Download - Session 16 4th edition
Project Communication Management
Project Communication Management
Knowledge AreaProcess
Initiating Planning Executing Monitoring & Contol Closing
Communication Indentify Stakeholder
Plan Communication
Distribute InformationManage Stakeholders - Expectations
Report Performance
Enter phase/Start project
Exit phase/End project
InitiatingProcesses
ClosingProcesses
PlanningProcesses
ExecutingProcesses
Monitoring &Controlling Processes
Project Communication Management
• The process required to ensure timely and appropriate generation,
collection, distribution, storage, retrieval, and ultimate disposition of
project information.
• Project managers spend the majority of their time (90%) to
communicate.
4
We all can recognize an elephant .. “when we see one”, can’t we?
And the elephant (project) became …
Identify Stakeholder
• The process of identifying all people or organizations impacted by the project, and documenting relevant information regarding their interest, involvement, and impact on project success.
Inputs
1. Project charter2. Procurement documents
3. Enterprise environmental factors
4. Organizational process assets
Tools & Techniques
1. Stakeholder analysis2. Expert judgment
Outputs
1. Stakeholder register2. Stakeholder management strategy
Stakeholder Analysis
• A technique of systematically gathering and analyzing quantitative & qualitative information to determine whose interests should be taken into account throughout the project.
• Step 1: Identify all otential project stakeholders and relevant information
• Step 2: Identify the potential impact or support each stakeholder could generate and classify them so as to define an approach strategy.
• Step 3: Assess how key stakeholder are likely to react or respond in various situation
Sample grid showing classification model
Keep Satisfied
ManageClosely
KeepInformed
Monitor(Minimum Effort)
Interest
Power
Low High
High
• A
• B
• C
• D
• E
• F
• G
• H
Output of Identify Stakeholder
• Stakeholder Register
Stakeholder Stakeholder interest(s) in the project
Assessment of impact Potential strategies for gaining support or reducing obstacles
NameContact
Information
Role in Project
Department/Supervisor
Company Impact Influence Main expectationsAttitude about
the projectMajor requirement
• Stakeholder Management Strategy- Defines an approach to increase the support and minimize negative impacts of
stakeholder.- The information could be too sensitive to be shared.- A common way of representing is by using a stakeholder analysis matrix.
Plan Communication
• The process of determining the project stakeholder information needs and defining a communication approach.
Inputs
1. Stakeholder register2. Stakeholder management strategy
3. Enterprise environmental factors
4. Organizational process assets
Tools & Techniques
1. Communication requirement analysis
2. Communication technology
3. Communication models4. Communication methods
Outputs
1. Communication management plan
2. Project document updates
90% of project manager’s time is spent for communication
Communication Requirement Analysis
• Includes communicating in all directions
• Determine and limit who will communicate with whom and who will receive what information.
Customer, sponsor, Functional managers, and
Team Members
Other Project
ManagersOther
Projects
Other Stakeholders
TheProject
2
)1( NN
• Consider the number of potential communication channels or paths
• Formula:
Communication technologyUrgency of the need for information
Availability of technology.
Expected project staffing.
Duration of the project
Project environment
Is project success dependent upon having frequently updated information available on a moment’s notice, or would regularly issued written reports suffice?
Are appropriate systems already in place or do project needs warrant change?
Are the proposed communication systems compatible with the experience and expertise of the project participants, or is extensive training and learning required?
Is the available technology likely to change before the project is over?
Does the team meet and operate on a face-to-face basis or in a virtual environment?
Communication Model
• Basic Communication Model– The sender is responsible for making information clear and complete so that the
receiver can receive it correctly, and for confirming that it is properly understood.
SenderSender
Encode
Decode
decode
Encode
Noise
Noise
Medium
• To make effective communication, sender/receiver need to be aware of these factors:
- Nonverbal: 55% of all communication is nonverbal- Paralingual: pitch and tone of voice- Effective listening
Communication Blockers
• Noise
• Distance
• Language
• Hostility
• Culture
• Saying NO or BAD IDEA
• Improper encoding
Active listening
• Don’t just hear the words. Get the whole message!
- Pay attention - Show that you’re listening - Provide feedback - Defer Judgment - Respond appropriately
Communication Methods
• Interactive Communication
– Most efficient way to ensure a common understanding– E.g. meetings, phone calls, video conferencing
• Push Communication
– Does not certify that it reached or understood– E.g. letters, email, press release, faxes, voice mail
• Pull communication
– Used for very large information volumes, very large audiences
– E.g. intranet site, e-learning
Communication type
- Formal or informal - Written or verbal
Preferred Method Situation
Formal Written Project Plan Informal Written Memo
Informal Verbal Meetings
Formal Verbal Presentations
Informal verbal Conversations
Formal Written Project Charter Formal verbal Speeches
Informal written Email
Informal written Notes
Formal Written Complex Problems Formal Written Long Distance
Effective Meeting
• Plan or prepare the meeting
– Set a time/schedule and determine the participants.– Have a clear purpose for each meeting & communicate it in the invitation.– Create the agenda and distribute it in advance.
• Stick to the plan (discipline)
– Begin on time, end on time.– Introduce the moderator and stipulate who will keep the minutes.– End every agenda with a summary and consensus of the participants.
• Good follow-up
– Send the minutes showing the result along with the to do list.– Get feedback from the participants.– Monitor the status of all action items.
Communication Management Plan
COMMUNICATIONS MANAGEMENT PLAN
Project Title: Date Prepared:
Message Audience Method Frequency SenderDescribe the information to be communicated: For example, status reports, project updates, meeting minutes, etc.
List the people or the groups of people who should receive the information.
Describe how the information will be delivered. For example, e-mail, meetings, Web meetings, etc.
List how often the information is to be provided.
Insert the name of the person or the group that will provide the information.
Term or Acronym DefinitionList any terms or acronyms unique to the project or that are used in a unique way.
Provide a definition of the term or the full term for acronyms.
List any assumptions or constraints. Constraints can include descriptions of proprietary information and relevant restrictions on distribution.
Communication Constraints or Assumptions
Distribute Information• Effective information distribution includes• Sender-receiver models. Feedback loops and barriers to
communication.• Choice of media. writing versus orally, informal memo versus
a formal report, face-to-face versus by e-mail.• Writing style. Active versus passive voice, sentence structure,
and word choice.• Meeting management techniques. Preparing an agenda and
dealing with conflicts.• Presentation techniques. Body language and design of visual
aids.• Facilitation techniques. Building consensus and overcoming
obstacles.
Distribute Information
• The process of making relevant information available to project stakeholders as planned.
Inputs
1. Project management plan
2. Performance reports3. Organizational process assets
Tools & Techniques
1. Communication methods
2. Information distribution tools
Outputs
1. Organizational process assets updates
Make sure the information are received, effective and efficient.
Performance Reports
project performance and status information, should be
made available prior to project meetings, and should be
as precise and current as possible.
Forecasts are updated and reissued based on work
performance measurements provided as the project is
executed.
This information is about the project’s past
performance that could impact the project in the future,
for example in earned value management
Manage Stakeholder Expectations
• The process of communicating and working with stakeholders to meet their needs and addressing issues as they occur.
Inputs
1. Stakeholder register2. Stakeholder management strategy
3. Project management plan
4. Issue log5. Organizational process assets
Tools & Techniques
1. Communication methods
2. Interpersonal skills3. Management skills
Outputs
1. Organizational process assets updates
2. Change requests3. Project management plan updates
4. Project document updates
Managing Stakeholder Expectations
• Actively managing the expectation of stakeholders.– Increase the likelihood of project acceptance by negotiating.– Influencing their desire to achieve & maintain project goals.
• Clarifying and resolving issues that have been identified.
Interpersonal Skillsinterpersonal skills to manage stakeholder expectations.
• Building trust,
• Resolving conflict,
• Active listening
• Overcoming resistance to change.
Management Skills
Management skills used by the project manager
include but are not limited to:
- Presentation skills,
- Negotiating,
- Writing skills, and
- Public speaking.
Report Performance• the process of collecting and distributing performance information, including status reports, progress measurements, and forecasts
Inputs
1-Project management plan.2 Work performanceinformation.3 Work performancemeasurements.4 Budget forecasts.5 Organizational processassets
Tools & Techniques
.1 Variance analysis
.2 Forecasting methods
.3 Communication methods.4 Reporting systems
Outputs
.1 Performance reports
.2 Organizational processassets updates.3 Change requests
Report must be truthful and not hide what is really going on.
Types of Performance Reports
Status Report: Where do we stand? Budget? schedule?Progress Report: what have we accomplished?-Trend Report:- are we improving?-Forecasting Report: -predicting future status and performance.-Earned Value: -unified reporting method that incorporate cost, scope and time.
1 ) Originally the project had four team members. Now the scope has expanded, and there are a total of six people in the projectteam. How many communication channels does the project have?A ) 6B ) 9C ) 12D ) 15
2 ) All of the following are part of the communication management plan EXCEPT?
A ) names of the stakeholders who can talk to the project manager
B ) Names of those receiving a telephone call when the system crashes
C ) Methods used to collect and store informationD ) Names of the stakeholders and instructions on
sending project status to them
3 ) If a project manager wants to report on
the actual project results vs. planned
results, he would use a :
A ) trend report
B ) forecasting report
C ) status report
D ) variance report
4 ) Project A has had ineffective project meetings since its inception. There have been complaints that information does not get to the right people, some people are talking too much during the meeting, and the right people are not there to resolve issues. What is MOST likely missing from this project?
A ) A project scope management planB ) A staffing management planC ) A communication management planD ) A process improvement plan
5 ) When a project manager is engaged in negotiations, nonverbal communication skills are of :
A ) Little importance.B ) Major importanceC ) important only when cost and schedule
objectives are involved.D ) Important only to ensure you win the
negotiation
6 ) Inputs to plan communications include all the
following EXCEPT?
A ) Stakeholder register
B ) project scope statement
C ) Organizational process assets
D ) forecasts