Smsvn pmp training_slides_chapter_10

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PROJECT COMMUNICATION MANAGEMENT

SMSVN – PMP Training Course 2013 – Chapter 10 Prepared by Pham Manh Lan - 20/08/2013

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What is Project Communications?

Supervisor

Team

Stakeholders

Team

Update

Update

Report

Consult

Vertical (up and down the organization) and horizontal (with peers)

PM

Internal (within the project), External (customers, vendors, other projects, organizations), Official (newsletter, annual report), Unofficial (off the record communications)

Formal (reports, minutes, briefings), Informal (emails, memos, ad-hoc discussions), Verbal (vice inflections) and nonverbal (body language), written


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We have thousand ways to communicate in our world


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Why we have to take effective communications?


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Why we have to take effective communications?

Projects go wrong because of poor communication


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In fact, PMs (Project Managers) spend 90% of his time communicating in different ways, different forms, and to different stakeholders. Of this time spent

communicating, 50% will be spent communicating with project team members.


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PMs spend most of their time communicating with team members and other project stakeholders, whether they are internal or external to the organization.

Effective communication creates a bridge between diverse stakeholders who may have different cultural and organizational backgrounds, different levels of expertise and different perspectives and interests, which impact or have an influence upon the project execution or outcome.


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Project communications management is focused upon the processes of developing a communications management plan, gathering and distributing project information according to the communications management plan, and checking that you are completing the communications activities in accordance with the plan.


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Knowledge AreaProcess

Initiating Planning Executing Monitoring & Contol Closing

Communication 10.1 Plan Communications Management

10.2 Manage Communications

10.3 Control Communications

Enter phase/Start project

Exit phase/End project

InitiatingProcesses

ClosingProcesses

PlanningProcesses

ExecutingProcesses

Monitoring &Controlling Processes


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10.1 PLAN COMMUNICATIONS MANAGEMENT Develop a communication plan based on the project organization

structure and external stakeholder requirements, in order to manage the flow of project information.

Conduct a kick-off meeting with all key stakeholders, in order to announce the start of the project, communicate the project milestones, and share other relevant information

Inputs

1. Project management plan

2. Stakeholder register3. EEF4. OPA

Tools & Techniques

1. Communication requirements analysis

2. Communication technology

3. Communication models4. Communicaton

methods5. Meetings

Outputs

1. Communications management plan

2. Project documents updates


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10.1 PLAN COMMUNICATIONS MANAGEMENT

Outputs Communications management plan

Describe how project communications will be planned, structured, monitored and controlled. Can be formal or informal Highly detailed or broadly framed and based on the needs of the project.

Project document updates Stakeholder register and stakeholder management

strategy, project schedule


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Tool and techniques Communications requirements analysisÞ Internal and external information needs? Organization

structure?Þ Stakeholder responsibility relationships? stakeholder needs?

number of persons involved? (N(N-1)/2 channels) Determine who will communicate with whom and who will receive

what information. Project resources shall expended only on communicating

information that contributes to success, or where a lack of information can lead to failure.

This does not mean that bad news shall not be communicated, but concentrate on efforts that lead to success rather than information dumping.


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Tool and techniques Communications technology

As part of the communications planning, the PM should identify all of the required and approved methods of communicating.

Communication modalities can also include meeting, reports, memos, emails and so on.

Factors that can be effect the project include urgencty, availability, expected, duration and environment.


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Tool and techniques Communication models

NOISE

NOISE

Sender Receiver


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Tool and techniques Communication models

The sender’s responsibilities are to: Encode the message clearly Select a communication method Send the message Confirm that the message was understood by the receiver

The receiver’s responsibilities are to: Make sure that the information is received in its entirety Decode the message Confirm that the message was understood


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Tool and techniques Communication methods (1/2)

Push communication (send a specific information to speccific recipients, this ensure that message is sent but will not certify that it is actually received or understood)

Pull communication (used for large volume of information and large audiences, recipients has to access the communication content at their own discretion)

Interactive communication (between two ormor parties in mulidirectional => most effective way)


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Tool and techniques Communication methods (2/2)

Individual and group meetings, video and audio conferences, computer chats, and other remote communication methods are used to distribute information (formal, informal, verbal and nonverbal, writen)

Any time you need to get a message to a client or sponsor, you use formal communication.

Any project document: management plan, requirement specification, contrac -> always formal writen.

Meetings are always informal verbal, even if the meeting is to say some thing really important.


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Tool and techniques Meetings

Planning session is commonly faciliated through meetings, which may be conducted face to face or online and in different locations.

Status review meetings can be used to exchange and analyze information about the project progress and performance.


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Inputs Project management plan Stakeholder register

Stakeholders and information needed EEF OPA


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10.2 MANAGE COMMUNICATIONS Execute the tasks as defined in the project plan, in order to

achieve the project deliverables within budget and schedule.

Inputs

1. Communications management plan

2. Work performance reports

3. EEF4. OPA

Tools & Techniques

1. Communication technology

2. Communication models3. Communication

methods4. Information

management systems5. Performance reporting

Outputs

1. Project communications2. Project management

plan updates3. Project documents

updates4. OPA updates


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10.2 MANAGE COMMUNICATIONS

Outputs Project communications

Status reports describe where the project stands at a specific point in time

Progress reports describe what the project team has accomplished during a certain perfiod of time.

Trend reports, forecasts Variance report (EV, SV, CV …) Lesson learned documentation

Project management plan updates Pproject documents updates OPA updates


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Tool and techniques Communication technology Communication models Communication methods


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Tool and techniques Information management systems

Hard-copy document management, electronic communications management, electronic project management tools (software).

Performance reporting Performance reports organize and summarize the

information gathered, present the results of any analysis as compared to the performance measurement baseline.

Requires some basic tasks: status review, variance analysis, trend analysis, forecast.


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Inputs Communications management plan Work performance reports

Project performance and status information EEFs OPAs


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10.3 CONTROL COMMUNICATIONS Communicate project status to stakeholders for their feedback,

in order to ensure the project aligns with business needs

Inputs

1. Project management plan

2. Project communications

3. Issue log4. Work performance

data5. OPA

Tools & Techniques

1. Information management systems

2. Expert judgment3. Meetings

Outputs

1. Work performance information

2. Change requests3. Project management

plan updates4. Project documents

updates5. OPA updates


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10.3 CONTROL COMMUNICATIONS

Outputs Work performance information

Status and progress information on the project at the level of detail required by the various stakeholders.

Change requestsCorrective actions, preventive actions, defect repair.

Project management plan updates Project documents updates OPA updates


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Tool and techniques Information management systems Expert judgment


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Tool and techniques Meetings

General rules: Set a time limit; schedule recurring meeting in advance; meeting

with team regularly. Before the meeting:

Have a purpose for each meeting; create agenda with team input. Distribute agenda before hand; bring right people together. Let people know their responsibility in advance.

During the meeting: Chair and lead the meeting; assign deliverables and time limits

for all work assignments. After meeting:

Document and publish meeting minutes


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Inputs Project management plan Project communications Issue log

Used to faciliate communication and ensure a common understanding of issues

Work performance dataCan include details about which communications have actually been distributed, feedback on communications, survey results on communication effectiveness, or other raw observations identified during communication activities.

OPA


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PMI’s philosophy Project manager is primarily responsible for communication. Major source of problems in projects arise due to poor

communication. It is essential that the project manager distribute accurate

project information in a timely manner and to the right audience.

Communication may be a mixture of formal and informal, written and verbal, but it is always proactive and thorough.

Project manager shall emphasize on communications which will result in positive outcomes rather than information dumping.



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Communication is very important, even in love!!!


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Thank You

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Smsvn pmp training_slides_chapter_10