xDSL (Digital Subscriber Line)


ADSL (Asymmetric DSL): uses frequencies that were not used by voice (voice PSTN 0-4khz, upstream ADSL 25.875khz-137.825khz, downstream ADSL 138khz-1104khz). Speed (8Mbit/s downstream and 1.0Mbits/s upstream). ADSL can generally only be distributed over short distances from the central office, typically less than 4 kilometres (2
mi). At the telephone exchange the line generally terminates at a Digital Subscriber Line Access Multiplexer (DSLAM) where another frequency splitter separates the voice band signal for the conventional phone network. Data carried by the ADSL are typically routed over the telephone company's data network and eventually reach a conventional Internet Protocol network.

ADSL (G.DMT) Speed (12Mbit/s downstream and 1.3Mbits/s upstream)
ADSL over POTS Speed (8Mbit/s downstream and 1.3Mbits/s upstream)
ADSL over ISDN Speed (8Mbit/s downstream and 1.8Mbits/s upstream)
ADSL Lite (G.Lite) Speed (1.5Mbit/s downstream and 0.5Mbits/s upstream)

ADSL2: Uses same mechanism as ADSL with data compression. Speed (12Mbit/s downstream and 3.5Mbits/s upstream)

ADSL2+: Capable of ddoubling the frequency band of typical ADSL connections from 1.1Mhz to 2.2Mhz. Also allows port bonding, that is multiple ports are physically provisioned to the end user. So 2 lines capable of 24 Mbits/s were boned the end result would be a connection capable of 48Mbits/s download and twice the original upload speed.  Speed (24Mbit/s downstream and 1.4Mbits/s upstream)

HDSL (Hit Bit Rate DSL): Uses higher frequency spectrum of copper, twisted pair cables. Can be used at T1 rate (1.54Mhz) or E1 rate (2Mhz). Requires 4 wires

HDSL2: Same as HDSL,except it uses 2 wires.

SHDSL (Single-Pair High-Speed DSL): Copared to ADSL, employs frequencies that include those used by POTS to porvide equal transmit and receive (i.e. symmetric) data rates. Popular among PBX, VPN, and Web Hosting services. SHDSL features symmetrical data rates from 192 kbit/s to 2,304 kbit/s of payload in 64 kbit/s increments for one pair and 384 kbit/s to 4,608 kbit/s in 128 kbit/s increments for two pair applications. The reach varies according to the loop rate and noise conditions (more noise or higher rate means decreased reach) and may be up to 3,000 meters.

VDSL (Very-high-bitrate DSL): Provides faster data transmission (up to 52 Mbit/s downstream and 16 Mbit/s upstream) over a single flat untwisted or twisted pair of copper wires. Supports high bandwidth applications such as HDTV, as well as telephone services (voice over IP) and general Internet access, over a single connection. VDSL is deployed over existing wiring used for POTS and lower-speed DSL connections.

VDSL2: Utilizes frequencies of up to 30 MHz to provide data rates exceeding 100 Mbit/s simultaneously in both the upstream and downstream directions. The maximum available bit rate is achieved at a range of about 300 meters; performance degrades as the loop attenuation increases.

SDSL (Symmetric DSL): Opposite of ADSL. Provides T1/E rate. Supports data only on a single line and does not support analog calls. It takes entire bandwidth and cannot coexist with voice. Never got standarized.

Q-and-A Sessions
The question-and-answer session is a way to reinforce the message, as well as a way to deal with any outstanding  objections and misconceptions. To better prepare for and handle such a q-and-a, consider these ideas:

Anticipate questions: Take a cue from anyone prepping for a media interview and think of the hardest  questions you can. Develop and practice response to them.

Restate or ask for clarification: This gives you time to think and helps others in the audience. Even  saying, "That is a great [or though, or difficult, or whatever] question" gives you a few seconds to think, as does, as does pausing before launching into the answer. Shift: Especially if the questioner is persistent or aggressive, you want to shift away from a one-on-one  exchange. Look around the room, even while answering.

Stay on track: Don't get off the track of what you planned in your message. In fact, a q-and-a session can  reinforce the main points of your message, so it is an extra opportunity to achieve your outcome.

Above all, don't feel like a lamb up for slaughter. You control the session.

What about if no one asks any questions? Sometimes that is even more painful than tough questions. To get the  session started, consider an open-ended question such as "How are we doing so far?" or "How does this fit with  what you've already experienced?" rather than "Are there any questions?"or "Did you understand everything?" which  tend to be met with silence.

Feedback
Being able to give and receive constructive feedback is necessary for improving a communication, although giving  and receiving feedback can be difficult if not handled correctly. You need to provide feedback on the performance  and not the person. You don't want to be too harsh, but you also don't want to be so easy that you are not helping  the presenter to improve.

If asked to provide feedback

• Ask the presenter to go first. How does the presenter think he or she did? Did the performance reflect the intent? What went well? What should be changed.
• Then tell the presenter what you liked and found most effective. What could have been done better? What is your number one recommendation?
• As the presenter to comment again. What will he or she do for the next iteration?

Similarly, when on the receiving end of feedback, remember that it is a way for you to improve the impact of your  message.   

Delivering your Message

To deliver a high-impact message, the sender should define the purpose, analyze the audience, organize the content, select the optimal medium and structure the content for that medium.

In both written and verbal communication, the first impression counts. A few example:

• Emails should be broken into short "chunks"
• Dress for the situation and, of course, be neat and well groomed.
• Offices and other physical spaces send out messages: messy spaces, uncomfortable and impersonal reception areas, conference rooms with uncomfortable chairs and so on.
• Auditory "first impression" can include how one uses one' voice, music selections (which can set the mood in some situations if chosen correctly.
• When giving presentations: -Walk confidently to the podium or the front of the room.  -Look around at the entire audience, whether it is one person or one hundred. -If being introduced by someone else, make sure that the introducer has updated, relevant information about you and, if needed, the correct pronunciation of your name. The bio information should relate to the topic at hand to boost your credibility with the audience. Off-topic information is fine as long as it helps, your image and does not detract from it. The audience will witness how you interact with the introducer. Shake hands and look him or her in the eye before turning your attention to the audience in front of you. Everyone gets stage fright, and the adrenalin can actually help in your presentation. The best techniques to manage stage fright are to practice out load beforehand and to have a strong opening (another benefit of a good TREOA) to get you through the first two minutes.

Nonverbal and Paraverbal Communication

Nonverbal and paraverbal communication strongly affect how messages are received. When verbal and nonverbal or paraverbal messages are at odds with each other (for example, you say you not angry, but your teeth are clenched and your voice is strained), the nonverbal and paraverbal dominate.

The Audience

Even with extensive preparation, the audience's reaction can never be anticipated completely. The audience response may be a direct reaction to the message, or it could be the result of a number of filters. Some possible reactions and responses can be found follow:

If the audience looks...            You may need to...
Hostile                                       Seek out someone in the audience who looks supportive and "check in" with him. Transition to related topic that you know the audience supports, then go back to  the main points of your presentation

Confused                                  Ask if any particular points need clarification. Go slower, or break dicussion into smaller parts.

Bored                                         Ask questions or initiate discussion. Use a story or personal anecdote

Skeptical                                   Stress your supporting evidence

Blueprint for Trust (How to build, enhance, and repair trust)
    Key principles:
        Maintain and enhance self esteem
        Listen and respond with empathy
        Ask for help and encourage involvement
        Share thoughts, feelings, and rational (to build trust)
        Provide support without removing responsibility (to build ownership)

Foster Open Communication
    Listen and respond with empathy
    Share thoughts, feelings, and rational
    Focus on the positive
    Seek other's idea
    Don’t shoot the messenger
    Discuss "un-discussable"
    Be Straightforward and up front
    Challenge assumptions

Be Reliable and Consistent
    Avoid making empty promises being honest about what one can and can't do
    Act with integrity
    Be available when needed
    Behave according to organizational values
    Follow through and keep commitments

Treat everyone with respect and fairness
    Value each individual's uniqueness
    Maintain or enhance others' self-esteem
    Act impartially and without bias
    Ensure everyone receives due credit, recognition, and rewards

Show confidence in others
    Ask for help and encourage involvement
    Provide support without removing responsibility
    Provide opportunities to develop new skills
    Let team members lead
    Stand behind and advocate for team members

Tips for Listening and Responding with Empathy
    Empathy: Recognizing and acknowledging how other person feels

    Focus your attention completely on the other person
    Let the person know that you are listening and check for understanding
        Ask clarifying questions, using What, Why, and How
        Describe what you think you heard
        Summarize key points
    Listen for both facts and feelings
    Articulate the person's feelings

Tips for Sharing rationale
    Offer the "whys" behind a decision, idea, or change
    Relay to people information that, could affect them
   
Tips for Sharing thoughts
    These thoughts include your: Experience and Knowledge
    Approach to tasks, problems, or situations
    Opinion, ideas, and suggestions

Tips for Sharing feelings
    Sharing your feelings means disclosing your emotions, how you use strengths to compensate for weakness,
    your vulnerabilities or imperfections, bad decisions you've made and unwanted or unanticipated outcomes      
    and the reasons for them

Examples for slamming the door:
    DISMISSIVE response: "You shouldn't let it bother you"
    "I CAN TOP THAT" response: "You think that's bad? You should’ve seen what happened to me"
    "THE RIGHT ANSWER IS" response: "If I were you, I would ..."

Destroying Trust
   

    Break Promises
        don’t keep commitments
        drop the ball
        don't follow through
        betray confidences or secrets

    Serve Own Interests       

        Force decisions or plan that favor oneself at others' expense
        Act more concerned about own welfare than anything else
        Make excuses
        Take credit for others' work
        Deflect blame, "point fingers"
   
    Act Inconsistently
        Say one thing but do another
        Send mixed messages so others don't know where one stands
        Show favoritism
        Provide support one day and not another
        Do temperamentally uneven and unpredictable

    Avoid Issues
        Don’t deal with poor performance at the expense of others
        Go around people instead of approaching them directly
        Sugarcoat; present information in an artificially positive light
        Do evasive and less than candid
        Sidestep difficult decisions

    Make Assumptions
        Jump to conclusions without checking facts
        Don't give people a fair chance to prove themselves
        Expect the worst from others
        Act on own point of view without considering other's viewpoint
        Don't challenge preconceived notions

    Doubt Others
        Micromanage
        Look over everyone’s' shoulder
        Constantly doubt-check the work of others
        Don’t delegate authority along with responsibility
        Imprint own stamp on others' ideas

High-Impact Communication: Structuring Your Message

Emphasis on making a persuasive presentation.

Some presentations, because of poor structure, may be hard to follow, even though the sender may have good,  relevant information,  but present it in an illogical sequence, leave out transitions, or do not stress what the  receiver should do.

"TREOA" is a method to increase impact of communication with basic opening/main body/ closing outline.

The Outline
    Opening (grab attention)
    - T (topic)
    - R (recommendation)
    - E (evidence)
    - O (outcome)
    - A (action)

    Body (provide evidence)
    - key point #1
    - key point #2
    - key point #3

    Closing (recap and request action)
    - restate recommendation
    - review key points
    - request action
    - make it memorable

Topic:
One or two sentences that present, in broad terms, a problem, issue, or opportunity. Example: Jupiter our  competitor  on the West Coast, has put out signals that it is up for sale.

Recommendation:
What, in general, do you recommend to respond to the topic that you have identified. Example: We've often said  that we would revisit our acquisition strategy, and now might be the time to do it.

Evidence:
In the opening or in a short communication, some general points suffice. In a longer communication (a report or a  presentation, for example), more in-depth evidence should be provided in the main body. Example: Jupiter has taken 
on some great new clients in the past few years, but I've heard that its founder wants to retire and he has no one  in the family to take up the reins.

Outcome:
What will the outcome be for the audience? What will the receivers gain or how will they benefit? Example: An  office on the West Coast would open new markets for us.

Action:
What are you suggesting the audience do next? The suggestion does not have to be a dramatic, large step; it can  be incremental. Example: I suggest that we spend some time talking about these options at our next meeting.

Proving Evidence and Strong Closings
Evidence can take many forms, depending on what can best strengthen the message: anecdotes, data, financial figures, and so on. A short pertinent narrative can effectively reinforce a message by helping the audience visualize and relate to the message and the recommended action.

Visual aids, even the simple one like drawing on piece of paper, can enhance communication, as long as they add to, and not to detract from, the message.

"Primacy" refers to the fact that the first few minutes of a communication are important to forming an impression. Likewise, "recency" is important - the last or more recent things that an audience will read  or hear. Thus, a communication needs a strong closing, including a call for action and a personal connection.

Planning Your Message

A high-impact communication should be planned before sending it out - whether it is an email, a meeting, a  presentation, a phone call, or some other form of transmitting a message.

Six steps for creating high-impact communication:
-Purpose: what is the purpose of communication?
-Audience: Who is the audience?
-Content: What needs to be included in the message?
-Medium: What format will the message take?
-Structure: How will the message be structured?
-Delivery: How will the message be delivered?

Purpose:
The purpose generally falls into three areas: to inform, to direct, or to persuade (or combination of all).

To determine the purpose of high-impact communication, answer three questions (O/M/T):

-Outcome: what outcome do I want to achieve?
-Measurement: How will I measure whether it is achieved?
-Time frame: When do I need  to be delivered?

if the purpose for is to inform, then the entire O/M/T may not be relevant. If the purpose is to direct, the  sender should have authority over the audience receiving the directive. However, the message must still be well  expressed, clear, and respectful in order to achieve the O/M/T. If the purpose is to persuade, the anticipated 
outcome is to  change attitudes to effect an action.

Audience:
Sender should know their audience - not only names and position titles, but also more complete information that  affects how the audience receives the message. Knowing receiver's communication style, culture, way of doing  business, and other characteristics helps senders plan how to communicate to achieve their purpose.

An audience analysis, whether it is a large group, small group, or just one individual, helps senders determine  who the audience is, the receiver's current level of knowledge about the topic, and the knowledge they need to "buy into" the message.

Content:
Purpose + audience = content

After planning purpose and analyzing the audience, the sender will have a sense of what to include (or not  include) in the message. Receivers need to be engaged in a topic before they are willing to dig in and take action  on it. Appealing to their communication style and distilling the information most useful and interesting to them 
is critical when the sender only has a minute (at most) to get their attention.

Two areas to emphasize in developing content are overcoming (or forestalling) objections and dispelling  misconceptions. It is better to anticipate the objections of the audience and find ways to satisfy these concerns.  Misconceptions are the beliefs that people already hold about a topic or something related to it, because of past  experience, something heard from a trusted friend, the media, or other source. To dispel misconceptions, listen to what the concern is, seek common ground, and be able to provide solid evidence. Misconception cannot be turned 
around immediately.

Medium:
Each medium (email, reports, posters, articles, formal presentation, phone calls, face-to-face) has pros and cons.

The easiest medium is email and most difficult one is one-on-one meeting, when negative or bad news has to be delivered. But, high-impact communication may be called upon to use all these mediums - maybe even with the same message- and must be prepared to take on whatever challenge the situation requires.

High-Impact Communication

To be a high-impact communicator you need to develop awareness and skills to operate within the strategic and interpersonal perspective.

In business, nothing happens in a vacuum. Once you have visited each perspective and reset your responsibilities, you usually have an idea or intent. Translating an intent into focus actions and, ultimately, into the correct outcomes involves communicating effectively.

Communication is a two-way interaction between sender and receiver. What complicates the interaction is that both the sender and receiver "filter the information based on their own: Memory, Context, Content and Style.

The goal of high-impact communication is to build trust and create empathy between the sender and receiver in order to reach shared meaning and a desired outcome.

Filter of Memory is impacted by the events, experiences, and emotions that one has acquired over many years.  The memory filter can be improved by learning and mastering "emotional intelligence", which consists of five components: Self-Awareness: understanding or your own values and goals; Self-Regulation: being able to manage one's moods; Motivation: being driven to achieve beyond expectations; Empathy: being sensitive to others; Social Skills: the culmination of these other components; skills with which a person can recover from an emotionally negative situation.

Context is based on the culture and environment in which the communication is carried out. The contextual filters that affect communication include culture, gender, perspective areas, and physical factors.The culture can impact communication, for example; individual over group, hierarchical vs egalitarian, or completion vs achieving harmony.  For gender, Men and women often choose different words when they communicate, eg. tentative vs boastful. The challenge for perspective is to ensure both sender and receiver are working from same  perspective, eg., strategically vs personal. The physical factor can range from noisy room to the hour of the day.

Content's impact is based on the actual message, words used, and perceptions. The filter of content is about message itself, words choices, and perceptions of those words. For example, polite, deferential language can send a different message than commands or profanity.

Filter of Communication Styles; Generally people have four different communicate styles, Direct, Systematic, Spirited, and Considerate. The styles are either high or low in their assertiveness and their expressiveness.

Assertiveness is the effort that a person makes to influence the thoughts or actions of others. Direct and  Spirited people tend to rate high in assertiveness, while considerate and systematic people tend to rate low. Expressiveness is the effort that a person makes to control his or her emotions when relating to other people.  Spirited and considerate people tend to  rate high, while systematic and direct people tend to rate low in this area.

Each communication style has strengths and area that can impede one's communication with others. When communicating with a group of people with different styles, or when meeting people for the first time and there's no way to determine the person's style, the sender should construct the message to appeal to all the styles.

Form of Communication: communication can be done in three forms; Verbal (the words used), Para-verbal (tone of voice, inflection), and nonverbal (body language, personal space). Culture, gender, and communication styles all affect how people use these forms of communications, but studies have shown that people tend to respond most to the nonverbal communication they receive.

 

Reading References for Project Managers

Adler, Nancy J. "International Dimentions of Organizational Behavior", McGill University: South-Western College Publishing, 1997

Amason, Allen C., Wayne A. Hochwarter, Kenneth R. Thompson, and Allison W. Harrison. "Conflict: An Important Dimention in Successful Management Teams", Organizational Dynamics (September 22, 1995)

Archer, Clark and Michael Stinson. "Object Oriented SOftware Measures", SEI/CMU Tech Report CMU/SEI-95-TR-002, ESC-TR-95-002 (April 1995)

Badowski, Rosanne. "Managing Up: How to forge an Effective Relationship with Those Above You", New York Currency, 2003

Barkley, Bruce T., and James H. Saylor. "Customerizing Project Management", Project Management Journal (September 1995)

Bennatan, E.M. "On Time, Within Budget: Software Project Management Practices and Techniques", New York: John Wiley & SOns 2000

Bennis, Warren, and Burt Nanus. " Leaders: The strategies for Taking Charge", New York: Harper and Row, 1985

Cleland, David, I., and Lewis R. Ireland. "Project Manager's Portable Handbook", New York: McGraw Hill, 2000

Druker, Peter F. "Management: TAsks, Responsibilities, Practices", New York: Harper and Row, 1974

Frame, J. Davidson. "Managing Projects in Organizations: How to Make the Best Use of Time, Techniques, and People", Rev. ed. San Francisco: Jossey -Bass, 1995

Goleman, Danniel, Richard Boyatzis, and Annie McKee. " Primal Leadership: The Hidden Driver of Performance", Harvard Business Review, December 2001

Katzenbach, John R., and Douglas K. Smith. "The Wisdom of Teams", New York: McKinsey and COmpany, 1993

Lientz, Bennet P. and Kathryn P. Rea. " Breakthrough Technology Project Management" San Diego: Academic Press 1999

Meredith, Jack R. and Samuel J. Mantel, Jr. " Project Management: A Managerial Approach", 3rd ed. New York John Wilely and Sons 1995

Parker, Glenn M. " Cross-Functional Teams" San Francisco: Jossey-Bass, 1994

Pinto, Jeffrey K. and Dennis P. Slevin. " project Implementation Profile" Tuxedo, N.Y.: Xicom, Incorporated

Project Management Institute. A guide to the Project Management Body of Knowledge", 3rd ed. Newton Square, Pa: Project Management Institute, 2004

Rue, Leslie and Phyllis Holland. "Strategic Management: Concepts and Experience", New York: McGraw Hill, 1989

Schmidt, Warren H. and Barbara "BJ" Hateley. "Penquin Index: Assessing Management Proactices and Diversity Acceptance in Your Organization", Tuxedo, N.Y.: Xicom, Incorporated, 1995

Top 10 List for Initial Project Planning and Review

1. Who are the project stakeholders?
2. Describe the project organization and reporting relationship
3. What are the design goals and are they clearly measurable?
4. What are the project milestones?
5. What are the top three risks to the project and how are these risks being mitigated?
6. What are your planning assumptions?
7. Is the Quality Management Plane complete?
8. Do preliminary specifications exist that are agreed upon among the project stakeholders?
9. Is there a Configuration Management Plan to control changes?
10. What is the Communication Plan for the project?

Team Leadership

Ability to build productive teams and maximize the team's peformance; to develop individuals and teams to achieve or exeed stated project goals; and to foster an environment that supports innovation and creativity

• Use negotiation and facilitation skills effectively to gain agreement on common project and team goals, work through conflict, and minimize uncertainly with all

• Develop and communicate a project vision to the team to help motivate anf focus their efforts throughout the porject life cycle

• Devlop a project team structure that ensures that the right people are assigned to complete each task in the project and helps the team memebers obtain the appropriate training

• Continously find ways to recognize team memebers' successes and celebrate accomplishments

• Evaluate team memebers performance against agreed upon criteria and provide feedback to team memebers and to their managers

• Educate team memebers on how their project work directly contributes to and impacts organizational goals and strategies

• Create an open environment in which all team memebers are encouraged to ask questions, offer ideas, and collaborate freely

Communication

Ability to clearly articulate ideas, concepts, decisions, and direction to foster a common understanding and commitment of all stakeholders

• Effectively utilize the appropariate commmunication method(s) to convey the desired intent and result

• Plan, facilitate, and manage meetings effectively and follows up as necessary

• Keep the project team, customers and other stakeholders informed on project status at all times

• Listen actively and ask questions to clarify understanding when receiving information from others

• Effectively demonstrate a high degree of skill in verbal and written communications

Personal Effectiveness

Ability to focus your personal drive and initiative, along with the flexibility to foster positive attitues and behaviors both in yourself as well as others

• Build trust and confidence among customers and co-workers

• Demonstrate integrity, ethics, and corporate values in all interactions

• Support diversity and treat all people with respect and courtesy

• Consider alternative solutions, root cause, and other pertinent information before making decisions

• Approach problems and issues in an innovative and creative manner

• Set and demonstrate high standards for personal and team memeber performance on all project work

Organization and Industry Acumen -

Ability to align the project to your company's organizational strategy; to make sound business decisions in support of the organizational strategy; to seek out, find, and use industry best practices and appropriate technoologies to support the project; and to successfully navigate the environment of the organization.

• Adhere to regulatory constraints, legal constraints, and all organizational policies and procedures in managing all project work

• Establish project objectives early in the project that are clearly aligned with the organizational strategy and vision

• Project plan includes interdependencies and other potential changes in organizational processes and capabilities that will (or should) occur during project implementation

• Indentify and use best practices in project management and/or the industry that will benefit the project and the organization

• Be current with business/industry and project management trends that may have an effect on the organization, its projects, and its customers

• Constructively challanges existing personal and organizational beliefs and paradigms in light of the organization's vision and strategic direction - alway looking for a better way

Customer Focus

Ability to use negotiation, conflict mangement and other interpersonal skills to maximize your customers' participation, value, and satisfaction to achieve long-term customer realtionship.

• Work together with the customer and other stakeholders to properly elicit, analyze, and conconsicely document their requirements, expectations, desired project outcomes, and level of project participation early in the project

• Solicit and obtain buy-in, on the project plan and all project documentation, from all identified stakeholders through regular communication of project information to ensure on-going support for the project

• Monitor customer satisfaction on a regular basis and follow through on customer inquiries, requests, and complians in a timely manner

• Manage customer and other stakeholder relationships and expectations by appropriately manage conflict and other issues throughout the project life cycle

• Negotiate effectively with stakeholders that have resource responsibilities to manage budget constraints and resource availability for the project

• Obtain formal approval from appropriate customers and other stakeholders on all deliverables and change requests