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