| Project
Communication Management |
| Knowledge Areas |
Major Processes desc. |
Primary Inputs |
Tools & Techniques |
Primary Outputs |
| Project Communication Management |
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| Communications
Planning |
Determining the
information and communications needs of the stakeholders |
1. Enterprise
Environmental Factors
2. Organizational Process Assets
3. Project Scope Statement
4. Project management plan .Constraints .Assumptions |
1. Communications requirement
analysis
2. Communications Technology |
1. Communication management plan |
| Information Distribution |
Making needed information available to
project stakeholders in a timely manner |
1. Communication management plan
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1. Communication skills
2. Information gathering and retrieval systems
3. Information distribution methods
4. Lessons learned Process
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1. Organizational Process Assets (updates)
2. Requested Changes |
| Performance Reporting |
Collecting and distributing performance
information. This includes Status reporting, progress measurement and
forecasting |
1. Work Performance Information
2. Performance Measurements
3. Forecasted completion
4. Quality control measurements
5. Project management plan Performance measurement baseline
6. Approved Change requests
7. Deliverables |
1. Information presentation tools
2. Performance information gathering and compilation
3. Status review meetings
4. Time reporting systems
5. Cost reporting systems |
1. Performance reports
2. Forecasts
3. Requested Changes
4. Recommended Corrective Actions
5. Organizational Process Assets (updates) |
| Manage Stakeholders |
Managing communications to satisfy the
requirements of and resolve issues with project stakeholders. |
1. Communications management plan
2. Organizational Process Assets |
1. Communications Methods
2. Issue Logs |
1. Resolved Issues
2. Approves Change Requests 3. Approved corrective actions
4. Organizational Process Assets (updates)
5. Project management plan (updates) |
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| Communications Planning—determining the
information and communications needs of the stakeholders: who needs what
information, when they will need it, and how it will be given to them. It is
often tightly linked with enterprise environmental factors and organizational
influences.
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| Art of Communications – Includes Sender-receiver Models,
Choice of Media, Writing Style, Presentation techniques and Meeting Management
Techniques. |
| Project Communications Management - process required to
ensure proper collection and dissemination of project information. |
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Communications Technology – (Tolls and Technique of Communication planning)
factors that affect the project include Urgency of the need for information,
Availability of technology, Expected Project Staffing, Length of the Project
and Project Environment |
| Communication Management Plan(CMP) – Contains stakeholder
communication requirements, information format, content, detail level, person
responsible, methods or technologies, frequency of communication, methods for
CMP updates, escalation process & Glossary of common terms. |
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Performance reporting – Generally on Scope, Quality, Schedule and Cost. But may
include information on Risk and Procurement. |
| Team Meetings – periodic team meetings is the most
effective way to accelerate the project integration process. |
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Performance Reviews – meetings held to assess status and/or progress. |
| Communications Model |
| Communicator |
The originator of the message |
| Message |
Thoughts, feelings, or ideas reduced to "code" that is understood by both
sender and receiver |
| Medium |
The vehicle or method used to convey the message |
| Recipient |
The person for whom the message is intended |
[Sender] -- Encoding à Transmission à Decoding -- [Receiver] à Feedback
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| Communications Channels = (n2- n)/2 or n(n-1)/2
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| Tight Matrix - all team members allocated
in a single office space
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A variance is considered to be significant if it jeopardizes
project objectives
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The purpose of project plan development is to create a
document to guide project execution and control
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The output of project plan execution consists of work results
and change requests.
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| Types of Communications |
| Formal Written |
Project Charter, Management Plan (this is the best type of
communication method to use when there are cultural differences and distance
between team members) |
| Informal Written |
Notes, memos |
| Formal Verbal |
Presentations |
| Informal Verbal |
Conversations |
Note: 55% of communications is non-verbal (it is the most important aspect of a
conversation) |
| 90% of Project Manager's time is spent acquiring
and communicating information
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Objectives of a Kickoff Meeting
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Get to know each other
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Set team goals and objectives
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Review project status
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Review project plans
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Identify problem areas
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Establish responsibilities and accountabilities
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Obtain commitments
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Barriers to Communications (which lead to conflict)
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Lack of clear communication channels
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Physical or temporal distance
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Difficulties with technical language
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Distracting environmental factors
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Detrimental attitudes
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Building Effective Team Communications
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Be an effective communicator
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Be a communications expeditor
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Avoid communication blockers
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Use a "tight matrix" (single office space)
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Make meetings effective (meeting during execution is the best format to
communicate)
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| Management Styles |
| Authoritarian |
Lets individuals know what is expected of them |
| Combative |
Eager to fight or be disagreeable over any situation |
| Conciliatory |
Friendly and agreeable |
| Disruptive |
Tends to disrupt unity and cause disorder |
| Ethical |
Honest and sincere |
| Facilitating |
Does not interfere with day-to-day tasks, but is available for help and
guidance when needed |
| Intimidating |
Reprimands employees for the sake of a "tough guy" image |
| Judicial |
Applies sound judgment |
| Promotional |
Cultivates team spirit; rewards good work; encourages subordinates to realize
their full potential |
| Secretive |
Not open or outgoing in speech, activity, or purpose |
| Management Skills |
| Leading |
Establishing direction, aligning people, and motivating and
inspiring |
| Communicating |
The exchange of information in a variety of dimensions |
| Negotiating |
Conferring with others in order to come to terms or reach
an agreement |
| Problem Solving |
A combination of problem definition and decision making |
| Influencing the Organization |
The ability to get things done based on an understanding or the formal and
informal structures of the organization |
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Documentation
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| the prevailing measurement of what information to
accumulate and communicate on a project is that it contributes to its success. |
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Progress Report - summarize project status. Preferred report to
quickly review where a project now stands.
Trend Report – show performance over time (shows if it is
improving or deteriorating)
Variance Report – compare project results, looks at specific
project items or tasks
Forecasting Report – only looks into the future
Status Report – relating a moment in time (static)
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Project Plan
Staffing Management Plan |
| Communications Management Plan -
should cover all phases of the
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| Performance reports – provide info
on schedule performance, thereby alerting the team to problems that may arise
in the future.
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| Lessons Learned – One should not
wait till the Project is over, they might be sent out as they are created. LL
are created by Stake Holders, PM Team, PM, Sellers and Customers |
| Communication in Contract –
Everything we do is more formal in contract environment. |
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