Voici comment vous pouvez relever les défis de la communication d’équipe virtuelle en tant que responsable de programme.

Miscommunication. Tech. Emails, chats, remote work.. people, please use voice! Please, talk in person. We are in UAT phase of SAP S/4 implementation and guess what’s the most common phrase I hear “oh, It’s a new requirement”. Is it? Or it’s an impact of miscomunication and wrong assumptions? I don’t need to tell you what happens next between Business and Consultant, when you add the stress and time running out.. Miscommunications in project requirements, deliverables, or feedback leads to significant issues in system implementation. We rely so much on written words nowadays, that we forget that intonation and emotion of how we say it matters a lot. …people, please use voice! Please, talk in person.

Whenever I start of pick up a Programme if lay out some fundamental yet useful principles for the team communication approach 1) Use shared Teams Chats per topic and include everyone who is involved. A joint chat is a great way of keeping everyone abreast, as well as encourage others to take part. 2) Set the expectation that whenever there is a virtual meeting, EVERYONE will be invited to take part in the conversation. There are no silent attendees in my PgM meetings. 3) Specifically live by the following mantra "If you don't understand what I am saying, I need to change the way in which I say it". By demonstrating this myself, it helps to illustrate to the teams that communication is THE most essential tool to achieving PgM success

Stop info overload: Decide together what tool works best for each task (chats for quick updates, video calls for complex plans). Bridge the non-verbal gap: Schedule casual video catch-ups and use emojis/thumbs up in chats. Manage time zones: Find core collaboration hours, but be flexible and use asynchronous communication tools. Tech glitches happen: Back up plans are key, and clear communication keeps everyone informed.

When I start a new programme I generally conduct a "Ways of working" workshop and that helps bring different perspectives to the table leading to innovative ideas and solutions that may have not been possible with siloed thinking. The outcomes of one such workshop was when the team agreed on a monthly "No Meeting Friday". An agile program can be ruthless as it involves extensive collaboration and interaction amongst multiple cross functional teams. The "No meeting Friday" gave the team dedicated time and space for focused work thereby recognizing the need to accommodate different working styles.

Set Clear Expectations: Make sure everyone knows their roles and how to communicate. Use Good Tools: Pick tools like Slack, Teams, and Zoom that everyone is comfortable with. Regular Check-Ins: Have frequent meetings and use video calls to stay connected. Encourage Openness: Create a space where team members feel safe sharing their thoughts. Keep Records: Document everything and use shared drives for easy access. Bond as a Team: Plan virtual team-building activities. Offer Training: Provide sessions on how to use communication tools effectively. Seek Feedback: Regularly ask for and act on team feedback. Lead by Example: Show good communication practices and empathy. These steps will help improve communication and collaboration in your team