Project Communications Management

Chapter 8: Project Communica3ons

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Overview

Ini$a$ng process group

Planning process group

Execu$ng process group

Monitoring & controlling process group

Closing process group

•  Plan Communica3ons Management

•  Manage Communica3ons

•  Control Communica3ons


Plan communica3on management

•  The process of developing an appropriate approach and plan for project communica3ons based on stakeholder’s informa3on needs and requirements, and available organiza3onal assets. The key benefit of this process is that it iden3fies and documents the approach to communicate most effec3vely and efficiently with stakeholders.


A Guide to the Project Management Body of Knowledge, FiBh Edi9on (PMBOK® Guide) ©2013 Project Management Ins9tute, Inc. All Rights Reserved. Figure 10-‐2 Page 289.

Inputs 1.  Project Management Plan

–  provides informa3on on how the project will be executed, monitored, controlled, and closed.

2.  Stakeholder Register –  provides the informa3on needed to plan the communica3on with project stakeholders.

3.  Enterprise Environmental Factors –  the structure of an organiza3on will have a major effect on the project’s communica3on requirements.

4.  Organiza3onal Process Assets –  lessons learned and historical informa3on are of par3cular importance because they can provide insights on both the decisions taken regarding communica3ons issues and the results of those decisions in previous similar projects


Tools and techniques(1/5)

1.  Communica3on Requirements Analysis –  determines the informa3on needs of the project stakeholders. Project resources should be expended only on communica3ng informa3on that contributes to the success of the project or where a lack of communica3on can lead to failure.

–  t h e t o t a l n um b e r o f p o t e n 3 a l communica3on channels is n(n -‐ 1)/2, where n represents the number of stakeholders. For example, a project with 10 stakeholders ha s 10 (10 -‐ 1 ) /2 = 45 po ten3a l communica3on channels.


2)1( −NN


2.  Communica3on Technology –  Factors that can affect the choice of communica3on technology include:

•  urgency of the need for informa3on; •  availability of technology; •  ease of use; •  project environment; •  sensi3vity and confiden3ality of the informa3on.



3.  Communica3on Models



•  To make effective communication, sender/receiver need to be aware of these factors: -  Nonverbal: 55% of all communication is nonverbal -  Para lingual: pitch and tone of voice -  Effective listening

Tools and techniques (4/5)

4.  Communica3on Methods –  Interac3ve communica3on. Between two or more par3es performing a

mul3direc3onal exchange of informa3on. It is the most efficient way to ensure a common understanding by all par3cipants on specified topics, and includes mee3ngs, phone calls, instant messaging, video conferencing, etc.

–  Push communica3on. Sent to specific recipients who need to receive the informa3on. This ensures that the informa3on is distributed but does not ensure that it actually reached or was understood by the intended audience. Push communica3ons include lebers, memos, reports, emails, faxes, voice mails, blogs, press releases, etc.

–  Pull communica3on. Used for very large volumes of informa3on, or for very large audiences, and requires the recipients to access the communica3on content at their own discre3on. These methods include intranet sites, e-‐learning, lessons learned databases, knowledge repositories, etc.


5. Mee3ng –  Plan or prepare the mee3ng

•  Set a 3me/schedule and determine the par3cipants. •  Have a clear purpose for each mee3ng & communicate it in the invita3on.

•  Create the agenda and distribute it in advance. –  S3ck to the plan (discipline)

•  Begin on 3me, end on 3me. •  Introduce the moderator and s3pulate who will keep the minutes. •  End every agenda with a summary and consensus of the par3cipants.

–  Good follow-‐up •  Send the minutes showing the result along with the to do list. •  Get feedback from the par3cipants. •  Monitor the status of all ac3on items.

Tools and techniques (5/5)


Outputs

1.  Communica3ons Management Plan – describes how project communica3ons will be planned, structured, monitored, and controlled.

2.  Project Documents Updates –  include project schedule, and stakeholder register.


Manage communica3ons

•  The process of crea3ng, collec3ng, distribu3ng, storing, retrieving, and the ul3mate disposi3on of project informa3on in accordance to the communica3ons management plan. The key benefit of this process is that it enables an efficient and effec3ve communica3ons flow between project stakeholders.



Inputs 1.  Communica3ons Management Plan

–  plan describes how project communica3ons will be planned, structured, monitored, and controlled.

2.  Work Performance Reports –  are a collec3on of project performance and status informa3on that may be used to facilitate discussion and to create communica3ons

3.  Enterprise Environmental Factors –  include organiza3onal culture and structure, government or industry standards and regula3ons, and project management informa3on system

4.  Organiza3onal Process Assets –  include policies, procedures, processes, and guidelines regarding communica3ons management; templates; and historical informa3on and lessons learned.



1.  Communica3on Technology (refer to previous process)

2.  Communica3on Models (refer to previous process)

3.  Communica3on Methods (refer to previous process)

4.  Informa3on Management Systems –  include hard-‐copy document management, electronic communica3ons management, electronic project management tools.



5. Performance Repor3ng –  repor3ng is the act of collec3ng and distribu3ng performance informa3on, including status reports, progress measurements, and forecasts.

– Difference between status and progress report: •  Status report: detailed report, provide detailed working status of project to project manager, project team, and other stakeholders.

•  Progress report: high level report, provide high level informa3on of project to management, sponsor, customer, and other stakeholders.


Orders Booked Class A Opportunities & Add-on Sales from SDOD for all Target Organizations

Orders Booked Add-on Sales in MUS/ONE for Local CU

Comments to Performance Achievements Issues & Risks Actions Number of open Opportunities & Add-on Sales (submitted and/or updated) Jan-June 2011:

– Class A’s: 9 – Class B’s: 19 – Class C’s: 119 – Class D’s: 27

› Discuss with CPM to record CR into SDOD.

• Low business growth in Q1 and 2.

• New opportunity hard to come to OB, and long selling process that de-motivated people.

• Low SOG/AoS value

• Put more effort on SOG/AoS from EP and KAM.

• Put more effort on AoS CR from CPM.

.00 MSEK .00 MSEK.00 MSEK.00 MSEK .00 MSEK1.95 MSEK

1.95 MSEK1.95 MSEK

MSEK5 MSEK

10 MSEK15 MSEK20 MSEK25 MSEK30 MSEK35 MSEK40 MSEK45 MSEK50 MSEK

J F M A M J J A S O N D

.06 MSEK .06 MSEK .06 MSEK .36 MSEK .36 MSEK

2.30 MSEK 2.39 MSEK 2.47 MSEK

MSEK5 MSEK

10 MSEK15 MSEK20 MSEK25 MSEK30 MSEK35 MSEK40 MSEK45 MSEK50 MSEK

J F M A M J J A S O N D

Year End Es9mate Current Status

CLASS A YTD AUG

Opportunity 9 2

Add-on Sales 0 0

OB Value (MSEK) 2.47 0.07

R&R Paid (MSEK) 0 0

No. of 4070 FTE

ProgressReport

Status Report


Outputs 1.  Project Communica3ons

–  involves the ac3vi3es that are required for informa3on to be created, distributed, received, acknowledged, and understood. Project communica3ons may include performance reports, deliverables status, schedule progress, and cost incurred.

2.  Project Management Plan Updates 3.  Project Documents Updates

–  include issue log, project schedule, and project funding requirements.

4.  Organiza3onal Process Assets Updates –  include stakeholder no3fica3ons, project reports, project presenta3ons, project records, feedback from stakeholders, lessons learned documenta3on.


Control communica3ons

•  The process of monitoring and controlling communica3ons throughout the en3re project life cycle to ensure the informa3on needs of the project stakeholders are met. The key benefit of this process is that it ensures an op3mal informa3on flow among all communica3on par3cipants, at any moment in 3me.



Inputs 1.  Project Management Plan

–  describes how the project will be executed, monitored, controlled, and closed

2.  Project Communica3ons –  include deliverables status, schedule progress, and costs incurred.

3.  Issue Log 4.  Work Performance Data

–  organizes and summarizes the informa3on gathered, and presents the results of compara3ve analysis to the performance measurement baseline.

5.  Organiza3onal Process Assets –  such as report templates; policies, standards, and procedures that define communica3ons; specific communica3on technologies available; allowed communica3on media; record reten3on policies; and security requirements.


Tools and techniques

1.  Informa3on Management Systems –  provides a set of standard tools for the project manager to capture, store, and distribute informa3on to stakeholders about the project’s costs, schedule progress, and performance

2.  Expert Judgment –  judgment is olen relied upon by the project team to assess the impact of the project communica3ons, need for ac3on or interven3on, ac3ons that should be taken, responsibility for taking such ac3ons, and the 3meframe for taking ac3on

3.  Mee3ngs –  to determine the most appropriate way to update and communicate project performance, and to respond to requests from stakeholders for informa3on


Outputs(1/2) 1.  Work Performance Informa3on

–  organizes and summarizes the performance data gathered. This performance data typically provides status and progress informa3on on the project at the level of detail required by the various stakeholders

2.  Change Requests –  olen results in the need for adjustment, ac3on, and interven3on such as:

•  New or revised cost es3mates, ac3vity sequences, schedule dates, resource requirements, and analysis of risk response alterna3ves;

•  Adjustments to the project management plan and documents; •  Recommenda3ons of correc3ve ac3ons that may bring the expected future performance of the project back in line with the project management plan; and

•  Recommenda3ons of preven3ve ac3ons that may reduce the probability of incurring future nega3ve project performance.


Outputs 3.  Project Management Plan Updates

–  Control Communica3ons process may trigger updates to the communica3ons management plan as well as other components of the project management plan (e.g. stakeholders and human resource management plans).

4.  Project Documents Updates –  Include forecasts, performance reports, and issue log.

5.  Organiza3onal Process Assets Updates –  Include report formats and lessons learned documenta3on.


Communica3on concepts

•  The communica3on ac3vi3es involved in these processes may olen have many poten3al dimensions that need to be considered, including: –  Internal (within the project) and external (customer, vendors, other projects, organiza3ons, the public);

–  Formal (reports, minutes, briefings) and informal (emails, memos, ad-‐hoc discussions);

–  Ver3cal (up and down the organiza3on) and horizontal (with peers);

–  Official (newslebers, annual report) and unofficial (off the record communica3ons); and

– Wriben and oral, and verbal (voice inflec3ons) and nonverbal (body language).


Summary

•  Calculate number of communica3on channels •  Communica3on models •  Communica3on methods •  Communica3on types •  Report types •  Issue log


Ques3ons for review


•  You did the good job at this chapter. Please complete ques3ons for review before moving to next chapter.

Project Communications Management

Education

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