	:'''What is the message'''		:'''What is the message'''
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	:'''The channel of communication'''		:'''The channel of communication'''
	The channel of communication could be as examples email, sms, face to face or other ways of getting the the message across. By using email it might seem very efficient but it will often get to the point where nobody is really taken notice to what is really said in the mail.		The channel of communication could be as examples email, sms, face to face or other ways of getting the the message across. By using email it might seem very efficient but it will often get to the point where nobody is really taken notice to what is really said in the mail.
	The more effective way is face to face but that can be very time consuming and therefore it is not relevant to do it in order to deliver every message. The trade off by the two means of communicating is further discussed by Hayes <ref> Hayes, J. (2014). The Theory and Practice of Change Management (4th ed.). Palgrave Macmillan Limited (Marts 2014). </ref>.		The more effective way is face to face but that can be very time consuming and therefore it is not relevant to do it in order to deliver every message. The trade off by the two means of communicating is further discussed by Hayes <ref> Hayes, J. (2014). The Theory and Practice of Change Management (4th ed.). Palgrave Macmillan Limited (Marts 2014). ''The book gives the reader a look into the wonders of change management and gives the project manager a introduction to the network and communications strategies </ref>.
	If there is an interest in changing the opinion of an stakeholder there is a need for communicating through a personal dialogue and involve the stakeholder so that it becomes clear why the stakeholder should change their opinion.		If there is an interest in changing the opinion of an stakeholder there is a need for communicating through a personal dialogue and involve the stakeholder so that it becomes clear why the stakeholder should change their opinion.