Project Communications Management.ppt

7/30/2019 Project Communications Management.ppt

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BASED ON PMBOK GUIDE FOURTH EDITION


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Project Communications Management

According to the PMBOK Guide, Project CommunicationsManagement includes the processes required to ensure timely andappropriate generation, collection, distribution, storage,retrieval, andultimate disposition of project information

A large proportion of the Project Managers time is spent in

communicating with team members and other project stakeholders Communications Management Processes Include:

Identify Stakeholders

Plan Communications

Distribute Information

Manage Stakeholder Expectations, and

Report Performance

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Dimensions of Communication activity include thefollowing:

Internal (within the project) and External (customer, media, thepublic, other projects),

Formal(reports, briefings, memos) andInformal(ad-hoc discussions,emails),

Vertical(up and down the organization) andhorizontal(with peers),

Official (newsletters, annual report) and unofficial (off the recordcommunications),

Written andOral, and

Verbalandnon-verbal(Voice inflections, body language)

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Project Communications Management cont


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Required Communication Skills include:

Questioning, probing ideas and situations to foster better understanding,

Listening actively and effectively,

Fact-finding to identify or confirm information,

Educating to increase teams knowledge

Setting and managing expectations,

Negotiating to achieve mutually acceptable agreements between parties,

Persuading a person or organization to perform an action,

Resolving conflict to prevent disruptive impacts, and

Summarizing, recapping, and identifying the next steps

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Project Communications Management cont


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This is the process of identifying all people ororganizations impacted by the project, anddocumenting relevant information regarding theirinterest, involvement, and impact on the projectsuccess.

Inputs

CLICK HERE TO VIEW INPUTS

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Identify Stakeholders


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Tools and Techniques

Stakeholder Analysis

Expert Judgment

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Identify Stakeholders Cont


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Stakeholder Register

StakeholderManagement Strategy

Outputs

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Identify Stakeholders Cont


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Plan Communications

This is the process ofdetermining the project stakeholder

information needs and defining a communicationapproach.

Inputs

Stakeholder RegisterStakeholder Management

StrategyEnterprise Environmental

FactorsOrganizational Process

Assets

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Tool and Techniques

CommunicationRequirements Analysis

CommunicationTechnologyCommunication Model

CommunicationMethods

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Plan Communications Cont


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Outputs

CommunicationsManagement Plan

Project DocumentsUpdates

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Plan Communications Cont


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You are managing a project with five people on the team, plus

one additional stakeholder

the sponsor. Draw in all the lines ofcommunication on this picture.

Using the formula n(n-1)/2, how many lines will you add if 2more team members and 2 more stakeholders join?

See Work Session Solution.

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Work Session


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Distribute information the process of makinginformation available to project stakeholders asplanned.

Inputs

CLICK HERE TO VIEWINPUTS

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Distribute Information


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CLICK HERE TO VIEWTOOLS & TECHNIQUES


Distribute Information Cont


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Outputs

ORGANIZATIONAL PROCESSASSETS UPDATES

Distribute Information Cont


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Manage Stakeholder Expectations

The process of communicating and working withstakeholders to meet their needs and addressingissues as they occur.

Inputs

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Stakeholder RegisterStakeholder Management

StrategyProject Management Plan

view other inputs


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CLICK HERE TO VIEW TOOLSAND TECHNIQUES

Manage Stakeholder Expectations Cont


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Outputs

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Manage Stakeholder Expectations Cont

CLICK HERE TO VIEWOUTPUTS


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Report Performance

This is the process of collecting and distributingperformance information, including statusreports,progress measurements, andforecasts.

Inputs

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Project Management PlanWork Performance Information

view remaining inputs


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Variance AnalysisForecasting Methods

view remaining Tools &Techniques

Report Performance Cont


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Outputs

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Report Performance Cont

Performance Reportsview sample report

view remaining Outputs


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Review Questions

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Project Charter - this can provide information about internal andexternal stakeholders involved in and affected by the project, e.g.,sponsor, team members, customers, etc.

Procurement Documents parties involved in projects that result

from procurement activity orcontract are key project stakeholders,this includes suppliers and sub-contractors.

Enterprise Environmental Factorsfactors that can influence thisprocess include; Organizational Culture and Structure, andGovernmentalorIndustry Standards.

Organizational Process Assets process assets that can influencethis process are; Lessons learnedfrom past projects, stakeholderregister templates, andstakeholder registerfrom past projects.

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Identify Stakeholders - Inputs


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Stakeholder Analysis this is a process of methodically gathering, and analyzingquantitative and qualitative information to determine whose interest should be consideredduring the project.

Stakeholder Analysis involves the following Steps:

Step 1: Identify project stakeholders andrelevant information, e.g., roles, interests, departments,expectations, knowledge levels, and influence (other stakeholders could be identified throughinterviewing)

Step 2: identify thepotential impact orsupport each stakeholder could generate, and classify themso as to define an approach strategy.

Step 3: Assess possible key stakeholders reaction or response in various situations, inorder to plan how to influence them to enhance their support.

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Identify Stakeholders Tools & Techniques

Power/Interest Grid with Stakeholders

Other Classification Models include:

Power/Interest grid - based on authority and interest

Power/Influence grid based on authority andinfluence

Influence/Impact grid based on active involvement

and impact

Salience Model - based on ability to impose their willand urgency (need for immediate attention)


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Expert Judgment - judgment and expertise should be sought from

groups or individuals with specialized training or knowledge onsubjects areas like:

Identified key stakeholders

Senior management

Project managers who have experience on similar project areas

Subject matter experts

Professional and technical associations

Industry groups and consultants

Other units with the organization

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Identify Stakeholders Tools & Techniques


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Stakeholder Register this is the main output of theprocess and it contains the following:

Identification Information Name, Position, Location, Role in project,Contact Information

Assessment Major Requirements, Expectations, Likely Inf luence in the project

Stakeholder Classification Internal/External, Supporter/Neutral/Resistor,etc.

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Identify Stakeholders Outputs


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Stakeholder Management Strategy this defines anapproach to increase support and minimize negativeimpacts of stakeholders throughout the project life cycle.

It can be represented by a stakeholder analysis matrix.

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Identify Stakeholders Outputs

Stakeholder Stakeholder Interest Assessment ofImpact

Strategies forGainingSupport/ReducingObstacles


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Enterprise Environmental Factors Communication must beadapted to the project environment; hence, all enterpriseenvironmental factors are relevant inputs to the process.

Organizational Process Assets Lessons learned and historicalinformation are very crucial inputs to this process, as they provideinsight into past project decisions.

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Plan Communications - Input


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Communication Requirements Analysis this determines theinformation needs of the project stakeholders, by combining the typeandformat of information needed and thevalue of the information.

The Project Manager also determines the number of potential

communication channels or paths as an indicator of the complexityof a projects communications.

Communication Channels is n(n-1)/2, where n is the number ofstakeholders, e.g., a project with 10 stakeholders has 10(10-1)/2 =45

potential channels.

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Plan Communications Tools & Techniques


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Communication Technology this is the method used among

stakeholders to transfer information, e.g., brief conversations,extended meetings, written documents (schedules and onlinedatabases etc)

Factors that affect project are :

Urgency of the need for information availability offrequently updated

information

Availability of Technology do the intended stakeholders have access to aselected communications technology

Expected Project Staffing compatibility of communication systems withproject participants expertise

Duration of the Project is the available technology likely to change beforethe project is over?

Project Environment are team member meetings and operations face-to-faceor virtual?

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Communication Models basic model of communication that shows

how information is sent and received between two parties (sender andreceiver).

Components of the model are:

Encode translation of thoughts or ideas into a language understood by

others.

Message and Feedback-message the output of encoding.

Medium method used to convey the message.

Noise interference with transmission and comprehension of the message, e.g.,distance, unfamiliar technology, etc.)

Decode translation of message back into meaningful thoughts and ideas.


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Communication Methods communication methods can be broadly

classified into:

Interactive Communication between two or more parties performing amultidirectional exchange of information.

Push Communication sent to specific recipients who need to know the

information; it includes letters, memos, reports, emails, voice mails, faxes, pressreleases etc.

Pull Communication for very large volume of information, or for very largeaudiences; the method includes, intranet sites, e-learning, and knowledgerepositories etc.


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Plan Communications Output Communications Management Plan is a subsidiary of the project

management plan, can be formal or informal, highly detailed or

broadly framed. The Communications Management Plan includes the following: Information to be communicated, Stakeholder communication requirement, Reasons for the information distribution, Time frame and frequency of distribution, Person responsible for communicating the information,

Person responsible for authorizing release of confidential information, Person or group who will receive information Technologies or methods of conveying information Resources allocated for communication activities, Escalation process, Methods for updating plan, Glossary of common terminology

Flow charts of the information f low in the project, and Communication constraints, e.g., regulations, technology, and organizational policies.

Project Document Updates project schedule, stakeholder register, andstakeholder management strategy are documents that may be updated.


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Lines for 7 people = 7 x (7 1)/2 = (7 x 6)/2 = 21

If 2 more team members and 2 more stakeholdersjoin:

Lines for 11 people = 11 x (11 1)/2 = (11 x 10)/2 = 55

The number of lines added = lines for 11 people lines

for 7 people

= 55 -21 = 34

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Work Session Solution


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Project Management Plan contains the

communications management plan.

Performance Reports are used to distribute projectperformance and status information. They should becurrent andprecise.

Organizational Process Assets include:

policies, procedures, and guidelines pertaining to informationdistribution

Templates, and

Historical Information and lessons learned

Distribute Information - Inputs


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Communication Methods- like video and audio conferences,computer chats, individual and group meetings etc.

Information Distribution Tools including the following:

Manual filing system, hard-copy document distribution, press releases, and

shared-access electronic databases

Electronic tools like web interfaces, scheduling and PM software, virtual officesupport software, portals, collaborative work management tools, and

Electronic communication and conferencing tools, like telephone, e-mail, fax,voice mail, video and web conferencing, websites and web publishing tools.

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Distribute Information Tools & techniques


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Organizational Process Assets Updates include:

Stakeholder Notifications stakeholders receive information aboutapproved changes, resolved issues, and general project status.

Project Reports formal and informal project reports describing status,lessons learned, issue logs, closure reports, and outputs from knowledgeareas.

Project Presentations formal or informal presentation of information tostakeholders.

Project Records including memos, meeting minutes, correspondences,and other document describing the project.

Feedback from Stakeholders concerning project operations can be usedto modify or improve future project performance.

Lessons Learned Documentation including causes of issues, reasoningbehind corrective actions taken, etc.

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Distribute Information Output


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Issue Log or Action Log - is used to document and monitor theresolution of issues. Issues are stated and categorized based onurgency andpotentialimpact.

Change Log is used to document change that occurs during aproject. The changes and their impact to the project in terms oftime,cost, and risk, must be communicated to the appropriate

stakeholders.

Organizational Process Assets include the following:

Issue management procedure,

Organizational communication requirements,

Change control procedures, and

Historical information about past projects.

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Manage Stakeholder Expectations Inputs


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Communications Methods identified for each stakeholder in thecommunications management plan, and are utilized duringstakeholder management.

Interpersonal Skills examples include:

Resolving Conflict,

Building trust,

Active listening, and

Overcoming resistance to change

Management Skills include the following:

Negotiating,

Presentation skills,

Public speaking, and

Writing skills

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Manage Stakeholder Expectations Tools & Techniques


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Organizational Process Assets Updates include the following:

Reasoning behind corrective actions, Causes of issues, and

Lessons learned from managing stakeholder expectations

Change requests may result to the product or project due to thisprocess, this may also include corrective or preventive actions.

Project Management Plan Updates include communicationsmanagement plan.

Project Document Updates include updates to:

Stakeholder Management Strategy

Stakeholder Register

Issue Log

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Manage Stakeholder Expectations Outputs

R t P f I t


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Report Performance - Inputs

Project Management Plan provides information on

project baselines. Performance measurement baseline isan approved plan for project work, to which projectexecution is compared, and deviations are measuredfor management control.

Work Performance Information from project activitiesis collected on performance results like:

Schedule Progress

Deliverable status, and

Costs incurred.

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R t P f I t


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Work Performance Measurements used to generate

project activity metrics to evaluate actual progresscompared to planned progress. These include thefollowing:

planned versus actual schedule performance

Planned versus actual cost performance, and

Planned versus actual technical performance.

Budget Forecast information from the Control Costprocess gives information on additional funds requiredfor the remaining work, as well as estimates for thecompletion of total project work.

Organizational Process Assets for Report Performanceprocess include: Report Templates, Policies and proceduresdefining measures to be used, and Defined variance limits.

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Report Performance - Inputs

f l & h


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Variance Analysis is an after-the-fact evaluation of

what caused a difference between the baseline and theactual performance. Typical steps of Variance Analysisare:

Verify the quality of information collected to ensure it is complete,

consistent with past data and credible for comparison

Determine variances, comparing the actual information with theproject baseline and noting all differences

Determine the impact of the variances in the project cost andschedule as well as in other project areas.

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Report Performance Tools & Techniques

f l & h i


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Forecasting Methods is the process of predicting future

project performance based on the actual performance to date. Categories of forecasting:

Time series methods historical data is used as the basis forestimating future outcomes, e.g., earned value, moving average,extrapolation, linear prediction, trend estimation, and growth curve.

Causal/econometric methods assumption that it is possible to identifythe underlying factorinfluencing avariable, e.g., sales of umbrella mightbe associated with weather conditions.

Judgmental methods incorporate intuitive judgments, probabilityestimates, andopinions, e.g., surveys, Delphi method, scenario building,technology forecasting, and forecast by analogy.

Other methods are simulation, and ensemble forecasting.

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R P f T l & T h i


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Communication Methods

like status reviewmeetings can be used to evaluate information aboutprojectperformance andprogress.

Reporting Systems

provide a standard tool for theproject manager to capture, store, and distributeinformation to stakeholders about schedule progress,cost, andperformance.

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R P f O


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Performance Reports organize and summarize

information gathered, and present the results of anyanalysis as compared to the performance measurementbaseline.

Reports may include:

Current status of risks and issues

Analysis of past performance

Work completed during reporting period

Work to be completed during the next reporting period

Summary of changes approved in the period

Results of variance analysis

Forecasted project completion, and

Other relevant information

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Report Performance Outputs


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Performance Report Sample

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R t P f O t t


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Organizational Process Assets Updates include

report formats and lessons learneddocumentation(causes of issues, reasoning behind corrective actionstaken etc).

Change Requests may be generated, and they are

processed through Perform Integrated ChangeControlprocess as follows:

Recommended corrective actions are changes that bringexpected future performance in alignment withproject

management plan, andRecommended preventive actions can reduce

probability ofincurring future negative performance.

Report Performance Outputs

Project Communications Management.ppt

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