...
- objectives
- target audience or stakeholders (internal and external)
- message you want to convey THE WHAT
- rationale THE WHY
- tools (existing and new) THE HOW
- resources you need
- time line THE WHEN (frequency)
- lessons learned
ISDA Communication Strategy v1.ppt
June 20, 2008
Hypothetical
...
- Identify the SCOPE of the issue
- Identify a subject matter expert - internal or external
- Get the right people involved - look outside your own team
- Be clear about what you need and for how long
- Communicate this to your manager
- They They should communicate back to the leadership - people who make the final decisions
- Socializing Socializing the problem
- This This is how you get resources an and communicate who is doing what
- Manager can step in when there is a resource constraint or when ther there is cost associated with the problem
- Clearly identify who is responsible for what
- DecisionsDecisions Work
- Work
- PrioritizingPrioritizing
- Make recommendations based on research by the group - be able to support your argument
- Sometimes making a decision is more important than the decision itself
- "What is good enough"? (hard Hard to calculate ROI on much of what we do )
- things like the MIT reputation are immeasurable
- Resistance to having things go "higher up the chain"
- SME and manager can present recommendation to leadership team - opportunity for feedback
- Be accountable
- Sometimes a recommendation or decision goes against policy or the policy hasn't been clearly defined yet "road block to decisions"
- Is there a stigma to "good enough"? Do we shoot too high at first? How do we manage expectations?
- Neglecting the "let's try it" scenario - experimentation or pilot allows for better requirements gathering
- Talk to the customer
- Resistance to raising expectations
- Don't make promises - focus on the business problem you are trying to solve
- Don't avoid conflict