project communications vijay kanabar 1 © kanabar / warburton 2009
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INTRODUCTION
Communications management is about keeping everyone aware about what is going on with the project.
“Up to 90% of a project manager's time is spent in communications
management.” - PMI
IT IS NOT EASY TO COMMUNICATE
We all communicate in different ways.
We all struggle to recognize the best way to communicate.
Skills acquired are not easily transferable to another project or situation.
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POOR COMMUNICATIONS WILL COST YOU
Poor communication leads to wasted effort and money.
Results in unhappy stakeholders and low morale all around.
Confident, effective communication is key to project success.
If you are not communicating you are not managing. -Alan Barker (Improve your communication skills).
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WHAT’S AHEAD
Key project communication processes Identifying and Communicating with
stakeholders Communications Planning Distribution of communications Performance Reporting Relation to PMBOK
PMI PROCESSES FOR COMMUNICATIONS
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Planning Plan CommunicationsPlan Communications
Distribute Information
Manage Stakeholders Expectations
Executing
Report PerformanceMonitor & Control
Ref: PMBOK 4th Edition.
COMMUNICATIONS AND PROJECT SUCCESS OR FAILURE
Do you believe that a project will succeed if there is excellent communications taking place?
Do you believe projects will fail simply if there is poor communications taking place?
Case Studies?
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PROJECT MANAGER ROLE IN COMMUNICATION Managing project communications is
one of the most important duties of a project manager.
Project managers must keep the following informed:
Project owners Team members Management Subcontractors and Stakeholders.
COMMUNICATION ACTIVITIES
Communication Activities involve Developing a communication
management plan Managing stakeholders Distributing project information in a
timely manner Motivating teams Resolving conflicts.
COMMUNICATIONS THEORY
All communications models involve the following:
A Communicator A Recipient Message Medium Sender is the person sending
the message to the receiver. Medium is the path of the
message such as email or phone.
COMMUNICATIONS MODEL
11Messages are encoded and decoded using a device or technology before they travel over the medium.
THE COMMUNICATION PROCESSReceiver
provides verbaland nonverbal
responses tosender
Receiverprovides verbaland nonverbal
responses tosender
Sender’s responseto feedback maytrigger additional
feedback toreceiver
Sender’s responseto feedback maytrigger additional
feedback toreceiver
Senderencodes idea
into amessage
Senderencodes idea
into amessage
Sender hasidea
Sender hasidea
Messagetravels overone or more
channels
Messagetravels overone or more
channels
Receiverperceives and
decodesmessage
Receiverperceives and
decodesmessage
Ref: Jim Cormier.
FILTERS
There are filters on both sides of the sender and receiver that hinder communication.
Examples of filters are listed below:a. Language: technical material, lack of
clear communication channels, physical separation, personality conflicts, culture, semantics, and message content (could be intertwined with hidden agendas).
b. Environmental background: psychological and sociological parameters, dysfunctional emotional behaviors. Different educational backgrounds.
FILTERS (CONTD.)
c. Authority/Reputation
d. Pre-determined mind-set: Having a self-fulfilling philosophy or unfounded assumptions.
e. Historical consideration: The way a task was always done.
BARRIERS
Communication barriers including mumbling, long distance, static or noise and negative attitudes or power play.
Examples are listed below : Noise Pre-occupation Power game Withholding information Management by Memo Hostility Filters
LISTENING TECHNIQUES
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A. Cognitive: Via perception, intuition and reasoning. B. Affective: Via emotions and feelingsC. Psychomotive: Drivers/Motives to control listener are involved.
TOO MANY COMMUNICATION CHANNELS
Communication can become a very complex activity in large project settings.
Formula that will calculate the lines of communication or the communication channels based on the number of people involved in a project
Lines of communication = N (N-1)/2
WORK LOAD & TIME MANAGEMENT
Emails: Helping your project or drowning it?
Meetings:Useful or Waste of Time?
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GOOD TIME MANAGEMENT TECHNIQUES
Estimation of activity time is important. Identify your preference and style. Eliminate & Delegate. Do Possible Tasks instantly. Stop Procrastination. (
http://www.studygs.net/attmot3.htm) Leverage Tools and Technology. Be persistent. Unexpected Events will disrupt your schedule –
instead of freezing—do byte sized work. (Even 15 minutes is good enough on the scheduled activity). End activities at a “sweet spot”.
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STEVEN COVEY’S 7 HABITS
Project managers & team members can use Steven Covey’s seven habits of highly effective people to become more effective.1. Being proactive2. Beginning with the end in mind3. Putting first things first4. Thinking win/win5. Seeking first to understand, then to be
understood6. Achieving synergy7. Sharpening the saw
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HOW DO WE BREAK DOWN THE BARRIERS
Consider the Filters and Barriers introduced in the previous slide. How do we break down the walls?
How can we reduce the communications workload?
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THE COMMUNICATION PROCESSMESSAGE
The message refers to the verbal (spoken and written) symbols and nonverbal cues representing the information that the sender wants to convey. Nonverbal Messages Verbal Messages Written Messages
KEY PROJECT COMMUNICATION PROCESSES Primary goal of project communications is to share
information with: Team members Project sponsors Stakeholders Vendors Other parties affected by the project.
COMMUNICATION MANAGEMENT PLAN The Communication Management Plan
is the primary output of the communications planning process.
Communication Management Plan is created by the project manager and becomes part of the project plan.
The purpose is to inform all stakeholders how and in what form communications will be handled on the project.
COMMUNICATION PLAN1.Introduction
2.List steering committee and all stakeholder groups with a description of the purpose of the group and a list of all members for each group.
3.Formal Communication Schedule/Plan
Communication Content Owner Audience Method
Audience Method Frequency / Date
4.Communication Recipients Method Timing
(What) (Whom) (How) (When)
5.Communication Rules
RESPONSIBILITY ASSIGNMENT MATRIX
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A Responsibility Assignment Matrix (RAM) is a matrix that maps the work of the project as described in the WBS to the people responsible for performing the work as described in the organization breakdown structure (OBS).
For smaller projects assign individual people to WBS activities.
For very large projects, it is more effective to assign the work to organizational units or teams.
Marketing R RP
IT R
P
Finance RP
1.1 1.2 1.3 1.4 1.5
WBS Activities
R = Responsible organizational unitP = Performing organizational unit
IDENTIFYING AND COMMUNICATING WITH STAKEHOLDERS
Identifying and communicating with stakeholders is important.
Projects bring value to their stakeholders. The success of a project can therefore
be influenced by stakeholders. They may positively influence the
outcome of the project or negatively influence the project if they believe that it will no longer bring them any value. You may have to manage stakeholders
MANAGING STAKEHOLDERS: TOOL
Ask Sponsor to rank scope, time, and cost goals in order of importance and provide guidelines
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Measure of Success Priority Expectations Guidelines
Cost 2 Costs will estimated clearly
Sponsor and PM will work closely
Time 1 Every major milestone must be met.
Sponsor will help with any issues that might affect meeting schedule goals.
Expectations management matrix can help clarify expectations.
THE COMMUNICATION PROCESSMESSAGE
The message may be communicated using various methods.Major Plans = Formal Written
CommunicationsPolicy Speeches = Formal Verbal
Communications Emails, notes, etc. = Informal Written
CommunicationsHallway conversations = Informal Verbal
Communications
TYPES OF REPORTS
Different types of reports are sent to Different types of audience.
Report type AudienceExecutive status report Senior
ManagementStatus report Project sponsorProject report Project teamTask report Team members
CRITERIA USED BY PROJECT MANAGER WHILE FORMING TEAM
Experience or skills match project requirements: Business, Leadership, and Technical
Personal desire or interest Accessibility Availability Working style matches project needs
MOST NEW TEAMS GO TO THE FOLLOWING FIVE STAGES OF TEAM FORMATION
Forming Storming Norming Performing Mourning
TEAM BUILDING
Determine skills requirements Interview potential team members Select team members Hold a kickoff meeting Clarify roles and expectations Describe your management process
CONCERNS ABOUT THE PROJECT MANAGER FROM TEAM MEMBERS Sets unreasonable expectations Doesn't show interest in me Doesn't have time for me Is inconsistent Doesn't recognize our show appreciation Seems disorganized Doesn't take care of the team Sets unreasonable expectations
MOTIVATION
Motivation can be extrinsic or intrinsic. Extrinsic motivators are material rewards:
bonuses, stock options, gift certificates. Intrinsic motivators are specific to the
individual. Some people are just naturally driven. Self actualization!
Where does training fall?
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MOTIVATION-HYGIENE THEORY BY HERZBERG
Hygiene factors – prevents Dissatisfaction.Examples of hygiene factors are pay, benefits,
the conditions of the work environment, and relationships with peers and managers.
Motivation Factors – leads to Satisfaction.Deals with the substance of the work itself.Ability to advance.Opportunity to learn new things.
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MOTIVATION PROJECT SUCCESS
Motivation skills are essential for success. Motivation recognizes and promotes
desirable behavior and is effective when carried out by the management team and the project manager.
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EXPECTANCY THEORY
The Expectancy Theory – “the expectation of a positive outcome drives motivation”.
People will behave in certain ways if they think there will be good rewards for doing so.
If you expect your team to succeed they will. If you believe they will fail..they are not
motivated and just might fail!
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MOTIVATION & LEADERSHIP
Douglas McGregor defined two models of worker behavior: Theory X and Theory Y
Theory X managers believe that team members will actually not perform the duties of their job unless threatened or closely supervised.
Theory Y managers believe team will perform well given the right motivating environment and appropriate expectations.
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CONTINGENCY THEORY
People are motivated to achieve levels of competency and will continue to be motivated by this need even after competency is reached.
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CONFLICT MANAGEMENT
If you have a team of two you have a conflict!
Conflict is natural in all organizations due to different values.
Conflict is good! Conflicts can create deeper understanding and respect but the more common outcome is that conflicts are destructive and harmful.
CONFLICT SYMPTOMS
There are many symptoms of conflict. In a project they would include:
The team members preferring to work in isolation.
Finding yourself unable to make decisions at critical points
A lack of enthusiasm and low team morale among the team members
STRATEGIES TO SOLVE CONFLICT PROBLEM Thomas Kayser recommends six steps for
achieving win-win solutions.1.Defining and selecting the problem 2.Analyzing the problem3.Generating potential solutions4.Selecting and planning the solution5. Implementing the solution6.Evaluating the solution
CONCLUSION
Opportunity to improve in various aspects of communication management.
Learning how to influence for instance. Leveraging technology to communicate. Like the national highway – the infrastructure
should exist. Quality in communications management is
rarely emphasized in organizations. Huge opportunity for being competitive and
for introducing sustainability56
GENERAL TERMS YOU NEED TO KNOW
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Acquire Project Team Maslow’s hierarchy of
needs Motivation-Hygiene
Theory Collocation Virtual Teams Politics and
Communication Power Conflict Project presentation Corrective actions
Project Reports Develop Project Team
Direct and Manage Project Execution
Recognition and rewards Expectancy Theory Team building Hygiene Theory: Theory X
Theory Y Information Distribution
Information gathering and
retrieval systems
REFERENCES
Reference: MBA Fundamentals: Project Management, Kaplan Publishing, 2008
PMBOK 4th Edition, PMI, 2008
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