PROJECT COMMUNICATIONS

Vijay Kanabar

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© Kanabar / Warburton 2009

INTRODUCTION

Communications management is about keeping everyone aware about what is going on with the project.

“Up to 90% of a project manager's time is spent in communications

management.” - PMI

IT IS NOT EASY TO COMMUNICATE

We all communicate in different ways.

We all struggle to recognize the best way to communicate.

Skills acquired are not easily transferable to another project or situation.

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POOR COMMUNICATIONS WILL COST YOU

Poor communication leads to wasted effort and money.

Results in unhappy stakeholders and low morale all around.

Confident, effective communication is key to project success.

If you are not communicating you are not managing. -Alan Barker (Improve your communication skills).

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WHAT’S AHEAD

Key project communication processes Identifying and Communicating with

stakeholders Communications Planning Distribution of communications Performance Reporting Relation to PMBOK

PMI PROCESSES FOR COMMUNICATIONS

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Planning Plan CommunicationsPlan Communications

Distribute Information

Manage Stakeholders Expectations

Executing

Report PerformanceMonitor & Control

Ref: PMBOK 4th Edition.

COMMUNICATIONS AND PROJECT SUCCESS OR FAILURE

Do you believe that a project will succeed if there is excellent communications taking place?

Do you believe projects will fail simply if there is poor communications taking place?

Case Studies?

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PROJECT MANAGER ROLE IN COMMUNICATION Managing project communications is

one of the most important duties of a project manager.

Project managers must keep the following informed:

Project owners Team members Management Subcontractors and Stakeholders.

COMMUNICATION ACTIVITIES

Communication Activities involve Developing a communication

management plan Managing stakeholders Distributing project information in a

timely manner Motivating teams Resolving conflicts.

COMMUNICATIONS THEORY

All communications models involve the following:

A Communicator A Recipient Message Medium Sender is the person sending

the message to the receiver. Medium is the path of the

message such as email or phone.

COMMUNICATIONS MODEL

11Messages are encoded and decoded using a device or technology before they travel over the medium. 

THE COMMUNICATION PROCESSReceiver

provides verbaland nonverbal

responses tosender

Receiverprovides verbaland nonverbal

responses tosender

Sender’s responseto feedback maytrigger additional

feedback toreceiver

Sender’s responseto feedback maytrigger additional

feedback toreceiver

Senderencodes idea

into amessage

Senderencodes idea

into amessage

Sender hasidea

Sender hasidea

Messagetravels overone or more

channels

Messagetravels overone or more

channels

Receiverperceives and

decodesmessage

Receiverperceives and

decodesmessage

Ref: Jim Cormier.

COMPLEXITY

The theory is simple but the practice is difficult because…

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FILTERS

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FILTERS

There are filters on both sides of the sender and receiver that hinder communication.

Examples of filters are listed below:a.  Language: technical material, lack of

clear communication channels, physical separation, personality conflicts, culture, semantics, and message content (could be intertwined with hidden agendas).

b. Environmental background: psychological and sociological parameters, dysfunctional emotional behaviors. Different educational backgrounds.

FILTERS (CONTD.)

c. Authority/Reputation

d. Pre-determined mind-set: Having a self-fulfilling philosophy or unfounded assumptions.

e. Historical consideration: The way a task was always done.

BARRIERS

Communication barriers including mumbling, long distance, static or noise and negative attitudes or power play.

Examples are listed below : Noise Pre-occupation Power game Withholding information Management by Memo Hostility Filters

LISTENING TECHNIQUES

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A. Cognitive: Via perception, intuition and reasoning. B. Affective: Via emotions and feelingsC. Psychomotive: Drivers/Motives to control listener are involved.

TOO MANY COMMUNICATION CHANNELS

Communication can become a very complex activity in large project settings.

Formula that will calculate the lines of communication or the communication channels based on the number of people involved in a project

Lines of communication = N (N-1)/2

WORK LOAD & TIME MANAGEMENT

Emails: Helping your project or drowning it?

Meetings:Useful or Waste of Time?

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GOOD TIME MANAGEMENT TECHNIQUES

Estimation of activity time is important. Identify your preference and style. Eliminate & Delegate. Do Possible Tasks instantly. Stop Procrastination. (

http://www.studygs.net/attmot3.htm) Leverage Tools and Technology. Be persistent. Unexpected Events will disrupt your schedule –

instead of freezing—do byte sized work. (Even 15 minutes is good enough on the scheduled activity). End activities at a “sweet spot”.

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STEVEN COVEY’S 7 HABITS

Project managers & team members can use Steven Covey’s seven habits of highly effective people to become more effective.1. Being proactive2. Beginning with the end in mind3. Putting first things first4. Thinking win/win5. Seeking first to understand, then to be

understood6. Achieving synergy7. Sharpening the saw

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HOW DO WE BREAK DOWN THE BARRIERS

Consider the Filters and Barriers introduced in the previous slide. How do we break down the walls?

How can we reduce the communications workload?

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COMMUNICATIONS KNOWLEDGE AREA

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THE COMMUNICATION PROCESSMESSAGE

The message refers to the verbal (spoken and written) symbols and nonverbal cues representing the information that the sender wants to convey. Nonverbal Messages Verbal Messages Written Messages

KEY PROJECT COMMUNICATION PROCESSES Primary goal of project communications is to share

information with: Team members Project sponsors Stakeholders Vendors Other parties affected by the project.

COMMUNICATION MANAGEMENT PLAN The Communication Management Plan

is the primary output of the communications planning process.

Communication Management Plan is created by the project manager and becomes part of the project plan.

The purpose is to inform all stakeholders how and in what form communications will be handled on the project.

COMMUNICATION PLAN1.Introduction

2.List steering committee and all stakeholder groups with a description of the purpose of the group and a list of all members for each group.

3.Formal Communication Schedule/Plan

Communication Content Owner Audience Method

Audience Method Frequency / Date

4.Communication Recipients Method Timing

(What) (Whom) (How) (When)

5.Communication Rules

RESPONSIBILITY ASSIGNMENT MATRIX

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A Responsibility Assignment Matrix (RAM) is a matrix that maps the work of the project as described in the WBS to the people responsible for performing the work as described in the organization breakdown structure (OBS).

For smaller projects assign individual people to WBS activities.

For very large projects, it is more effective to assign the work to organizational units or teams.

Marketing R RP

IT R

P

Finance RP

1.1 1.2 1.3 1.4 1.5

WBS Activities

R = Responsible organizational unitP = Performing organizational unit

RACI See p. 139

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IDENTIFYING AND COMMUNICATING WITH STAKEHOLDERS

Identifying and communicating with stakeholders is important.

Projects bring value to their stakeholders. The success of a project can therefore

be influenced by stakeholders. They may positively influence the

outcome of the project or negatively influence the project if they believe that it will no longer bring them any value. You may have to manage stakeholders

STAKEHOLDER CATEGORIES LISTED:

MANAGING STAKEHOLDERS: TOOL

Ask Sponsor to rank scope, time, and cost goals in order of importance and provide guidelines

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Measure of Success Priority Expectations Guidelines

Cost 2 Costs will estimated clearly

Sponsor and PM will work closely

Time 1 Every major milestone must be met.

Sponsor will help with any issues that might affect meeting schedule goals.

Expectations management matrix can help clarify expectations.

DISTRIBUTION METHODS

Four methods associated with project communications:

THE COMMUNICATION PROCESSMESSAGE

The message may be communicated using various methods.Major Plans = Formal Written

CommunicationsPolicy Speeches = Formal Verbal

Communications Emails, notes, etc. = Informal Written

CommunicationsHallway conversations = Informal Verbal

Communications

TYPES OF REPORTS

Different types of reports are sent to Different types of audience.

Report type AudienceExecutive status report Senior

ManagementStatus report Project sponsorProject report Project teamTask report Team members

CRITERIA USED BY PROJECT MANAGER WHILE FORMING TEAM

Experience or skills match project requirements: Business, Leadership, and Technical

Personal desire or interest Accessibility Availability Working style matches project needs

MOST NEW TEAMS GO TO THE FOLLOWING FIVE STAGES OF TEAM FORMATION

Forming Storming Norming Performing Mourning

TEAM BUILDING

The focus of team building is:   Training Feedback Reward Recognition

TEAM BUILDING

Determine skills requirements Interview potential team members Select team members Hold a kickoff meeting Clarify roles and expectations Describe your management process

CONCERNS ABOUT THE PROJECT MANAGER FROM TEAM MEMBERS Sets unreasonable expectations Doesn't show interest in me Doesn't have time for me Is inconsistent Doesn't recognize our show appreciation Seems disorganized Doesn't take care of the team Sets unreasonable expectations

MOTIVATION

Motivation can be extrinsic or intrinsic. Extrinsic motivators are material rewards:

bonuses, stock options, gift certificates. Intrinsic motivators are specific to the

individual. Some people are just naturally driven. Self actualization!

Where does training fall?

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THEORIES:MASLOW’S HIERARCHY OF NEEDS

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MOTIVATION-HYGIENE THEORY BY HERZBERG

Hygiene factors – prevents Dissatisfaction.Examples of hygiene factors are pay, benefits,

the conditions of the work environment, and relationships with peers and managers.

Motivation Factors – leads to Satisfaction.Deals with the substance of the work itself.Ability to advance.Opportunity to learn new things.

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MOTIVATION PROJECT SUCCESS

Motivation skills are essential for success. Motivation recognizes and promotes

desirable behavior and is effective when carried out by the management team and the project manager.

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EXPECTANCY THEORY

The Expectancy Theory – “the expectation of a positive outcome drives motivation”.

People will behave in certain ways if they think there will be good rewards for doing so.

If you expect your team to succeed they will. If you believe they will fail..they are not

motivated and just might fail!

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ACHIEVEMENT THEORY

People are motivated by: AchievementPowerAffiliation.

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MOTIVATION & LEADERSHIP

Douglas McGregor defined two models of worker behavior: Theory X and Theory Y

Theory X managers believe that team members will actually not perform the duties of their job unless threatened or closely supervised.

Theory Y managers believe team will perform well given the right motivating environment and appropriate expectations.

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CONTINGENCY THEORY

People are motivated to achieve levels of competency and will continue to be motivated by this need even after competency is reached.

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LEADERSHIP AND POWER

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CONFLICT MANAGEMENT

If you have a team of two you have a conflict!

Conflict is natural in all organizations due to different values.

Conflict is good! Conflicts can create deeper understanding and respect but the more common outcome is that conflicts are destructive and harmful.

CONFLICT SYMPTOMS

There are many symptoms of conflict. In a project they would include:

The team members preferring to work in isolation.

Finding yourself unable to make decisions at critical points

A lack of enthusiasm and low team morale among the team members

RESOLVING CONFLICTS

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TECHNIQUES – CAUSE EFFECT DIAGRAM

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STRATEGIES TO SOLVE CONFLICT PROBLEM Thomas Kayser recommends six steps for

achieving win-win solutions.1.Defining and selecting the problem 2.Analyzing the problem3.Generating potential solutions4.Selecting and planning the solution5. Implementing the solution6.Evaluating the solution

CONCLUSION

Opportunity to improve in various aspects of communication management.

Learning how to influence for instance. Leveraging technology to communicate. Like the national highway – the infrastructure

should exist. Quality in communications management is

rarely emphasized in organizations. Huge opportunity for being competitive and

for introducing sustainability56

GENERAL TERMS YOU NEED TO KNOW

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Acquire Project Team Maslow’s hierarchy of

needs Motivation-Hygiene

Theory Collocation Virtual Teams Politics and

Communication Power Conflict Project presentation Corrective actions

Project Reports Develop Project Team

Direct and Manage Project Execution

Recognition and rewards Expectancy Theory Team building Hygiene Theory: Theory X

Theory Y Information Distribution

Information gathering and

retrieval systems

REFERENCES

Reference: MBA Fundamentals: Project Management, Kaplan Publishing, 2008

PMBOK 4th Edition, PMI, 2008

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WORKSHOP

Improve our communication skills Resolve issues and conflicts What to do when communication breaks

down.

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