PMP Chap 10 - Project Communications Management

Chap 10  Project  Project Communications Communications Management   – 

Getting the WORD OUT Plan Communications Management

Manage Communications

Control Communications

Communication Management 

 Party  Party at the Lounge! Jeff and Charles want to launch their new Lounge, so they ’re going to have a party for the grand opening.

 But something’s not right  When Jeff called the caterer and the DJ to request everything he wanted for the party, party, his old static phone made it hard for everybody to understand what he was asking.

Anatomy of communication

Anatomy of communication

Match each communication element to what it does.

Match each communication element to what it does.

Get a handle on communication

Get a handle on communication

10.1 Plan Communications Management -> Definition Is the process of developing an appropriate approach and  plan for project communications   based on   stakeholder’s   information needs and requirements, and available organizational assets

It identifies and documents the approach to communicate most effectively and efficiently with stakeholders.

 Plan Communications Management Process

10.1 Plan Communications Management -> ITTO Planning Process •Integration •Develop Project Management Plan •Scope •Plan Scope Management •Collect Requirements •Define Scope •Create WBS •Time •Plan Schedule Management •Define Activities •Sequence Activities •Estimate Activity Resources •Estimate Activity Duration •Develop Schedule •Cost •Plan Cost Management •Estimate Costs •Determine Budget •Quality •Plan Quality Management •Human Resource •Plan HR Management •Communications •Plan Communications Management •Risk •Plan Risk Management •Identify Risks •Perform Qualitative Risk Analysis •Perform Quantitative Risk Analysis •Plan Risk Responses •Procurement •Plan Procurement Management •Stakeholder •Plan Stakeholder Management

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This is the process of developing an appropriate approach and plan for communications across the team and stakeholder engagement with available organizational assets.

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Benefits include   the identification and approach to communicate most effectively and efficiently with stakeholders.

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Consequences of the insufficient messaging or wrong interpretation of  messages may lead to misleading decisions or wrongful actions, directing the project towards a failure.

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This allows appropriate resources and information needs and methods of  distribution accordingly to the intended audience.

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Planning Communications needs to be revised over the duration of the project & need continuous asking of:

1.

Who needs information?

2.

What exactly do they need?

3.

When and at what frequency do they need it?

4.

Why do they need it?

5.

What will it be used for?

6.

Who will be providing it?

10.1 Plan Comm Mngt. -> Inputs -> EEF Many of the communications management processes are linked to the enterprise environmental factors. Enterprise environmental  factors that affect project communications planning  are:

• • • • • • • • • •

Organizational culture and structure Standards and regulations the project must comply with The logistics and organizational infrastructure The human resources the project will rely on and interact with The policies and procedures for personnel administration The project's work authorization system The marketplace conditions Stakeholder risk tolerances Commercial databases that the project may use for estimating Project management information system

10.1 Plan Comm Mngt. -> Inputs -> OPA The organizational process assets   affect how   the project manager, the project team, and the stakeholders   will communicate within a project . The primary organizational process assets that affect communication are: • • •

• • • • • • • • • • •

Standards and policies unique to the organization Organizational guidelines, work instructions, and performance measurement criteria Organizational communication requirements for all projects, considering required and approved technology, security issues, archiving, and allowed communication media Project closure requirements Financial controls and procedures Issue and defect management procedures for all projects Change control procedures Risk control procedures Process measurement databases   Project file  structure, organization, and retention Historical information and lessons learned requirements Issue and defect management databases   Configuration management databases   Project financial  databases detailing labor hours, costs, budget issues, and cost overruns

10.1 Plan Comm Mngt. -> Inputs -> Stakeholder Register The stakeholder register  defines whom you'll communicate with. Based on the stakeholder register and the stakeholder analysis you've completed, you'll know   which stakeholders are most interested in your project and how much   influence   they have over your project. For each stakeholder, you should know: • • • •

The interest in the project The   influence over the project Strategies for gaining stakeholder support Strategies for removing obstacles

This information can be sensitive, so it's important for the project manager to guard this information and share it only with the people who need to know this information.

10.1 Plan Comm Mngt. -> T&T -> Comm Req Analysis Analysis helps the PM determine:

• Information needs • Type and format • Value of information

Organizational charts, Stakeholders’ information Project organization relationships

&

stakeholder’s

Disciplines, departments and specialties

Logistics of how many/ at which locations

Internal & External information needs

responsibility

10.1 Plan Comm Mngt. -> T&T -> Comm Req Analysis Communication Channels: With each added stakeholder, communication needs can grow rapidly

Project communication complexity communication channels or paths

indicator:

Potential

The only formula with letter  “N” is communication channels

Count the channels of communication How many people need to talk to one another? Well, Jeff and Charles need to talk. But what about the DJ and the band? They wanted to set up their equipment in the same place—it looks like they need to talk, too. And the bartender needs to coordinate with the caterer. Wow, this is starting to get complicated. A good project manager needs to get a handle on all this communication , because it ’s really easy to lose track of it.

Count the channels of communication

You’ll need to know how to calculate the number of lines of  ’ worry, it ’s really easy communication for the exam but don t once you get a little practice. …

You’ll need to know how to calculate the number of lines of  ’ worry, it ’s really easy communication for the exam but don t once you get a little practice. …

You’ll need to know how to calculate the number of lines of  communication for the exam but   don’t  worry,  it’s really easy …

once you get a little practice.

You’ll need to know how to calculate the number of lines of  ’ worry, it ’s really easy communication for the exam but don t once you get a little practice. …

10.1 Plan Comm Mngt. -> T&T -> Comm Technology It is used to transfer among project stakeholders Urgency of the need for information • Urgency, frequency, format

Availability of Technology • Technology is compatible, available & accessible

Ease of use • Suitable for everyone • Provide training

Project environment • Face to face, virtual, l ocation, communication language

Sensitivity & confidentiality of the data • Determine sensitivity or confidentiality of information

10.1 Plan Comm Mngt. -> T&T -> Communication Models Are used to facilitate communication and exchange information

Noise is any interference or barrier that might compromise the delivery of  message.

E.g.   Distance, unfamiliar technology, inadequate infrastructure, culture, language, etc.

10.1 Plan Comm Mngt. -> T&T -> Communication Models Sequence of Steps: Encode: •  Thoughts/ideas translated into language

Transmit message: •  Information through communication channel (medium)

Decode: • Message translated back into meaningful thoughts

Acknowledge: • Signal receipt of the message

Feedback/Response: • Receiver encodes thoughts/ideas in message & transmits message to the

10.1 Plan Comm Mngt. -> T&T -> Communication Models Sender Responsibility: •

•

Ensures information communicated is clear & complete Confirm the communication is correctly understood (requesting feedback)

Receiver Responsibility: •

Ensures information is received in its entirety

•

Acknowledging receipt and responding

Sender need to be aware of below communication factors:    :   Significant amount of      l is    a communication     b (Body    r nonverbal    e language)    v    n    o     N

   :     l    a    u    g    n     i     l    a    r    a     P

Communicators voice (pith & tone) helps to convey spoken message

Wording phrasing are very important Meaning can be changed    :    s based on accompanying     d    r nonverbal or paralingual    o factors     W

10.1 Plan Comm Mngt. -> T&T -> Communication Methods There are several communication methods that are used to share information among project stakeholders

10.1 Plan Comm Mngt. -> T&T -> Outputs -> CMP Communication Management plan provides information like: How information will be stored, retrieved, maintained and distributed What system & processes are already in place in the organization How all information will be managed after project closure The team is involved in the creation of the plan Helps set the ground rules for communication (e.g. escalations process) Helps stakeholders in creating and sharing project information What needs to be communicated

Why

Between whom

Best method

Responsibility

When & frequency

10.2 Manage Communications -> Definition Is the process of   creating, collecting, distributing, storing, retrieving, and the ultimate  disposition  of project  information in accordance to the communications management plan

It enables an efficient and effective communications flow between project stakeholders

 Tell everyone what ’s going on

 Tell everyone what ’s going on

10.2 Manage Communications -> ITTO Executing Process •Integration •Direct and Manage Project Work •Scope •Time •Cost •Quality •Perform Quality Assurance •Human Resource •Acquire Project Team •Develop Project Team •Manage Project Team •Communications •Manage Communications •Risk •Procurement •Conduct Procurements •Stakeholder •Manage Stakeholder Engagement

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It is the process of managing the project team communications based on the information which include create, publish, distribute, engage, record, retrieve, and finally purge.

Key benefit of this process is how, why, when, who, which communication has to happen between project team and stakeholders is arrived.

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Choice of Media

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Writing Style & Formats

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Meeting Management

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Event Organizing

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Presentation Techniques

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Facilitation & Supporting

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Attentive Listening

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Suitable techniques are employed to make communications effective as:

  Sender-Receiver Models

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  Communication Channels Established Escalation Paths

Choose which kind of communication is being used in each situation.

Choose which kind of communication is being used in each situation.

Get the message?

Jeff and Charles are interviewing new bartenders to help with the  expanded space. Choose which kind of communication is being used in each situation.

Jeff and Charles are interviewing new bartenders to help with the  expanded space. Choose which kind of communication is being used in each situation.

10.2 Manage Communications -> T&T -> IMS  Project information is managed and distributed via:

What good is information if no one can find it?

10.2 Manage Communications -> T&T -> Perf Reporting Collect and distribute performance information:

10.2 Manage Communications -> T&T -> Perf Reporting It also involves asking for feedback on the reports from stakeholders to ensure they have received the information they need and have understood it, and to determine whether they need more. Make sure you understand the following: •

• •

• •

• • •

• •

Reports should provide the kinds of information and the level of detail required by stakeholders. Reports should be designed for the needs of the project. The best way to have a report read and acted on is to use the most appropriate communication method in sending it. You should not spend all your time reporting. Reports should include measurements against the performance measurement baseline set in the project management plan. Reports must be truthful and not hide what is really going on. You should report cost, schedule, scope, and quality performance, not just schedule. Reports help the team members know where they need to recommend and implement corrective actions. Reporting performance includes looking into the future. You should get feedback from the people who receive the reports as part of this process.

10.2 Manage Communications -> Outputs -> Proj. Comm

 Tell everyone what ’s going on

 There are NO dumb Questions

…

10.3 Control Communications -> Definition Is the process of   monitoring and controlling communications throughout the entire  project life cycle to ensure the information needs of the project stakeholders  are met

It ensures an optimal information flow among all communication participants,

Let everyone know how the project ’s going

 Take a close look at the work being done 

10.3 Control Communications -> ITTO Monitoring & Controlling Process •Integration •Monitor and Control Project Work •Perform Integrated Change Control •Scope •Validate Scope •Control Scope •Time •Control Schedule •Cost •Control Costs •Quality •Control Quality •Human Resource •Communications •Control Communications •Risk •Monitor & Control Risks •Procurement •Control Procurements •Stakeholder •Control Stakeholder Management

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It is the process of controlling communications across project to ensure all project stakeholders and team are met on continuous mode.

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  Key benefit  includes the effective communications between the project team and stakeholders. To engage with each other and to understand the required information, process it and get the desired results towards the project objectives.

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This process ensures the right message is delivered to the right audience at right time and understood to be processed in desired manner.

Now you can get the word out 

Question Clinic: The calculation question

Question 1 Thomas Andrews (PM) is working on the project’s first phase (18-months), with a small colocated team. JP Morgan (sponsor) and senior management are in another city and have requested weekly updates. Ismay (customer) requires monthly meetings. Because the team members are busy with the project execution, they would like to reduce the frequency of the meetings. Which of the following BEST describes how status meetings should be managed on this project? During project execution, PM does not need to hold status meetings as long as he sends the key stakeholders a weekly status report. Once a month, the entire team, including senior management, should meet with the customer. PM should discuss the details of the previous month’s issues and the current status. During project execution, it is only necessary for the PM to meet with the customer once a month to fulfill your contractual obligation. Provide the customer with the status report and copy this report to key stakeholders. The frequency and level of meetings as well as the format and type of information to be exchanged should be defined in the project’s communication management plan during project planning.

Answer 1 Thomas Andrews (PM) is working on the project’s first phase (18-months), with a small colocated team. JP Morgan (sponsor) and senior management are in another city and have requested weekly updates. Ismay (customer) requires monthly meetings. Because the team members are busy with the project execution, they would like to reduce the frequency of the meetings. Which of the following BEST describes how status meetings should be managed on this project? During project execution, PM does not need to hold status meetings as long as he sends the key stakeholders a weekly status report. Once a month, the entire team, including senior management, should meet with the customer. PM should discuss the details of the previous month’s issues and the current status. During project execution, it is only necessary for the PM to meet with the customer once a month to fulfill your contractual obligation. Provide the customer with the status report and copy this report to key stakeholders.

The frequency and level of meetings as well as the format and type of information to be exchanged should be defined in the project’s communication management plan during project planning.

Question 2  All the following are part of Titanic’s communication management plan EXCEPT:

Names of the stakeholders that can talk to Thomas Andrews (PM) Names of those receiving an urgent call when a certain issue arises Methods used to collect and store information Names of the stakeholders and instructions on sending project status report to them

Answer 2  All the following are part of   Titanic’s  communication management plan EXCEPT:

Names of the stakeholders that can talk to Thomas Andrews (PM) Names of those receiving an urgent call when a certain issue arises Methods used to collect and store information Names of the stakeholders and instructions on sending project status report to them

Question 3 Thomas Andrews (PM) is leading the Olympic Class project of a total BAC $15,000,000. To date, he has been leading the other 11 people who comprise the overall design team. Lately, he noticed that he’s spread too thin and the schedule is being negatively impacted. Because the project is date-constrained, he convinced JP Morgan (sponsor) to accept a cost variance and add a senior designer to the project team. This new resource will work directly with the three project team members who comprise the design sub-team. How many more communication channels will there be on the project team? 12 11 78 66

Answer 3 Thomas Andrews (PM) is leading the Olympic Class project of a total BAC $15,000,000. To date, he has been leading the other 11 people who comprise the overall design team. Lately, he noticed that he’s spread too thin and the schedule is being negatively impacted. Because the project is date-constrained, he convinced JP Morgan (sponsor) to accept a cost variance and add a senior designer to the project team. This new resource will work directly with the three project team members who comprise the design sub-team. How many more communication channels will there be on the project team? 12 11 78 66

Question 4  Two people in the Titanic project testing team are arguing about what needs to be done to complete a work package. If Andrews (PM) wants to know what ’s going on, he should pay most attention to:

What is said and when. What is being said, who is saying it, and the time of day. Physical mannerisms an d what is being said. The pitch and tone of voices, and physical mannerisms.