Project Management _Communications_MP [Compatibility Mode]

8/12/2019 Project Management _Communications_MP [Compatibility Mode]

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ProjectManagement

ommun ca ons

ramewor

Recapon

Project

management

fundamentals

Communicationmanagement

CommunicationIssues&ProjectOrganizations


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PMIProcessesGroupsPROCESS GRO UP

KNOW LEDGE AREAS INITIATING PLANNING EXECUTION

& CONTROL

OUT

INTEGRATION 1 1 2 2 1

SCOPE 4 2

TIME

COST 3 1

QUALITY 1 1 1

HUMAN RESOURCES 1 3

RISK 5 1

PRO CUREMENT 1 1 1

STAKEHO LDERS 1 1 1 1

2 24 9 11 1


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Pro ects&

Pro ect

Mana ement

Project: projectisatemporaryen eavorun erta entocreateaunique

product,service,

or

result.

ProjectCommunication rocessesrequ re toensuret me yan appropr atep ann ng,

collection,creation,distribution,storage,retrieval,controlandmonitoringandultimatedisposalofprojectinformation

Communication InformationLo istics Ri htInformation,ri httime,rightplace,rightpeople,rightmethod.

Management PDCA communicationsoilintheengine


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WBS /CBS / RBS /OBS / TBS

Organizational Structure todeliver (management teams,contractors, su ervision,suppliers)

People make projects andneed to knowthrou hcommunication.

Communication channels

we can manage the project.

Need to know / nice to know

Risk BaseRisk BaseRisk BaseRisk Base


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Communications the

Im ortant

Link

Internal&External

HUMANPROCUREMENTRISKRESOURCES

COMMUNICATIONS

STAKEHOLDERSINTEGRATION

INTERNAL CONTROL _________________________________________________________________________________________________________ EXTERNAL INFLUENCES

Increasing Risk

Decreasing Control


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PMI

Sco eProcess Inputs Tools Outputs

Communication Plans&U dates.

Management

Plan

(Plan)

Management

Plan,

stakeholderregister,

requirements,communicationtechnology,meetin s

assets

models/methods

ManageCommunications

ProjectCharterStakeholder

InterviewsWorkshops

Requirementsdocumentation,

(Do) Register ObservationsExperience

managementplanandtraceability

ControlCommunications

ProjectCharter,Re uirements

ExpertJudgment,Productanal sis Scopestatement,documentation

(Check

/Action)

documentation,Organizational

Assets

Alternatives,Workshops

updates


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Communications

Interaction

and

interfacing

between

Project

Team

members. CreatingabridgebetweentheProjectanditsStakeholders.

Organizational/national/culturaldifferences

Varyinglevels

of

expertise

Differentperspectives/interests

Internalandexternalconflict.


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CommunicationsManagement

Plan

Communications

developing

an

appropriate

planbasedonprojectneedandrequirementsand.

ManageCommunicationscollecting,distributing,,

informationasperplan.(EDMS,Filing/Records)

ControlCommunications monitoringand

controllingcommunications

to

ensure

information

needsaremet. Controlofmisinformation rumours.


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CommunicationsPlanning What informationisneeded

Why isinformationneeded(RACI)

How isinformationtobetransmitted

Where is

information

available

/stored

/archived

o nee san w o sau or se


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Communications

T es

Internal Formal Vertical/Horizontal Official

Writtenwords

/images

/drawings

Ora /Ver a Nonverbal(bodylanguage) Unofficial rumours,media,externalviews


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CommunicationModel


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CommunicationRealityINITIATOR RECEIVER

SENDER

(Person/Situation) UNDERSTANDING OR MISUNDERSTANDINGUNDERSTANDING OR MISUNDERSTANDING ANALYSED(Person,Situation)

DECODE(Translation/FiltersFilters Language, Knowledge, ReferenceLanguage, Knowledge, ReferenceENCODE(Ideas,Language)rameramepeec , ecor s

SEND

(Verbal/Written)RECEIVES

(Hear,See,Read)

LackofAttention,disrupt,interrupt


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Understanding

Iknowthatyoubelievethatyouunderstoodwhatyou

think

I

said,

but

I

am

not

sure

you

realize

that

what

you

RobertMcCloske U.S.StateDe artments okesman ata ressbriefin durin theVietnamWar


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uman enses as er an e

Sight

100,000,000

bits

/second

(40

bits/s)Hearing 100,000bits/second(30bits/s)

Speak 250words/min

Hear 500

words

/min

(listening

is

optional)

Think 750words/min(understandingisoptional)

Look ???(seeingisoptional)

Wesee

and

think

faster

than

we

hear

and

speak

and

formopinionsfasterthananalysingtheactual.


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Thinkin

TelepathyisnotaTelepathyisnotarecognisedrecognised formofformofCommunicationCommunication


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anne s

on us on

n n1 2 wopeop e woc anne s,10peop eequa esto45!

Lar er ro ects/meetin scanleadto reaterconfusion

Thesame

can

be

true

of

long

communication

chains


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CommunicationsThisisalittlestoryaboutfourpeoplenamedEverybody,Somebody,

Anybody,

and

Nobody.

surethatSomebodywoulddoit.

Anybody

could

have

done

it,

but

Nobody

did

it.

ome o ygotangrya outt at ecause twas very o y sjob.

EverybodythoughtthatAnybodycoulddoit,butNobody

realizedthat

Everybody

wouldn't

do

it.

ItendedupthatEverybodyblamedSomebodywhenNobody


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FoodforThought

Is

communication

a

one

way

street?Issilenceornoresponseacceptance?

Receivingacommunicationdoesnotmeanthatitis

either

understood

or

accepted. oo commun cat onrequ res ee ac to

demonstrateunderstanding,acceptanceetc.


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Send reinforcements were

going to advance

Send

reinforcements

were going to our

aunts

Send these

endorsements

were going to

France

were going to a dance!


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HistoricalQuote

Thesingle

biggest

problem

in

it

has

taken

place.eorge ernar aw 1 5 1950


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OrganizationalCommunication

Functional

silos

but

disciplined

by

name

and

by

nature

Matrix mu tip ec anne s,manysources,manyinterpretations.


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CommunicationChannels

ProjectizedOrganisationCONFLICT ORCOOPERATION

CHIEFEXECUTIVE

Functional Manager

FunctionalManager

FunctionalManager

ManagerofPMs

CC????????

ProjectManager

ProjectManager

SpecialistStaff SpecialistStaff SpecialistStaff ProjectManager

Working coWorking co--operation but priority /operation but priority /

loyalty issuesloyalty issues

momn

momn

SpecialistStaffProjectTeam ProjectTeam ProjectTeam

SpecialistStaff

SpecialistStaff

SpecialistStaffSpecialistStaff

SpecialistStaff

oal

oal


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T esof onflict S mptoms Priorities

Harmony no

conlict

MinorDisagreement& Administration

TechnicalOpinion&

Misunderstandings

OvertQuestioning&Challenging

Resources

Cost

AssertiveVerbalisation

Threats&Ultimatums

Schedules Personalities

PhysicalAttacks

OvertDestruction/Sabotage


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ConflictTreatmentTreatment Effectiveness

Withdraw/avoid(ignore) Failuretotreat woundedwarriors,discontent,indecision

Smoothing Nodefinitivesolution, dividesopinions/loyalties.Shorttermfix.

Compromising/collaborating Give

and

take

attitude

/real

issues

avoidedornotidentified. Intermediatetermfix.

Confronting/FacingReality Facingconflictand analyzing

un er y ng

ssues

e n pro em.

Longtermfix.

Forcing win losewithonepartyaggrieved..


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ConclusionsCommunicationsareanessentialpartofproject

management

EffectiveCommunicationscanresultinlessconflicton

projects

as

no

/

little

ambiguity

and

clarityect veorgan sat ona structurean e ne

communicationchannelsarealsoessential.

Communicationsshouldbeunambiguoussothereisno

confusion.Communicationmustbeclosedsothatmessages(thedata


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Remember

Historical

view

was:

communicationistheillusionthatithas

k n

l Todaywehavethesameproblem:

sen

an

ema butdidanybodyreadit/actonit?


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Questions/Discussion


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Documents

Project Management _Communications_MP [Compatibility Mode]