Accurate – Accurate information is critical to the success of any endeavor. When providing information, verify the source and the data. It is better to have no data than bad data, as inaccuracy leads to waste and frustration. When forced to guess, estimate or provide other “less-than-precise” information, identify it as such.

Though often overlooked/avoided… effective project communication requires us to accurately document our activities and progress. The entire team benefits when each member lives the mantra, “Do what you say and say what you do.”

Necessary – I have often heard it said, “You cannot over-communicate.” Though I understand the statement’s intent, I must disagree. Anyone who has sat through countless unproductive meetings or digs out daily from under a pile of e-mail knows over-communication is possible. Though an often over-looked criteria, simply ensuring your communications are necessary saves time and frustration. If it doesn’t bring value, don’t say/send it.

Succinct – An economy of words doesn’t simply save time, it eliminates the necessity of sorting the needle of importance from a haystack of trivia. Keep all communication short and concise.

Written – If it is worth saying, it is worth writing. Documenting specifications, plans, procedures, etc., facilitates understanding today and provides confirmation tomorrow.

Effective – A message sent is only as useful as the message received. Creating an effective communiqué requires a full understanding of the objective and the audience. E-mail, reports, charts, or information in any form, are only effective when concepts are easily understood and can be quickly acted upon.

Effective communication is an investment in mutual success… paying repeated dividends to the recipients; the team and the project. When a picture is truly “worth a thousand words,” let it do the talking. Never underestimate the power of shared vision- go to the effort of creating a chart or diagram. Even when our utilitarian mainstay, e-mail, is the most fitting form of communication, take time to choose your words carefully.

Responsive – Good communicators are responsive communicators. A quick note letting the team know you got it is just as important as working on it. And when your task is complete… return and report.

How to leverage the ANSWER acronym...
When communicating with others, use the ANSWER acronym. Let it remind you that project communication…
A. (Accurate) … must be accurate.
N. (Necessary) … adds value only when it is necessary.
S. (Succinct) … should be succinct.
W. (Written) … is most useful when written.
E. (Effective) … is worth additional preparation to provide effective presentation.
R. (Responsive) … should be responsive in content, form and timeliness.

Decision Makers – Involving decision makers (management) on project teams is essential, but projects represent additional burden on already limited schedules. Most decision makers understand the need for their participation and will embrace decision-point activities when demands on their time are respected, planned for and efficiently coordinated with their other duties. In cases where management appoints a “decision delegate” [entrusting limited decision-making authority], it is imperative that all guidelines/parameters surrounding the extension of trust be followed implicitly. A project is not a license to assume/abuse authority. Any extended decision-making authority must be officially/openly expressed and outlined in the project documentation.

Representation – Appropriate stakeholder representation is key to the success of any project. Project stakeholders include anyone affected, anyone responsible for people and/or areas affected, management and those charged with the completion of the project. Stakeholder representatives act as agents of all stakeholders and have a duty to ensure that the needs of the many are reflected in the activities of the few.

Expertise – The inclusion of appropriate SMEs (subject matter experts) assures that the right knowledge, skills and expertise are brought to bear on project objectives/solutions.

Ability – Project teams need members with the ability to carry out their individual tasks. A person’s ability is not only demonstrated by his or her talents and skills, but also his/ her “avail-ability.” For teams to perform successfully they need the opportunity and the “cap-ability”.

Manageability – Project management is not possible if the team is not manageable. Limiting the size of project teams increases manageability and allows for more projects to proceed. Furthermore, managing how often, how long and how many team members are involved in each activity buys back valuable time, allowing more work to proceed simultaneously.

How to leverage the DREAM acronym…
When assembling teams, ensure they have all the needed ingredients. A successful project DREAM Team…
D. (Decision Makers) ... includes the involvement of the appropriate decision makers or their delegates.
R. (Representation) … has appropriate stakeholder representation.
E. (Expertise) …has the needed expertise.
A. (Ability) … consists of those with the ability to devote themselves to the team and the project.
M. (Manageability) … is manageable when it is the right size with the right people in the right places.

Follow – A critical skill for all team members to master is that of following someone else’s lead. In project driven organizations, leadership roles can change from one meeting to the next. When someone else is leading, fully support him or her. Great leaders are first great followers.

Lead – Everyone ends up in a leadership role at one time or another. When it is your turn, don’t be afraid to lead. When given the lead, treat your role and all team members with respect. When leading, you have the dual obligation of managing activities and resources efficiently while managing relationships respectfully.

Attitude – The most important contribution anyone makes to the team is his or her attitude. You ultimately have to hold yourself accountable for a positive, cooperative, and success focused attitude. Before managing anything or anyone else, you must first be willing and able to manage your attitude.

Value – Always add value. Bring it to your meetings, your projects, your solutions and ultimately your customers. In any given situation, be willing to ask, and ready to answer the question, “What value does my participation add?” Recognize and celebrate the value in others. Learn to measure and assess value within the context of the objective(s).

Ownership – Take personal ownership for all you do. When given a task, stay with it. When ownership passes to someone else, don’t drop it, hand it off. Own your words, your actions, your attitude and your assignments.

Respect – Everyone has the right to be respected, and the obligation to respect others. To be successful, those you serve and those you serve with need to be assured of your respect. Show it in your meetings, e-mails, after-hours discussions, etc. Respect each other’s ideas, time, abilities and responsibilities.

How to leverage the FLAVOR acronym…
You begin to realize your full potential and what your contribution means to a team, when you recognize the power of individual choice. Choose to make a positive difference and let the FLAVOR acronym serve as a personal reminder…
F. (Follow) … for you to follow when appropriate.
L. (Lead) … for you to lead when appropriate.
A. (Attitude) … that you and you alone are responsible for your attitude.
V. (Value) … of the constant obligation of finding ways to bring value to the team and to the project.
O. (Ownership) … to take personal ownership of assigned duties, deadlines and deliverables.
R. (Respect) … to treat everyone with respect and ensure it is evident in all you say and do.

Goals – Knowledge of a project’s overarching goals provides the context for understanding the specific objectives/ tasks of individual team members. All team members should understand and be able to communicate the driving business needs and the project’s expected outcome. Those leading group interaction/ meetings should state the specific goals of the meeting, phone conference or other team communication. It’s everyones’ job to maintain focus on the goals of a particular meeting, thus respecting each others time.

Roles – Every team member needs to understand his/ her individual role and specific responsibilities. Teams are interdependent by design, heavily reliant on each member fulfilling their respective roles. Teams are intentionally comprised of individuals with unique skills, expertise and differing perspectives. As such, it is not possible for every team member to fully understand everyone’s role and responsibilities. However, members should have a basic comprehension of the duties and activities of others, especially where it directly impacts them.

Expectations – Communicating expectations is just as important within a project team as it is with the customer. Every team member not only has the right to know what is expected of them, but the personal obligation to find out. Once an individual learns he or she is assigned to a project, he or she inherits the responsibility of learning what is expected… not waiting to be told.

Accountability – Accountability is the backbone of teamwork and trust. Teams where each member meets his/ her personal project responsibilities enjoy a greater degree of mutual success than those who can’t count on each other to follow through.

Timing – In order to coordinate project activities and ensure milestones are met, team members must be personally committed to the team and deliver on their individual deadlines.

How to leverage the GREAT acronym…
Use the GREAT acronym, during meetings, phone/ video conferences, or other group discussions, to keep the focus on…
G. (Goals) … the goals of the particular discussion as well as the goals of the overall project.
R. (Roles) … the individual roles of team members.
E. (Expectations) … everyone understanding what is expected of them.
A. (Accountability) … what each team member is accountable for, the current status and ongoing progress reporting.
T. (Timing) … task deadlines and the individual commitment to their completion.

iPad shown with Pogo Sketch

iPad: more stares of admiration / less stares of contempt.

We have many iPad use case scenarios queued up, but could always use more. Please comment and share your iPad ideas below.

iPad – Copyright © 2010 Apple Inc. (www.apple.com)

Pogo Sketch – Ten One Design (www.tenonedesign.com)

Through years of managing projects I have identified 31 prompts to keep critical team principles at the forefront & in focus. These reminders are presented in the form of six acronyms, keeping them easy to remember. The acronyms are: GREAT, FLAVOR, DREAM, ANSWER, SMART & SAFE.

G.R.E.A.T. (Goals, Roles, Expectations, Accountability & Timing)
GREAT Interactions/meetings take place when everyone understands what is expected of them and others.

F.L.A.V.O.R. (Follow, Lead, Attitude, Value, Ownership & Respect)
It is the personal responsibility of everyone to add FLAVOR to the team.

D.R.E.A.M. (Decision Makers, Representation, Expertise, Ability & Manageability)
When building project teams, remember that DREAM Teams are winning teams.

A.N.S.W.E.R. (Accurate, Necessary, Succinct, Written, Effective & Responsive)
ANSWER serves as a guide toward successful communication.

S.M.A.R.T. (Specific, Measurable, Agreed, Realistic & Time-based)
Efficient project management begins with developing SMART Objectives.

S.A.F.E. (Simple, Affordable, Flexible & Efficient)
Provide SAFE solutions to internal & external customers.

In subsequent posts I will delve deeper into each acronym. Until then, I leave you with a memory key. Committing the silly phrase “GREAT Interactions add FLAVOR, while DREAM Teams ANSWER Communications, & SMART Objectives lead to SAFE Solutions,” to memory will help you recall these important team principles.
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I first saw the S.M.A.R.T. acronym in use by various entities on the web. All other acronyms presented herein are original creations.