The Project Social Network, Pt. II | ||||||||||||
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Understanding the coalitions, alliances and other ties that bind and influence the project environment can give project managers a head start in influencing project communication and cohesion. Organization development techniques like Social Network Analysis create a bridge between the technical side of project management and the soft skills required to achieve desirable results.
Part I of this two-part series explored the concept of social networks and how building social capital within the network can enable successful project outcomes. This article looks at how a project manager can create a Project Social Network, a microcosm of the Organizational Social Network (or Organizational Network).
Let’s focus on information sharing among interconnected individuals within a project. Where and how does information travel? Looking deeper, how are specific types of information disseminated. For instance, how do project risks ‘flow through the system’? Is it different than project issues or status information? How is such information shared? Who shares what, and who doesn’t? Simply put, who is connected to whom for what kinds of information? Gossip or rumors are also powerful information types that merit examination in terms of frequency, channels and diffusion.
For the purpose of this assessment, suspend the notion that the project team is a tightly defined unit based solely on written definitions of roles and responsibilities.
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