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Best Practices for Laserfiche Project Communications
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Project management communications are a critical component of any Laserfiche deployment or expansion. What is often not appreciated is that comms is arguably the most crucial function as the Project Management Institute cities “80% of project management IS communications.” To this end, we teamed up with Records Management Administrator Tony Arambarri from Yorba Linda Water District to discuss techniques, successes, misses, and marketing secrets you can use for communications about your Laserfiche implementation.
What You Will Learn
This presentation focuses on the critical role of communication and change management within Laserfiche implementation projects. It highlights how technology projects often fail not due to technical limitations, but due to human factors and organizational resistance. By adopting best practices from the worlds of marketing and sociology, project managers can bridge the gap between technical departments and business units to ensure long-term adoption.
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The discussion emphasizes that project managers spend approximately 80% of their time communicating. Success requires identifying key stakeholders through persona building, creating tailored messaging, and utilizing specialized roles—such as "connectors," "mavens," and "salespeople"—to drive the "tipping point" of organizational change. The presentation also offers practical advice on "implicit communication," where competence is demonstrated through actions like research-as-a-service and rapid prototyping of solutions for common process "pain points.
FAQ
How much time does a typical technology project manager spend on communications?
Answer:
Approximately 80% of a project manager's time is spent on communications, with 50% of that time specifically dedicated to communicating within their own project team.
What is "persona building" in the context of a Laserfiche rollout?
Answer:
It is a marketing-derived practice of creating archetypes or stereotypes of stakeholders to understand their specific problems, preferences, and motivations. This allows the project manager to tailor communications and features to get that specific person "on board."
What are the three types of influential people to look for according to "The Tipping Point" model?
Answer:
The three roles are Connectors (hubs with large social networks), Mavens (information specialists who share knowledge), and Salespeople (charismatic persuaders).
What is the "Yes, and..." technique mentioned in the presentation?
Answer:
Derived from improvisational comedy, this technique involves acknowledging a stakeholder's concern ("Yes") and then adding a solution or perspective ("and") rather than using "No, but," which can shut down dialogue.
How does "implicit communication" help build project legitimacy?
Answer:
Implicit communication involves demonstrating competence through actions rather than words. Examples include providing "research as a service," digitizing legacy backlogs to show immediate value, and practicing active listening to show stakeholders their feedback is valued.
What is "Management by Walking Around" (MBWA) in this context?
Answer:
It is an informal, oral communication method where the project manager "drops by" to check in on staff. This facetime reduces anxiety, shows investment in the users' success, and often uncovers valuable "off-the-cuff" insights that wouldn't be shared in a formal email.
Why does Tony recommend "pre-building" solutions before they are requested?
Answer:
By identifying process "pain points" early and having a draft workflow or form ready, the manager can instantly demonstrate a solution the moment a stakeholder expresses a need. This rapid response significantly boosts the program's reputation for competence.
What specific tool is recommended for improving the professional quality of written communications?
Answer:
The speakers recommend using Grammarly to ensure that emails and formal announcements are free of errors, as sloppy writing can undermine a project manager’s perceived professionalism.
