Project Communication

Pharos University Faculty of Engineering Architecture Department

Project Management (AE342) level 5 Spring 2012-2013

Communication Management

Presented by : Merna Nabil Presented to : Dr. Riham Ragheb

Contents 1. 2. 3. 4. 5. 6. 7. 8. 9. 10. 10. 11. 12. 13. 14. 14. 15. 15. 16. 17. 18. 19. 19. 20.

Intr Introd oduc uctio tion n to to proj projec ectt man manag agem emen entt communication Proje Project ct Ma Mana nage geme ment nt Meth Methodo odolog logy y Communication Phase Phasess of of the the Commu Communi nica catio tion n Pro Proce cess ss Comm Commun unic icat atio ions ns Ma Mana nage geme ment nt Projec Projectt Commun Communica ication tionss Manage Managemen mentt Pro Proces cesses ses Comm Commun unic ica ation tionss Plan lan Comm Commun unic icat atio ions ns Mana Manage geme ment nt Plan Plan Cont Conten ents ts Commun Communica ication tion Networ Networks ks in Group Groupss and and Team Teamss Iden Identif tify y Stak Stakeh ehold older er Sample Stakeholde Stakeholderr Analysis Analysis for Project Project Communications Commun Communica ication tion Requir Requireme ement nt Analysis Analysis Life Cycle of Communi Communication cation Management Management Comm Commun unic icat atio ion n Model Model Comm Commun unic icat atio ion n Method Method Manage Manage Stak Stakeholde eholderr Expecta Expectation tionss Distrib Distribute ute Informa Information tion Distributing Distributing Informa Information tion in an Effe Effective ctive and Timely Timely Manner Repo Report rt Perf Perfor orma manc nce e Importance Importance of Face-t Face-to-Fa o-Face ce Communicati Communication on

21. Under Understa standi nding ng Group Group and Individ Individual ual Communication Needs 22. Expect Expectati ations ons Manage Managemen mentt Mat Matrix rix 23. Communicati Communication on Skills Skills for for Manager Managerss as Sender Senderss 24. Communicati Communication on Skills Skills for for Manager Managerss as Receiv Receiver er 25. Effe Effectiv ctive e Comm Communi unicat cation ion 26. Verbal, erbal, vocal vocal and visual visual 27. Communi Communicat cation ion failu failure ress can cause cause 28. Reasons Reasons for for Poor Poor Project Project Communi Communication cation in Project Teams 29. Wa Ways ys to Give Give a Good Informa Information tion 30. Steps Steps to Improve Improve Project Project Communicat Communication ion 31. 31. Initi Initiat atio ion n Phase Phase 32. Develop Developing/P ing/Plan lannin ning g Phase Phase 33. 33. Exec Execut ution ion Phase Phase 34. Closure Closure/Fi /Finis nishin hing g Phase Phase 35. How Important Important Are Are Communicat Communication ion Plans Plans for for Project Managers? 36. 36. Effec ffecti tive ve Meet Meetin ing g 37. Proje Project ct Manage Managemen mentt Skills Skills 38. 38. Exer Exerci cise se 39. 39. Medi Media a Choic Choice e Tab Table le 40. 40. Conc Conclu lusi sion on 41. 41. Ref Referen erence cess

Introduction to Project Communication The importance of Project Communication is reiterated by the presence of  Communication Management as one of the knowledge areas in the PMBOK. Communication Management describes the processes involved in generating, collecting, disseminating, storing and final delivery of the project information, in a timely and adequate manner. manner.

Project Management Methodology

Communication plays an integral role in keeping a project on task. The project manager is charged with guiding all aspects of the project, including the communication plan. The specifics of communication, including the method and frequency, vary depending on your project's needs. Understanding the purpose of the project communication plan helps a manager realize the plan's goals.

Project Communication Management Monitoring & Controlling Processes Planning Processes

Enter phase/  Start project

Initiating Processes

Closing Processes

Exit phase/  End project

Executing Processes

Process Knowledge Area

Communication

Initiating

Indentify Stakeholder 

Planning

Plan Communication

Executing

Distribute Information Manage Stakeholders Expectations

Monitoring & Contol

Report Performance

Closing

Communication The sharing of information between two or more individuals or groups to reach a common understanding.

Phases of the Communication Process: Transmission phase in which information is shared by two or more people. Feedback phase in which a common understanding is assured.

Communications Management Processes and steps required ensuring timely and appropriate generation, collection, dissemination, storage, and ultimate disposition of project information is included in this area. Determining the information and communication needs of all the stakeholders will be planned. The information is collected by• Customer research Plan • Voice of Customer • Interviews • Focus Groups • Surveys • Observations Information is disseminated via regularly scheduled status meetings, progress reports, and other mechanisms. We will also tailor the communications process to meet our individual customer needs.

Project Communications Management Processes Communications planning: Determining the information and communications needs of 

the stakeholders.

Information distribution: Making needed information available to project stakeholders

in a timely manner.

Performance

reporting: Collecting and disseminating performance information, including status reports, progress measurement, and forecasting.

Managing

stakeholders: Managing communications to satisfy the needs and expectations of project stakeholders and to resolve issues

Communications Plan •

The process of determining the project stakeholder information needs and defining a communication approach.

Inputs 1. Stakeholder register 2. Stakeholder management strategy

3. Enterprise environmental factors

4. Organizational process assets

Tools & Techniques 1. Communication

Outputs

requirement analysis

2. Communication technology

3. Communication models

1. Communication management plan

2. Project document updates

4. Communication methods

90% of project manager’s time is spent for communication

Communications Planning Every project should include some type of  communications management plan, a

document that guides project communications. Creating a stakeholder analysis for project communications also aids in communications

planning.

Communications Plan Information distribution: Getting project information to the right people at the right time in a useful format Performance reporting: Keeps stake holders informed about how resources are being used to achieve project objectives Administrative closure: Verifying and document project results. Formalizes customer acceptance of project products

Communication Management Plan

Sample

Communications Management Plan Contents 

Stakeholder communications requirements.



Information to be communicated, including format, content, and level of detail.



The people who will receive the information and who will produce it.



Suggested methods or technologies for conveying the information



Frequency of communication.



Escalation procedures for resolving issues.



Revision procedures for updating the communications management plan.



A glossary of common terminology.

Communication Networks in Groups and Teams The Customer Uses the product or services May be internal or external Provides requirements May have multiple categories • • • •

Steering Committee Group of stakeholders who approve and agree on: Project scope Schedule Budgets Plans Changes •

• •

Project Sponsor Also shares responsibility for project success Has authority to make decisions and may provide funding Overcome political and organizational obstacles •

• • •

•

•

Functional Managers May manage or supply people that work on the team Need to be communicated with Need their commitment to the project •

•

Working Committee Line managers who are responsible for delivering business results once the project is completed •

•

Communication Networks in Groups and Teams

Some potential dimensions of communication activity: Internal  – external Vertical  – horizontal Written – oral

Formal  – informal Official  – unofficial Verbal  –non-verbal

Our values Our Beliefs (self esteem and self image)

Our thoughts

Effective Communication

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 charter 2. Procurement documents

3. Enterprise environmental factors

4. Organizational process assets

Tools & Techniques 1. Stakeholder analysis 2. Expert judgment

Outputs 1. Stakeholder register 2. Stakeholder management strategy

Sample Stakeholder Analysis for Project Communications

Communication Requirement Analysis •

Includes communicating in all directions

•

Consider the number of potential communication channels or paths

•

Formula:

Customer, sponsor, Functional managers, and Team Members

Other Project Managers

Other Projects

Other Stakeholders

•

Determine and limit who will communicate with whom and who will receive what information.

 N  ( N 

2

 1)

Communication Networks in Groups and Teams

Life Cycle of Communication Management

Vice President

Director

Director

Fellow

Manager

Manager

Associate

Supervisor

Project Manager

Consultant

Section Engineer

Project Engineer

Senior Engineer

Staff Engineer

Engineer

Communication Model •

Basic Communication Model  –

 –

The components in the model need to be taken into account when discussing project communications. 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. Noise Encode

Encode

Sender

Medium

Decode

Sender Decode

Noise

•

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 Method •

•

•

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

Project manager cannot control all communications but should try to control to prevent miscommunication, unclear directions, and scope creeps.

Manage Stakeholder Expectations •

The process of communicating and working with stakeholders to meet their needs and addressing issues as they occur.

Inputs 1. Stakeholder register 2. Stakeholder management strategy

3. Project management plan

Outputs Tools & Techniques 1. Communication methods 2. Interpersonal skills 3. Management skills

4. Issue log 5. Organizational process assets •

1. Organizational process assets updates

2. Change requests 3. Project management plan updates

4. Project document updates

Actively managing the expectation of stakeholders.  –

Increase the likelihood of project acceptance by negotiating.

 –

Influencing their desire to achieve & maintain project goals.

•

Addressing concerns that have not become issues yet (anticipation).

•

Clarifying and resolving issues that have been identified.

Distribute Information •

The process of making relevant information available to project stakeholders as planned.

Inputs

Tools & Techniques

1. Project management plan

1. Communication methods

2. Performance reports 3. Organizational

Outputs

2. Information distribution tools

1. Organizational process assets updates

process assets

Make sure the information are received, effective and efficient.

Information Distribution Getting the right information to the right people at the right time and in a useful format

is just as important as developing the information in the first place. Important considerations include: Using technology to enhance information distribution. Formal and informal methods for distributing information.

Distributing Information in an Effective and Timely Manner Don’t bury crucial information. Don’t be afraid to report bad information. Oral communication via meetings and informal talks helps bring important information —

good and bad—out into the open.

Report Performance •

The process of making relevant information available to project stakeholders as planned.

Inputs 1. Project management plan

Tools & Techniques 1. Cause and effect diagrams

2. Quality metrics 3. Quality checklist 4. Work performance measurements

5. Approved change requests

6. Deliverables 7. Organizational process assets

2. Control charts 3. Flowcharting 4. Histogram 5. Pareto chart 6. Run chart 7. Scatter diagram 8. Statistical sampling 9. Inspection 10.Approved change request s reviews

Outputs 1. Quality control measurements

2. Validated changes 3. Validated deliverables

4. Organizational process updates

5. Change requests 6. Project management plan updates

7. Project document updates

Report must be truthful and not hide what is really going on.

Importance of Face-to-Face Communication Research says that in a face-to-face interaction: 58 percent of communication is through body language. 35 percent of communication is through how the words are said. 7 percent of communication is through the content or words

that are spoken. Pay attention to more than just the actual words someone is saying. A person’s tone of voice and body language say a lot about how he or she really feels.

Encouraging More Face-to-Face Interactions Short, frequent meetings are often very effective in IT projects. Stand-up meetings force people to focus on what they really need to

communicate. Some companies have policies preventing the use of e-mail between certain

hours or even entire days of the week.

Understanding Group and Individual Communication Needs People are not interchangeable parts. As illustrated in Brooks’ book The Mythical Man-Month, you cannot assume that a task

originally scheduled to take two months of one person’s time can be done in one month by two people. Nine women cannot produce a baby in one month!

Other Communication Considerations Rarely does the receiver interpret a message exactly as the sender intended. Geographic location and cultural background affect the complexity of project

communications. Different working hours Language barriers Different cultural norms

Performance Reporting Performance reporting keeps stakeholders informed about how resources are being

used to achieve project objectives. Status reports describe where the project stands at a specific point in time. Progress reports describe what the project team has accomplished during a certain

period of time. Forecasts predict future project status and progress based on past information and

trends.

Managing Stakeholders Project managers must understand and work with various stakeholders. Need to devise a way to identify and resolve issues. Two important tools include: Expectations management matrix

Expectations Management Matrix

Issue Log

Communication Skills for Managers as Senders • • •

•

• •

Send clear and complete messages. Encode messages in symbols the receiver understands. Select a medium appropriate for the message and, importantly, one that is monitored by the receiver. Avoid filtering (holding back information) and distortion as the message passes through other workers. Include a feedback mechanism is in the message. Provide accurate information to avoid rumors.

Communication Skills For Managers as Receivers Pay attention to what is sent as a message. Be a good listener: don’t interrupt. Ask questions to clarify your understanding. Be empathetic: try to understand what the sender feels. Understand linguistic styles: different people speak differently. Speed, tone, pausing all impact communication.

• • • • • •

Effective Communication

Effective Communication

Productive Relationship

Verbal, vocal and visual Verbal : The message that we deliver

Communication

Vocal : The voice that we convey Visual : Our body language

Studies tell 70 % of mistakes in the workplace are a direct result of poor communication…..

Communication failures can cause…..

•

Loss of business

•

Dissatisfaction with others

•

Mistakes, inefficiencies

•

Lowered morale

•

Lowered productivity

•

Loss of team spirit

•

Poor coordination and cooperation

•

High employee turnover

•

Damaged personal or company image

•

Conflict and arguments

•

Frustration, hostility

•

Drop in self esteem and confidence

•

Loss of friendship

Reasons for Poor Project Communication in Project Teams. •

•

•

As the project progresses, open and honest communication between the project managers and the project team and other stakeholders is critical. Communication must occur daily or weekly, and when teams are geographically dispersed, requires onsite meetings on a regular basis to ascertain true status. When such project communication is missing mainly due to the lack of a project communication management plan, it creates significant project risks. The management style of a project manager has a major impact on project communication within a team. For example, the authoritarian and coercive management style of a project manager can create a barrier that prevents open channels of communication within the project team. The inability of IT project managers to talk about technology in business terms. Such lack of business perspective often leads to poor project communication between the project managers and the key project stakeholders on the business side.

Reasons for Poor Project Communication in Project Teams. •

•

•

Project managers who are poor communicators can result in miserable project experience and low morale for everyone on the team. Project teams with a low morale often tend to have poor communication channels (Mochal, October 2002). When the team members each have a different views on how things are supposed to work, it results in misaligned expectations. Most often it is over roles, responsibilities and authority. Such misaligned expectations have a negative impact on project communications. Other reasons for poor project communication include loss of project momentum, lack of commitment among the key stakeholders and the project team, dissatisfaction and unconscious incompetence within the project staff.

Reasons for Poor Project Communication in Project Teams. •

•

Communications failures top the list of reasons IT projects fail, according to poll results from the Computing Technology Industry Association. About 28% of 1,000 respondents identified poor communications as the main cause of project failure. Failing to initiate ‘crucial conversations’ may be the single biggest cause of project failure, according to preliminary findings of a study on project management. The study, conducted by training firm Vital Smarts found that the inability of project managers to talk to people about five often-occurring negative situations: Setting arbitrary deadlines and inadequate resources that “set up a project to fail”. Failing to provide the necessary leadership, political clout or energy for a project. Skirting or manipulating the project priority-setting process. An unwillingness by team members to support projects as required. Failing to acknowledge project problems until it’s too late for remedial action.  –

 –

 –  –  –

Ways to Give a Good Information

Six C of giving good information Concrete

Clear Courteous

Concise Correct Complete

Steps to Improve Project Communication Communication Planning •

•

What is Communications Planning? In IT projects, all communication should take place in the context of an overall communications strategy and plan. Determining the information and communications needs of stakeholders: Who needs information? What information do they need? When will they need that information? What options do you have to give them the information and which way(s) are best? Developing a structured Communication Management Plan as part of the overall Communication Planning effort is essential to ensure the information and communication needs of the stakeholders are adequately addressed.  –

 –

 –

 –

•

Steps to Improve Project Communication Using a Communication Management Plan •

•

•

•

•

•

Project Communication management is one of the essential functions that can dramatically affect the outcome of a project. Project managers must create and effectively use a communication management plan that performs two principle functions: collect the right data and disseminate appropriate information in a timely manner. To do this effectively, it is required to identify the appropriate audiences, develop appropriate communication media, establish a communication schedule, and manage the flow of information in and out of the project team. Preparing the project communication management plan assists the project team in identifying internal and external stakeholders and enhances communication among all parties involved in the project. The project team writes a communication plan to ensure that an effective communication strategy is built into the project delivery process. The plan is a framework and should be a living, evolving document that can be revised when appropriate. The communication plan is part of the project management plan.

Steps to Improve Project Communication Using a Communication Management Plan •

Communication Management Plan: addresses how the project ensures timely and appropriate generation, collection, dissemination, storage, and disposition of  project information (Brimberry, nd). Includes: Descriptions of how project stakeholder communications requirements will be/were determined and met, including its planning methodology, assumptions and decisions. Special attention should be given to earned value management (EVM) as an integrating practice and technique for project control and performance reporting. Major Artifacts: Based on a stakeholders’ needs analysis, the major artifacts are the  –  –  –

Control Data & Reporting Requirements Performance Reporting Specifications Communications Management Plan.

Management Processes, include 1) communication planning, 2) information distribution, 3) performance reporting, and 4) managing stakeholders.

Steps to Improve Project Communication Developing a Communication Management Plan

Stakeholder Information /Audience Needed

Frequency

Medium/ Channel

Who Delivers The Message

 Champion

 Budget

 Daily

Presentations

 Team

 Schedule

 Weekly

Meetings

 Customer

 Change

 Approval



Lessons

Learned

 Leader

Reports  Champion Email  Process Blog/Wiki Owner

Output:

• A comprehensive Communication Plan to support the entire project management process.

Steps to Improve Project Communication Dealing Effectively with Project Team and stakeholders •

A project manager can utilize the following to improve project communication within a project team and with project stakeholders:  –

 –

 –

 –

 –

 –

 –

 –

 –

Communication (written and oral) Leadership Negotiation Listening Conflict resolution Motivation Mentoring Coaching Interviewing skills

Communication in Pproject Management Phases

Initiation Phase Type of Communication used During this phase

Method of Communication During this phase

In this phase, the Project Manger needs a high level of interpersonal communication ability. In this phase “specifications of the project are defined, project objectives are established; teams are formed; major responsibilities are assigned”.

For “effective verbal communication during this phase the Project Manager needs: 1) Timely exchange of information. 2) Rapid feedback. 3) Immediate synthesis of messages. 4) Timely closure.”

In this phase the Project Manager will be “obtaining resources and establishing a vision” (Cagle). In order to do this, he or she will need to use “communication that is aimed at producing one or more of the following: 1) Understanding the exact meaning and intent of  others (be a good listener). 2) Being understood by others (be a good communicator). 3) Gain acceptance for himself/herself and his/her ideas. 4) Produce an action”.

“To achieve successful interpersonal communication, project mangers should use nonverbal communication ingredients to complement verbal message ingredients whenever possible.” “Written communication in a project environment includes a wide variety of forms of communication; such as reports, plans, proposals, policies, letters, etc. The main steps in effective written communication is: 1) Establish the basic purpose of the message. 2) Collect & organize the material. 3) Prepare a draft. 4) Check the overall structure. 5) Send the message”.

Developing/Planning Phase Type of Communication used During this phase Major Attributes/Emphasis: Participative/acceptance and commitment. Because of the emphasis listed above in this phase – the types of communication needed would be interpersonal communication, communication with public & community, and formal communication. In this phase the Project Manager will be “identifying critical activities and time orders” (Cagle). In order to do this he or she will need to enlist different types of  communication. An important type of  communication during this phase would be formal communication. “It deals with organizational design, strategic plans, project planning systems, standards, policies, procedures, proposals, letters, and other forms of information. It is most effectively done in a written form”.

Method of Communication During this phase Communication with the public & community for the Tent City Project would involve public speaking, making presentations, dealing with the media representatives, and producing written publicity The methods of communication needed during this phase are verbal communication, nonverbal communication, and written communication.

Execution Phase Type of Communication used During this phase

Method of Communication During this phase

Major Attributes/Emphasis: Re-alignment and organization. Teamwork and synergy. Trust.

Tools used to keep information current would include: 1) A shared project calendar . 2) Telecommunications including cell phones, walkietalkies, and wireless networking. 3) Weekly meetings and status reports with the governor and mayor. 4) Bi-weekly press releases with status for citizens.

Because of the emphasis listed above in this phase – the types of communication needed would be interpersonal communication, communication with public & community, formal communication, and informal communication. In this phase the Project Manager will be “monitoring, leading, and managing (Cagle). In order to do this he or she will need to enlist different types of communication. An important type of  communication during this phase is informal communication. Informal communications can build relationships among project members/volunteers. “The informal communication of information is inevitable in a project environment” and face-to-face interaction is the primary way people communicate informally.

The methods of communication needed during this phase are verbal communication, nonverbal communication, and written communication.

Closure/Finishing Phase Type of Communication used During this phase

Method of Communication During this phase

Here again a high level of interpersonal communication ability, communications with public & community, and formal communication are important in this phase.

The methods of communication needed during this phase are verbal communication, nonverbal communication, and written communication.

Interpersonal communication and formal communication are perhaps the most important in this phase. This phase “includes two activities: delivering the project product to the customer and redeploying project resources. Delivery of the project might include customer training and transferring documents. Redeployment usually involves releasing project equipment/materials to other projects and finding new assignments for team members” . In this phase the Project Manager will be “maintaining support and reporting successes/failures” (Cagle).

How Important Are Communication Plans for Project Managers? Step 1: Identify the Message. Your Communications Plan will identify the communications messages that need to be distributed, to keep your stakeholders informed of the project's progress. Throughout the project, the Project Manager should review this plan to identify which messages need to be distributed, how and when. Step 2: Target the Audience. Now that you have identified what it is that needs to be communicated, the next step is to identify who it is that the message needs to be communicated to. The audience for each message needs to be confirmed. Step 3: Decide the Timing. Identify the timing and frequency of the communications message. In some cases, regular communications, such as weekly Project Status Reports or monthly newsletters, may be necessary. In other cases, a one-off communication event, such as a project change notification, may be more appropriate. Step 4: Confirm the Format. With content, audience and timing decided, the format of the communication message can be effectively chosen. There are a number of different types of  formats to choose from, including verbal presentations, written reports, memos, letters and emails. Step 5: Create the Message. You should document a first draft of the message content. The Project Manager will then review it and they may suggest changes. When a final draft is completed it is submitted for approval and release. Step 6: Communicate the Message. Once approved, the message is communicated to the target audience. The Project Manager may need to seek the Project Sponsor's approval

How Important Are Communication Plans for Project Managers? 1- Expectations The project communication plan sets the standards for how and when communication takes place. As the project manager, you want to set the tone for all communication concerning the project. This allows you to maintain control of the project and ensure all stakeholders receive the necessary information. Set standards for how participants communicate, including email, meetings, phone calls and memos. For regular communication such as meetings, timing is another consideration. Schedule weekly project meetings to keep participants updated on progress.

weekly meeting, for example, instead of through a steady stream of daily emails, memos, phone calls and meetings throughout the day.

How Important Are Communication Plans for Project Managers? 2- Consistency A solid communication plan increases the consistency of how the project is handled. The participants who follow the plan should communicate consistently with one another. You also need to ensure that all stakeholders have the same information on the project requirements and changes. If some stakeholders aren't informed of changes, you risk mistakes or delays in the project work.

3- Productivity Regular communication allows the employees working on the project to remain productive. When they are kept in the loop on project happenings, employees will feel more comfortable with their duties. They are equipped with the necessary information to keep working rather than stopping frequently to seek out information they are missing. The employees are also better able to work together with proper communication, allowing for collaboration and effective performance on the project.

How Important Are Communication Plans for Project Managers? 4- Outcome A communication plan enables you as the project manager to lead the team to the desired project outcome. Without proper communication with all stakeholders, you might fail to meet the requirements of the project. You need clear communication from the stakeholders to figure out exactly what they want and need from the project. For example, if you are developing a software program for a third party, regular communication with the third party is imperative to figure out exactly how they want the software to work. Continued communication ensures that the final product will meet the expectations when it is delivered.

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.

Project Management Skills

•

Interpersonal skills • Leadership

• Decision making

• Team building

• Political & cultural awareness

• Motivation

• Negotiation

• Communication

• Etc.

• Influencing

•

Management skills •

Presentation skills

•

Negotiation

•

Writing skill

•

Public speaking

•

Etc.

Exercise

Situation

Communication Type

Updating the project plan

Formal Written

Presentations to management

Formal Verbal

Trying to solve a complex problem

Formal Written

Making notes regarding a telephone conversation

Informal Written

Making changes to a contact

Formal Written

Informing a team member of poor performance (first notice)

Informal Verbal

Informing a team member of poor performance (second notice)

Formal Written

Scheduling a meeting

Informal Written

Clarifying a work package

Formal Written

Requesting additional resources

Informal Verbal

Trying to discover the root cause of a problem

Informal Verbal

Sending an email to ask for clarification of an issue

Informal Written

Holding a milestone party

Informal Verbal

Conducting a bidder conference

Formal Verbal

Media Choice Table

Conclusion  Every phase in the Communication Plan involves some type and method of 

communication. It is imperative that the Project Manager be a good and effective communicator in all phases!

 “Communication carries a special importance in project management, since most of 

the problems in a project environment can be traced to some kind of communication problem” (Verma 51). ”Project Managers must maintain frequent contact with key stakeholders to keep abreast of developments, assuage concerns, engage in reality testing, and focus attention on the project” (Gray et al. 340). The Project Manager is the important/vital link among all internal & external stakeholders, communication, plans, and all information that is necessary for success of  the Tent City Project.