The power of filtering communications

I have the pleasure to cite this Trevor Roberts post. He gets a good point using the combinatorial math for illustrating the function of project manager as filtering conveyor of information among the team member.

The power is exerted through a careful dosage of information within the team.

Trevor starts describing theoretical distribution of communication inside an unmanaged team, where each member needs to share his/her information with all other colleagues. This easily creates a huge volume of traffic, with a string of obvious disruptions.
In order to save time, all internal communications shall be reduced in terms of direction: (from each person to the boss, who shall filter the topics to be distributed during the meetings).

In my opinion, this is a good starting point. The next step would be thinking about how to use this concept for maintaining proficient relationships with the (other) stakeholders.

This can be achieved through the control the quality of information.

The parameters for validating the information are:

1. Reliability. It uses metrics that allows checking the validity of the data.
2. Efficiency. Usage of figures showing the output (e.g. EVM).
3. Acceptability. PM has to find a common ground with the stakeholders outside the team. It means going deeper than a simple usage of the correct language.

1. Reliability:
   Time is the most common factor.
   “I will be late” could be a socially acceptable statement. However, the recipient of the message should be familiar
   with the subject’s habits. In other words, I have an experience (history) to check against how long I shall wait.
   In a project environment, due to its temporary nature, building a history based on wrong assumption can be extremely dangerous. It could damage the project’s reputation in front of all stakeholders.
2. Efficiency. The deliverance of the tasks (work package) shall be checked against the acceptance criteria. When the package does not respond to the stated requirements, it contributes to failure of the whole project. The feasibility of the acceptance criteria is one of the most important PM’s responsibilities.
3. Acceptability:
   As team’s ambassador, the project manager must be sure that messages delivered to the stakeholders (e.g. senior management) are well received and clearly understood.
   An example of this, can be conceived in a small internal project.
   The tally order is: “no money is available”. It makes sense. Obviously team members still remain a cost for the company. However, this cost could be seen as unavoidable.
   In this case, there is no reason for listing the efforts in terms of money. It is much better, for the PM, to focus on the company’s needs, using the familiar lingo. It would make easier for the Snr manager to be bought in for difficult decisions (e.g. shielding the team members from external temporary duties).