A communication model developed by Browaeys and Price incorporates the idea that the message itself and how it is transmitted is influenced by the sender’s current knowledge, experience, language, thinking, and communication styles, as well as stereotypes and relationship to the receiver. Similarly, the receiver’s knowledge, experience, language, thinking, and communication styles, as well as… Continue reading Cross-Cultural Communication
Month: December 2022
COMMUNICATION MODELS
Project success is dependent on effective communication. Communication models demonstrate concepts associated with how sender and receiver frames of reference impact the effectiveness of communication, how the communication medium influences the effectiveness of communication, and the types of disconnects between end-user expectations and reality. With the prevalence of multicultural project teams and dispersed stakeholders, these… Continue reading COMMUNICATION MODELS
OSCAR Model
The OSCAR coaching and mentoring model was developed by Karen Whittleworth and Andrew Gilbert. It helps individuals adapt their coaching or leadership styles to support individuals who have an action plan for personal development. The model refers to five contributing factors:
SITUATIONAL LEADERSHIP MODELS
Situational leadership models are a subset of a vast array of leadership models. Just as project teams tailor the processes, methods, life cycles, and development approaches, leadership styles are also tailored. Situational leadership models describe ways to tailor one’s leadership style to meet the needs of the individual and the project team. The following are… Continue reading SITUATIONAL LEADERSHIP MODELS
COMMONLY USED MODELS
Models reflect small-scale, simplified views of reality and present scenarios, strategies, or approaches for optimizing work processes and efforts. A model helps to explain how something works in the real world. Models can shape behavior and point to approaches for solving problems or meeting needs. Some models were developed with projects and project teams in… Continue reading COMMONLY USED MODELS
Introduction
This section provides a high-level description of some commonly used models, methods, and artifacts that are useful in managing projects. The items listed in this section are not intended to be exhaustive or prescriptive, but rather to help project teams think about the options available to them. In the context of this guide, terms are… Continue reading Introduction
PROJECT WORK
DELIVERY UNCERTAINTY MEASUREMENT DIAGNOSTICS Periodic reviews such as retrospectives or lessons learned are effective ways to determine if approaches are working well and if improvements can be made by tailoring. Project teams that do not use retrospectives can look to issues, threats, quality assurance statistics, and stakeholder feedback for signs that further tailoring or adaptation… Continue reading PROJECT WORK
DEVELOPMENT APPROACH AND LIFE CYCLE
3.5.4 PLANNING
STAKEHOLDERS
TAILORING THE PERFORMANCE DOMAINS
The work associated with each performance domain can also be tailored, based on the uniqueness of the project. As shown in Figure 3-8, the principles for project management provide guidance for the behavior of project practitioners as they tailor the performance domains to meet the unique needs of the project context and the environment.