bsbpmg406a apply communication management techniques apply communication management techniques...
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BSBPMG406A Apply Communication Management Techniques
Apply Communication Management Techniques
Project CommunicationProcesses – Part 1
Certificate IV in Project Management 17871Qualification Code BSB41507
Unit Code BSBPMG406A
BSBPMG406A Apply Communication Management Techniques
Project Communication Management Processes
PMBOK Project Communication Management Processes -10.1 Identify Stakeholders
10.2 Plan Communications
10.3 Distribute Information
10.4 Manage Stakeholder Expectations
10.5 Report Performance
Related processes from Project Integration Management –
4.2 Develop Project Management Plan
PMBOK 4th Edition
BSBPMG406A Apply Communication Management Techniques
Project Communication Management Processes – Part 1
PMBOK Project Communication Management Processes -10.1 Identify Stakeholders
10.2 Plan Communications
10.3 Distribute Information
10.4 Manage Stakeholder Expectations
10.5 Report Performance
Related processes from Project Integration Management –
4.2 Develop Project Management Plan
PMBOK 4th Edition
BSBPMG406A Apply Communication Management Techniques
Learning Objectives – Part 1
1. Understand of the processes required to manage communication processes on a project
2. Explain the project communication planning process and describe the contents of a Project Communication Plan
3. Understand how to identify project stakeholders and their communication requirements
4. Understand effective communication and different communication techniques
BSBPMG406A Apply Communication Management Techniques
Reading – CommunicationProcesses Part 1
Please take some time to review the PMBOK Chapters 4.2, 10.1, 10.2 and 10.3
This could take 30 to 45 minutes
BSBPMG406A Apply Communication Management Techniques
4.2 Develop Project Management Plan
• This is the process of defining and documenting the actions necessary to prepare and integrate all subsidiary plans for each of the 8 key knowledge areas of project management.
• The planning processes for all project management key knowledge areas are normally performed at the same time this process, or expanded upon shortly afterwards
• The Project Communication Plan (10.2) for a project is developed concurrently with the development of the Project Management Plan (4.2)
Adapted from PMBOK 4th Edition
Initiation Planning Execution Close
Monitor
Control
BSBPMG406A Apply Communication Management Techniques
4.2 Develop Project Management Plan
• The Project Management Plan –can be composed of subsidiary plans for each of the 8 key
knowledge areas or these planning elements can be included into one integrated end product
can be either high level or detailed depending on the characteristics of the project and the project management methodology that is being applied
Can only be changed via a Change Request once it has been baselined
defines how all aspects of the project are to be undertaken through the Execution Phase
establishes the mechanisms and processes to Monitor and Control the project
defines how the project is to be ClosedAdapted from PMBOK 4th Edition
Initiation Planning Execution Close
Monitor
Control
BSBPMG406A Apply Communication Management Techniques
4.2 Develop Project Management Plan
• Inputs into the Project Management Plan –Project Charter
Subsidiary plans developed in other planning processes
Industry standards and regulations
Organisational policies and procedures
Project management methodology
Project management tools
Planning templates
Knowledge from past projects
Expert judgement and advice
Adapted from PMBOK 4th Edition
Initiation Planning Execution Close
Monitor
Control
BSBPMG406A Apply Communication Management Techniques
4.2 Develop Project Management Plan
• Common inclusions in the Project Management Plan –Project lifecycle and project management processes
Selected tools and techniques
Project objectives and how these will be achieved
Change Management Plan
Baselines for Scope, Time and Cost
Performance measurement and status reporting processes
Governance structure
Team structure
Subsidiary plans if required
Adapted from PMBOK 4th Edition
Initiation Planning Execution Close
Monitor
Control
BSBPMG406A Apply Communication Management Techniques
10.1 Identify Stakeholders
• The process of identifying all people and organisations involved in or impacted by the project
• Stakeholder information is gathered including their interests, involvement and potential impact on project success
• Includes diverse groups such as customers, sponsors, impacted management, impacted staff, external organisations and sometimes even the public or press
• Stakeholders can positively or negatively impact the project
• Occurs during Planning Initiation Planning Execution Close
Monitor
Control
Adapted from PMBOK 4th Edition
BSBPMG406A Apply Communication Management Techniques
Definition of Project Stakeholders
• Stakeholders are persons or organisations who are actively involved in the project or whose interests may be positively or negatively affected by the performance or completion of the project.
• Stakeholders may also exert influence over the project, its deliverables and the project team members.
• The project management team must identify both internal and external stakeholders in order to determine the project requirements and expectations of all parties involved.
• The Project Manager must manage the influence and expectations of the various stakeholders to ensure a successful project outcome.
BSBPMG406A Apply Communication Management Techniques
Stakeholders and the Project
OperationsManager
Other Stakeholders
Portfolio Manager
Program Manager
Project Sponsor
Project Management
Team Project Manager
Project Team
FunctionalManagers
Business Partners
CustomersProject
ManagementOffice
Project Stakeholders
Project Team
The Project
PMBoK Guide – Fourth Edition, figure 2.6
BSBPMG406A Apply Communication Management Techniques
Stakeholder Identification
• Identifying stakeholders and understanding their relative influence on a project is critical.
• It can be difficult• Stakeholders can change over time and new ones can
be identified during the project• Stakeholder expectations and power can also change
during the project
BSBPMG406A Apply Communication Management Techniques
Internal and External Stakeholders
The Project
Internal Stakeholders
External Stakeholders
OperationsManager
Other Stakeholders
Portfolio Manager
Program Manager
FunctionalManagers
Business Partners
Customers
Project Management
Office
Public
GovernmentSub
Contractors
OtherStakeholders
Competitors
Suppliers
BSBPMG406A Apply Communication Management Techniques
10.1 Identify Stakeholders
• Inputs to Identify Stakeholders -Project CharterProcurement Documents and ContractsEnterprise Environmental Factors
– Organisation culture and structure– Government regulations– Industry standards and
Organisational Process Assets– Stakeholder register templates– Lesson learned from previous projects– Stakeholder Registers form previous projects
• Tools and techniques to Identify Stakeholders –
Adapted from PMBOK 4th Edition
StakeholderAnalysis
ExpertJudgement
BSBPMG406A Apply Communication Management Techniques
10.1 Identify Stakeholders
Stakeholder Analysis
• The process of systematically gathering and analysing information to determine whose interests should be taken into account throughout the project
• It identifies the interests, expectations and influence of the stakeholders
• Looks at stakeholders with positive and negative feelings towards the project
Step 1 - Identify all potential project stakeholders
Step 2 – Identify Power and Impact of each stakeholder
Step 3 – Assess likely stakeholder reactions and plan to get support
Adapted from PMBOK 4th Edition
BSBPMG406A Apply Communication Management Techniques
Steps in Stakeholder Analysis
1. Identify all potential stakeholders and information about them
Understand their role and authority levels
Identify their interest and expectations
Key stakeholders are easily identified as they appear in the project governance and structure chart
Key stakeholders include anyone in a decision-making or management role that will be impacted by the project
Interview key stakeholders to identify more stakeholders
Positive stakeholders can be leveraged to enhance project success
Negative stakeholders need to be encouraged to support the project, or at least be neutral
BSBPMG406A Apply Communication Management Techniques
Steps in Stakeholder Analysis
2. Identify Stakeholder Power and Interest
Classify stakeholders
Plan approach to stakeholder management depending on their power and interest
Identify stakeholder communication requirements
Complete the Stakeholder Power & Interest Grid
It is critical to understand their roles or positions, interests, expertise, expectations and levels of influence
BSBPMG406A Apply Communication Management Techniques
Steps in Stakeholder Analysis
3. Assess likely stakeholder reactions
Identify stakeholder related risks
Monitor and control stakeholder related risks
Develop risk management plans and mitigation strategies to reduce negative impacts
Complete the Stakeholder Register and determine management strategy
Positive stakeholders can be leveraged to enhance project success
Negative stakeholders need to be encouraged to support the project, or at least be neutral
BSBPMG406A Apply Communication Management Techniques
Stakeholder Power & Interest Grid
KeepSatisfied
Monitor(minimum effort)
Keep Informed
ManageClosely
Interest
Po
wer
Low
Low High
Hig
h
PMBoK Guide – Fourth Edition
BSBPMG406A Apply Communication Management Techniques
Expert Judgement
• Stakeholders are normally uncovered through discussions with the key stakeholders and the list should be expanded until all potential stakeholders are identified – eg staff or customers impacted by the project, third party suppliers, finance and legal departments
• It can be difficult to identify all the stakeholders• Different experts who should be consulted includes -
SeniorManagement
IndustryGroups
PMO
SubjectMatter
Experts
OtherProject
Managers
KeyStakeholders
ConsultantsProfessionalAssociations
BSBPMG406A Apply Communication Management Techniques
10.1 Identify Stakeholders
• Outputs of this process include –Stakeholder Register
– Identification information– Assessment information– Stakeholder Classification
Stakeholder Management Strategy
– Defined approaches to increase support or decrease negative impacts
Stakeholder Analysis Matrix– Takes the results of the above and the Power and Interest assessment– Summarises and organises into a register or table– Includes potential strategies to gain support or reduce negative impacts
Adapted from PMBOK 4th Edition
BSBPMG406A Apply Communication Management Techniques
Stakeholder Register or Stakeholder Analysis Matrix
• First step in communication planning• Includes expectations (interests) and management
approach (strategies)• Content can be very sensitive • Discretion is required regarding access to the document
and distribution lists
Adapted from PMBOK 4th Edition
Stakeholder Stakeholder Interests in the Project
Assessment of Impact and Authority
Potential strategies for gaining support and reducing objections
Stakeholder name and position title Areas of interest –
functional, operational, specific project outcome or key knowledge area
Using the Power and Interest Grid to determine level of authority and also level and type of impact (positive or negative)
Specific actions planned to gain support and reduce objections, leverage supporters and neutralise detractors
BSBPMG406A Apply Communication Management Techniques
10.2 Plan Communications
• The process of determining the project stakeholder information needs and defining a communication approach
• Plan Communication determines – who needs what information, when they will need it, how it will be given to then, and by whom
• Informational needs and communication mechanisms vary widely from project to project
• A complex process that is critical to project success, and unfortunately, often under valued
• Occurs during Planning Initiation Planning Execution Close
Monitor
Control
Adapted from PMBOK 4th Edition
BSBPMG406A Apply Communication Management Techniques
10.2 Plan Communications
• Inputs into Plan Communications –
Stakeholder register
Stakeholder management strategy
Enterprise environmental factors
– Project Management maturity helps to determine the type and frequency of communication
Organisational process assets
– Relevant policies and procedures
– Lessons learned from past projects
– Organisation charts
Adapted from PMBoK Guide – 4th Edition
BSBPMG406A Apply Communication Management Techniques
10.2 Plan Communications
• Tools and techniques to Plan Communications –
Adapted from PMBOK 4th Edition
CommunicationRequirements
Analysis
CommunicationMedia
CommunicationMethods
CommunicationTechnology
CommunicationChannels
BSBPMG406A Apply Communication Management Techniques
Communication Requirements Analysis
• Information used to determine specific project communication requirements includes –– Organisation charts– Project Organisation and Governance Charts– Stakeholder responsibilities– Disciplines, departments and specialisations involved in the
projects eg. Finance, legal, risk– Logistics of communication – how many people, location– Internal information needs – across organisation– External information needs – media, contractors, public– Stakeholder register and stakeholder management strategies
BSBPMG406A Apply Communication Management Techniques
Communication Technology
• Information used to determine specific project communication requirements includes –– Organisation charts– Project Organisation and Governance Charts– Stakeholder responsibilities– Disciplines, departments and specialisations involved in the
projects eg. Finance, legal, risk– Logistics of communication – how many people, location– Internal information needs – across organisation– External information needs – media, contractors, public– Stakeholder register and stakeholder management strategies
BSBPMG406A Apply Communication Management Techniques
Communication Media and Channels
One on OneMeetings
Group briefings
Collaboration Sites
Stakeholder Meetings
Team Meetings
PushVs
Pull
Presentations
EmailNewsletters
InformalVs
Formal
Steering Committee
Presentations
TraditionalVs
Electronic
Status Reports
BSBPMG406A Apply Communication Management Techniques
• Sent to specific recipients
• Need to know basis
• Doesn’t check understanding
• Letters, memos. Reports
• Emails, faxes
• Voice mail
• Press releases
Communication Methods
• Two or more parties• Multi directional exchange
of information• Efficient way to ensure
common understanding• Meetings• Phone calls and
teleconferences• Video conferences
Interactive
Push
• Used for large volumes of information
• Large audiences can self serve
• Can’t determine understanding
• Access at own discretion
• Intranet sites
• E-learning
• Knowledge repositories
• Collaboration sites
Pull
BSBPMG406A Apply Communication Management Techniques
10.2 Plan Communications
• Outputs of this process include –Communications Management Plan
– Stakeholder Communication requirements– Resources allocated to communication activities – including time and
cost– Escalation, approval information flow processes– Glossary of terms
Project Document Updates– Project schedule– Stakeholder register– Stakeholder management strategy– Project risk register – Risk Management Plan
Target Audience
Communication Needs
Messenger Approval Media/Channel Frequency
Who to What Who from Who approves How When
BSBPMG406A Apply Communication Management Techniques
10.3 Distribute Information
• The process of making relevant information available to project stakeholders as per the Communication Plan
• It is performed throughout the entire project lifecycle and is part of all management processes
• Closely related to Monitor and Control processes as it also covers the distribution of status and performance reporting information
• The Communication Plan is implemented during Execution, although information is distributed
throughout all phases
• Also unexpected requests for informationInitiation Planning Execution Close
Monitor
Control
Adapted from PMBOK 4th Edition
BSBPMG406A Apply Communication Management Techniques
10.3 Distribute Information
• The inputs into Distribute Information are –Project Management Plan
Performance Reports and Status Reports
Communications Plan
Stakeholder Register
Stakeholder Communication Requirements
Organisational Process Assets– Information distribution policies and procedures– Existing communication channels and media - eg. Intranet, Share
Point, internal TV broadcasts etc– Templates– Lessons learned
Initiation Planning Execution Close
Monitor
Control
Adapted from PMBOK 4th Edition
BSBPMG406A Apply Communication Management Techniques
10.3 Distribute Information
• Tools and techniques to Distribute Information include -
Adapted from PMBOK 4th Edition
InformationDistribution
ToolsWritingStyle
Sender-receiverModels
CommunicationMedia
CommunicationMethods
PresentationTechniques
MeetingManagementTechniques
FacilitationTechniques
BSBPMG406A Apply Communication Management Techniques
10.3 Distribute Information
Information Distribution Tools –
Hard copy document distribution and manual filing systems
Shared access electronic databases, knowledge management and collaboration tools
Electronic communication and conferencing tools – email, voice mail, telephone messages, video conferencing, web publishing
Electronic project management tools
Sender-receiver Models -Including feedback loops and barriers to communication –
covered in Introduction to Project Communications
Adapted from PMBOK 4th Edition
BSBPMG406A Apply Communication Management Techniques
10.3 Distribute Information
Writing Style –Active versus passive voice
Formal versus informal
Sentence structure and word choice
Meeting Management Techniques -Preparing an agenda, distributing action items, documenting
decisions, resolving conflict – covered in Introduction to Project Communication
Presentation and Facilitation Techniques -Body language and design of visual aids – covered in Introduction
to Project Communication
Building consensus, resolving conflict and negotiation skills – covered in Introduction to Project Communication
Adapted from PMBOK 4th Edition
BSBPMG406A Apply Communication Management Techniques
10.3 Distribute Information
• Outputs of this process include –
Stakeholder notifications
Project reports
Project presentations and briefings
Steering Committee presentations
Project records– Correspondence– Meeting minutes and action items– Memos
Feedback from Stakeholders
Lessons Learned
Adapted from PMBOK 4th Edition
BSBPMG406A Apply Communication Management Techniques
Document Management and Control
• It is possible that all documents issues during a project could be subject subpoena to be used as evidence in litigation
• Document Management and Control is critical –
Project documents must be easily found and retrieved
Specific versions of documents as particular dates must be identifiable
It must be clear that everyone is working from the correct version of the document
BSBPMG406A Apply Communication Management Techniques
Document Management Process
• Requires formal standards and process flow
• All project staff need to adhere to standards for –
Document storage and archival
Document format
Details of author, reviewers and authorisers
Document identification and naming
Document revisions and version control
Document distribution processes
Document security
BSBPMG406A Apply Communication Management Techniques
Stakeholder Analysis
Take some time to reflect on different stakeholders that have impacted your projects.
• Have you experienced impacts to your projects due to key stakeholders that were not identified at the beginning of the project?
• Comment on the specific stakeholders that you have encountered who have had both positive and negative impacts on project success.
Go to the Forum on Stakeholder Analysis and provide comment on the questions that are posed. You can also respond the comments and observations made by other learners in the course.
Research Practice Comment