Pmp Chapter 10 2004

2/12/2006

Akram Al-Najjar, PMPPlanning & Cost Control Manager

PMP

Preparation Training

Your key in Successful Project Management

Akram Al-Najjar, PMP.+20105394312

Source: pmbok guide 2004 Slide 2

Chapter 10

Project

Communication Management

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AGENDA

Some term to be familiar with ! What is Communication Management?Communication Management ProcessesHow does the PMBoK® Guide describe Communication Management?Discussion



Some term to be familiar with !

Information

IdeasPeopleLanguage

Within the ProjectOutside Project

Media

Government

Other Projects

Information

Departments

Provides the Critical LinksProject Communications Management

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Some term to be familiar with !Project Communications Management

nSender-receiver models

nChoice of media

nWriting style

nPresentation techniques

nMeeting management techniques

These are related to..but not the same as Project Communications Management

SUCH ASDoesn’t mean... Communicating Skills



Some term to be familiar with !

Sender Receiver

Encode

Decode Encode

DecodeMessage

Feedback-Message

Noise

Noise

Communication – basic Model

Medium

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Project Communications Management

Communications Planning

Information Distribution

Performance Reporting

Manage Stakeholders

Processes required to ensure timely and appropriate generation , collection, dissemination,

storage, and, ultimately disposition of project information



Communication Management

10.1CommunicationsPlanning

Planning

10.3PerformanceReporting

10.4Manage

Stakeholders

Controlling

10.2InformationDistribution

Executing

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CommunicationsPlanning 10.1

InformationDistribution 10.2

PerformanceReporting 10.3

Manage Stakeholders10.4

Enterprise EnvironmentalFactors

Organizational ProcessAssets

Scope Definition5.2

Project Communication Management

Processes Flow Diagram

Direct and ManageProject Execution

4.4

Develop Project Management Plan

4.3

Close Project4.7

Integrated ChangeControl

4.6

Communication Technology

Lesson Learned

Scope Statement

Project Management Plan

Communication Management Plan

Appro

ved ch

an

ge

req

uest &

co

rrectiv

e a

ctionRequested Change

Work performance info. & Deliverables

Organizational

Process

Assets

Requested Change

Corrective action

Performance Report & forecast

Communication Management Plan update Project

Management Plan update




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

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Inputs• Enterprise Environmental

Factors• Organizational Process

Assets• Project Scope Statement• Project Management Plan

Constrains & Assumption

Tools & Techniques• Communications

requirements Analysis• Communication technology

Outputs• Communication

management plan




n Communications requirements Analysis –The sum of the information requirements of the project stakeholders and defined by:


Requirement

Communication requirement includes:- Project Organization, Responsibility relationships - Disciplines, departments, specialties - Logistics (number of, where)- How many individuals and locations - External needs - Media

- Combining - “Type and Format” with: “Analysis of the Value ”

Tools & Techniques

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Tools & Techniquesn Communication technology – Used to

transfer information back and forth among project elements


Urgency of the need

Availability of Technology

-Conversations-documents-on-line schedules-databases-etc..

Length of the Project

Expected Project Staffing

project environment.



Outputs

n Communication management plan – provides:n Collection and filing structure – Methods used to

gather, update, and store various types of informationn Distribution structure – Specifies to whom

information will flow and what method will be used to distribute various types of information.

n Description of information to be distributed –Includes format, content, level of detail, and conventions and definitions to be used

n Production schedules – Showing when each type of communication will be produced

n Methods for accessing informationn Method of updating and refining the

communication management plan as the project progresses


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• Includes implementing the communications management plan, as well as responding to unexpected requests for information

Making needed information available to project stakeholders in a timely manner



Figure 10-1. The Impact of the Number of People on Communications Channels

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Inputs• Communication

management plan

Tools & Techniques• Communications skills• Information-retrieval

systems• Information-distribution

methods• Lesson Learned Process

Outputs• Organizational Process

assets (updates)• Requested changes



Tools & Techniques

n Communications skills – Skills for exchanging informationn Written, oral, listening, and speaking

n Internal and external communication

n Formal (reports, briefings) and informal (memos, ad-hoc conversations)

n Vertically, (up and down the organization), and horizontally, (with peers)


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Tools & Techniques (cont.)n Information-retrieval systems – Information can be

shared by team members and stakeholders through a variety of methods including

n Manual filing systems, electronic -text databases, project management software, and systems which allow access to such technical documentation as engineering drawings

• Manual Filing• Electronic Database• P.M. Software• Drawings

n Information-distribution Methods – Methods such as project meetings, hard-copy document distribution, shared access to networked electronic databases, fax, electronic mail, voice mail, and video conferencing




Outputs

nOrganizational Process Assets (Updates)

Project Records – Organized storage and

maintenance of correspondence, memos, reports, and documents describing the project

Project reports – Formal project reports on

project status and/or issues

Project presentations – Provide information

formal or informally to any or all of the project stakeholders


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n This includes status reporting (describing where the project now stand) , progress reporting (describing what the project team has accomplished) , and forecasting reporting (predicting future project status and progress )

n Provides information on scope, schedule, cost, and quality, and possibly on risk and procurement

Collecting and disseminating performance information to provide stakeholders with information about how resources are being used to achieve project objectives




Inputs• Work Performance Information• Performance Measurements• Forecasted Completion• Quality Control Measurements• Project Management Plan• Approved Change Requests• Deliverables

Tools & Techniques• Information Presentation Tools• Performance Information

Gathering and Compilation• Status Review Meetings• Time Reporting Systems• Cost Reporting Systems

Outputs• Performance reports• Forecasts • Requested Changes• Recommended Corrective Actions• Organizational Process Assets (Updates))

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Performance Reporting, Inputs

• Deliverables

Are any unique and verifiable or product, or result to perform a services that must be product to complete a process, phase or project



Outputs

n Performance report – Organizes and summarizes the information gathered and presents the results of any analysis. Reports should provide the kinds of information and the level of detail required by various stakeholders and documented in the communications management plan


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Outputs



n Earned-value analysis – Integrating scope, cost, and schedule measures to assess project performance


n Planned

n planned value = BCWS

n Actual

n Actual costs = ACWP

n Earned Value

n Earned value = BCWP

n BCWPn Task A, which I was supposed to complete today, is

scheduled to cost $1000. I am only 85% done on this task. So, I have done $850 worth of work… which is my earned value (BCWP)

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Case 2

n PV = $ 1,900

n AC = $ 1,700

In this Case, without Earned Value

measurements, it appears we’re in good shape. Expenditures are less than planned.

Spending Variance = - $ 200



Case 2

n PV = $ 1,900

n EV = $ 1,500

n AC = $ 1,700

But with EV measurements, we see...$400 worth of work is behind schedule in being completed; i.e., we are 21 percent behind where we

planned to be.

SV = EV – PV = - $ 400SV % = SV / PV x 100 = - 21 %

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OutputsPerformance report

0.0010,000,000.0020,000,000.0030,000,000.0040,000,000.0050,000,000.0060,000,000.0070,000,000.0080,000,000.00

Jan-02

Feb-02

Mar-02

Apr-02

May-02

Jun-02

Jul-02

Aug-02

Sep-02

Oct-02

Nov-02

Time

Valu

e .

planeed value

Earned value

Actual Cost



Manage Stakeholders

n managing stakeholders increases the likelihood that the project will not change direction off track due to unresolved stakeholder issues, enhances the ability of persons to operation, and limits disruptions during the project. The project manager is usually responsible for stakeholder management.

n Stakeholder management refers to managing communications to satisfy the needs of, and resolve issues with, project stakeholders.

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Manage Stakeholders

Inputs• Communications

Management Plan• Organizational

Process Assets

Tools & Techniques• Communications Methods• Issue Logs

Outputs• Resolved Issues• Approved Change Requests• Approved Corrective Actions• Organizational Process

Assets (Updates)• Project Management

Plan (Updates)



Tools and Techniquesn Communications Methods :

Face-to-face meetings

Telephone Calls

Electronic Mail

n Issue LogsIs a tool that can be used to document and monitor

the resolution of issues. Issues do not usually rise to the importance of becoming a project or activity, but are usually addressed in order to maintain good, constructive

n working relationships among various stakeholders, including team members.

Manage Stakeholders

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Outputn Resolved Issuesn As stakeholder requirements are identified and

resolved, the issues log will document concerns that have been addressed and closed. examples include:

n Customer agree to a follow on contract

n More staff is added to the project

n Negotiation with function managers

n Issues raised by board members

Manage Stakeholders



CommunicationsPlanning 10.1

InformationDistribution 10.2

PerformanceReporting 10.3

Manage Stakeholders10.4

Enterprise EnvironmentalFactors

Organizational ProcessAssets

Scope Definition5.2

Project Communication Management

Processes Flow Diagram

Direct and ManageProject Execution

4.4

Develop Project Management Plan

4.3

Close Project4.7

Integrated ChangeControl

4.6

Communication Technology

Lesson Learned

Scope Statement

Project Management Plan

Communication Management Plan

Appro

ved ch

an

ge

req

uest &

co

rrectiv

e a

ctionRequested Change

Work performance info. & Deliverables

Organizational

Process

Assets

Requested Change

Corrective action

Performance Report & forecast

Communication Management Plan update Project

Management Plan update

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nAny questions



PMBOK® Multiple Choice Quiz

1. What is the communications channel formula?a) (a + 2*b + c ) / 6

b) (n*(n-1)) /2

c) 2n-1 / 2

d) (a*b) / 4c

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2. It is important to collect project records at the end of the project to:

a) document decisions made on the project.

b) recall what happened on the project.

c) support cost decisions.

d) support the risks on the project.




3. The MOST likely result of communication blockers is that:

a) the project is delayed.

b) trust level is enhanced.

c) conflict occurs.

d) senior management is displeased.


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4. How much time does a Project Manager spend communicating?

a) 95-97%b) 70-90%c) 64-87%d) 35-50%




5. In the context of Communications Management, what is noise?

a) too many participants on a project team

b) the message itself

c) any interference or disturbance that confuses the message

d) the person for whom the message is intended


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6. A report that is focused on predicting future project status is called a:

a) trend report.

b) forecasting report.

C) status report.

d) variance report.




7. Which is not a basic of interpersonal communication?

a) symptom (or noise)

b) signal (or message)

c) sender (or encoder)

d) receiver (or decoder)


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8 . The project status meeting is not going well. Everyone is talking at the same time, there are people who are not participating and many topics are being discussed at random. Which of the following rules for effective meetings is NOT being adhered to?

a) Courtesy and consideration of each other

b) Schedule meetings in advance

c) Have a purpose for the meeting

d) Create and publish an agenda




9. The project manager is working to clearly describe the level of involvement expected from everyone involved in the project in order to prevent rework, conflict and coordination problems. Which of the following BEST describes the project manager's efforts?

a) Smoothing, control, goodwill, gold plating b) Integration management, control, communications

planningc) Scope verification, quality control, executiond) Risk assessment, scheduling, lessons learned, stakeholder

management


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10. You are a project manager for a US $3,000,000 product development project. Your project is well into the execution phase and remains on time, on budget and on specification. This morning, your project sponsor called to express concern about the project. Based on the schedule baseline, the project should be nearing implementation, but the sponsor does not know the current status of the project. You remind the sponsor that your team produces a detailed status report weekly and distributes it via e-mail. The sponsor indicates that e-mail is too impersonal and verbal updates are preferred. This situationsuggests problems with which of the following project management processes??

a) Communications planning

b) Information distributionc) Performance reportingd) Stakeholder management




11. Your project is managed under a projectized organization. It has just entered closure. Under the circumstances, which of the following should be your GREATEST concern?

a) Setting yourself up to take over a large multi-year project

b) The team is not focused on completing the project.

c) You will have extra pressure from the customer.d) Making sure your manager knows the project is

almost completed


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12. What is not a basic channel of communication?

a) Upward

b) Laterally

c) Downward

d) Orbicular




13. All of the following are non-verbal listening behaviors except?

a) Being expressive and alert

b) Paraphrasing what the speaker has said

c) Moving closer to the speaker

d) Making eye contact


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How many more lines of communication are there if the team increases from 3 to 7?

a) 4

b) 21

c) 18

d) 9

c. 18 (3*(3-1))/2 = 3 lines of communication. (7* (7-1))/2 = 21 lines of communication. 21 - 3 = 18.




How much time does a Project Manager spend communicating?

a) 95-97%b) 70-90%c) 64-87%d) 35-50%

b. 70-90% (approx. 45% is spent listening / 30% is spent talking. About 50% of their time is spent in meetings.)


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In the context of Communications Management, what is noise?

a) too many participants on a project team

b) the message itself

c) any interference or disturbance that confuses the message

d) the person for whom the message is intended

c. Interference or disturbance




Which is not a basic of interpersonal communication?

a) symptom (or noise)

b) signal (or message)

c) sender (or encoder)

d) receiver (or decoder)

a. Symptom (or noise) (There are only three basics of interpersonal communication: sender, signal, and receiver)


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The main aim of business writing is that it should be:

a) complex and written at a university levelb) written for business users only c) understood clearly when read quicklyd) full of jargon intended for team

members

c. Understood clearly when read quickly




What is not a basic channel of communication?

a) Upward

b) Laterally

c) Downward

d) Orbicular

d. Orbicular (Upward, Downward and Laterally - with vertical, diagonal and horizontal directions)


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All of the following are non-verbal listening behaviors except?

a) Being expressive and alert

b) Paraphrasing what the speaker has said

c) Moving closer to the speaker

d) Making eye contact

b. (Paraphrasing is a verbal listening behaviors)




Which of the following is not a major communication style?

a) concrete- sequential (Mr/Ms Fix-It)

b) concrete- directive (Mr/Ms In-Charge)

c) abstract-random (Intuitive Free Thinker)

d) abstract-sequential (Organizer)

b. concrete-directive (the other major communication style is concrete-random - Explorer / Entrepreneur)


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Macro- barriers to successful communication include all but :

a) Homogeneity

b) Number of links

c) Organizational climate

d) Information overload

a. homogeneity (it is our cultural differences that create macro-barriers to successful communication)




Micro- barriers to successful communication include all but :

a) Lack of Subject Knowledge

b) Perceptions

c) Message Competition

d) Project jargon and terminology

a. Lack of subject knowledge (this is a macro-barrier)


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What percentage of the message is lost in upward communication?

a) 5-15%b) 12-17%c) 23-27%d) 25-30%

c. 23-27% - be aware of entropy


Pmp Chapter 10 2004

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