Embed Size (px)
DESCRIPTION
Project management training
Citation preview
10 - Project Communication Management
Project Management Training
Created by [email protected], June 2010
Project Communication Management
Knowledge AreaProcess
Initiating Planning Executing Monitoring & Contol Closing
Communication Indentify Stakeholder
Plan Communication
Distribute InformationManage Stakeholders - Expectations
Report Performance
Enter phase/Start project
Exit phase/End project
InitiatingProcesses
ClosingProcesses
PlanningProcesses
ExecutingProcesses
Monitoring &Controlling Processes
Project Communication Management
• The process required to ensure timely and appropriate generation, collection, distribution, storage, retrieval, and ultimate disposition of project information.
• Project managers spend the majority of their time to communicate.• Some potential dimensions of communication activity:
– Internal – external– Formal – informal– Vertical – horizontal– Official – unofficial– Written – oral– Verbal –non-verbal
10.1 Identify Stakeholder• The process of identifying all people or organizations impacted by the project,
and documenting relevant information regarding their interest, involvement, and impact on project success.
Inputs
1. Project charter2. Procurement
documents3. Enterprise
environmental factors4. Organizational process
assets
Tools & Techniques
1. Stakeholder analysis2. Expert judgment
Outputs
1. Stakeholder register2. Stakeholder
management strategy
Stakeholder Analysis• A technique of systematically gathering and analyzing quantitative & qualitative
information to determine whose interests should be taken into account throughout the project.
• Step 1: Identify all potential project stakeholders and relevant information
• Step 2: Identify the potential impact or support each stakeholder could generate and classify them so as to define an approach strategy.
• Step 3: Assess how key stakeholder are likely to react or respond in various situation Sample grid showing classification model
Keep Satisfied
ManageClosely
KeepInformed
Monitor(Minimum Effort)
Interest
Power
Low High
High
• A
• B
• C
• D
• E
• F
• G
• H
Output of Identify Stakeholder
• Stakeholder Register
Stakeholder Stakeholder interest(s) in the project
Assessment of impact Potential strategies for gaining support or reducing obstacles
NameContact
Information
Role in Project
Department/Supervisor
Company Impact Influence Main expectationsAttitude about
the projectMajor requirement
• Stakeholder Management Strategy- Defines an approach to increase the support and minimize negative impacts of
stakeholder.- The information could be too sensitive to be shared.- A common way of representing is by using a stakeholder analysis matrix.
10.2 Plan Communication• The process of determining the project stakeholder information needs and
defining a communication approach.
Inputs
1. Stakeholder register2. Stakeholder
management strategy3. Enterprise
environmental factors4. Organizational process
assets
Tools & Techniques
1. Communication requirement analysis
2. Communication technology
3. Communication models4. Communication
methods
Outputs
1. Communication management plan
2. Project document updates
90% of project manager’s time is spent for communication
Communication Requirement Analysis• Includes communicating in all directions
• Determine and limit who will communicate with whom and who will receive what information.
Customer, sponsor, Functional managers, and
Team Members
Other Project
ManagersOther
Projects
Other Stakeholders
TheProject
2
)1( NN
• Consider the number of potential communication channels or paths
• Formula:
Communication Model• Basic Communication Model
– The components in the model need to be taken into account when discussing project communications.
– The sender is responsible for making information clear and complete so that the receiver can receive it correctly, and for confirming that it is properly understood.
SenderSender
Encode
Decode
Encode
Decode
Noise
Noise
Medium
• To make effective communication, sender/receiver need to be aware of these factors:- Nonverbal: 55% of all communication is nonverbal- Paralingual: pitch and tone of voice- Effective listening
Communication Methods• Interactive Communication
– Most efficient way to ensure a common understanding– E.g. meetings, phone calls, video conferencing
• Push Communication– Does not certify that it reached or understood– E.g. letters, email, press release, faxes, voice mail
• Pull communication– Used for very large information volumes, very large audiences– E.g. intranet site, e-learning
Project manager cannot control all communications but should try to control to prevent miscommunication, unclear directions, and scope creeps.
Communication Management PlanSample
Sample taken from PRINCETON PROJECT METHODOLOGY - PROJECT COMMUNICATION PLAN (rev. 10/03/03)
10.3 Distribute Information• The process of making relevant information available to project stakeholders
as planned.
Inputs
1. Project management plan
2. Performance reports3. Organizational process
assets
Tools & Techniques
1. Communication methods
2. Information distribution tools
Outputs
1. Organizational process assets updates
Make sure the information are received, effective and efficient.
10.4 Manage Stakeholder Expectations• The process of communicating and working with stakeholders to meet their
needs and addressing issues as they occur.
Inputs
1. Stakeholder register2. Stakeholder
management strategy3. Project management
plan4. Issue log5. Organizational process
assets
Tools & Techniques
1. Communication methods
2. Interpersonal skills3. Management skills
Outputs
1. Organizational process assets updates
2. Change requests3. Project management
plan updates4. Project document
updates
Managing Stakeholder Expectations
• Actively managing the expectation of stakeholders.– Increase the likelihood of project acceptance by negotiating.– Influencing their desire to achieve & maintain project goals.
• Addressing concerns that have not become issues yet (anticipation).
• Clarifying and resolving issues that have been identified.
10.5 Report Performance• The process of making relevant information available to project stakeholders
as planned.
Inputs
1. Project management plan
2. Quality metrics3. Quality checklist4. Work performance
measurements5. Approved change
requests6. Deliverables7. Organizational process
assets
Tools & Techniques
1. Cause and effect diagrams
2. Control charts3. Flowcharting4. Histogram5. Pareto chart6. Run chart7. Scatter diagram8. Statistical sampling9. Inspection10.Approved change
request s reviews
Outputs
1. Quality control measurements
2. Validated changes3. Validated deliverables4. Organizational process
updates5. Change requests6. Project management
plan updates7. Project document
updates
Report must be truthful and not hide what is really going on.
BACKUP SLIDES
ExerciseSituation Communication TypeUpdating the project planPresentations to managementTrying to solve a complex problemMaking notes regarding a telephone conversationMaking changes to a contactInforming a team member of poor performance (first notice)Informing a team member of poor performance (second notice)Scheduling a meetingClarifying a work packageRequesting additional resourcesTrying to discover the root cause of a problemSending an email to ask for clarification of an issueHolding a milestone partyConducting a bidder conference
Formal Written
Formal Verbal
Formal Written
Informal Written
Formal Written
Informal Verbal
Formal Written
Informal Written
Formal Written
Informal Verbal
Informal Verbal
Informal Written
Informal Verbal
Formal Verbal
Table taken from PMP Exam Prep 6th Edition, Rita Mulcahy.
PM Skills
• Interpersonal skills
• Management skills• Presentation skills• Negotiation• Writing skill• Public speaking• Etc.
• Leadership• Team building• Motivation• Communication• Influencing
• Decision making• Political & cultural awareness• Negotiation• Etc.
Effective Meeting
• Plan or prepare the meeting– Set a time/schedule and determine the participants.– Have a clear purpose for each meeting & communicate it in the invitation.– Create the agenda and distribute it in advance.
• Stick to the plan (discipline)– Begin on time, end on time.– Introduce the moderator and stipulate who will keep the minutes.– End every agenda with a summary and consensus of the participants.
• Good follow-up– Send the minutes showing the result along with the to do list.– Get feedback from the participants.– Monitor the status of all action items.
