Project Communication

Management

Dr. Panos FITSILIS

(fitsilis@teilar.gr)

COMMUNICATION

2

What Is Communication?

• Communication

– The transfer and understanding of meaning.

• Transfer means the message was received in a form that can be interpreted

by the receiver.

• Understanding the message is not the same as the receiver agreeing with the

message.

– Interpersonal Communication

• Communication between two or more people

– Organizational Communication

• All the patterns, network, and systems of communications within an

organization

Four Functions of Communication

Functions of

Communication

Control Motivation

Emotional

Expression Information

Functions of Communication

• Control

– Formal and informal communications act to control

individuals’ behaviors in organizations.

• Motivation

– Communications clarify for employees what is to

done, how well they have done it, and what can be

done to improve performance.

Functions of Communication

(cont’d)

• Emotional Expression

– Social interaction in the form of work group

communications provides a way for employees to

express themselves.

• Information

– Individuals and work groups need information to

make decisions or to do their work.

Interpersonal Communication

• Message

– Source: sender’s intended meaning

• Encoding

– The message converted to symbolic form

• Channel

– The medium through which the message travels

• Decoding

– The receiver’s retranslation of the message

• Noise

– Disturbances that interfere with communications

Exhibit 11–1 The Interpersonal Communication Process

Distortions in Communications

• Message Encoding

– The effect of the skills, attitudes, and knowledge of the sender on the

process of encoding the message

– The social-cultural system of the sender

• The Message

– Symbols used to convey the message’s meaning

– The content of the message itself

– The choice of message format

– Noise interfering with the message

Distortions in Communications

(cont’d) • The Channel

– The sender’s choice of the appropriate channel or multiple channels for

conveying the message

• Receiver

– The effect of skills, attitudes, and knowledge of the receiver on the

process of decoding the message

– The social-cultural system of the receiver

• Feedback Loop

– Communication channel distortions affecting the return message from

receiver to sender

Interpersonal Communication

Methods • Face-to-face

• Telephone

• Group meetings

• Formal presentations

• Memos

• Traditional Mail

• Fax machines

• Employee publications

• Bulletin boards

• Audio- and videotapes

• Hotlines

• E-mail

• Computer conferencing

• Voice mail

• Teleconferences

• Videoconferences

Evaluating Communication

Methods

• Feedback

• Complexity capacity

• Breadth potential

• Confidentiality

• Encoding ease

• Decoding ease

• Time-space constraint

• Cost

• Interpersonal warmth

• Formality

• Scanability

• Time consumption

Exhibit 11–2 Comparison of Communication Methods

Note: Ratings are on a 1–5 scale where 1 = high and 5 = low. Consumption time refers to who controls the

reception of communication. S/R means the sender and receiver share control.

Interpersonal Communication

(cont’d) • Nonverbal Communication

– Communication that is transmitted without words.

• Sounds with specific meanings or warnings

• Images that control or encourage behaviors

• Situational behaviors that convey meanings

• Clothing and physical surroundings that imply status

– Body language: gestures, facial expressions, and other body movements

that convey meaning.

– Verbal intonation: emphasis that a speaker gives to certain words or

phrases that conveys meaning.

Interpersonal Communication Barriers

Defensiveness

National Culture Emotions

Information Overload

Interpersonal

Communication Language

Filtering

Barriers to Effective Interpersonal

Communication • Filtering

– The deliberate manipulation of information to make it appear

more favorable to the receiver.

• Emotions

– Disregarding rational and objective thinking processes and

substituting emotional judgments when interpreting messages.

• Information Overload

– Being confronted with a quantity of information that exceeds an

individual’s capacity to process it.

Barriers to Effective Interpersonal

Communication (cont’d) • Defensiveness

– When threatened, reacting in a way that reduces the ability to

achieve mutual understanding.

• Language

– The different meanings of and specialized ways (jargon) in

which senders use words can cause receivers to misinterpret

their messages.

• National Culture

– Culture influences the form, formality, openness, patterns and

use of information in communications.

Overcoming the Barriers to Effective

Interpersonal Communications

• Use Feedback

• Simplify Language

• Listen Actively

• Constrain Emotions

• Watch Nonverbal Cues

Exhibit 11–3 Active Listening Behaviors

Types of Organizational

Communication

• Formal Communication

– Communication that follows the official chain of command

or is part of the communication required to do one’s job.

• Informal Communication

– Communication that is not defined by the organization’s

hierarchy.

• Permits employees to satisfy their need for social interaction.

• Can improve an organization’s performance by creating faster and

more effective channels of communication.

Communication Flows

Lateral

Downwa r d

Upwa r d

Direction of Communication Flow

• Downward

– Communications that flow from managers to employees to

inform, direct, coordinate, and evaluate employees.

• Upward

– Communications that flow from employees up to managers

to keep them aware of employee needs and how things can

be improved to create a climate of trust and respect.

Direction of Communication Flow

(cont’d) • Lateral (Horizontal) Communication

– Communication that takes place among employees on

the same level in the organization to save time and

facilitate coordination.

• Diagonal Communication

– Communication that cuts across both work areas and

organizational levels in the interest of efficiency and

speed.

Types of Communication Networks

• Chain Network

• Communication flows according to the formal chain of

command, both upward and downward.

• Wheel Network

– All communication flows in and out through the group leader

(hub) to others in the group.

• All-Channel Network

– Communications flow freely among all members of the work

team.

Exhibit 11–4 Three Common Organizational Communication Networks and How They

Rate on Effectiveness Criteria

The Grapevine

• An informal organizational communication network

that is active in almost every organization.

– Provides a channel for issues not suitable for formal

communication channels.

– The impact of information passed along the grapevine can be

countered by open and honest communication with

employees.

PMI Project Communication

Management

27

Communications Management • This process is necessary to ensure timely and appropriate generation,

collection, dissemination, and storage of project information

29

Project stakeholder management

30

“Stakeholder management is critical to the

success of every project in every organization I

have ever worked with. By engaging the right

people in the right way in your project, you can

make a big difference to its success....”

- In its’ original use, Stakeholder would infer a person or group of persons having a stake or

share in something, predominantly, in the past, a financial stake or share

- In modern terms, particularly in the field of project management, this extends beyond purely

financial stakes and considers a wider remit of individuals and/or organisations having an

interest in the success of an organisation, association, partnership or project

- Stakeholders can be both internal (manager, employee, shareholder) and external

(government, community, investor, general public)

“Stakeholders are affected either directly or indirectly by the activities and achievements of an

organisation, association, partnership or project”

What is a Stakeholder?

- In the past, organisations often adopted a passive approach to informing Stakeholders of

recent developments, relying upon traditional communication methods such as newsletters,

printed publications and annual (general) meetings and frequently adopting a one-way

communication strategy

- Increasingly, organisations choose to more actively involve Stakeholders in the decision-

making process, particularly with regard to new developments or in relation to change

management, with the aim of encouraging and hopefully ensuring wider, more positive

acceptance of the project outcomes or results

“traditional, passive approaches to informing Stakeholders of decisions made,

need to make way for modern incorporative approaches”

Why Manage Stakeholders?

34

Relationship between stakeholders and project

“involve Stakeholders at all stages of your project”

When to Involve Stakeholders

Identification / Idea

… confirm needs with

Stakeholders

Design / Creation

… involve Stakeholders in

proposing relevant solutions

Implementation

… involve and inform

Stakeholders throughout

(research, testing, review)

Integration

… project success can be measured

through acceptance & active take-up of

results by Stakeholders

Stakeholder Analysis

• It is the technique used to identify the key

people who have to be won over.

• You then use Stakeholder Planning to build the

support that helps you succeed

Steps in Stakeholder Analysis..

• Identifying your stakeholders.

• Prioritizing your stakeholders

• Understanding your key stakeholders

After you created a stakeholder map, you can use the

stakeholder planning tool to plan

how you will communicate with each stakeholder.

Identifying your stakeholders

• The first step in your stakeholder analysis is to brainstorm who

your stakeholders are. As part of this, think of all the people who

are affected by your work, who have influence or power over it, or

have an interest in its successful or unsuccessful conclusion.

• For example:

– Project Owner

– Users

– Financial Controllers

– Project champion

“Stakeholders can be organisational, financial, sectoral, public or private”

MANAGEMENT

SENIOR EXECUTIVES;

SHAREHOLDERS

ORGANISATIONAL

EMPLOYEES;

COLLEAGUES

EDUCATIONAL

TEACHERS/TRAINERS;

STUDENTS/TRAINEES

COMMUNITY

REGION AUTHORITIES;

CCOMMUNITY BODIES

NATIONAL

GOVERNMENT;

POLITICIANS

FRONTLINE

CUSTOMERS;

CONTRACTORS

Stakeholder Map

SECTORAL

SECTOR ASSOCIATION;

IDUSTRY BODY

FINANCIAL

INVESTORS;

LENDERS

PROJECT

+++ positive

influence

--- negative

influence

• You may now have a long list of people and

organizations that are affected by your work.

Some of these may have the power either to

block or advance it. Some may be interested in

what you are doing, others may not care.

• Map out your stakeholders on a Power/Interest

Grid and classify them by their power over your

work and by their interest in your work.

Prioritize your stakeholders

• High power, interested people: these are the people you must fully engage with, and make the greatest efforts to satisfy.

• High power, less interested people: put enough work in with these people to keep them satisfied, but not so much that they become bored with your message.

• Low power, interested people: keep these people adequately informed, and talk to them to ensure that no major issues are arising. These people can often be very helpful with the detail of your project.

• Low power, less interested people: again, monitor these people, but do not bore them with excessive communication.

• You now need to know more about your key

stakeholders. You need to know how they are

likely to feel about and react to your project.

You also need to know how best to engage

them in your project and how best to

communicate with them.

Understanding your stakeholders

• What financial or emotional interest do they have in the outcome of your work? Is it positive or

negative?

• What motivates them most of all?

• What information do they want from you?

• How do they want to receive information from you? What is the best way of communicating your

message to them?

• What is their current opinion of your work? Is it based on good information?

• Who influences their opinions generally, and who influences their opinion of you? Do some of these

influencers therefore become important stakeholders in their own right?

• If they are not likely to be positive, what will win them around to support your project?

• If you don't think you will be able to win them around, how will you manage their opposition?

• Who else might be influenced by their opinions? Do these people become stakeholders in their own

right?

Key Questions?

• A very good way of answering these questions

is to talk to your stakeholders directly - people

are often quite open about their views, and

asking people's opinions is often the first step in

building a successful relationship with them.

Stakeholder Communication Worksheet

Name of

Stakeholder

Name of

Contact

Stakeholder

Type

Influence

Level

Interest

Level

Support

Level

Required

Action

Ministry of Labour A. Smith Government Medium Medium Orange MONITOR

(minimal effort)

Orientra Paul

Guest Sector Low High Red KEEP INFORMED

European

Commission

A. N.

Other Contractor High Medium Green

KEEP SATISFIED and

BUILD INTEREST

… … … … … … …

Use detail from Stakeholder

Mapping exercise

Use detail from Interest &

Influence Chart

Positive, Negative or

Neutral stance?

Project Reporting

47

Χαρακτηριστικά Αναφορών

• Τις αναφορές τις ζητάει κάποιος ανώτερος

• Αν ήταν δυνατόν δεν θα τις δίναμε

• Οι αναφορές είναι οργανωμένες και μεθοδικές

• Οι αναφορές δίνουν έμφαση στην παρουσίαση των

γεγονότων και όχι των υποκειμενικών απόψεων

• Οι αναφορές προετοιμάζονται για ένα συγκεκριμένο κοινό

που συνήθως γνωρίζει το θέμα

Τι είναι αναφορά;

• Μια αναφορά είναι ένα οργανωμένο μήνυμα

από μια οργάνωση σε μια άλλη οργάνωση με

σκοπό την μεταφορά πληροφορίας που

απαιτείτε για την καλύτερη πληροφόρηση,

οργάνωση της εργασίας, ή την επίλυση

προβλημάτων.

Ροή αναφορών προς ανώτερα στρώματα

ΜΕΤΟΧΟΙ

ΑΝΑΦΟΡΑ

ΔΙΟΙΚΗΤΙΚΟ ΣΥΜΒΟΥΛΙΟ

ΔΙΕΥΘΥΝΩΝ ΣΥΜΒΟΥΛΟΣ

ΑΝΑΦΟΡΑ

ΑΝΑΦΟΡΑ ΑΝΑΦΟΡΑ ΑΝΑΦΟΡΑ

ΕΠΙΧΕΙΡΗΜΑΤΙΚΕΣ ΛΕΙΤΟΥΡΓΙΕΣ

ΠΟΛΙΤΙΚΗ ΕΤΑΙΡΕΙΑΣ

ΑΠΟΦΑΣΕΙΣ

ΛΕΙΤΟΥΡΓΙΑ

Είδη αναφορών

• Επίσημες – ανεπίσημες

• Σύντομες – μακροσκελείς

• Πληροφοριακές – Αναλυτικές

• Κατακόρυφες – Πλάγιες

• Εσωτερικές – Εξωτερικές

• Περιοδικές – μη περιοδικές

• Λειτουργικές (αγοράς, πωλήσεων παραγωγής κλπ.)

Το ύφος της αναφοράς

• Αποφύγετε τους συναισθηματισμούς

• Εξηγείστε τις παραδοχές σας

• Χρησιμοποιείτε βιβλιογραφικές αναφορές

• Αναφέρεται ξεκάθαρα γνώμες άλλων

• Αποφύγετε τη χρήση του πρώτου προσώπου (Εγώ, εμείς)

• Χρησιμοποιείτε συγκεκριμένες περιγραφές αντί για αόριστες

• Χρησιμοποιείτε τον ίδιο χρόνο συνεχώς

• Χρησιμοποιείτε πίνακες και αρίθμηση

• Χρησιμοποιείτε την σωστή ορολογία. Για κάθε όρο που χρησιμοποιείτε

δώστε ένα ορισμό

•

Μέρη της αναφοράς

• Εξώφυλλο

• Στοιχεία Εγγράφου

• Ιστορία του Εγγράφου

• Πίνακας Περιεχομένων

• Πίνακας Εικόνων

• Πίνακας Πινάκων

• Κυρίως θέμα

• Βιβλιογραφία

• Παραρτήματα

• Ευρετήριο

Τεχνικά στοιχεία

• Επικεφαλίδες

• Αναφορές

• Χρήση Στυλ

• Χρήση Λεζάντας

• Χρήση ακρώνυμων και συντομέυσεων

• Εισαγωγή βιβλιογραφίας

Γενικοί κανόνες

• Standard font (γραμματοσειρά)

• Tables captions

• Figure captions

• Cross references

Εξώφυλλο

• Λογότυπο πελάτη και αναδόχου

• Το όνομα του έργου

• Το είδος του εγγράφου

• Ημερομηνία ή ένδειξη του γεγονότος

• ‘Πρόχειρο’ όσο δεν έχει εγκριθεί ακόμη από τον πελάτη

• Εμπιστευτικότητα και ασφάλεια αν υπάρχουν

• Ο αριθμός του συμβολαίου

Επικεφαλίδα, υποσέλιδο

• Η επικεφαλίδα περιλαμβάνει

– Τον τίτλο

– Τον τίτλο του section

– ΣΕΛΙΔΑ X ΑΠΟ Y

– Το όνομα του αρχείου

ΤΙΤΛΟΣ ΕΓΓΡΑΦΟΥ Σελίδα 112 από 145

Header ή Heading XYZ-PMP-V1.00-EN.DOC

Στοιχεία εγγράφου

• Συγγραφέας : Κ. Κωστόπουλος

• Ελεγκτής : Π. Πανόπουλος

• Τίτλος: Πρακτικά Σύσκεψης Έργου #18

• Κωδικός εγγράφου: XYZ-MOM-PM18-V1.00-EN.doc

• Έκδοση: 1.00

• Κατάσταση Εγγράφου: Τελική

• Ημερομηνία έκδοσης: 19η Δεκεμβρίου 2002

• Εκδότης: ABC S.A.

• Έγκριση Υπευθύνου Ποιοτικής Διασφάλισης

• Όνομα: Κ. Μανόπουλος Ημ/νία: 17/01/2003

Ιστορία Εκδόσεων Εγγράφου

Έκδοση Ημ/νία Περιγραφή Ενέργεια Σελίδες

0 10 07/01/2003 Δημιουργία. Ε Όλες

1 00 17/01/2003 Κατατέθηκε για τελική έγκριση Α 5

(*) Ενέργεια: Ε = Εισαγωγή Α= Αντικατάσταση

Ονοματολογία αρχείων

<ΌΝΟΜΑ ΕΡΓΟΥ>-<ΕΙΔΟΣ ΕΓΓΡΑΦΟΥ>-<ΠΡΟΣΔΙΟΡΙΣΜΟΣ ΕΓΓΡΑΦΟΥ>- V<ΕΚΔΟΣΗ.ΑΝΑΘΕΩΡΗΣΗ>

Κύκλος έγκρισης εγγράφων

ΣΥΓΓΡΑΦΗ ΕΛΕΓΧΟΣ

Τ0

ΕΡΓΟΛΑΒΟΣ ΠΕΛΑΤΗΣ

ΑΞΙΟΛΟΓΗΣΗ ΤΟΥ ΣΧΟΛΙΑΣΜΟΥ

Τ1 ΕΛΕΓΧΟΣ

ΕΓΓΡΑΦΟ ΧΥΖ-PMP-V0.10 ΥΠΟΒΑΛΛΕΤΑΙ ΓΙΑ ΕΛΕΓΧΟ

ΣΧΟΛΙΑ ΠΑΡΑΤΗΡΗΣΕΙΣ ΕΠΙ ΤΩΝ ΣΧΟΛΙΩΝ

ΥΛΟΠΟΙΗΣΗ ΣΧΟΛΙΑΣΜΟΥ

Τ3

ΣΥΜΦΩΝΙΑ

ΕΛΕΓΧΟΣ Τ4 ΕΓΓΡΑΦΟ ΧΥΖ-PMP-V1.00

ΥΠΟΒΑΛΛΕΤΑΙ ΓΙΑ ΑΠΟΔΟΧΗ

ΕΠΙΣΗΜΟ ΕΓΓΡΑΦΟ

Συσκέψεις

• Είδη συσκέψεων

– Τεχνικές

– Διοικητικές

• Τεχνικές που χρησιμοποιούνται στις συσκέψεις

– Brainstorming

– Creative thinking

– Delphi

– Τεχνικές διαπραγματεύσεων

• Έγγραφα συσκέψεων

– Agenda

– Πρακτικά

Διοικητική επιτροπή του έργου

(Steering Committee)

• Έγκριση των παραδοτέων

• Αξιολόγηση της απόδοσης του έργου

• Διαχείριση κινδύνου

• Εξασφαλίζει τους απαραίτητους πόρους

• Παίρνει αποφάσεις και θέτει προτεραιότητες

• Δίνει λύσει σε προβλήματα και σε συγκρουόμενα συμφέροντα

• Συζητάει θέματα της δουλειάς

• Εγκρίνει τις αλλαγές

• Ελέγχει την πρόοδο του έργου

• Προωθεί και διαφημίζει το έργο

Τεχνική επιτροπή του έργου

• Αξιολογεί και αποδέχεται τα παραδοτέα

• Αξιολογεί και αποφασίζει πάνω στα καθημερινά θέματα του έργου

• Προγραμματίζει την δουλειά και εγκρίνει τα περιεχόμενα των παραδόσεων

• Αξιολογεί και αποφασίζει πάνω σε τεχνικά θέματα

• Συζητά και εγκρίνει το Πλάνο Διαχείρισης του έργου

• Αξιολογεί την απόδοση του έργου

• Προσδιορίζει κινδύνους και προτείνει τρόπους για την αντιμετώπισή τους

• Διαφημίζει το έργο

• Προτείνει θέματα στην Διοικητική επιτροπή του έργου προς επίλυση

Chaired by Project

Manager

WORK PACKAGES (WP)

Scientific Committee

Project Co-ordination Board

Technical Committee

ACTIVITY STRANDS (AS)

ACTIVITY CLUSTERS

AS1 Architectural framework

AS3 People

AS4 Prototypes

AS2 Tools

Soft ware

Hard ware

Project managmt

Dissemination

exploitation

AS5

Co-ordination

Activity Steering Groups

WP Leaders

Chaired by Technical Manager

Chaired by Project

Coordinator

Advisory Boards

Financial Administration

Legal issues & IPR management

Dissemination & public relations

Reporting, deliverables

Project Partners

Project Management

Office Exploitation

Quality managt and control

Training

Διαγράμματα για έργα/1

• Pert, CPM

• Gantt

• Ημερολόγια

• Γραμμή χρόνου

• Οργανογράμματα

• WBS

Διαγράμματα για έργα/2 Gantt

Jan Feb Mar Apr May Jun July Sep Oct Nov Dec

Functional

Specifications

2002

Technical

Specifications Design

Aug

Implementation

Διαγράμματα για έργα/3 Ημερολόγια

1 2 3 4 5

6 7 8 9 10 11 12

13 14 15 16 17 18 19

20 21 22 23 24 25 26

27 28 29 30 31

JUNE 2000

Sunday Monday Tuesday Wednesday Thursday Friday Saturday

Παράδοση

Παραδοτέο

ΤΕΙ-ΤΕΕ-01

Complete assignment by 5:00 p.m. on Friday

Παράδοση

Παραδοτέο

ΤΕΙ-ΤΕΕ-02

Σύσκεψη με θέμα

την πρόδο εργασιών

Διαγράμματα για έργα/4 Γραμμή χρόνου

9/1/99 1/1/00

10/1 11/1 12/1

9/10

Web Site

Kick-off

Meeting

9/18 - 10/20

Web Site Under Development

10/23

Web Mockup 1 Presented

11/1

Review Comments

Due to Agency

11/20

Web Mockup 2 Presented

11/24

First Review

11/26 - 12/14

Design Revisions

12/20

Final Review

12/29

Launch!

Διαγράμματα για έργα/5 Οργανόγραμμα

Κατερίνα Γρηγοράκου

Ιδιοκτήτρια

Μαρία Αθανασιάδου

Υπεύθυνη πωλήσεων

Μιχάλης Ξανθούλης

Βοηθός Καθηγητές κηπουρικής

Προσωπικό γραφείων Προσωπικό πωλήσεων Μαθητές

Διαγράμματα για έργα/6

WBS

Κατασκευή οικίας1.0.0

Οικοδομικά1.1.0

Υδραυλικά1.2.0

Ηλεκτρολογικά1.3.0

Θεμέλια1.1.1

Τοίχοι /Οροφή1.1.2

Σωλήνες1.2.1

Αποχέτευση1.2.2

Καλωδιώσεις1.3.1

Κατασκευή οικίας1.0.0

Οικοδομικά1.1.0

Υδραυλικά1.2.0

Ηλεκτρολογικά1.3.0

Θεμέλια1.1.1

Τοίχοι /Οροφή1.1.2

Σωλήνες1.2.1

Αποχέτευση1.2.2

Καλωδιώσεις1.3.1

Thank you!