communication management v3

7/28/2019 Communication Management v3

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PROJECT COMMUNICATIONS

MANAGEMENT

P11 PMP PREP PROGRAM

Presenter: Leo Flores, PMP

Date: February 26, 2008



Develop

Project

Charter

Dev. Project

Scope

Statement

Initiating

Controlling

Contract

Administration

Risk

Monitoring

& Control

Manage

Stakeholders

Performance

Reporting

ManageProject

Team

PerformQuality

Control

Cost

Control

Integrated

Change

Control

M&C

Project

Work

Schedule

Control

Scope

Control

Scope

Verification

Close

Project

Contract

Closure

Closing

Risk

Management

Planning

Create

WBS

Develop

Project Mgmt.

Plan

Scope

Definition

Scope

Planning

Activity

Resource

Estimating

Activity

Definition

Activity

Duration

Estimating

Activity

Sequencing

Schedule

Development

RiskIdentification

Qualitative

Risk

Analysis

Quantitative

Risk

Analysis

Cost

Estimating

CostBudgeting

Human

Resource

Planning

Plan

Purchases

Acquisitions

Quality

Planning

Commun.Planning

Plan

Contracting

Risk

Response

Planning

Planning

Direct& Manage

Project Exec.

Perform

Quality

Assurance

Acquire

Project

Team

Develop

Project

Team

Request

Seller

Responses

Information

Distribution

Select

Sellers

Executing

2Chapter 10 - Communications Management



PM Processes to PM Process Groups to

Knowledge Areas

3

PMBOK, Chapter 3, Table 3-45, Page 70, Mapping of the PM Processes to the

PM Process Groups and the Knowledge Areas

Knowledge Area

Processes

Project Management Process Groups

Initiating

Process

Group

Planning

Process

Group

Executing

Process

Group

Monitoring &

Controlling

Process

Group

Closing

Process

Group

4. Project Management Integration

5. Project Scope Management

6. Project Time Management

7. Project Cost Management

8. Project Quality Management

9. Project Human Resource Mgmt

10. Project Communications Mgmt

11. Project Risk Management

12. Project Procurement Management



Definition: Project Communications Management

Is the Knowledge Area that employsthe processes required to ensuretimely and appropriate generation,collection, distribution, storage,retrieval, and ultimate disposition of the project information.

Chapter 10 - Communications Management 4



Communications Management


Processes Inputs Tools & Techniques Outputs

CommunicationsPlanning

Enterprise Environmental FactorsOrganization Process AssetsProject Scope StatementProject Management Plan- Constraints- Assumptions

Communications RequirementsAnalysis

Communications Technology

Communications ManagementPlan

Information

Distribution

Communications ManagementPlan

Communications SkillsInformation Gathering and

Retrieval SystemsLessons Learned Process

Organization Process Assets – updates

Requested Changes

PerformanceReporting

Work Performance InformationPerformance MeasurementsForecasted CompletionQuality Control MeasurementsProject Management Plan- Performance Management

BaselineApproved Change RequestsDeliverables

Information Presentation ToolsPerformance Information

Gathering and CompilationStatus review MeetingsTime Reporting SystemsCost Reporting Systems

Performance ReportsForecastsRequested ChangesRecommended Corrective

ActionsOrganization Process Assets –

updates

Manage Stakeholders Communication ManagementPlanOrganization Process Assets

Communications MethodsIssue Logs

Resolved IssuesApproved Change RequestsApproved Corrective ActionsOrganization Process Assets –

updatesProject Management Plan -

updates



Communications Exam Tips

1. Effective Communications

● Nonverbal

● Paralingual

● Feedback

2. Effective Listening● Feedback

● Active Listening

● Paralingual

3. Control of Communications

4. Communications Technology

5. Meetings

6. Communications Channels

RMC Prep 5th Edition, p. 304-308




“Do you understand what I have just explained?” is anexample of …

Communications Question #1

A. Paralingual

B. Verbal

C. Nonverbal

D. Feedback




Which of the following is not a standard rule for meetings thatyou wouldn’t want to do?


A. Document and publish meeting minutes

B. Chair and lead the meeting

C. Have a purpose for each meeting

D. Develop the agenda during the meeting




Communications Planning

Tools and Techniques –

Communications Technology

Communications Requirements Analysis





Communication Channels

N (N - 1)

2

Where N is the number

of stakeholder



Your team has 5 members, and another team has 7 members,how many more communications channels do they potentiallyhave?


A. 2

B. 10

C. 11

D. 15




Communications Planning

Who

• Person(s)

• Internal

• External

What

• Reports

• Memos

• Documents• Presentations

Why

• Status

• Emergencies

How

• Medium

• Format

When

• Frequency

RMC Prep 5th Edition, p. 308-309PMBOK 3rd Edition, p. 227-228

Output – Communications Management Plan




The communications plan is included as a subset of the…


A. Project Charter

B. Scope Document

C. Project Management Plan

D. Lessons learned plan




Which of the following will not need to be updated if changeswere updated to the communications management plan?


A. Project Charter

B. Project Management Plan

C. Work Breakdown Structure

D. Schedule Management Plan




Communication Planning

Formal

Written

•Complexproblems

•Plans

•Over longdistances

Verbal

•Presentations

•Speeches

Informal

Written

•Memos

•Emails

•Notes

Verbal

•Meetings

•Conversations

RMC Prep 5th Edition, p. 229PMBOK 3rd Edition, p. 305

Information Distribution Methods




Clarifying a work package would be best done with what typeof communication?


A. Informal Written

B. Informal Verbal

C. Formal Verbal

D. Formal Written




Receiver Sender

Encode Decode

Decode Encode

RMC Prep 5th Edition, p. 304-305 / PMBOK 3rd Edition, p. 223-224

Information Distribution

Tools & Techniques – Communication Model


Medium

Message Noise

Noise Message



A response to the message means..


A. The sender signals delivery of the message, but notnecessarily agreement with the message

B. The receiver has encoded, understands, and is sending themessage

C. The receiver signals receipt of the message, but notnecessarily agreement with the message

D. The receiver has decoded, understands, and is replying tothe message





Lessons

Learned

Process

Technical

ManagerialProcess

RMC Prep 5th Edition,p. 310-311

PMBOK 3rd Edition,p. 230-231

Tools & Techniques – 1. Communications Skills2. Information Gathering and Retrieval

Systems3. Lessons Learned Process




Which of the statements is not true regarding lessons learnedmeetings?


A. They should always be the same duration

B. They should include technical, managerial and processrelated aspects of the project

C. The focus of lessons learned may vary

D. They can provide future teams with information to improvethe effectiveness and efficiency of project management




Lessons learnedfrom Organizational

Process Assets

Current ProjectProject Lessons

Learned

Other Current

Projects

Company

Organizational

Process Assets



Output – 1. Requested Changes2. Organization Process Assets updates




Which of the following statements is true?


A. Lessons learned can be never be part of a process input

B. A post-mortem should only occur at the end of a project

C. Lessons learned should only focus on aspects of managingthe project

D. A project cannot be considered complete until lessons

learned are completed




Performance Reporting

•Based on work performance information from project execution

Forecasts

•Processed through integrated change control process

Requested Changes

•To align project back with the original project plan

Recommended Corrective Actions

•Lessons learned, becoming part of the historical database for the project/performing organization

Organizational Process Assets (updates)


Outputs




Performance Reporting

•Based on work performance information from project execution

Forecasts

•Processed through integrated change control process

Requested Changes

•To align project back with the original project plan

Recommended Corrective Actions

•Lessons learned, becoming part of the historical database for the project

/performing organization

Organizational Process Assets (updates)

• Include bar charts, S-curves, histograms, and tables usually earned value.

Performance Reports


Outputs




Which of the following would not be an example of aperformance reporting?


A. Earned Value Analysis

B. Delphi Technique

C. Status Report

D. Lesson Learned




Manage Stakeholders

Manage Stakeholders

Resolved

Issues

Approved

ChangeRequests

Approved

Corrective

Actions

Organizational

Process Assets

Project

Management

Plan updates

RMC Prep 5th Edition, p. 312-313PMBOK 3rd Edition, p. 236

Outputs




Which of the following would be the best example of acommunication blocker?


A. Saying “you have an MBA, you figure it out”

B. Speaking in a mono-tone voice

C. Speaking softly

D. Communicating through a bad speaker phone




For additional information contact:

[email protected]

or your PMP Prep coach

P11 PMP Prep Program




Communications Management Answer Key

# Answer Reference

1 D Feedback RMC Prep 5th Edition, Pg.304

2 D Develop and agenda during the meeting RMC Prep 5th Edition, Pg.307

3 C 11 RMC Prep 5th Edition, Pg.307-308

4 C Project Management PlanPMBOK 3rd Edition, Pg. 227

5 A Project Charter PMBOK 3rd Edition, Pg. 228

6 D Formal Written RMC Prep 5th Edition, Pg.306

7 D The receiver has decoded, understands, and is replying to the message PMBOK 3rd Edition, Pg. 224

8 A They should always be the same duration PMBOK 3rd Edition, Pg. 230

9 D A project cannot be considered complete until lessons learned are completed RMC Prep 5th Edition, Pg.311

10 B Delphi Technique RMC Prep 5th Edition, Pg.311

11 A Saying “you have an MBA, you figure it out” RMC Prep 5th Edition. 312-313
