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The Best of Project Communication

A selection of professional insights from the Blog archive

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Since 2008 our project management professionals have been sharing knowledge,

experience and learning with online readers via the Project Manager Blog.

Their collective wisdom provides a wealth of how to, top tips and best practice advice,

for project managers, teams and businesses.

To make their writings more accessible we’ve created a series of “Best of” project

management topics available free to download and share.

Here is a collection of excerpts and insights from blog posts that discuss the importance

of communication for successful project management.

Enjoy!

Jason Westland CEO

ProjectManager.com

How to Manage Projects Effectively Using E-Mail ...................................................................................... 3

Get It In Writing! .......................................................................................................................................... 5

Why the Digital Prayer is Not in a Project Manager Job Description.......................................................... 7

7 Tips for Better Documents ..................................................................................................................... 10

How to Knock Your Project Management Meeting out of the Park ......................................................... 13

How to Run Team Meetings ...................................................................................................................... 16

5 Reasons to Let an Angry Email Simmer Down ....................................................................................... 17

Keep Everyone On The Same Page ............................................................................................................ 19

How to Deliver a Great Presentation ........................................................................................................ 19

How to Communicate on Projects ............................................................................................................ 19

Improving Your Project Communication ................................................................................................... 19

Creating A Project Document Library ........................................................................................................ 19

How to Manage Remote Teams ................................................................................................................ 19

30 Day Free Software Trial ........................................................................................................................ 20

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How to Manage Projects Effectively Using E-Mail

The following are some Pros and Cons of using email as well as some ideas on how to

manage projects effectively using email. Email has allowed us to:

Be Flexible with our Time – In order to transmit a message about your project

through email, you and the receiver of this message don’t have to be present at the

time of communication. There are many project managers who get their best work

done late at night or early in the morning. They can fire off the results of this work to

their team who will eventually get around to reading the message on the time

schedule that works for them.

Be Expansive in our Locations – Using email

has allows us to move outside of the four

walls that we were used to being confined

to in the workplace. It has become the

norm for teams to be distributed in

different offices, cities, states, and even

countries. It’s up to each project manager

to figure out how to manage projects

effectively in this new environment, and

email has certainly allowed this to happen.

Be Lightning Fast – “Did you get it yet? OK.

How about now? What! Not yet? What’s

taking so long?” ask the anxious project

manager on the other end of the line as he waits mere seconds for his document to

be delivered. There used to be a time when it would take days to get a document

from one place to another. Now it’s hard to imagine how to manage a project

without the instantaneous nature of email

Using email to manage a project is not all good all the time. There are definitely some

downsides to using email to manage your projects. For example:

E-mail May Not Get Read – Since the average corporate user sends and receives 112

emails a day, that means there are those that receive 25 emails and then there are

those that receive hundreds! This becomes unmanageable over time and there are

people that will just delete all the email in their inbox and start over. They reason

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that if it’s important enough for someone to get a response from them they will

resend an email or come see them in person.

E-mail May Be Misinterpreted – Sarcasm, humor, and other forms of communication

that work well face-to-face never seem to translate well in email. You have probably

received an email like that before where you couldn’t quite make out the tone, or

determine if the person was being serious, or if it was a poor attempt at a joke.

E-mail is Not Spontaneous – The real-time collaboration that is necessary to

successfully manage a project is remiss if you rely exclusively on email. It’s hard to

replace the spontaneity and bouncing of ideas off of each other that comes from

face-to-face or even over the phone conversations.

How to Effectively Manage Projects Using Email

Now that we know the pros and cons of this type of medium, there are a number of

things you can do if you want to know how to effectively manage projects using email.

The following are a few key points:

Get to the Point – There’s no need to write an encyclopedia when it comes to

putting your emails together. If you have to scroll down to read your email you have

gone WAY TOO FAR – by about 10 times! Keep your emails short, transactional, to

the point, and fact based. This will eliminate the confusion and misunderstandings

that occur from wordy emails.

Proofread Your Email – Once you’ve assembled your

brief email, the next thing you want to do is put

yourself in the recipient’s shoes and make sure it

makes sense to them. Read through your email not

only for grammatical errors and typos (which is still

important to catch, by the way) but also to make sure

your message is clearly understood and can be acted

upon.

Follow–Up – There’s nothing wrong with going to someone after you’ve sent your

email and asking if they had a chance to read what you sent. Remember the example

used above about the people that will do a wholesale delete of all their emails just to

keep their Inbox uncluttered. A good approach could be to stop by and see if they

have any questions about the email you just sent. This gives them the benefit of the

doubt that they’ve had a chance to read your email and you are giving them the

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opportunity to ask any questions that they may have. More often than not, they

won’t have read it yet but will take a quick look at it while you are standing there

with them.

Keep a Copy – There’s two motives for keeping copies of important emails. The first

is to serve as a reference to keep the project moving forward. The second is to be

able to pull the email out when something goes wrong and say “see…I told you so!”

That is not how to manage a project and we are not talking about the second

behavior. What we are talking about is keeping a copy of critical and important

emails for the purpose of making sure a project stays on track and important

decisions have been documented.

E-mail will be around for a long time to come and it’s important to know how to manage

a project using this medium.

Get It In Writing!

People use a lot of excuses to not get approvals when it comes to

project management. Everyone is busy, the project is moving too fast,

or people may feel you don’t trust them if you ask them to sign a

document. The following are reasons (not excuses) why obtaining

approvals and commitments in writing is important and some key

areas that need to be approved in writing.

Getting approvals and commitments in writing should be standard operating procedure

for project managers, even if it’s not for others. Why? Things come up. People get

distracted. They may lose track of dates they’ve committed to.

A written or digital commitment is a gentle reminder that meeting this date is still

critical to the success of the project. Keep their original email and reply to it when you

need a quick update on their progress. Don’t wait until the day before something is due

to follow up, however. Give someone enough time to get things back on track if it has

fallen off their radar. For approvals, getting it in writing is that necessary ground cover

that says you did the right thing in moving the project forward at that time. It’s your way

of making sure your t’s are crossed and i’s are dotted.

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The one exception is if you’ve been working with the same team for a long time and

there’s a proven track record of meeting commitments and backing up approvals. In

that case, you may not have to be as zealous in getting everything in writing. That’s up

to you. In Aunt Jemima’s case, I just wasn’t there yet. I had to get him to understand

that getting things in writing was just the way I ran my projects, because it just wasn’t a

date I’d be asking for.

Opportunities for Obtaining Approvals

We need to get more than dates approved in writing, in project management. For

example:

Approval of Documents – Approving key documents in a project lifecycle is very

important as these serve as the foundation for the entire direction of the project. These

documents include Statements of Work, Project Charters, Business Requirements

Documents, and Technical Design Documents. The challenge with getting approvals for

these types of documents (particularly Requirements and Design Documents) is that

they can be somewhat lengthy and involved. People may be hesitant to sign them, not

so much for what is IN them, but what may be left OUT of them. You just need to be

much more diligent about having

the right subject matter experts

intelligently approving

documents with technical

specifications.

Approval of a Phase – Another

key area for approvals in the

project management lifecycle is

when a project is ready to move

from one phase to the next.

Most projects are going to follow

some semblance of Initiation, Planning, Executing, Monitoring/Controlling, and Closing.

It’s important that each phase is approved for closing. This assures you that everything

in that phase is complete. The project will move smoothly into subsequent phases

without needing to go backwards or rework something.

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Approval to Move into a Production Environment – This is the most important approval

on a project for project managers that work in creating software. There is nothing more

thrilling, or stressful, than moving code into a production environment. It’s that moment

when you take a system operating without any issues and introduce new code into it.

You hold your breath and hope nothing breaks! The approvals typically required to

move into such a risky environment come from many sources. The best case scenario is

to get representatives from all departments responsible for touching the software to

sign off on a document. Then, VP or presidential approval is desirable, depending upon

the size of the organization.

Production approval should ALWAYS be in writing and there should NEVER be a reason

why you don’t get it from someone. If they refuse to sign, then the release does not get

moved into production. They need to express why they are uncomfortable in approving

this release and then the team (or they) take the steps necessary to get things right.

Approvals for Special Concessions – Another area that is important to get in writing is

approvals for special concessions. It may be that the Sales team offered something for

free or a heavily discounted fee. Or, an aggressive date was agreed to at a premium

price. These types of one-off agreements are important to have approved in writing

because people have a tendency to forget or skew the details during the throes of the

project.

Why the Digital Prayer is Not in a Project Manager Job

Description

The digital prayer is so commonplace that it

is turning into an acceptable way to work.

Every level of the organization, from

manager to VP, has succumbed to the illusion

that attending to digital communication

during meetings is a form of multi-tasking.

If there is a digital god, he would have us

believe you can get 3 or 4 things done at the

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same time. The reality is that you end up missing very important moments that you

should be paying attention to. This results in doing 3 or 4 things very poorly.

The following are a number of reasons why this type of behavior will not be introduced

in a project manager job description:

It’s Rude: First and foremost, it’s just plain RUDE, seriously rude. What are you

saying to someone who has prepared for weeks, traveled to your location, and

maybe even lost sleep when you ignore

them in favor of your portable device?

You’re telling them that what they have

to say is not nearly as important as the

snippets and sound bites of electronic

static in your hand. Put yourself in their

shoes and you’ll see how badly it feels.

You Miss Key Points: Another reason you

won’t find the digital prayer in any project manager job description is that you miss

key points. It’s hard to keep focused on the incessant scrolling of your email, tweets,

and other updates and pay attention to what is going on in the room at the same

time. Think of all the times people have come back and said, “I didn’t know anything

about that!” Really? You spent 20 minutes on it at the meeting just over a week ago!

They were so focused on their electronic device that they missed extremely valuable

information. What’s more, they most likely made poor or less than stellar decisions

as a result of their self-inflicted lack of knowledge.

It’s a Bad Example for Others: Rudeness and inattentiveness has a tendency to

propagate itself in others if left to its own devices. People observe others checking

email, stock quotes, websites, and whatever else they check during meetings and

feel they can do the same. This is especially true if they see a project manager or

senior level person exhibiting this behavior at a meeting.

It’s Not Professional: A project manager’s job description calls for professionalism.

Professionalism is marked by a high level of respect and interest in the other person.

Bowing your head to your digital god when someone else is talking to you hardly

comes across as professional.

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It’s Rude: Did we mention that it’s rude? Wait, we already mentioned that. Well, it

bears repeating. Checking your email and other digital distractions while someone

else is talking is just plain rude.

It has gotten so bad that people roam the hallways saying their digital prayers. They may

even be oblivious to the person they pass in the hallway, who happens to be the one

they need to connect with. Rather than connect in person, they choose to connect

virtually. What a waste of an opportunity for engaging and productive conversation!

Simple Ways to Show Respect in Meetings

There are options available to people who attend meetings yet can’t keep their hands

off their digital devices, and below are a few for your consideration:

Focus: Focusing on one thing at a time for the purpose of deeply understanding

something is a lost art. It’s worth picking up this discipline again. There used to be a

time when people came together to meet. They would talk with each other and

appreciate each other’s points of view, facial expressions and body language. Try

focusing at your next meeting. Check your digital device at the door. You’ll LOVE it.

Participate: A result of focusing on the conversation at hand is that you’ll be able to

participate in a meaningful way. Sure, people participate now with a cursory “uh-

huh”, “sure”, and “sounds good.” They have no idea what they just agreed to, but if

everyone else thinks it’s a good idea then they do too! We’re not talking about that

kind of participation. We’re talking about asking intelligent questions, providing

meaningful insight, and helping solve issues at hand. This is the reason you replied to

the project manager job description for your current position. Make sure to take

advantage of these opportunities.

Check Your Device Right Before and Immediately After: Try baby steps if you find it

hard to disconnect digitally. Most meetings are 30 minutes to an hour long. Check

your messages right before you go into the meeting and as soon as you get out. The

worst that can happen is that you miss 30 minutes of real-time activity while

engaged in real and meaningful conversation. It can be done!

Excuse Yourself: If you must reply to a text, email, or other notification during a

meeting then excuse yourself. Let everyone know that you must take care of this

important matter of business and that you’ll be back as soon as you can.

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Don’t get me wrong. I love technology as much as anyone. But, technology has its place.

Its place is to augment, complement and improve the business that ideally transpires

face-to-face. Technology can then be used to expedite and fulfill the promises that were

made in a very real exchange between people. So, keep the digital prayer out of the

project manager job description. People will appreciate the undivided attention you

have given them and provide you with the same respect in return!

7 Tips for Better Documents

Projects generate a lot of documentation. Even if you use online project management

software or collaboration tools, you will still end up creating documents for your

project. That’s not a bad thing – documents have a huge part to play in how organized

we are and also how you communicate status, problems and requirements to other

people.

Documents also enable us to get everyone on ‘the same page’ (literally!) about the

project scope, which can be invaluable. Writing things down makes them more real

somehow, and documents can serve that purpose.

Documentation can also be used to gain commitment. If people sign off or accept a

document, whether they do it via email, a collaboration tool or the old fashioned way by

actually signing the document with a pen, it shows that they have read it and are

committed to it.

Here are 7 tips for better project documents.

1. Use Version Control

There is nothing worse than spending a lot of time

reading a document only to find out that another

version has been issued since you got your hands on

that one. Everything you have read, and all the

comments you made, are potentially out of date.

Don’t let your project team members be frustrated in

this way. Add a version control number to the

document so that they will always know what the

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latest version is. They can compare the number of the document that they have with

the latest version and instantly check that they are working on the latest copy.

Many online project management and document repository tools will add version

control to a document for you, some even showing you what has changed since the last

version. If your project management software has this feature, use it! If not, include a

small table on the front page of the document that shows the latest version number.

2. Add Page Numbers

It’s better to encourage people to look at your project documents online. It saves paper,

which is better for the environment and for your budget! But there will always be

someone who prefers to print out a document, especially if it is long. Page numbers can

be a great help to them if they accidentally drop the document and it isn’t stapled

together, or someone messes up the order of the pages as they come out of the printer.

Page numbers also make it easier for you to talk to your team about specific parts of the

document. You can say: “As you can see from the scope section on page 12,” instead of

having to ask them to find the scope section, which is after the risk section but before

the part on milestones, no not that part about scope, the other bit…

3. Add a Footer

The page number is just one element of the document footer. Think about what else

you could include in the footer, which is the bar that appears at the bottom of every

page. Adding in the document name and file path is a good idea so that you and others

reading it can instantly see where it is stored. This can help if they need to find the latest

version. You can also include your name in the footer (or the name of the primary

document author). Finally, consider adding in the document version number.

4. Add a Header

A header is the text that appears at the top of every page. You can change what is

featured in the header so that on the front page of a document your header can include

different information to that on the other pages. For example, you might want to

include a logo on the front page, but not on any of the other pages.

You can include anything in the header. Some suggestions would be the project name,

the section of the document or the date. Make use of this space – it can help orientate

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people in the document so that if they walk away from it and then come back to it they

know what it is that is open on their screen.

5. Use Headings and Sub-Headings

Break up the text with headings and sub-

headings. Typically a heading is used for a

major division in the document, like a new

section, and sub-headings are used to break

up the text that appears after that. Many

software tools have built in heading styles so

you can use these. They also act as signposts

within the document so that readers know

where they have got to and what they are

reading about.

Headings and sub-headings break up large expanses of text so they can make

documents look less daunting. No one likes to be faced with page after page of dense

black squiggles. Headings allow you to structure your document so that it looks better

and includes some white space on every page.

6. Include a Date

When was your document written? It might not matter for some documents, but for

many, knowing how old it is can be the difference between acting on the content and

ignoring it. People are far more likely to take action when the document is new, or at

least new-ish. If they know that they are looking at a document that was written in 2007

they are unlikely to take it seriously, and that is a prompt to you to review your

paperwork!

Most project documents are written specifically for the project (even if you do use a

template – see point 7 below), but you may need to refer to standards or guidelines at a

corporate level and you can include the version or date of those as well.

7. Use Templates

Set up document templates for types of document that you produce regularly, such as

the project schedule, the project charter, change request forms, communications and

quality plans – in fact, any type of document for project management can start life as a

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template. Templates prevent you from having to write the document from scratch every

time so they can save you a lot of work.

Templates include things like the cover page, table of contents, all the relevant headings

and sub-headings for each section, a structure for version control and all the headers

and footers already populated. All you have to do is delete anything irrelevant and add

in new text.

You can’t get away from producing documents on projects, but following these steps

will help you produce better project documentation more easily.

How to Knock Your Project Management Meeting out of the

Park

Let’s first define the various types of meetings that you may be involved in as a project

manager.

Internal Kickoff Meeting – The internal

kickoff meeting is when you are getting

everyone on the project team on the

same page at the same time. This means

that there has been a tremendous

amount of work done up to this point,

including all the pre-sales meetings,

contract negotiations, initial scoping of

the project, and relationship building (if

it’s an external client). This is your chance to ensure everyone knows what the

objective of the project is, who’s responsible for which deliverable and answer any

questions that may come up.

Client Kickoff Meeting – This is similar to the internal kickoff meeting for the project

but is done with the client and possibly their team. Depending upon the

circumstances, the client will either come to your facility with a small team of their

people or you will go to their facility with a small team of your people. This is a

chance to solidify the working relationships, defining who will be working with

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whom, and answer any technical or business process questions that may arise at this

point in time.

Status Meetings – The meeting that we are most familiar with as project managers is

the regularly scheduled status meeting. This is where the current status of the

project is discussed with either the external or internal team separately, or,

collaboratively, depending upon the relationship with the client’s team. Getting your

meetings to this collaborative stage is the best case scenario as this means trust and

respect has been built up between both organizations.

Sales Support – Depending upon your level of technical knowledge about the

product you sell, you may be called into meetings in a Sales Support function. While

sometimes a bit outside of our comfort level as project managers, there’s nothing

wrong with going on a sales call every now and then to help out. The experience and

insight you bring from being on the front lines speaks volumes to a potential client

and this can build credibility for you and your organization. Typically, if a project

manager is brought along on a sales call to help present, it means that there is a

pretty good chance of closing the deal and they are just looking for some technical or

business clarification on how things will work in the real world. You may wonder,

then, what can be done to knock any of these project management meetings out of

the park so you can hear the crowd cheer.

4 Ways to Knock Your Project Management Meetings out of the

Park

Keep these points in mind the next time you

are tasked with putting a meeting together

and you want to make sure that it is the best

meeting it can be.

1. Put the Agenda Together Like a

Conversation – So many people will go into

a meeting with an agenda that is a hodge-

podge of willy-nilly topics that need to be

covered in a limited period of time. This

results in meetings that jump here and there

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and come across as terribly disjointed and awkward. The participants will leave feeling

confused, most likely exhausted, and possibly even a little agitated because you didn’t

get to what needed to be covered.

Rather, look at a meeting as a conversation with one person. If that person was the only

person in the meeting room, how would you talk to him or her? How would you start

the conversation? What would you talk about next? What would the pace of the

conversation be? Would you give the other person time to talk? Answering these

questions and then logically putting an agenda together that mirrors this conversation,

will give you a strong foundation to knock this project management meeting out of the

park!

2. Make the Presentation Complementary – How many presentations have you been

through that have bullet after bullet on the slide that you feel like you’ve been held

hostage by the presenter? To make it even worse, the presenter then takes it upon him

or herself to read bullet after bullet in an extremely monotone voice that just about

puts everyone to sleep.

Don’t do that! Your slides should complement and augment what you are SAYING. Use

graphics, use images, use other collateral you have at your disposal to make the slides

behind you come alive and fill in the pauses between your words. If you couple the

passion with which you are speaking about a particular topic along with the imagery

that elicits an emotional response, then you are on the way to hitting your project

management meeting out of the park.

3. Be Alive as a Presenter – This is an extension

of the point above in which imagery will bring

your presentation to life. This will only work if

you YOURSELF are alive, believe in the

importance of what you are presenting and

make sure this comes across to your audience.

You want to make sure everyone knows that

you know what you are talking about and

absolutely believe in the topic at hand. This is

what makes for memorable meetings.

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4. Be Flexible and Accommodating - One more thing you can do to ensure you knock

your project manager meeting out of the park is to be flexible and accommodating. I

don’t believe I have ever been to one meeting in my entire career that stayed 100% to

the agenda and didn’t stray a little bit here and there.

Remember, your agenda is based upon a

conversation. A conversation is going to slowly

unwind and expose itself before you. Yes, you can

make this conversation go down a certain path, but

there are things that will come up out of the blue that

need to be discussed.

Plan for this reality. Put some extra time in the

agenda that you know can be used for that purpose.

Don’t get unraveled and stressed out when

somebody wants to talk about something else for a few minutes. Roll with it. The group

will appreciate it and you will have a meeting that is that much more productive.

Now, we are not talking about someone that is maliciously hijacking a meeting to fulfill

their own agenda (that will be the topic of another post), but rather the occasional “I

just thought of something else” that comes up from time to time.

There’s a lot to putting an effective meeting together. But if you take the time focus on

the points above, you’ll find that people will cheer and high-five your project

management meetings, even if it is quietly in their own minds!

How to Run Team Meetings

Four great tips for improving how you run team meetings

http://youtu.be/xW0CjH95K3Q

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5 Reasons to Let an Angry Email Simmer Down

You should be mindful to not send off a reactionary email when in a highly charged

emotional state. Retaliating when you are frustrated or angry is counterproductive for a

number of reasons. For example:

You Will Say Things You Don’t Mean: In the heat of the moment you say things you

don’t mean. These types of emails have a tendency to lean toward absolutes, with

blanket statements such as “you never listen to me” or “you always act this way.”

These types of statements are generally not true and will only make a volatile

situation that much worse.

You Don’t Have Time to Re-read Your Email: When you write an email in a provoked

state you generally will not take the time to re-read it for accuracy, and more

importantly, tone. Even if you do re-read it, you will not be able to correctly discern

or be objective about the tone, since it will perfectly match how you feel at that

moment.

You Don’t Give Others

Time to Chime in:

Others were copied on

that same email, others

who may be aware of

the situation but are not

as emotionally or

personally invested.

Who knows, they may

be carefully crafting a

perfect reply to the

inaccuracy of the facts

themselves. The problem is that you’ll never know, because you fired yours off in

such a hurry that they never even had time to jump into the fray.

You Can Get into an Email War: There is nothing worse than getting pulled into an

email battle. You send your ‘mostly accurate’ reply back to David and cc: everyone.

He replies to everyone with ‘clarifications’ of your points. You see that he mis-states

something else and feel compelled to publicly correct him again. This exchange of

emails quickly grows to a 25+ long thread and is reminiscent of two kindergartners

antagonizing and hitting each other.

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You Lower Yourself to Their Level: We’ve all seen these unprofessional emails, or

have had the unfortunate experience of being thrown under the bus. Everyone

realizes that there is a professional and offline way to deal with it. It is unprofessional

to immediately fire back your response in hopes of tearing down and discrediting the

sender.

What You Should Do

The last thing you want to do when you receive an accusatory email is nothing. There

are a number of things that should happen immediately:

Let Your Manager Know You’re On Top of It: Your manager is undoubtedly in on the

email thread. Let them know you’re on top of the situation, that you have the real

facts, and what you are planning to do to address this with your colleague. This gives

your manager the information they need if damage control is needed on their end.

Talk to the Person that Sent the Email Directly: After meeting with your manager,

immediately go to your colleague and find out why he felt it was necessary to send

such an email. Refresh his memory with the facts, and with what he said. Ideally, he

should send everyone a follow-up email to clarify the facts of his first email. If not,

you can reply to the original email (if still needed) that you and your colleague just

talked and here’s the latest information.

Safeguard Your Reputation: The most effective thing you can do in this situation is to

safeguard your reputation by acting professionally. If people know what you stand

for, how you work, and your principles long before an email like this has been sent

out, they will immediately say to themselves, “I know that’s not true. He’s taking care

of this issue as we speak.”

Count to ten the next time you receive a flaming email and you’ll be glad you did.

There’s a professional and a not-so-professional way to deal with provocation in

communication. Choose to deal with it professionally—when you are in a rational and

calm state of mind—and you will continue to safeguard your reputation.

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Keep Everyone on the Same Page

Watch this short video to learn how to keep everyone in your team on the same page

http://youtu.be/ewSAmpuuTu4

How to Deliver a Great Presentation

Learn how to deliver a great presentation, by following these simple presentation tips

and techniques http://youtu.be/Jv18JGOk06o

How to Communicate on Projects

Learn how to communicate on projects more effectively by creating an indications plan

and managing your team http://youtu.be/KHEh8_r4LcI

Improving Your Project Communication

To succeed in your project, you need to be a clear communicator. Watch this video to

learn how http://youtu.be/1RqnvRYfNyQ

Creating a Project Document Library

Jennifer Whitt, Director of ProjectManager.com presents 5 great tips on why creating a

project document library is so important for a project manager

http://youtu.be/OCQS3iDDzcg

How to Manage Remote Teams

Watch this short video to learn how to manage remote teams

http://youtu.be/b3LhwPr7P4

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