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This is a presentation I gave at Walsh College to help project managers prepare for the PMP certification exam. It is based on PMBoK 3rd Version.
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PMP EXAM WORKSHOP PMP EXAM WORKSHOP PMP EXAM WORKSHOP PMP EXAM WORKSHOP PMP EXAM WORKSHOP PMP EXAM WORKSHOP PMP EXAM WORKSHOP PMP EXAM WORKSHOP –––––––– WINTER 2008WINTER 2008WINTER 2008WINTER 2008WINTER 2008WINTER 2008WINTER 2008WINTER 2008
Communications Management
Timothy J. Krikau, MBA, PMP
COMMUNICATIONS COMMUNICATIONS
MANAGEMENTMANAGEMENT
The PMBOK defines Project Communication The PMBOK defines Project Communication The PMBOK defines Project Communication The PMBOK defines Project Communication The PMBOK defines Project Communication The PMBOK defines Project Communication The PMBOK defines Project Communication The PMBOK defines Project Communication Management asManagement asManagement asManagement asManagement asManagement asManagement asManagement as……………………
““The Knowledge Area that employs the processes The Knowledge Area that employs the processes required to ensure timely and appropriate required to ensure timely and appropriate
generation, collection, distribution, storage, generation, collection, distribution, storage, retrieval, and ultimate disposition of project retrieval, and ultimate disposition of project
information.information.””
COMMUNICATIONS COMMUNICATIONS
MANAGEMENTMANAGEMENT
SCARY FACT!!!SCARY FACT!!!SCARY FACT!!!SCARY FACT!!!SCARY FACT!!!SCARY FACT!!!SCARY FACT!!!SCARY FACT!!!
70% of all failed projects are due to ineffective 70% of all failed projects are due to ineffective 70% of all failed projects are due to ineffective 70% of all failed projects are due to ineffective 70% of all failed projects are due to ineffective 70% of all failed projects are due to ineffective 70% of all failed projects are due to ineffective 70% of all failed projects are due to ineffective
communication!!! communication!!! communication!!! communication!!! communication!!! communication!!! communication!!! communication!!!
COMMUNICATIONS COMMUNICATIONS
MANAGEMENTMANAGEMENT
�� 10.1 10.1 –– Communications PlanningCommunications Planning
�� 10.2 10.2 –– Information DistributionInformation Distribution
�� 10.3 10.3 –– Performance ReportingPerformance Reporting
�� 10.4 10.4 –– Manage StakeholdersManage Stakeholders
COMMUNICATIONS COMMUNICATIONS
MANAGEMENTMANAGEMENT
10.1 CommunicationPlanning
Project CommunicationManagement
10.3 Performance Reporting
10.4 ManageStakeholders
10.2 Information Distribution
COMMUNICATIONS COMMUNICATIONS
MANAGEMENTMANAGEMENT
The art of communications is a broad subject and The art of communications is a broad subject and involves a substantial body of knowledge involves a substantial body of knowledge including: including:
1.1. SenderSender--Receiver Models:Receiver Models: Feedback Loops and Barriers to Feedback Loops and Barriers to Communication.Communication.
2.2. Choice of Media:Choice of Media: Written vs. Oral, Informal vs. Formal, FaceWritten vs. Oral, Informal vs. Formal, Face--toto--face vs. Eface vs. E--mail/Voicemail.mail/Voicemail.
3.3. Writing Style:Writing Style: Active vs. Passive, Sentence Structure, and Active vs. Passive, Sentence Structure, and Choice of WordsChoice of Words
4.4. Presentation Techniques:Presentation Techniques: Body language and Visual aids. Body language and Visual aids.
5.5. Meeting Management Techniques:Meeting Management Techniques: Preparing an agenda and Preparing an agenda and dealing with conflict. dealing with conflict.
COMMUNICATIONS COMMUNICATIONS
MANAGEMENTMANAGEMENT
Communications ModelCommunications Model
Decode
Encode
Encode
Decode
Sender Receiver
Feedback - Message
Message
Medium??
Noise
Noise
COMMUNICATIONS COMMUNICATIONS
MANAGEMENTMANAGEMENT
Model DefinitionsModel Definitions
�� Encode:Encode: To translate thoughts or ideas into a language To translate thoughts or ideas into a language
that is understood by others.that is understood by others.
�� Message:Message: The output of encoding.The output of encoding.
�� Medium:Medium: The method used to convey the message.The method used to convey the message.
�� Noise:Noise: Anything that interferes with the transmission Anything that interferes with the transmission
and understanding of the message.and understanding of the message.
�� Decode:Decode: To translate the message back into To translate the message back into
meaningful thoughts or ideas. meaningful thoughts or ideas.
COMMUNICATIONS COMMUNICATIONS
MANAGEMENTMANAGEMENT
10.1 Communication Planning10.1 Communication Planning
This process determines the information and This process determines the information and
communications needs of the stakeholders.communications needs of the stakeholders.
�� Who needs what information? Who needs what information?
�� When will they need it? When will they need it?
�� By whom?By whom?
COMMUNICATIONS COMMUNICATIONS
MANAGEMENTMANAGEMENT
Tools & Techniques
1. Communications Requirements Analysis
2. Communications Technology
Inputs
1. Enterprise Environmental Factors
2. Organizational Process Assets
3. Project Scope Statement
4. Project Management Plan
• Constraints
• Assumptions
Outputs
1. Communications Management Plan
10. 1 Communications Planning
COMMUNICATIONS COMMUNICATIONS
MANAGEMENTMANAGEMENT
Tools and TechniquesTools and TechniquesCommunications Requirements AnalysisCommunications Requirements Analysis
�� The analysis of the communications requirements in the The analysis of the communications requirements in the sums of the information needs of the stakeholders.sums of the information needs of the stakeholders.
�� Requirements are defined by combining the type and Requirements are defined by combining the type and format of information needed with analysis of the value format of information needed with analysis of the value of the information.of the information.
�� Project resources are expended only on communicating Project resources are expended only on communicating information that contributes to success, or where a lack information that contributes to success, or where a lack of communication can lead to failure. of communication can lead to failure.
COMMUNICATIONS COMMUNICATIONS
MANAGEMENTMANAGEMENT
Tools and TechniquesTools and Techniques
Communications Requirements AnalysisCommunications Requirements Analysis�� This does not mean that This does not mean that ““bad newsbad news”” should not be should not be
sharedshared……
�� The intent is prevent overwhelming stakeholders with The intent is prevent overwhelming stakeholders with
minutiae.minutiae.
COMMUNICATIONS COMMUNICATIONS
MANAGEMENTMANAGEMENT
Tools and TechniquesTools and Techniques
Communications Requirements AnalysisCommunications Requirements Analysis
The project manager should consider the number The project manager should consider the number of potential communication channels or paths as of potential communication channels or paths as an indicator of the complexity of a projectan indicator of the complexity of a project’’s s
communications.communications.
n(nn(n--1)/21)/2
COMMUNICATIONS COMMUNICATIONS
MANAGEMENTMANAGEMENT
Tools and TechniquesTools and Techniques
Communications Requirements AnalysisCommunications Requirements Analysis
““You have a team of four people, how many You have a team of four people, how many communication channels are there?communication channels are there?””
COMMUNICATIONS COMMUNICATIONS
MANAGEMENTMANAGEMENT
Tools and TechniquesTools and Techniques
Communications Requirements AnalysisCommunications Requirements Analysis
““You have a team of four people, how many You have a team of four people, how many communication channels are there?communication channels are there?””
The answer is sixThe answer is sixOrOr……
4(44(4--1)/2 = 61)/2 = 6
COMMUNICATIONS COMMUNICATIONS
MANAGEMENTMANAGEMENT
Tools and TechniquesTools and Techniques
Communications Requirements AnalysisCommunications Requirements Analysis
““What if you add one more? How many more What if you add one more? How many more channels would you have?channels would you have?
The answer is 10, right? The answer is 10, right?
WRONG!!!!WRONG!!!!
COMMUNICATIONS COMMUNICATIONS
MANAGEMENTMANAGEMENT
Tools and TechniquesTools and Techniques
Communications Requirements AnalysisCommunications Requirements Analysis
““What if you add one more? How many more What if you add one more? How many more channels would you have? channels would you have?
COMMUNICATIONS COMMUNICATIONS COMMUNICATIONS COMMUNICATIONS COMMUNICATIONS COMMUNICATIONS COMMUNICATIONS COMMUNICATIONS
MANAGEMENTMANAGEMENTMANAGEMENTMANAGEMENTMANAGEMENTMANAGEMENTMANAGEMENTMANAGEMENT
Tools and TechniquesTools and Techniques
Communications Requirements AnalysisCommunications Requirements Analysis
““What if you add one more? How many What if you add one more? How many moremoremoremoremoremoremoremorechannels would you have?channels would you have?
The answer would be four. The answer would be four.
Remember to read the exams questions Remember to read the exams questions carefullycarefully!!
COMMUNICATIONS COMMUNICATIONS COMMUNICATIONS COMMUNICATIONS COMMUNICATIONS COMMUNICATIONS COMMUNICATIONS COMMUNICATIONS
MANAGEMENTMANAGEMENTMANAGEMENTMANAGEMENTMANAGEMENTMANAGEMENTMANAGEMENTMANAGEMENT
Tools and TechniquesTools and Techniques
Communications Requirements AnalysisCommunications Requirements Analysis
A key component of planning the projects communications A key component of planning the projects communications
is to determine and limit who will communicate with is to determine and limit who will communicate with
whom and who will receive what information.whom and who will receive what information.
COMMUNICATIONS COMMUNICATIONS COMMUNICATIONS COMMUNICATIONS COMMUNICATIONS COMMUNICATIONS COMMUNICATIONS COMMUNICATIONS
MANAGEMENTMANAGEMENTMANAGEMENTMANAGEMENTMANAGEMENTMANAGEMENTMANAGEMENTMANAGEMENT
Tools and TechniquesTools and TechniquesInformation typically required to determine project Information typically required to determine project
communication requirements are:communication requirements are:1.1. Organization chartsOrganization charts
2.2. Project organization and stakeholder responsibility relationshipProject organization and stakeholder responsibility relationshipss
3.3. Disciplines, departments, and specialties involved in the projecDisciplines, departments, and specialties involved in the projectt
4.4. Logistics of how many persons will be involved with the project Logistics of how many persons will be involved with the project and at which locationsand at which locations
5.5. Internal information needs (within an organization)Internal information needs (within an organization)
6.6. External information needs (with contractors, media, etc.)External information needs (with contractors, media, etc.)
7.7. Stakeholder informationStakeholder information
COMMUNICATIONS COMMUNICATIONS COMMUNICATIONS COMMUNICATIONS COMMUNICATIONS COMMUNICATIONS COMMUNICATIONS COMMUNICATIONS
MANAGEMENTMANAGEMENTMANAGEMENTMANAGEMENTMANAGEMENTMANAGEMENTMANAGEMENTMANAGEMENT
Effective CommunicationEffective Communication
Messages should be encoded carefully, determine Messages should be encoded carefully, determine
what the best communication method is to send, what the best communication method is to send,
and to confirm that the message is and to confirm that the message is understood.understood.
COMMUNICATIONS COMMUNICATIONS
MANAGEMENTMANAGEMENT
Effective CommunicationEffective Communication
1.1. Nonverbal:Nonverbal: About 55% of all communications are About 55% of all communications are
nonverbal (based on physical mannerisms)nonverbal (based on physical mannerisms)
2.2. ParalingualParalingual:: Pitch and tone of voice also helps (and Pitch and tone of voice also helps (and
hinders) the conveyance of a messagehinders) the conveyance of a message
3.3. Feedback:Feedback: ““Do you understand what IDo you understand what I’’ve ve
explained?explained?””
COMMUNICATIONS COMMUNICATIONS
MANAGEMENTMANAGEMENT
Effective ListeningEffective Listening
The receiver should decode the message carefully The receiver should decode the message carefully
and confirm that the message is understood.and confirm that the message is understood.
COMMUNICATIONS COMMUNICATIONS
MANAGEMENTMANAGEMENT
Effective ListeningEffective Listening
1.1. Feedback: Feedback: ““I understand.I understand.”” or or ““II’’m sure I m sure I
understand, can you repeat what you just said?understand, can you repeat what you just said?””
2.2. Active Listening:Active Listening: The receiver confirms that The receiver confirms that
he/she is listening, confirms agreement, or asks for he/she is listening, confirms agreement, or asks for
clarification.clarification.
3.3. ParalingualParalingual
COMMUNICATIONS COMMUNICATIONS COMMUNICATIONS COMMUNICATIONS COMMUNICATIONS COMMUNICATIONS COMMUNICATIONS COMMUNICATIONS
MANAGEMENTMANAGEMENTMANAGEMENTMANAGEMENTMANAGEMENTMANAGEMENTMANAGEMENTMANAGEMENT
Communications TechnologyCommunications Technology
The methodologies used to transfer information The methodologies used to transfer information
among project stakeholders can vary among project stakeholders can vary
significantly. significantly.
COMMUNICATIONS COMMUNICATIONS COMMUNICATIONS COMMUNICATIONS COMMUNICATIONS COMMUNICATIONS COMMUNICATIONS COMMUNICATIONS
MANAGEMENTMANAGEMENTMANAGEMENTMANAGEMENTMANAGEMENTMANAGEMENTMANAGEMENTMANAGEMENT
Communications TechnologyCommunications Technology
Technological factors that can affect a project include: Technological factors that can affect a project include:
1.1. The urgency of the need for information (immediate or in intervaThe urgency of the need for information (immediate or in intervals?)ls?)
2.2. The availability of technology (systems in place or is a change The availability of technology (systems in place or is a change needed?)needed?)
3.3. The expected project staffing (system compatible with participanThe expected project staffing (system compatible with participants or is ts or is
training required?)training required?)
4.4. The length of the project (will the current technology change beThe length of the project (will the current technology change before the fore the
project closes?)project closes?)
5.5. The project environment (is the team coThe project environment (is the team co--located or virtual?)located or virtual?)
COMMUNICATIONS COMMUNICATIONS COMMUNICATIONS COMMUNICATIONS COMMUNICATIONS COMMUNICATIONS COMMUNICATIONS COMMUNICATIONS
MANAGEMENTMANAGEMENTMANAGEMENTMANAGEMENTMANAGEMENTMANAGEMENTMANAGEMENTMANAGEMENT
Communication TechnologyCommunication Technology
MethodsMethods
1.1. Formal Written:Formal Written: Used for complex problems, PM Used for complex problems, PM
plans, project charter, long distance communicationsplans, project charter, long distance communications
2.2. Formal Verbal:Formal Verbal: Presentations, speechesPresentations, speeches
3.3. Informal Written:Informal Written: Memos, eMemos, e--mail, notesmail, notes
4.4. Informal Verbal:Informal Verbal: Meetings, conversationsMeetings, conversations
COMMUNICATIONS COMMUNICATIONS
MANAGEMENTMANAGEMENT
Communications TechnologyCommunications Technology
Can a project manager control all communications? Can a project manager control all communications?
No. No.
Should the project manager try to control all Should the project manager try to control all communications? communications?
Yes.Yes.
How much of a PMHow much of a PM’’s time is spent communicating? s time is spent communicating?
90%90%
COMMUNICATIONS COMMUNICATIONS
MANAGEMENTMANAGEMENT
Communications Management PlanCommunications Management Plan
The inputs and tools and techniques in this process will The inputs and tools and techniques in this process will
yield the yield the
Communications Management PlanCommunications Management Plan
COMMUNICATIONS COMMUNICATIONS
MANAGEMENTMANAGEMENT
Communications Management PlanCommunications Management PlanThe communications management plan is contained, or is a subsidiThe communications management plan is contained, or is a subsidiary plan of, the ary plan of, the
project management plan. project management plan.
The communications management plan provides:The communications management plan provides:1.1. Stakeholder communication requirementsStakeholder communication requirements
2.2. Information to be communicated, including format, content, and lInformation to be communicated, including format, content, and level of detailevel of detail
3.3. Person responsible for communicating all informationPerson responsible for communicating all information
4.4. Person/groups who will receive the informationPerson/groups who will receive the information
5.5. Methods/technologies used to convey the information (memos, emaiMethods/technologies used to convey the information (memos, email, etc.)l, etc.)
6.6. Frequency of communication Frequency of communication
7.7. Escalation processEscalation process--identifying time frames and the management chain (names) for identifying time frames and the management chain (names) for escalation of issues that canescalation of issues that can’’t be resolved at a lower staff level. t be resolved at a lower staff level.
8.8. Method for updating and refining the communications management pMethod for updating and refining the communications management plan as the lan as the project develops. project develops.
9.9. Glossary of common terminologyGlossary of common terminology
COMMUNICATIONS COMMUNICATIONS
MANAGEMENTMANAGEMENT
10. 2 Information Distribution 10. 2 Information Distribution
This process involves making information available This process involves making information available
to project stakeholders in a timely manner. to project stakeholders in a timely manner.
�� Distribution of the communications management plan.Distribution of the communications management plan.
�� Responding to unexpected requests for informationResponding to unexpected requests for information
COMMUNICATIONS COMMUNICATIONS COMMUNICATIONS COMMUNICATIONS COMMUNICATIONS COMMUNICATIONS COMMUNICATIONS COMMUNICATIONS
MANAGEMENTMANAGEMENTMANAGEMENTMANAGEMENTMANAGEMENTMANAGEMENTMANAGEMENTMANAGEMENT
Tools & Techniques
1. Communications Skills
2. Information Gathering and Retrieval Systems
3. Information Distribution Methods
4. Lessons Learned Process
Inputs
1. Communication Management Plan
Outputs
1. Organizational Process Assets (Updates)
2. Requested Changes
Information Distribution
COMMUNICATIONS COMMUNICATIONS
MANAGEMENTMANAGEMENT
Tools and TechniquesTools and Techniques
Communication SkillsCommunication Skills
Communication skills are part of general management skills Communication skills are part of general management skills
and are used to exchange information.and are used to exchange information.
COMMUNICATIONS COMMUNICATIONS
MANAGEMENTMANAGEMENT
Tools and TechniquesTools and Techniques
Communication SkillsCommunication Skills
Communicating has many dimensions:Communicating has many dimensions:
1.1. Written and oral, listening, and speakingWritten and oral, listening, and speaking
2.2. Internal (within the project) and external (customer, media, Internal (within the project) and external (customer, media,
public)public)
3.3. Formal (reports, briefings) and informal (memos, ad hoc Formal (reports, briefings) and informal (memos, ad hoc
conversations)conversations)
4.4. Vertical (up and down the organization) and horizontal (peer)Vertical (up and down the organization) and horizontal (peer)
COMMUNICATIONS COMMUNICATIONS
MANAGEMENTMANAGEMENT
Tools and TechniquesTools and TechniquesInformation Gathering and Retrieval SystemsInformation Gathering and Retrieval Systems
Information can gathered and retrieved through a variety Information can gathered and retrieved through a variety of media including: of media including:
1.1. Manual filing systemsManual filing systems
2.2. Electronic databasesElectronic databases
3.3. PM softwarePM software
4.4. Systems that allow access to technical documentation Systems that allow access to technical documentation (blueprints, design specs, etc.)(blueprints, design specs, etc.)
COMMUNICATIONS COMMUNICATIONS
MANAGEMENTMANAGEMENT
Tools and TechniquesTools and TechniquesInformation Distribution MethodsInformation Distribution Methods
These methods involve information collection, sharing, andThese methods involve information collection, sharing, anddistribution to project stakeholders in a timely manner across tdistribution to project stakeholders in a timely manner across the he project life cycle. project life cycle.
1.1. Project meetings, hardProject meetings, hard--copy document distribution, manual filing systems, copy document distribution, manual filing systems, and sharedand shared--access electronic databases. access electronic databases.
2.2. Electronic communication and conferencing tools, such as eElectronic communication and conferencing tools, such as e--mail, fax, mail, fax, voicemail, telephone, video and Web conferencing, and Web publisvoicemail, telephone, video and Web conferencing, and Web publishing. hing.
3.3. Electronic tools for PM, such as Web interfaces to scheduling anElectronic tools for PM, such as Web interfaces to scheduling and PM d PM software, meeting and virtual office support software, portals, software, meeting and virtual office support software, portals, and and collaborative work management tools. collaborative work management tools.
COMMUNICATIONS COMMUNICATIONS
MANAGEMENTMANAGEMENT
Lessons LearnedLessons Learned
�� A lessons learned session focuses on identifying project successA lessons learned session focuses on identifying project successes and project failures, es and project failures, and includes recommendations to improve future performance on prand includes recommendations to improve future performance on projects. ojects.
�� Lessons learned provide future project teams with the informatioLessons learned provide future project teams with the information that can increase n that can increase effectiveness and efficiency of project management.effectiveness and efficiency of project management.
�� Lessons learned are so valuable that a project cannot be consideLessons learned are so valuable that a project cannot be considered complete unless red complete unless the lessons learned are completed. the lessons learned are completed.
�� Continuous Improvement Continuous Improvement cannot existcannot exist without lessons learnedwithout lessons learned
COMMUNICATIONS COMMUNICATIONS
MANAGEMENTMANAGEMENT
Tools and TechniquesTools and TechniquesLessons LearnedLessons Learned
DonDon’’t wait until the project is over to share lessons learned with ot wait until the project is over to share lessons learned with other ther
projects!projects!
COMMUNICATIONS COMMUNICATIONS
MANAGEMENTMANAGEMENT
Tools and TechniquesTools and TechniquesLessons LearnedLessons Learned
Specific results from lessons learned include:Specific results from lessons learned include:
�� Update of the lessons learned knowledge baseUpdate of the lessons learned knowledge base
�� Input to knowledge management systemInput to knowledge management system
�� Updated corporate policies, procedures, and processesUpdated corporate policies, procedures, and processes
�� Improved business skillsImproved business skills
�� Overall product and service improvementsOverall product and service improvements
�� Updates to the risk management planUpdates to the risk management plan
COMMUNICATIONS COMMUNICATIONS
MANAGEMENTMANAGEMENT
Lessons LearnedLessons Learned
QuestionQuestion……
Lessons learned are BEST completed by: Lessons learned are BEST completed by:
a.a. Project managerProject manager
b.b. TeamTeam
c.c. SponsorSponsor
d.d. StakeholdersStakeholders
COMMUNICATIONS COMMUNICATIONS
MANAGEMENTMANAGEMENT
Lessons LearnedLessons Learned
The best answer is STAKEHOLDERS as their The best answer is STAKEHOLDERS as their
input is critical for collecting all the lessons input is critical for collecting all the lessons
learned on each project. learned on each project.
COMMUNICATIONS COMMUNICATIONS
MANAGEMENTMANAGEMENT
Information Distribution OutputsInformation Distribution Outputs
�� Organizational Process Assets (updates)Organizational Process Assets (updates)�� Project recordsProject records
�� Project reportsProject reports
�� Lessons learned documentationLessons learned documentation
�� Project presentationsProject presentations
�� Feedback from stakeholdersFeedback from stakeholders
�� Stakeholder notificationsStakeholder notifications
COMMUNICATIONS COMMUNICATIONS COMMUNICATIONS COMMUNICATIONS COMMUNICATIONS COMMUNICATIONS COMMUNICATIONS COMMUNICATIONS
MANAGEMENTMANAGEMENTMANAGEMENTMANAGEMENTMANAGEMENTMANAGEMENTMANAGEMENTMANAGEMENT
Information Distribution OutputsInformation Distribution Outputs
Requested Changes:Requested Changes: Changes to the Information Changes to the Information
Distribution process should trigger changes to the PM Distribution process should trigger changes to the PM
plan and plan and thecommunicationsthecommunications management plan.management plan.
COMMUNICATIONS COMMUNICATIONS COMMUNICATIONS COMMUNICATIONS COMMUNICATIONS COMMUNICATIONS COMMUNICATIONS COMMUNICATIONS
MANAGEMENTMANAGEMENTMANAGEMENTMANAGEMENTMANAGEMENTMANAGEMENTMANAGEMENTMANAGEMENT
10.3 Performance Reporting10.3 Performance Reporting
The performance reporting process involves the collection of allThe performance reporting process involves the collection of allbaseline data, and distribution of performance information to baseline data, and distribution of performance information to stakeholders.stakeholders.
Generally, this performance information includes how resources aGenerally, this performance information includes how resources are re being used to achieve project objectives and should include being used to achieve project objectives and should include information on scope, schedule, cost, and quality. information on scope, schedule, cost, and quality.
COMMUNICATIONS COMMUNICATIONS COMMUNICATIONS COMMUNICATIONS COMMUNICATIONS COMMUNICATIONS COMMUNICATIONS COMMUNICATIONS
MANAGEMENTMANAGEMENTMANAGEMENTMANAGEMENTMANAGEMENTMANAGEMENTMANAGEMENTMANAGEMENT
Tools & Techniques
1. Information presentation tools
2. Performance information gathering and compilation
3. Status review meetings
4. Time reporting systems
5. Cost reporting systems
Inputs
1. Work performance information
2. Performance measurements
3. Forecasted completion
4. Quality control measurements
5. PM plan
• Performance measurement baseline.
6. Approved change requests.
7. Deliverables
Outputs
1. Performance reports
2. Forecasts
3. Requested changes
4. Recommended corrective actions
5. Organizational process assets
10.3 Performance Reporting
COMMUNICATIONS COMMUNICATIONS
MANAGEMENTMANAGEMENT
10.3 Performance Reporting10.3 Performance Reporting�� Status reports:Status reports: Describe where project now stands in terms of cost, Describe where project now stands in terms of cost,
time, and scope, and quality.time, and scope, and quality.
�� Progress reports:Progress reports: Describe what has been accomplished. Describe what has been accomplished. � Gantt Charts in MS Project
�� Trend reports:Trend reports: Examine project results over time to see if performance Examine project results over time to see if performance is improving or deteriorating. is improving or deteriorating.
�� Forecasting reports:Forecasting reports: Predict future project status and performancePredict future project status and performance
�� Variance reports:Variance reports: Compare actual results to baselinesCompare actual results to baselines
�� Earned value:Earned value: Integrates scope, cost and schedule measures to assess Integrates scope, cost and schedule measures to assess project performance (see the Cost Management process in the PMBOproject performance (see the Cost Management process in the PMBOK)K)
�� Lessons learnedLessons learned
COMMUNICATIONS COMMUNICATIONS
MANAGEMENTMANAGEMENT
InputsInputsWork Performance InformationWork Performance Information
Work performance information on the completion status of Work performance information on the completion status of
the deliverables and what has been accomplished is the deliverables and what has been accomplished is
collected as part of project execution, and is fed into collected as part of project execution, and is fed into
the Performance Reporting process.the Performance Reporting process.
COMMUNICATIONS COMMUNICATIONS
MANAGEMENTMANAGEMENT
Tools and TechniquesTools and TechniquesPM Plan: Performance Measurement Baseline.PM Plan: Performance Measurement Baseline.
An approved plan for the project work against which project execAn approved plan for the project work against which project execution ution
is compared, and deviations are measured for management is compared, and deviations are measured for management
control. control.
The performance measurement baseline typically integrates scope,The performance measurement baseline typically integrates scope,
schedule, and cost parameters of the project, but may include schedule, and cost parameters of the project, but may include
technical and quality parameters. technical and quality parameters.
COMMUNICATIONS COMMUNICATIONS
MANAGEMENTMANAGEMENT
Tools and TechniquesTools and Techniques1.1. Information Presentation Tools: Information Presentation Tools: Software packages that include table Software packages that include table
reporting, spreadsheet analysis, presentations, etc. (MS Office)reporting, spreadsheet analysis, presentations, etc. (MS Office)
2.2. Performance Information Gathering and Compilation:Performance Information Gathering and Compilation: Information can Information can be gathered and compiled from a variety of media including manuabe gathered and compiled from a variety of media including manual filing l filing systems, electronic databases, PM software, and systems that allsystems, electronic databases, PM software, and systems that allow ow technical documentationtechnical documentation
3.3. Status Review Meetings:Status Review Meetings: Regularly scheduled events to exchange Regularly scheduled events to exchange information about the project. Frequency and levels can vary witinformation about the project. Frequency and levels can vary with these. h these.
4.4. Time Reporting Systems: Time Reporting Systems: Record and provide time expended on the Record and provide time expended on the project. project.
5.5. Cost Reporting Systems:Cost Reporting Systems: Record and provide cost expended on the Record and provide cost expended on the project.project.
COMMUNICATIONS COMMUNICATIONS
MANAGEMENTMANAGEMENT
OutputsOutputs
1.1. Performance Reports:Performance Reports: Organize and summarize the Organize and summarize the information gathered, and present the results of any analysis asinformation gathered, and present the results of any analysis ascompared to the performance measurement baseline. compared to the performance measurement baseline.
2.2. Forecasts:Forecasts: Forecasts are updated and reissued based on work Forecasts are updated and reissued based on work performance information provided as the project is executed.performance information provided as the project is executed.
3.3. Requested Changes:Requested Changes: Analysis of project performance often Analysis of project performance often generates requested changes.generates requested changes.
4.4. Recommended Corrective ActionsRecommended Corrective Actions
5.5. Organizational Process AssetsOrganizational Process Assets
COMMUNICATIONS COMMUNICATIONS
MANAGEMENTMANAGEMENT
OutputsOutputs
When completed, performance reporting should result in:When completed, performance reporting should result in:
�� The issuing of reports from other knowledge areasThe issuing of reports from other knowledge areas
�� Feedback from those who received the reportsFeedback from those who received the reports
�� Lessons learnedLessons learned
�� Requested changes to both the project and communications Requested changes to both the project and communications
management planmanagement plan
�� Reports, forecasts, requested changes and corrective actions andReports, forecasts, requested changes and corrective actions and
lessons learned documentationlessons learned documentation
COMMUNICATIONS COMMUNICATIONS COMMUNICATIONS COMMUNICATIONS COMMUNICATIONS COMMUNICATIONS COMMUNICATIONS COMMUNICATIONS
MANAGEMENTMANAGEMENTMANAGEMENTMANAGEMENTMANAGEMENTMANAGEMENTMANAGEMENTMANAGEMENT
10.4 Manage Stakeholders10.4 Manage Stakeholders
1.1. Stakeholder management refers to managing communications to Stakeholder management refers to managing communications to satisfy the needs of, and resolve issues with, project stakeholdsatisfy the needs of, and resolve issues with, project stakeholders.ers.
2.2. Actively managing stakeholders: Actively managing stakeholders:
1.1. Increases the likelihood that the project will not veer off tracIncreases the likelihood that the project will not veer off track due to k due to unresolved stakeholder issues.unresolved stakeholder issues.
2.2. Enhances the ability of persons to operate synergisticallyEnhances the ability of persons to operate synergistically
3.3. Limits disruptions during the project Limits disruptions during the project
COMMUNICATIONS COMMUNICATIONS COMMUNICATIONS COMMUNICATIONS COMMUNICATIONS COMMUNICATIONS COMMUNICATIONS COMMUNICATIONS
MANAGEMENTMANAGEMENTMANAGEMENTMANAGEMENTMANAGEMENTMANAGEMENTMANAGEMENTMANAGEMENT
Tools & Techniques
1. Communications methods
2. Issue logs
Inputs
1. Communications management plan
2. Organizational process assets
Outputs
1. Resolved issues
2. Approved change requests
3. Approved corrective actions
4. Organizational process assets (updated)
5. Project Management plan (updated)
10.4 Manage Stakeholders
COMMUNICATIONS COMMUNICATIONS COMMUNICATIONS COMMUNICATIONS COMMUNICATIONS COMMUNICATIONS COMMUNICATIONS COMMUNICATIONS
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10.4 Manage Stakeholders10.4 Manage StakeholdersTools and TechniquesTools and Techniques
1.1. Communication MethodsCommunication Methods1.1. FaceFace--toto--face meetings are the most effective means for face meetings are the most effective means for
communicating and resolving issues with stakeholders.communicating and resolving issues with stakeholders.
2.2. If faceIf face--toto--face meetings arenface meetings aren’’t possible or practical t possible or practical (international projects), telephone calls, e(international projects), telephone calls, e--mail, and other mail, and other electronic tools are useful for exchanging information and electronic tools are useful for exchanging information and dialoguing.dialoguing.
COMMUNICATIONS COMMUNICATIONS COMMUNICATIONS COMMUNICATIONS COMMUNICATIONS COMMUNICATIONS COMMUNICATIONS COMMUNICATIONS
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10.4 Manage Stakeholders10.4 Manage StakeholdersTools and TechniquesTools and Techniques
1.1. Issue LogsIssue Logs
1.1. A tool that can be used to document and monitor the A tool that can be used to document and monitor the
resolution of issues. resolution of issues.
2.2. Discussed more in the Human Resource Management process.Discussed more in the Human Resource Management process.
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10.4 Manage Stakeholders10.4 Manage StakeholdersOutputsOutputs
1.1. Resolved Issues (placed in the issue log) Resolved Issues (placed in the issue log)
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Other StuffOther StuffCommunication BlockersCommunication Blockers
1.1. Use of slang, jargon, or phraseology that is indigenous to our cUse of slang, jargon, or phraseology that is indigenous to our culture can cause ulture can cause miscommunication with other cultures. miscommunication with other cultures.
““WhatWhat’’s your game plan?s your game plan?””
““The nuts and bolts of theThe nuts and bolts of the…”…”
““Zero in on the problemZero in on the problem””
““Kill the weedKill the weed””
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Other StuffOther Stuff
Helpful websites in preparing for the PMP ExamHelpful websites in preparing for the PMP Exam
PMPINABOX: PMPINABOX: www.pmpinabox.comwww.pmpinabox.com
PreparePMPreparePM: : www.preparepm.comwww.preparepm.com
PMPrepcastPMPrepcast: : www.pmprepcast.comwww.pmprepcast.com
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Other StuffOther Stuff
[email protected]@yahoo.com
COMMUNICATIONS COMMUNICATIONS COMMUNICATIONS COMMUNICATIONS COMMUNICATIONS COMMUNICATIONS COMMUNICATIONS COMMUNICATIONS
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