Communicating Project Management: A Participatory Rhetoric for Development Teams

Author:   Benjamin Lauren
Publisher:   Taylor & Francis Ltd
ISBN:  

9781138046429


Pages:   180
Publication Date:   22 March 2018
Format:   Paperback
Availability:   In Print   Availability explained
This item will be ordered in for you from one of our suppliers. Upon receipt, we will promptly dispatch it out to you. For in store availability, please contact us.

Our Price $98.99 Quantity:  
Add to Cart

Share |

Communicating Project Management: A Participatory Rhetoric for Development Teams


Add your own review!

Overview

Full Product Details

Author:   Benjamin Lauren
Publisher:   Taylor & Francis Ltd
Imprint:   Routledge
Weight:   0.249kg
ISBN:  

9781138046429


ISBN 10:   1138046426
Pages:   180
Publication Date:   22 March 2018
Audience:   College/higher education ,  Professional and scholarly ,  Tertiary & Higher Education ,  Professional & Vocational
Format:   Paperback
Publisher's Status:   Active
Availability:   In Print   Availability explained
This item will be ordered in for you from one of our suppliers. Upon receipt, we will promptly dispatch it out to you. For in store availability, please contact us.

Table of Contents

Acknowledgements Foreward Introduction Project Managers as Technical Communicators Distinguishing Between Participation and Collaboration A Bit About Scope My Background with Project Management Terms Project Project Manager Efficiency Models Development Teams Decentralization Participation Participatory Communication Organization The Research in this Book What is to Come Chapter Conclusion References Chapter 1: Decentralization and Project Management Decentralization Decentralized Development Teams Decentralization and Development Methodologies Agile Development Lean Development SixSigma How Decentralization Influences the Role of Project Manager Decentralized Project Communication* Chapter Conclusion References Chapter 2: Rethinking the Paradigm of Project Management: From Efficiency To Participative Project Management is Rooted in an Efficiency Paradigm Efficiency in Communicating Project Management Criticisms of Efficiency* Tensions Between Communicating Efficiency and Participation Participation Leads to Efficiency A Paradigm in Transition Participation and Project Management as Methodology Participation Informed by Participatory Design Participation Informed by Feminist Thinking* Project Management Methodologies as a Heuristic* Reactive* Future Action Systems-based* Chapter Conclusion* References* Berkun, S. (2008). Making things happen: mastering project management. Sebastopol, CA: O'Reilly Media Chapter 3: Communicating to Make Space for Participation: Locating Agency in Project Communication Theorizing Making Space Through Communication Extensions of Social Space* Locating Agency in Participation* Brief Description of the Study Participants Interview Results: Communication Factors and Strategies Factor 1: Personality type* Strategies for Responding to Personality type Understand communication styles and approaches vary by person Understand that ICTs overwhelm some personalities Be self-aware of the effects of your own personality type Learn to talk less Use role-play to disarm people* Factor Two: Gender* Strategies Related to Gender Find common interests to build relationships across gender Intentionally adopt a gender neutral role* De-emphasize gender disparities Identify efforts to silence women* Use organizational networks and backchannels to give and receive feedback* Factor 3: Cultural and Linguistic Diversity* Strategies for Considering Cultural and Linguistic Diversity Focus communication on project work instead of language barriers* Give multilingual people time to prepare and respond to requests Understand the influence of national cultural identity on meeting spaces* Translate confusing language Use plain language Realize a person’s relationship to their cultural context is unique Be patient and give the benefit of the doubt* Recognize cross-cultural disagreements exist Be interested in cultural difference* Factor 4: Building and Maintaining Relationships Strategies for Building and Maintaining Relationships* Embrace unscripted moments* Learn about people’s intellectual background* Use organizational networks as a sounding board* Check on people’s perception of a communication or meeting Choose ICTs that get the job done (not always the latest technology) * Embrace face-to-face communication* Notify those affected by project changes ahead of time Learn who is being overworked and do something about it Recognize good work publicly Listen actively Be empathetic* Be available to meet/talk outside of meetings* Don’t waste people’s time* Factor 5: Attending to Psychological Safety Strategies for Attending to Psychological Safety* Be available after meetings Make safety with structure Change the meeting structure to suit the team Use ICTs to support feedback loops Create space for people to draw their own conclusions Understand how people experience safety Know that leadership personality can negatively impact safety Share in the risk of trusting people ICTs as surveillance can erode safety Use feedback loops* Seize moments for feedback Create a dependable rhythm for communication Use kickoff meetings to normalize communication expectations Factor 6: Development Methodologies Strategies for Communicating Within Development Methodologies Efficiency is less important than impact Adapt methods to the team or organization* Adapt methodologies to the team or organization Use development approaches to influence work, but don’t apply them as a rule Address methodological confusion* Be strategically agnostic (or apply methodologies as a heuristic) Remember each organization, project, and team is unique Factor 7: Organizational and Team Culture* Strategies for Responding to Organizational and Team Culture* Learn the team’s origin story Contemplate organizational context Read hierarchies of influence Work to develop a culture of inclusion Remove silos* Implications for Making Space Further evidence of a paradigm in transition* Making space is a business interest Agency as an Invitation Outcomes for Participatory Communication Intentional and Reactive Future Action* Systems-based Chapter Conclusion* References* Chapter 4: On site with The Gardener and The Chef: Project Leadership and Communication* Communicating Leadership, Positionality, and Identity* Capturing Leadership Communication with Experience Sampling Data Collection Methods* Data Analysis Methods* Leadership Values The Gardener* Value 1: Teach Methods of Effective Collaboration* Value 2: Learn About Teams and Organizations* Value 3: Communicate to Include* Value 4: Be Responsible to the Team* Value 5: Empathize with People* A Mind Map of Communicating from The Gardener* Introducing The Chef* Leadership Values of The Chef* Value 1: Keep People on Task* Value 2: Assign Roles to Individuals and Teams* Value 3: Communicate to clarify the goal* Value 4: Be Responsible to the Project* Value 5: Empathize to Motivate Action* A Mind Map of Communicating from The Chef* Comparing Communication Values of The Gardener and The Chef* Leadership Identity as Rhetorical Performance* Chapter Conclusion* References* Chapter 5: Managing a Reorganization Project at CTI: Participation and Making Space for Communicating Change* Organizational Change and Project Management* Organizational Change as an Activity* Methods* Observations* Artifact Collection* Interviews* Experience Sampling Reports* Analyzing Data* Research participant profiles* Participant 1: Bob* Participant 2: Tom* Participant 3: Don* Participant 4: Tammy* Participant 5: Steve* Participant 6: Sheila* Organizational Changes at CTI* CTI and Project Management* Participation and Communication at CTI* Disruptions During Synchronous Communication* Disruption 1: Infrastructure and information communication technologies* Disruption 2: Virtual collaboration* Disruption 3: Sharing and Retrieving information* Disruptions During Asynchronous Communication* Disruption 1: Lack of training in the new project management system* Disruption 2: Inconsistent adoption of project management system across the team Disruption 3: The existing role of email* Participation in the Activity System* Participation as Stable, Nonlinear, Productive* Chapter Conclusion* References * Chapter 6: Conclusion: A Participatory Rhetoric for Development Teams Reviewing the Chapters and Cases Characteristics of Participative Communication* Project Management Communication as Designed Experience Distributing Agency, Collectivizing Kairos Toward a Theory for Communicating Project Management Final Takeaways For Researchers For Project Managers For Instructors Chapter Conclusion References

Reviews

As work becomes more projectified, we must understand project management like never before -- as a participative, collaborative practice. Through his lucid explanations and case studies, Ben Lauren explains how project management works, why it's important in an increasingly decentralized world, and what its best practices are. -Clay Spinuzzi, Professor of Rhetoric and Writing, University of Texas at Austin Methodologies-of-the-moment change from year to year, but project managers always need to be effective writers and communicators.ã Communicating Project Management is the book to read alongside any how-to guide focused on a particular methodology: it reveals how experienced project managers negotiate the complex factors, strategies, and values that impact team participation. -Stacey Pigg, Assistant Professor and Director of Professional Writing, North Carolina State University Ben Lauren outlines how project managers can achieve a participatory communications culture. This book is a needed addition to the canon of literature for project managers--both experienced and novice. -Lisa Welchman, Digital Governance Advisor and Author In Communicating Project Management, Ben Lauren encourages project managers to broaden and deepen their ability to communicate effectively and to encourage communication among their team members by making space for them to participate both actively and safely in the work of their projects. -JoAnn Hackos, President, JoAnn Hackos & Associates. Inc Lauren's research helps reveal the skills, attitudes, and character traits of expert project managers and, in doing so, paves the way for folks who are passionate about communication - including technical and professional writers - to find career paths in project management. -William Hart-Davidson, Associate Dean for Research & Graduate Education, Michigan State University & Graduate Education This book gives us new perspectives in conceptualizing and practicing project management for information development projects. The focus on managing distributed work, regarding project management as an act of communication and as writing itself is exceptionally valuable. -Stan Dicks, Professor Emeritus, North Carolina State University


As work becomes more projectified, we must understand project management like never before -- as a participative, collaborative practice. Through his lucid explanations and case studies, Ben Lauren explains how project management works, why it's important in an increasingly decentralized world, and what its best practices are. -Clay Spinuzzi, Professor of Rhetoric and Writing, University of Texas at Austin Methodologies-of-the-moment change from year to year, but project managers always need to be effective writers and communicators. Communicating Project Management is the book to read alongside any how-to guide focused on a particular methodology: it reveals how experienced project managers negotiate the complex factors, strategies, and values that impact team participation. -Stacey Pigg, Assistant Professor and Director of Professional Writing, North Carolina State University Ben Lauren outlines how project managers can achieve a participatory communications culture. This book is a needed addition to the canon of literature for project managers--both experienced and novice. -Lisa Welchman, Digital Governance Advisor and Author In Communicating Project Management, Ben Lauren encourages project managers to broaden and deepen their ability to communicate effectively and to encourage communication among their team members by making space for them to participate both actively and safely in the work of their projects. -JoAnn Hackos, President, JoAnn Hackos & Associates. Inc Lauren's research helps reveal the skills, attitudes, and character traits of expert project managers and, in doing so, paves the way for folks who are passionate about communication - including technical and professional writers - to find career paths in project management. -William Hart-Davidson, Associate Dean for Research & Graduate Education, Michigan State University & Graduate Education This book gives us new perspectives in conceptualizing and practicing project management for information development projects. The focus on managing distributed work, regarding project management as an act of communication and as writing itself is exceptionally valuable. -Stan Dicks, Professor Emeritus, North Carolina State University


As work becomes more projectified, we must understand project management like never before -- as a participative, collaborative practice. Through his lucid explanations and case studies, Ben Lauren explains how project management works, why it's important in an increasingly decentralized world, and what its best practices are. -Clay Spinuzzi, Professor of Rhetoric and Writing, University of Texas at Austin Methodologies-of-the-moment change from year to year, but project managers always need to be effective writers and communicators. Communicating Project Management is the book to read alongside any how-to guide focused on a particular methodology: it reveals how experienced project managers negotiate the complex factors, strategies, and values that impact team participation. -Stacey Pigg, Assistant Professor and Director of Professional Writing, North Carolina State University Ben Lauren outlines how project managers can achieve a participatory communications culture. This book is a needed addition to the canon of literature for project managers--both experienced and novice. -Lisa Welchman, Digital Governance Advisor and Author In Communicating Project Management, Ben Lauren encourages project managers to broaden and deepen their ability to communicate effectively and to encourage communication among their team members by making space for them to participate both actively and safely in the work of their projects. -JoAnn Hackos, President, JoAnn Hackos & Associates. Inc Lauren's research helps reveal the skills, attitudes, and character traits of expert project managers and, in doing so, paves the way for folks who are passionate about communication - including technical and professional writers - to find career paths in project management. -William Hart-Davidson, Associate Dean for Research & Graduate Education, Michigan State University & Graduate Education This book gives us new perspectives in conceptualizing and practicing project management for information development projects. The focus on managing distributed work, regarding project management as an act of communication and as writing itself is exceptionally valuable. -Stan Dicks, Professor Emeritus, North Carolina State University


Author Information

Benjamin Lauren is an Assistant Professor at Michigan State University in the Department of Writing, Rhetoric, and American Cultures. He is also an Assistant Director of the Graduate Program in Rhetoric and Writing. His work has been published in journals such as Technical Communication, Computers and Composition, the Journal of Technical Writing and Communication, and Transactions on Professional Communication.

Tab Content 6

Author Website:  

Customer Reviews

Recent Reviews

No review item found!

Add your own review!

Countries Available

All regions
Latest Reading Guide

MRG2025CC

 

Shopping Cart
Your cart is empty
Shopping cart
Mailing List