communications management presented by project masters inc

Communications Management

Presented by Project Masters Inc.

©2015 Project Masters, Inc. 2

Project Communications Management

Chapter Objectives/Topics

• Define Project Communications Management• Define and Discuss the Project Communications

Management processes– Plan Communications Management– Manage Communications– Control Communications

• Describe the general communications skills in which the Project Manager must be conversant



Review Chapter Objectives/Topics

• List suggested project communications documents• Define Project Management Communications System

(PMCS)• Define Project Management Information System

(PMIS)• Describe a well-run project team meeting



• The processes that are required to ensure timely and appropriate planning, collection, creation, distribution, storage, retrieval, management, control, monitoring, and the ultimate disposition of project information

(The PMBOK® Guide: Fifth Edition)



• These processes provide the critical links among people and information that are necessary for successful communications.• Remember the Project Manager spends most

of his/her time, approximately 85 to 90%, communicating with team members and other stakeholders.


Project Communications Management Overview

10.1 Plan Communications Management

10.2 Manage Communications

.1 Inputs .1 Communications management plan .2 Work performance reports .3 Enterprise environmental factors .4 Organizational process assets

.2 Tools & Techniques .1 Communication technology .2 Communication models .3 Communication methods .4 Information management systems .5 Performance reporting

.3 Outputs .1 Project communications .2 Project management plan updates .3 Project documents updates .4 Organizational process assets updates

.1 Inputs .1 Project management plan .2 Stakeholder register .3 Enterprise environmental factors .4 Organizational process assets

.2 Tools & Techniques .1 Communication requirements analysis .2 Communication technology .3 Communication models .4 Communication methods .5 Meetings

.3 Outputs .1 Communication management plan .2 Project documents updates

10.3 Control Communications

.1 Inputs .1 Project management plan .2 Project communications .3 Issue log .4 Work performance data .5 Organizational process assets

.2 Tools & Techniques .1 Information management systems .2 Expert judgment .3 Meetings

.3 Outputs .1 Work performance information .2 Change requests .3 Project management plan updates .4 Project documents updates .5 Organizational process assets updates

Figure 10-1. Project Communications Management Overview

Initiating

Planning

Executing

Monitoring & Controlling

Close-out


Communicating has many dimensions such as

• Written and oral• Internal (within the project)• External (to the customer, the media, the public, other

projects, vendors, etc.)• Formal (reports, briefings, memos, etc.)• Informal (emails, ad hoc conversations, etc.)• Vertical (up and down the organization)• Horizontal (with peers)• Verbal and Non-verbal (body language)


Project and Management Communication Similarities

• Listening• Questioning• Educating• Fact-finding• Setting/managing expectations• Persuading• Negotiating• Resolving conflict• Motivating and Coaching


Project Communication Involves

• Sender-Receiver Models– Feedback loops; Barriers to communications

• Choice of MediaWhen to communicate in writing versus when to communicate orally, when to write an informal memo versus when to write a formal report


Plan Communications Management



• The process of developing an appropriate approach and plan for project communications based on stakeholder’s information needs and requirements, and available organizational assets.


• The key benefit of this process is that it identifies and documents the approach to communicate most effectively and efficiently with stakeholders.




• Who needs what information?• Who is authorized to access that information?• What information do they need?• When do they need the information?• How much information do they need?• How will the information be delivered to them?• Do time zone, language barriers, and/or cross-cultural

considerations need to be taken into account?


Plan Communications Management Process

• Effective communications means that the information is provided in the:– Correct format– Appropriate time– Appropriate tone


Plan Communications ManagementInputs

1. Project Management Plan2. Stakeholder Register3. Enterprise Environmental Factors4. Organizational Process Assets

– Lessons Learned– Historical Information


Plan Communications ManagementTools and Techniques

1. Communications Requirements Analysis– Information Needs– Number of Communication Channels

CC = n(n-1) 2

– Analyze organization charts, disciplines, departments, internal/external information needs, information from the stakeholder register



2. Communication Technology– Urgency of the need for information– Availability of technology– Ease of use

· Is the team trained?– Project environment

· Face-to-face/virtual– Sensitivity and confidentiality of the information



3. Communications Models– The message originates with a

Source/Sender.– The message is encoded or translated into

signals/language by the sender.– The message is then sent by the sender using

communication channels (medium)– Noise can compromise the transmission– The message is decoded/translated by the receiver back

into meaningful thoughts/ideas.



3. Communications Models (Cont’d)– Upon receipt of the message the receiver may

signal receipt of the message – does not necessarily mean the message is understood or accepted.

– When the receiver has decoded and understood the message, feedback/response is then transmitted to the sender.


The Basic Communications Model

Flow

Sender

Encode

Decode

Decode

EncodeReceiverNOISE

Message - Medium

Feedback - Message

Channel


The Basic Communications Process

• This model, fairly accurately represents the syntactic aspects of message transmission. In other words, it shows how the message gets from the sender to the receiver and also shows the feedback message from the receiver to the original sender.



• Human-to-human communication also involves a semantic component.



• The semantic component of communication has to do with whether or not the message that has been sent and received is understood by the receiver in the manner intended by the sender.



• That the message is received intact, does not guarantee that the receiver truly understands the message in the way that was intended.


Factors That Cause Miscommunication

A. Perception barriersPerception Barriers occur when individuals understand the same message in different ways.

B. Personality and interestsPersonality and interests, such as an individual’s likes and dislikes can also affect communications.

C. Attitudes, emotions, and prejudicesAttitudes, emotions, and prejudices can distort our interpretation of messages.



4. Communications Methods – Interactive communication

· Between two or more parties· Most efficient for common understanding· Meetings, phone calls, video conferencing

– Push communications· Sent to specific recipients who need to know· Doesn‘t guarantee it reached them or was understood· Letters, memos, emails, faxes, etc.



4. Communications Methods (Cont’d) – Pull communication

· Large volumes of information or audiences

· E-learning, intranet sites, knowledge repositories

5. Meetings


Plan Communications ManagementOutputs

1. Communications Management PlanThis plan is part of, or is referenced in, the Project Management Plan.

· The Communications Management Plan contains the following information– Stakeholder communications requirements– Information to be communicated, including format,

content, and level of detail– Time frame and frequency for the distribution of required

information– Person responsible for communicating the information– Person responsible for authorizing the release of

confidential information



1. Communications Management Plan (Cont’d)· The Communications Management Plan contains the following

information– Person or groups who will receive the information– Methods or technologies used to convey the information,

such as memoranda– Resources allocated for communication activities, including

time and budget– E-mail, and/or press releases– Glossary of common terminology– Constraints usually derived from specific legislation or

regulation, technology, and organizational policies



1. Communications Management Plan (Cont’d)· The Communications Management Plan provides the

following information– Escalation process

Identifying time frames and the management chain for escalation of issues that cannot be resolved at a lower staff level

– Flow charts of the information flow of the project, list of reports, and meeting plans, etc.

– Method for updating and refining the communications management plan as the project progresses and develops



2. Project Documents (updates)· Schedule· Stakeholder register· Stakeholder management strategy


Manage Communications



• The process of creating, collecting, distributing, storing, retrieving, and ultimate disposition of project information in accordance to the communications management plan.


• The key benefit of this process is that it enables an efficient and effective communications flow between project stakeholders.




The process includes the utilization of one, or more of the following techniques1. Sender/Receiver Models

– Feedback loops, barriers2. Choice of Media

– Written vs. orally, informal vs. formal memo3. Writing Style

– Active vs. passive voice, etc.4. Meeting Management Techniques

– Agenda, dealing with conflict5. Presentation Techniques

– Body Language, visual aids6. Facilitation Techniques

– Building consensus7. Listening Techniques

– Acknowledging, clarifying, removing comprehension barriers


Manage CommunicationsInputs

1. Communications Management Plan2. Work Performance Reports

– Forecasts· ETC or EAC

– Earned value reporting· SV, CV, SPI, and CPI

3. Enterprise Environmental Factors– Organizational Culture and structure– Government or industry standards and regulations– Project Management information systems


Manage CommunicationsInputs

4. Organizational Process Assets– Communications management policies,

procedures, processes, and guidelines– Templates– Lessons learned, historical information


Manage CommunicationsTools and Techniques

1. Communications Technology2. Communication Models3. Communications Methods

– Individual/group meetings– Video/audio conference

4. Information Management Systems– Hard copy, manual filing systems, press releases – Electronic communication management: conferencing tools, email,

fax, voice mail, telephone, etc.– Electronic project management tools, web based scheduling tools,

project management software, etc.


Manage CommunicationsTools and Techniques

5. Performance Reporting– Analysis of past project performance– Project forecasts (time and cost)– Current status of risks and issues– Work completed and to be completed in next

period– Summary of changes approved in the period– Other relevant project information


Manage CommunicationsOutputs

1. Project Communications· Urgency and impact of the message· Delivery method· Level of confidentiality

2. Project Management Plan Updates3. Project Documents Updates

· Issue log, Schedule, budget


Manage CommunicationsOutputs

4. Organizational Process Assets Updates– Stakeholder notifications– Project reports– Project presentations– Project records– Feedback from stakeholders– Lessons learned documentation


Lessons Learned

• Lessons Learned focuses on identifying project successes/failures, and includes recommendations for improving future performance on projects. Some examples of information gained from lessons learned are as follows:– Input to the knowledge management system– Updated corporate policies, procedures, processes– Overall product and service improvements– Updates to the risk management plan


Control Communications


Control Communications

• The process of monitoring and controlling of communications throughout the entire project life cycle to ensure the information needs of the project stakeholders are met.


• The key benefit of this process is that it ensures an optimal information flow among all communication participants, at any moment in time.



Control CommunicationsInputs

1. Project Management Plan– Stakeholder communication requirements– Reason for distribution of the information– Timeframe and frequency for the distribution– Individual or group responsible for communication of

the information– Individual or group receiving the information

2. Project Communications– Deliverable status, Schedule progress and costs incurred


Control CommunicationsInputs

3. Issue Log4. Work Performance Data5. Organizational Process Assets

– Report templates– Policies, standards, and procedures that define

communications– Specific communication technologies available– Allowed communication media– Record retention policies– Security requirements


Control CommunicationsTools and Techniques

1. Information Management Systems– Standard tool set that the project manager

can use to capture, store, and distribute information to the stakeholders about the project’s costs, schedule progress, and performance

2. Expert Judgment3. Meetings


Control CommunicationsOutputs

1. Work Performance Information2. Change Requests

– New or revised cost and/ schedule estimates– Adjustments to the project management plan

and documents– Recommended corrective actions– Recommended preventive actions

3. Project Management Plan Updates


Control CommunicationsOutputs

4. Project Documents Updates– Forecasts– Performance Reports– Issue Log

5. Organizational Process Assets Updates– Lesson Learned


Project Communications Documentation

A General Discussion


Suggested Project Communications Documentation

• Documentation plays a key role in the Project Communications Management Process• Documents constitute many of the inputs as

well as outputs of the Subsystems utilized by the Project Communications Management System as conceptualized by


Project Communications Documentation

• For any given Project Plan, decisions must be made regarding which particular components of the Core Project Plan – as well as which Supplemental Documents and Plans – will be included.• Not all Project Plans will require each and every

subdocument. Each organization must determine the particular documentation requirements pertinent to the types of projects that the particular organization undertakes.


Questions to AskTo Establish Project Reporting Requirements

• What types of reports will be required?• With what frequency will they be required?• What level of detail should the various

reports provide?


Project Management Needs Three Categories of Reports

• Routine Reports• Exception Reports• Special Analysis Reports


Possible Reports

• Project summary• Top level activities• Critical activities• Milestone• Un-started activities• Activities starting soon• Activities in progress• Completed activities• Should have started activities• Slipping activities• Cash flow

• Project budget• Over budget activities• Over budget resources• Earned Value• Who does what• Who does what when• To do lists• Over allocated resources• Activity usage• Resource usage


Other Communication Formats

• Meetings• Telephone conference calls• E-mail communications• Intra-Net or Inter-Net communications

systems• Tele-Video Conferencing Systems


Project Reporting Requirements

Project Reporting Requirements should not be so extensive as to create a burden for the Project Stakeholders; however, they should be developed with both short-term and long-term informational needs and uses in mind.


Project Management Information System (PMIS) Tools

• Word Processor Applications• Spreadsheet Applications• Database Applications• Project Management Applications• Statistical Analysis Applications• Capturing and Processing Subsystems

– Checklists, Forms, Report Formats, Analysis Tools, Sign-off Sheets


The Project Management Communications System (PMCS)

• Electronic Mail• Intranet and internet Systems• Meetings• Telephone Calls• Video-Teleconferencing• On-Site Inspections


Monitoring the Project Communications System

• Is all the information needed to keep the project on-track being captured?• Is this information being analyzed on a timely basis?• Are the outputs from the analyses useable by the

various groups and individuals who need them for decision-making purposes?• Are project-control decisions being made on a timely

basis?


Improving The Communications Process

• Think through what needs to be accomplished• Determine how the message will be

communicated• Take steps to appeal to the interests of those to

whom the message is directed• Get feedback with regard to what the receiver

has understood your message to be



• Provide feedback with respect to what is being communicated to you. • Assess the effectiveness of your

communication by observing others’ abilities to carry out your instructions.• Establish multiple communications channels.• Develop sensitivity to body language



• Communicate at the right time and place• Reinforce words with actions - be a model• Use simple, concise language• Use redundancy (say the same thing in

different ways)• Listen


Project Team Meetings

• Project Team Meetings are an extremely important component of the Project Communications Process. • These meetings can easily become a source of

contention if they are not handled in a professional, efficient and effective manner • It is the Project Manager’s responsibility to ensure

that Project Team Meetings are conducted in an appropriate manner.



• Meetings should be started and ended on time• Only hold meetings if it is clear that

something worthwhile will be accomplished• All meetings should have an agenda• Come to the meeting fully prepared



• Require participants to show up with appropriate reports and other information.• Conduct one piece of business at a time.• Each Project Team Member should be

encouraged to contribute in his or her own way.• Seek Project Team Members’ opinions



When decisions must be made, clearly state what the decision is that must be made• Test the group’s readiness to make the

decision• Make the decision• Test the group’s commitment to the decision• Assign roles and responsibilities



• Establish follow-up dates• Communicate the next step(s) for the group• Set the time and place for the next meeting• Record and distribute minutes for every

meeting


Factors That Can Lead to Unsuccessful Meetings:

• Superior subordinate relationships (i.e., ‑pecking orders), can inhibit creativity• Criticism and ridicule can inhibit spontaneity• Pecking orders can negatively impact

teamwork• Ridicule of unconventional ideas can lead to

loss of opportunities



• Domination of meetings by upper level ‑management can lead to employee apathy• Holding meetings at an inappropriate time

and / or place can lead to resistance to participation• Failure to notify personnel of meeting times

and subject matter, in advance, causes resentment



• The Project Manager should take all possible steps to prevent these communication-inhibitors from occurring.



Chapter Objectives/Topics

• Define Project Communications Management• Define and Discuss the Project Communications Management

processes– Plan Communications Management– Manage Communications– Control Communications

• Describe the general communications skills in which the Project Manager must be conversant



Review Chapter Objectives/Topics

• List suggested project communications documents• Define Project Management Communications System

(PMCS)• Define Project Management Information System

(PMIS)• Describe suggestions to enhance project team

meetings


Chapter 10 – Communications Management Practice Exam

• Turn to Page 397 in the “All in One” Text Book

• Take the 20 Question Exam


Practice Exam Answers

1) D. Distance2) C. The communications management plan3) D. Lessons learned from previous projects4) B. 4965) C. 60



6) A. The project sponsor7) D. Team members in different geographical locales8) D. RACI charts9) A. Paralingual10) C. Exception Report



11) A. Noise12) B. Allow project meetings to last as long as needed.13) A. Greater than 50 percent14) C. Throughout the project life cycle15) D. To help future project teams complete their projects more accurately



16) C. 19017) C. Labor issues18) D. Transmitting19) D The communications between the customer and George can convey the project objectives more clearly than can the language in the project contract.20) A. The transfer of knowledge

communications management presented by project masters inc

Documents

project manager

edition2015 project

conversant2015 project

successful communications

wellrun project team

general communications

stakeholders information

pmbok guide