The short answer is that email is terrible for managing issues and tasks.

Sending or forwarding emails may make the sender feel like the issue is being handled (particularly if its a long email, with many threads and lots of names on the cc line). But in truth, sending or forwarding emails is just a fast and easy way for the sender to get the issue off their plate without investing themselves in the resolution of the issue or accomplishment of the task.

Not Enough Information

1. A forwarded email often does not have enough information or context to convey how the issue should be handled. Even though there may be a ton of discussion in the email itself the sender is assuming

• a) that the recipient will understand the discussion in the way that they do and
• b) that the recipient will understand the senders intent and come to the same conclusion as to how the issue should be resolved.

It is also extremely time consuming for the recipient to troll through the entire email, rather than get clear direction from the sender.

Who is Responsible?

2. Forwarding email has no clear way for the sender to see who is supposed to be handling the issue or task. They just know who they forwarded it to.  The next person in line (or all the people cc’d on it) may turn around and forward it to other people.

No Feedback. Just More Email.

3. There is no clear feedback loop on the status of the issue or task with email. While the email might contain a deadline or language conveying urgency,  the sender has no clear way of seeing how close to being done the issue is nor does the recipient have any way of updating the timeline on the issue -other than sending more email that then needs to be sifted through to get to the status information.

No Reports

4. It is cumbersome and difficult for the sender to see the status of all issues or tasks at any point in time. They need to search their inbox/outbox issue by issue or person by person.

Incidentally, the same things that are wrong with using email can apply to open-ended project collaboration software or task management systems that work like message boards with multiple posts.  Like email, these are easy for people to use. But, they provide limited information for project managers. A manager often needs to spend a lot of time sifting through posts to find information they need to make strategic decisions or to update clients.

These are questions asked in a blog post today by Seth Godin:

“If you made the list instead of just obeying it, would you be a more valuable member of the team.”

A task list is generally not an isolated set of to-do’s. A task list is a specific slice of an overall project or process. Its the slice that’s relevant to the person responsible for getting those things done.

If each person made up their own task list, it would impossible for a team to function together or for a group to get a larger project done.

But, individuals can be a powerful force of creativity. Individuals can provide new ideas on how to get things done.

A good manager can unlock these ideas. A brave individual can propose these ideas. And a healthy organization has a culture of communication that promotes speaking up.

• the type of information people share and
• the adoption of the websites.

The article makes the point that people feel comfortable sharing meaningful information on Facebook because it has more controlled and tighter permissioning than MySpace. It also states that this is one of the secrets behind the increased adoption of Facebook.

Facebook, the article continues, has an “exclusive” feel, like a club or fraternity. You can decide your circle of friends and therefore who gets to see the information you post.  Because you can control the connections, you are comfortable sharing meaningful information. Because the information remains meaningful, you keep coming back to the website.

MySpace has the feel of almost any place on the web. It is less exclusive. Information posted on MySpace can be seen by a wider audience. This openness, the article points out, leads to people posting less meaningful information, fewer discussions and, ultimately, less participation by each person.

ROLES IN A PROJECT

People’s roles in a project are defined. They may be defined by the project plan, by a person’s skillset, an organizational chart or the formal relationship among the project team.  The connections are not made in public, as it were.  There is a relationship in place.

Good project management software (like Vertabase) can map these roles into specific access levels and leverage those roles to improve projects.

Like with Facebook, you can increase the value of the information shared on projects by

• defining the type of information people can share
• controlling who gets to see that information and
• defining how that information is shared.

This will drive adoption of the project management software as a whole, and keep ongoing participation in projects high.

There is incredible value in compliance.

It is valuable for a person to be able to follow a plan and consistently perform. 

It is valuable for an organization to have people who can follow plans and perform consistently. 

To grow, an organization needs to be able do what it does, consistently.  It needs to be able to teach and train people to be part of doing it. That’s the value of process and project management.  

1. A process or plan is developed, then executed.
2. The work product is evaluated and;
3. The plan is evaluated and improved. 

The goal of management, as a field of study, is to get people with different skill sets to work together to produce remarkable results.  Compliance helps managers accomplish this goal, measure results and rework.

Be consistent, evaluate results and rework.

Seth often talks about consistency and plugging away at building a brand or product. Rare are the overnight successes and instant home runs. A much more sure path to success is to focus on base hits. Be consistent, evaluate results and rework. You can’t do that if people don’t follow the plan.

Within this group, the most frustrating are those that ignore direct requests for information or who only talk when they feel like it.

• To the extent that a project manager can pick their own team, non-communicators are generally the last people picked.
• To the extent that a project manager can influence HR decisions, “better communication skills” is the area of improvement most often recommended for non-communicators.
• To the extent that a project manager can limit a non-communicator’s participation in a project, they will.

But when it can’t be avoided here are a few tips to managing a non-communicator on a project.

Find the communication medium that works best. Some people respond to phone calls, others to emails. Some respond to instant message and some prefer talking one on one. Find the medium that works best for that person and stick to it.

Experiment with Non-Traditional Ways of Communicating. All of the above mentioned media are conversations or openings for a dialog. They are in a question/answer or solicitation/response format. Some people simply don’t work that way. Get creative in finding other ways of getting information that don’t involve a “conversation.”

For example, I’ve worked with non-communicators who are best at giving information as it directly relates to the completion status of a task. Instead of asking how things are going, I’ve found it more valuable to assign a task in a project management tool and let them indicate its status. The options I set in the project management software are simple: done or not-done. To maximize the value of information from this technique start with the most detailed level of a task you can find. Think of it like 20 questions where the person can only answer yes or no. Make each question (or in this case, task) count.

Be Patient. People have their own time lines when it comes to answering questions. Don’t mistakenly categorize someone as a non-communicator just because they take a long time to respond to you. I know some people that take 10 minutes or more to respond to a question on instant message. It can be very frustrating when you are expecting an “instant” answer on “instant message” and instead, get a response 10 minutes later.

Sometimes, people are thinking about the answer. Other times, the answer might be more complicated than the asker thinks. Learn how long it takes people to respond and budget in the appropriate amount of time.

Know How to Get Information When You Absolutely Need It. The corollary to being patient is to have a clear way to get information in an emergency. For example, call the person on their cell phone or go directly to their desk. This requires that the project manager prioritize their information need or, at a minimum, have a clear understanding of when to really bother someone. To be effective, use emergency procedures sparingly or, like the boy who cried wolf, it becomes just one more thing the non-communicator doesn’t respond to.

Be Persistent and Consistent. Make sure you get answers to the critical questions you ask. Make it easy for a non-communicator to distinguish between hearing your communication and needing to participate in the communication by providing information.

In the best case, by finding ways to get the information you need from a non-communicator you can potentially find a new, more productive way to make use of their skills on your projects. And if that doesn’t happen, you can at least reduce unforeseen risks to your projects and increase visibility.

There is a huge benefit to finding and fixing problems early.

Here are some of the most remarkable findings:

• 70% of faults are introduced in the early stages of a project lifecycle.
• But, only 3.5% of faults are found at that stage.

• 80% of faults are actually only found in the later stages of a project’s lifecycle.

• The cost of fixing faults in the early stages is 2.5x.
• The cost of fixing faults in later stages is 16x or higher.

According to the research you can save yourself over 600% on repair and rework costs on a project by finding and fixing problems early.

While this data is specifically for software development, the conclusion rings true for projects of all sorts, including marketing projects, creative work, manufacturing or research projects.

Feedback has been positive so far with regards to how simple and easy the system is to use. I even tested timesheet entry using Safari and our iPhones and it works great. I looked at many web-only timesheet/project management products and Vertabase has exceeded my expectations so far.

The company is a strategic marketing and research firm.

1. We participated in sponsoring medical supplies that went with doctors from Holy Cross Hospital in Ft. Lauderdale, Florida. The surgeon that helped raise the money has an incredible, first-hand account of his time there. You can also contribute on the site.

2. The One Laptop Per Child program has started planning for the educational needs of the children of Haiti by launching this great collection of XO laptops for Haiti that were given out as part of the Give a Laptop Get a Laptop program over the last few years. As eary participants in this program we are sending them our XO’s.

One other neat program that is the geeks for Haiti t-shirt. You can promote your support and help your choice of charities like UNICEF and Doctors Without Borders at the same time.

Here’s The Replay of every project he requested.

1. Before a project began he would carefully explain the deliverable to the project manager. He would go into great details on all the intricacies that he’d worked out from months of thinking about the project.
2. The project manager would take notes and send him a specification detailing the whole project.
3. The client would think about the project some more then give the pm the green light to go ahead.
4. The project manager would set-up a schedule and deliver on time.
5. The client would take one look at the final product and inevitably be disappointed. Then frustrated. Then downright angry.
6. “That’s not what I wanted!” he would exclaim. Every time. Months of thinking about the new deliverable wasted. All his plans for using it, gone.

Needless to say, he was frustrated.

The Investigation

I went in and investigated. The process sounded alright. No glaring holes in a typical waterfall approach.

The client had a well-defined goal. The project manager was listening and delivered on time. So that’s not where the break down was.

I could recommend that the client check in every once in a while to see the actual deliverables themselves while they’re being produced. But I know he’s not that kind of manager. Besides, it wasn’t the details that were off in the final product. It was the whole thing.

I started asking the client different, seemingly obvious questions. Then, I found my answer.

“Did you read the specification the project manager sent?”

“No,” was the answer. And that was the answer.

He said it was a big, detailed document that looked thorough enough.

Gauging by the weight of the spec he was sure the project manager had the right idea.

“Besides,” he continued, “I explained it well enough for anyone to understand what I was talking about.”

In his mind, the idea was so clear and well formed that with a careful explanation it should’ve be obvious. The problem was that it was only clear in his head. He’d been the one living with it for months. He’d been the one who saw every detail. But someone it didn’t translate. A critical component of the communication in the requirements gathering phase was missing.

Communication is more than getting out everything you want to say about something (which is what he did). Communication is about making sure the other person understands.

The Core of the Problem

To come up with a solution we needed to get to the core of the problem. Knowing the people involved, the solution wasn’t simply to tell him to read the spec. It would never happen. He needed a solution where he could get what he wanted but without having him

a) do something he’ll never do or

b) change the way projects are done (e.g. adopting agile or requiring more interaction with the project team).

The core of the issue was that the specification was the wrong tool for the project manager and the client to use for their communications.

In general, a specification is the right tool for the project manager to use with his team. The project team needs a detailed blue-print. It also helps the project manager m think through the specific requirements of the project.

But it is the wrong tool to use with the client, particularly this one.

The Answer

I recommended that the project manager give the client a bullet point list of the general features. Keep it to one page whenever possible. This could even be a milestone view of the project schedule with all the sub-tasks rolled up.

If it’s too general, the client will ask questions. And it’s exactly the questions that you want to encourage. Sparking communication is one of the main goals of this approach.

A bullet-point spec is easily digested and easily scanned. It keeps the client engaged. It makes the project manager look like an efficient problem solver and good communicator. Whereas a big specification document can create the impression in the client’s mind that the project manager needs 30 pages to say what the client can envision clearly in a single image or a short conversation.

They tried it. It worked.

It didn’t happen overnight. But, it did work.

Moving to a bullet-point specification set-up a process of iterative conversations that resulted in the client and project manager connecting better and connecting more often.

This resulted in the client getting more of what he wanted, every time.

The requirements phase became a valuable, two-way conversation, rather than a hand-off of responsibility which left the client hoping he’d get what he wanted.

Here’s why it works.

People involved in a project have different informational goals.

• The client wants to know when things will be done and how they are progressing.
• The team wants to know the specific tasks they have to do.
• The project manager wants to coordinate the work, meet deadlines, manage resources, spot problems and improve processes.

Without a reference point, each person has trouble communicating. The client demands to know what’s going on. The team explains it in terms of the specific tasks. The project manager tries to translate between the two, or complicates matters but bringing out a Gantt chart, dependencies, a critical path or other project manager specific tools. The end result is frustration (or an exhausted project manager).

Here’s How to Do It.

You can avoid all this frustration and improve communications by creating a schedule using milestones and sub-tasks.  The milestones are the major deliverables or key points for the client. They are what the client wants out of the project and places they need to be directly involved. 

For the team, think of Milestones as parent-tasks and create sub-tasks underneath them. The sub-tasks are the specific, detailed, tasks that the team needs to do to get the project done.

When speaking to the client use the rolled-up version of the schedule showing the milestones only.

When speaking with the team use the drill-down version of the schedule showing all the sub-tasks.

This schedule then becomes the single point of truth, or reference, for all communication on the project. It has all the details needed for the team and a rolled-up view for clients.  The project manager can use it manage the project and facilitate communication without double-entry of data into other systems.

When something changes on the project you can use this schedule to show how the change impacts the milestones (for the client) or the sub-tasks (for the team). 

Taking it Further

Here are a few ways to use sub-tasks to create even more specific information that can improve communication on projects.

1. If your project management software has the capability, you can sort the sub-tasks by each team member or by due date to provide specific to-do lists for each person.
2. Using the same capabilities, you can create custom lists for your clients of all upcoming milestones in the next month across all projects.
3. Depending on the number of people involved, you can use multiple levels of sub-tasks (e.g. 6.1.2) to further categorize project information for different teams or departments that may be involved.
4. The multiple level of sub-tasks can then be rolled-up, as needed, for department meetings or meetings of team leaders.