10- project communication management
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10- Communication Management
- 10
Unit - 10
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Agenda
IdentifyStakeholders.
Plan
Communications Distribute
Information.
Manage StakeholderExpectations .
Report Performance.
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10- Communication Management
- 1010.1 Identify Stakeholders
The process of identifying all people ororganizations impacted by the project, anddocumenting relevant information regardingtheir interests, involvement, and impact onproject success.
10.2 Plan Communications The process of determining the project
stakeholder information needs anddefining a communication approach.
10.3 Distribute Information The process of making relevant
information available to projectstakeholders as planned.
10.4 Manage Stakeholder Expectations
The process of communicating andworking with stakeholders to meet theirneeds and addressing issues as they occur.
10.5 Report Performance The process of collecting and distributing
performance information, including statusreports, progress measurements, andforecasts.
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10-4
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Communication Macro Barriers
Amount of Information: Try to transmit sufficient
information to avoidinformation overload.
Keep it simple and short(KISS).
Cultural Differences: Meanings and
interpretation may vary in
deferent cultures.
Very important ininternational projects andjoint venture.
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Communication Macro Barriers
Lack of subject knowledge: Lack of shared experience can
inhibit communication.
Organizational climate: Minimize the difficulties
associated with status & ego. Create an atmosphere of
openness by talking with(Rather than down to)people.
Number of links: The more links in the
communication chains, theless likely that the messagewill be successful.
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Communication Micro Barriers
Perceptions: Senders view of the
receivers knowledge andability to understand themessage.
Receivers view andpersonal feelings (based onprevious experience)towards the sender.
Negative : Receiver ignores themessage.
Positive : receiver judgment isinhibited.
Perception problems canbe minimized by usingwords that have precisemeaning.
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Communication Micro Barriers
Message Competition:
To minimizes the noise,
communicate when you have the
total attention of the receiver
(Mentally & Physically).
Project Jargon and Terminology:
Use the terminology of the
project that the recipient
understands.
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Notes: Some micro barriers are
derived from macro barriers.
Examples : perception are
derived from cultural differences,
and jargon from subject
knowledge.
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Effective Listening
An important component andskill of communication
Many project managerslack of it.
No formal education todevelop it. It can be learned through
studying active listeningpractices and applying them
in a conscious program of selfdevelopment.
Easy to listen to superiors(because we have to) thanto subordinates.
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Benefits of Effective Listening
Improves
communication.
Helps develop mutual
trust and respect amongthe project team.
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Communication Facts:
Listening Retention : 50% During Hours .
25% In Two Days.
10% After 7 Days.
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Barriers to Effective Listening
Poor listeners (Lack ofSkills).
Resistance to the message: Examples of situations in
which people have difficulty
listening : Dealing withconflict situation, feelinganxious, angry, or fearful; andbeing criticized.
Physical distractions: Examples : telephone calls,
people coming in and out ofthe office, and environmentsthat create feelings ofinequality in status.
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Barriers to Effective Listening
Perceptions (Perceptualdifferences):
Contrary to the listenerspreconceived ideas.
Instead of listening, hestart to :
Prepare his responses ordefense.
Jump to conclusions.
Confuse facts withopinions.
Make frozen evaluations(that can not be easilychanged).
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The Good listener
Doesnt interrupt.
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Waits until the end, then asks questions.
,. Asks for clarification.
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Pays close attention.
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Verify understanding by repeating what
was said.
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Gives feedback : Smile, Nods, or Frowns.
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The Poor listener -
Always interrupts.
. Is impatient.
. Makes hasty judgments.
. Shows disinterest (Poor posture,
Wondering Eyes).
(,
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. Doesnt respond.
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Poor listener Vs. Good listener
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Poor listener Vs. Good listener
Mentally prepares an argument
to Win.
. Reacts to Person, loses temper.
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Fidgets with pen, Paper, clips.
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Goes off the subject.
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Avoids arguing and its negative
effects on relationships.
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Response to ideas, not to person.
. Gets ride of distractions.
. Concentrates on both the words andthe feelings behind them; stays on
track.
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The Poor listener - The Good listener
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Summary Active listening & Non Verbal
Attention (Reduce distraction).
Concern (For the person, process, projectobjective).
Timing (Appropriate when neither party ispreoccupied).
Involvement (Mental & Emotional).
Vocal (represent 38% of message) PARALINGUAL
Eye Contact (shows that you are payingattention).
Look (Observe Body Language).
Interest (Take interest in other person as ahuman being).
Summarize (Play back to verify real meaningof message).
Territory (Manage space; lean forward toreduce distance).
Empathy (Listen between the words tounderstand feelings).
Nod ( To show that you understand)
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Nonverbal Communications Based On Physical Ways
Accounts for 55% ofCommunication .
Examples : Facial Expressions:
Smile while talking putslisteners at ease and you arelikely to get a smile back inresponse.
Real smiles make the cornersof the eye crinkle.
Eye contact (With culturaldifferences) is important andestablish a Communicationbond.
Nodding the head whilelistening indicates agreementand understanding.
55%.
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Other Communication Facts
We retain (after 7 days) : 10% of what we hear.
15% of what we see.
20% of what we hear &see.
40% of what we discusswith others.
80% of what weexperience.
90% of what we teach
others.
7:10%.
15%.20%.
40%. 80%(.)90%.
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Mismatch causing effective listening difficulty:
Our speed of talking is about 100 400
words per minute.
Our speed of thinking is about 600 words per
minute.
:100400
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600
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Body Language
Touching:
With understanding of culturaldifferences.
Opposite sex.
Use of Space:
Individuals personal space )An area of
20 inches = 50 Cm. on all sides) functionlike an emotional safety zone, andshould not be invaded.
Maintain a communication distance of20 40 inches ( 50 100 Cm) .
Too close may show intimidation.
Too far may show a lack ofinterest.
Use of Time:
Dont keep people waiting.
Shows that you dont care about theirschedule or priorities.
Could have a very negative effect onworking relationship.
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2040(50100:)..
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Body Language
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InterpretationBody LanguageAggressiveness .Pointing.
Impatience, boredom,
or grief.
Sighting.
Uncertainty or risk.Scratching head orface.
Uncertainty about
words or dishonesty.
Concealing moth with
hands.
InterestBending forward.
Superiority or
confidence.
Leaning back with
hands behind heads .
Defensive attitude.Clenched fists or
crossed arms.
Expectation.Rubbing hands.
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3 Communication Direction
3Upward, Downward, and
Lateral Communication
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Project Manager
Top Management
Client, Sponsor
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Project Team Members ,Contractors
Sub Contractors
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External Stakeholders
Regulatory Agencies
Public Press
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Functional Managers
Other Project Managers
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Informal External Relation
Formal, Internal Relation
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Upward Communication
Vertical & Diagonal
To: Top management , client
sponsor.
Provides: Status, and warning (May use
By Exception format(.
Expected: Organizational support ,
feedback, decision,
requirement. Required Skills:
Problem solving, system set -up, reporting.
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Upward Communication
Vertical& Diagonal
To: Project team members ,
contractors, subcontractors.
Provides: Leadership, direction and
control.
Expected: Quality and conformance to
requirements.
Required Skills: Planning, team building and
coordination.
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Lateral Communication .1
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Horizontal
To: Functional managers ,
other project managers.
Provides: Planning and coordination.
Expected: Technical support and
coordination. Required Skills:
Negotiation andcontracting.
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Lateral Communication . 2
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Horizontal
To: External stakeholders ,
regulatory agencies , public
press. Provides:
Ongoing information.
Expected:
Feedback and support. Required Skills:
Public relations andinterfacing.
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Exercise Define the Following Terms
Nonverbal Communication:
Based on physical mannerism. Accountfor 55% of the all communications.
Para Lingual: The pitch and tone of your voice. Help
to convey the message.
Active Listening: The receiver confirm that he/she is
listening, confirms agreement, and asksfor clarification.
Effective Listening: Watching the speaker to pick up the
physical gestures and facial expressions,thinking about what to say before
responding, asking questions,repeating, and providing feedback.
Feedback: Saying things like Do you understand
what I have explained? Usually askedby the sender.
:.55%
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Example : When do we use the following communications
methods ?
:
When Used?Communication Types
Complex problems,
Project Charter, Project
Scope Statement,
Project Plan,Communicating Over
Long Distance.
Formal Written
Presentation,
Speeches.
Formal Verbal
E Mail, Memos,
Notes.
Informal Written
Conversations,
Meetings.
Informal Verbal
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WBS Is good for internal and external
communications
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Project Communications Management
Project Communications Managementincludes the processes required toensure timely and appropriategeneration, collection, distribution,storing, retrieval and ultimatedeposition of project information.
The Project CommunicationsManagement processes provide thecritical links among people andinformation that are necessary forsuccessful communications.
project manager can spent aninordinate amount of time
communicating with the projectteam Stakeholders, customers, andsponsors.
Everyone involved in the projectshould understand howcommunications affect the projectas a whole.
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Mistakes in Communication Not asking people what information they
need .
Not planning communications to all
stakeholders .
Not customizing communications
standards within your organization to
need of the project .
Not using multiple methods of
communicating .
Not confirming communication is actually
received and understood .
Not realizing that communications is two
sides ,to and from a stakeholder .
Not planning communication with each
stakeholder based on the individuals
needs and interests .
Forgetting to include such people as team
members bosses in the list of
stakeholders .
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Example Why Communication Management
Important Question: What percentage of project
managements time is spenton communication.
Answer:
75 To 90% ProjectManagers time isspent oncommunication.
Listening 45%
Talking 30% Reading 15%
Writing 10%
Total 100%
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75%90%:
45%
30%
15%
10%
100%
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Goals of Interpersonal Communications
Understanding theexact meaning andintent of others.
Being understood byothers.
Gaining acceptance foryourself and/or yourideas.
Producing action orchange.
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10.1 Identify Stakeholders ( Initiating )
101() Identify Stakeholders
is the process of
identifying all people or
organizations impacted
by the project, and
documenting relevant
information regarding
their interests,involvement, and
impact on project
success.
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Stakeholders Determine all of them . Determine all of their
requirements .
Determine theirexpectations .
Determine their interests .
Determine their level ofinfluence .
Plan how you will
communicate with them . Communicate with them .
Mange their expectationsand influence .
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Communication Channels
Quality
Logistics HR
Risk
Marketing
Auditors
Sub-
contractor
Customer
Project Management
Every Party
Has its Own
Communication
Needs
Number of
Communication
Channel isn(n-1)/2
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Communication Channels
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n(n-1)/2n
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10.1 Identify Stakeholders101
1. Project charter
2. Procurement
documents
3. Enterprise
environmental factors
4. Organizational process
assets
Inputs1. Stakeholder analysis
2. Expert judgment
Tools & Techniques
1. Stakeholder register
2.Stakeholder
management strategy
Outputs
Source: PMBOK Guide Fourth Edition, page 246
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Inputs
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Tools & Techniques
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Outputs
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10.1 Identify Stakeholders101
1. Project charter
2. Procurementdocuments
3. Enterpriseenvironmentalfactors
4. Organizationalprocess assets
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10.1 Identify Stakeholders101
1. Stakeholder
analysis
2. Expert
judgment
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Stakeholder Analysis It is the technique of
systematically gathering
and analyzing qualitative
and quantitative
information to determinewhose interest should be
taken into account.
It defines the interest,
expectations and influenceof stakeholders and relates
them to the purpose of the
project.
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Stakeholder analysis Includes determine all
stakeholders . Project manger can
use the initial list of stakeholders
from the project charter .
Contracts ( if applicable) can help
to identify stakeholders .
Project manager need to analyze
each stakeholder potential
impact and influence .
Grouping stakeholders by their
impacts / influence , this can help
to identify ways to manage each
group separately .
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Stakeholder Analysis
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5 5 4 4 3
4 5 5 5 5
4 5 5 5 1
3 3 5 4 4
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Steps of Stakeholders Analysis Step 1: Identify all
potential projectstakeholders and relevantinformation.
Step 2: Identify the
potential impact orsupport each stakeholdercould generate: Power/interest grid Power/influence grid Influence/impact grid Salience model
Step 3: Assess how keystakeholders are likely toreact or respond invarious situations.
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10.1 Identify Stakeholders101
1. Stakeholder
register
2. Stakeholdermanagement
strategy
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Stakeholder Register
Identification information:Name, organizational position,location, role in the project,contact information;
Assessment information:
Major requirements, mainexpectations, potentialinfluence in the project, phasein the life cycle with the mostinterest; and
Stakeholder classification:Internal/external,supporter/neutral/resistor,etc.
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Stakeholder Management Strategy
Key stakeholders whocan significantlyimpact the project.
Level of participationin the project desiredfor each identifiedstakeholder.
Stakeholder groupsand theirmanagement (asgroups).
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Stakeholder management strategyStakeholder Description . Some options for whatyou might do with the
Stakeholder
High interest, low
influence, highly
knowledgeable expert in
high risk areas
Invite him to participate
in the risk management
process .
Low interest, the source
of major requirements ,
high influence , not easy
to work with .
Make sure requirements
are clear . End him
reports
High interest, high
influence , not supporter
to the project.
Why he is not supporter ,
base your plan for
managing him on dealingwith those reasons .
High interest, high
influence , a supporter to
the project.
Involve him in team
meetings , report to him
, include the information
the stakeholder
requested .44
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Stakeholder management strategyStakeholderDescription .
StakeholderDescription .
Moderate interest,
high influence ,
completing many
activities on the
project , a supporterto the project.
Invite him officially
to joint the project
team .
Moderate interest,
high influence ,
because he
identified a large
numbers of the risks
, a supporter to the
project.
Plan to meet with
him periodically ,
throughout the
project for any more
risks .
Moderate interest ,
nervous about
completing his
assigned activities .
Help him and
arrange for training
if necessary .
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Manage Stakeholder Expectation How if a stakeholder try to add a new
part to project scope ?
How if a department manager said
that the project will affect his work in
the department?
It should convince stakeholders thattheir requirements has booked into
consideration .
When project is not planned well ,
then the project manager will spend
the most of his time to solving
problems.
Expectations are beliefs ( or mental
pictures ) of the future .
Expectations are not revealed
requirements or needs .
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Manage Stakeholder Expectation Such a difference between
what he thinks will happenand what actually happens,it might cause conflicts ,rework, and those dreadedchanges .
Prevents changes by askingstakeholders what theyexpect and clarifying any
expectation not accurate . Many of future pictures that
was created in stakeholderminds may cause problemsto the project manager .
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Manage Stakeholder Expectation- How it Can Be
Asking stakeholders about theirexpectations .
Make sure that expectations are realistic
and not imagine .
Analyze with stakeholder what could be
happen before it happened .
The common understand of the project
may help in expectations management .
Review stakeholder register, stakeholder
management strategy, communications
management plan, issue logs and changes
to determine what to do to manage
stakeholders expectations . Project manager should be sure about
the validation of his project management
plan and that plan still accepted by all
stakeholders throughout the project .
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10 2 Pl C i i ( Pl i )
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10.2 Plan Communications ( Planning )
10-2()
PlanCommunicationsis the process of
determining theprojectstakeholderinformation needs
and defining acommunicationapproach.
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C i i P i l Di i
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Communication Potential Dimensions Communication activity hasmany potential dimensions,
including: Internal (within the project)
and external (customer, otherprojects, the media, thepublic).
Formal (reports, memos,briefings) and informal(emails, ad-hoc discussions).
Vertical (up and down theorganization) and horizontal(with peers).
Official (newsletters, annual,report) and unofficial (off the
record communications). Written and oralcommunication.
Verbal and non-Verbal (voiceinflections and bodylanguage.)
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R i d C i i Skill
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Required Communication Skills Listening actively and effectively. Questioning, probing ideas and
situations to ensure betterunderstanding.
Educating to increase team'sknowledge so that they can bemore effective.
Fact-finding to identify or confirminformation.
Setting and managing expectations. Persuading a person or organization
to perform an action. Negotiating to achieve mutually
acceptable agreements between
parties. Resolving conflict to prevent
disruptive impacts. Summarizing, recapping and
identifying the next steps.
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10.2 Plan Communications
10-2
1. Stakeholder register
2. Stakeholder management
strategy
3. Enterprise environmental
factors
4. Organizational process
assets
Inputs1. Communication
requirements analysis
2. Communication technology
3. Communication models
4. Communication methods
Tools & Techniques
1. Communication
management plan
2. Project document updates
Outputs
Source: PMBOK Guide Fourth Edition, page 252
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Inputs
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Tools & Techniques
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Outputs
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10.2 Plan Communications10-2
1. Stakeholderregister
2. Stakeholder
managementstrategy
3. Enterpriseenvironmental
factors4. Organizational
process assets
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10.2 Plan Communications10-2
1. Communicationrequirementsanalysis
2. Communicationtechnology
3. Communication
models4. Communication
methods
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C i i R i A l i
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Communication Requirements Analysis The analysis of thecommunications requirements
results in the sum of theinformation needs of theproject stakeholders.
These requirements aredefined by combining the type
and format of informationneeded with an analysis of thevalue of that information.
Project resources areexpended only oncommunicating informationthat contributes to success, orwhere a lack of
communication can lead tofailure. This does not mean that bad
news should not be shared;rather, the intent is to preventoverwhelming stakeholderswith minutiae.
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Communication Requirements Analysis Information typically requiredto determine project
communicationsrequirements includes: Organization charts Project organization and
stakeholder responsibilityrelationships
Disciplines, departments, andspecialties involved in theproject
Logistics of how many personswill be involved with theproject and at which locations
Internal information needs(e.g., communicating across
organizations) External information needs(e.g., communicating with themedia or contractors)
Stakeholder information.
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Communication Technology Factors that can affect the
project include:
Urgency of the need for
information.
Is project success dependentupon having frequently updated
information available on a
moments notice, or would
regularly issued written reports
suffice?
Availability of technology.
Are appropriate systems already
in place or do project needs
warrant change? For example,
do the intended stakeholder(s)
have access to a selected
communications technology?
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Comm nication Technolog
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Communication Technology Expected project
staffing. Are the proposed
communication systemscompatible with theexperience and expertise of
the project participants, or isextensive training and learningrequired?
Duration of theproject.
Is the available technology
likely to change before theproject is over?
Project environment. Does the team meet and
operate on a face-to-face basisor in a virtual environment?
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Communication Models
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Communication Models
Both the sender andreceiver of a message have
responsibilities in
communication.
The sender of information isresponsible for making
information clear and
complete.
The receiver is responsiblefor making sure that all of
the information has been
received and understood.
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Definitions
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Definitions
Communicator/Sender(Source of Message): Determines what information
he/she intends to share,encodes this information inthe form of message, and
then transmits the messageas a signal to the receiver.
Encoding: Communicator translation of
message prior to sending.
Message: The ideas, thoughts and
feeling that thecommunicator wants to send.
/(:)
,
,.
:
.
:,
.
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Definitions
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Definitions
Medium: The method (channel) used
to transmit the message: Oral.
Writing.
Tactile (Related to touch). Olfactory (Related to
smell).
Non verbal/visual (BodyLanguage, Appearance).
Involuntary (Against The
Persons Choice(. Extra Sensory (Outside The
Ordinary SensesInstances of Perception).
Eye Contact.
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:.
.
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. )(. )()
(. )
.
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Definitions
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Definitions
Receiver: Recipient of given message.
Decode: The receivers receiving &
translation of the message
prior to eternalizing itsmeaning.
Assimilate trough the sensesas in new ideas.
Interpreting /Understanding /
Comprehending: Having technical
acquaintance with expertisein the practice of projectmanagement to understandthe message.
/:.
:
.
.
(/ )/
:
.
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Definitions
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Definitions
Feedback: The reverse role of receiver and
communicator.
Noise: Anything that interfaces with
transmission of the message:
Listening Skills.
Culture.
Intelligence.
Knowledge Base.
Common Sense.
Semantics. Situational Consideration.
Emotional status.
Authority / Position.
Field of Experience.
Distance.
(: )
(. )
(: )
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.
...
../...
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Communications blockers
Noisy surrounding .
Distance between those
trying to communicate .
Improper encoding
message .
Making negative
statements .
Hostility .
Languages .
Cultures .
.
.
..
(. )
..
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The Communication Model/Process
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The Communication Model/Process
/ Sources of Perceptual Differences :Words, Culture, Values, judgment,
Emotions, and Personalities.
65
Sender - Receiver -
Encoding -
Idea -
Meaning -
Decoding1
2
Noise 2
2
Message (Initiated)
Message (Feedback)
()
Medium 2
2
Field of Experience And Shared Experience
:
,,,,,
.
Noise 1
1
Medium 1
1
Encoding -
Idea -
Meaning -
Decoding
Communication Model Components
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Communication Model Components Encode.
To translate thoughts or ideas into alanguage that is understood by others.
Message and feedback-message. The output of encoding.
Medium. The method used to convey the
message.
noise. Anything that interferes with the
transmission and understanding of the
message (e.g., distance, unfamiliartechnology, lack of backgroundinformation).
Decode. To translate the message back into
meaningful thoughts or ideas.
(. )
.
(. )
.
(. ).
.
(.)
.
.
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Communication Methods
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Communication Methods()
Interactive communication. Between two or more parties performing a
multidirectional exchange of information. It is
the most efficient way to ensure a common
understanding by all participants on specified
topics, and includes meetings, phone calls,
video conferencing, etc.
Push communication. Sent to specific recipients who need to know
the information. This ensures that the
information is distributed but does not certify
that it actually reached or was understood by
the intended audience. Push communication
includes letters, memos, reports, emails,
faxes, voice mails, press releases etc.
Pull communication. Used for very large volumes of information, or
for very large audiences, that requires the
recipients to access the communication
content at their own discretion. These
methods include intranet sites, e-learning,
and knowledge repositories, etc.
.
.
.
().
.
.
().
..
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10 2 Plan Communications
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10.2 Plan Communications2-10
1. Communication
management
plan2. Project
documentupdates
.1.
.2
.
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Communication Management Plan
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Communication Management Plan
The communicationsmanagement plan usuallyprovides:
Stakeholder communicationrequirements.
Information to be communicated,including language, format, content,and level of detail.
Reason for the distribution of thatinformation.
Time frame and frequency for thedistribution of required information.
Person responsible forcommunicating the information.
Person responsible for authorizing
release of confidential information. Person or groups who will receivethe information.
Methods or technologies used toconvey the information, such asmemos, e-mail, and/or pressreleases.
:
.
.
.
.
.
.
.
/
/.
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Communication Management Plan
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Communication Management Plan
Resources allocated forcommunication activities, includingtime and budget.
Escalation process identifying timeframes and the management chain(names) for escalation of issuesthat cannot be resolved at a lowerstaff level.
Method for updating and refiningthe communications managementplan as the project progresses anddevelops.
Glossary of common terminology. Flow charts of the information flow
in the project, workflows withpossible sequence of authorization,list of reports and meeting plans,etc.
Communication constraints,usually derived from specificlegislation or regulation,technology, and organizationalpolicies, etc.
.
()
.
.
.
.
.
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Example : Communications Management Plan
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Example : Communications Management Plan
Project Name ) (:
Prepared By ) ) :
Date ( (:
Other
Timing Issues
(See Also Bar
Chart ProjectSchedule)
Description of
Specific
Communications (
Content, Format,Level of Detail, Etc..)
Communication
Methods to be
Used
(Written,Electronic,Meetings,Etc..)
,...) )
Key Message
To
Communicate
Stakeholders
Issues
Key Stakeholders
Distribution Schedule
Client
Senior management
Sponsor
Project Team Members
Employees
Suppliers
News Media
Community
71
10 3 Distribute Information
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10.3 Distribute Information
10-3
DistributeInformation isthe process of
making relevantinformationavailable toproject
stakeholders asplanned.
.
72
Exercise
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Exercise
To whom do we distributethe information?
Internal & External To The
Project.
Management.
Sponsor.
Project Manager.
Stakeholders.
Team Members Managers.
Other Project Manager.
Media.
.
.
..
.
.
.
.
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Effective Information Distribution
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Effective Information Distribution
Effective information
distribution includes anumber of techniquesincluding:
Sender-receiver models.
Feedback loops andbarriers tocommunication.
Choice of media. Situation specifics of
when to communicate in
writing versus orally,when to write an informalmemo versus a formalreport, and when tocommunicate face-to-faceversus by e-mail.
:-.
.
.
.
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Effective Information Distribution
Effective information
distribution includes anumber of techniquesincluding:
Writing style. Active versus passive voice,
sentence structure, and wordchoice.
Meeting managementtechniques.
Preparing an agenda anddealing with conflicts.
Presentation techniques. Body language and design of
visual aids.
Facilitation techniques. Building consensus and
overcoming obstacles.
:
.
..
.
.
.
.
.
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76
10.3 Distribute Information10-3
1. Project management
plan
2. Performance reports
3. Organizational process
assets
Inputs1. Communication
methods
2. Information Distribution
tools
Tools & Techniques
1. Organizational process
assets updates
Outputs
Source: PMBOK Guide Fourth Edition, page 258
.1.
.2.
.3.
Inputs
.1.
.2.
Tools & Techniques
.1.
Outputs
10 3 Distribute Information
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10.3 Distribute Information10-3
1. Projectmanagementplan
2. Performancereports
3. Organizationalprocess assets
.1.
.2.
.3
.
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10.3 Distribute Information ( Execution )
10-3()
1. Communicat
ion methods
2. Information
distribution
tools
.1
..2
.
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Communication Methods
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Communication Methods Individual meetings Group meetings
Video and audio
conferences Computer chats
Remotecommunicationmethods
.
.
.
.
.
79
Information Distribution Tools
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Information Distribution Tools
Project meetings Hard-copy document distribution Manual filing systems Shared-access electronic
databases E-mail Fax
Voice mail Telephone Video Web conferencing Web publishing Electronic tools for project
management, such as Web
interfaces to scheduling andproject management software,meeting and virtual officesupport software, portals, andcollaborative work managementtools.
...
.
.
...
.
..
.
.
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Organizational Process Assets Updates
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Organizational Process Assets Updates
Stakeholder notifications. Information may be provided to
stakeholders about resolved issues,approved changes, and generalproject status.
Project reports.
Formal and informal project reportsdescribe project status and includelessons learned, issues logs, projectclosure reports, and outputs fromother Knowledge Areas).
Project presentations. The project team provides
information formally or informally toany or all of the project stakeholders.The information and presentationmethod should be relevant to theneeds of the audience.
.
.
.
.
.
.
.
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Organizational Process Assets Updates
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Organizational Process Assets Updates
Project records. Project records can include
correspondence, memos, meetingminutes, and other documents describingthe project. This information should, to theextent possible and appropriate, bemaintained in an organized manner.Project team members can also maintain
records in a project notebook or register,which could be physical or electronic.
Feedback from stakeholders. Information received from stakeholders
concerning project operations can bedistributed and used to modify or improvefuture performance of the project.
Lessons learned documentation. Documentation includes the causes of
issues, reasoning behind the correctiveaction chosen, and other types of lessonslearned about information distribution.Lessons learned are documented anddistributed so that they become part ofthe historical database for both the project
and the performing organization.
.
..
.
.
.
.
.
.
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10 4 Manage Stakeholder Expectations ( Execution )
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10.4 Manage Stakeholder Expectations ( Execution )
104()
Manage stakeholderexpectations is the
process of
communicating andworking with
stakeholders to meet
their needs andaddressing issues as
they occur.
.
83
10.4 Manage Stakeholder Expectations
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84
10.4 Manage Stakeholder Expectations104
1. Stakeholder register
2. Stakeholder management
strategy
3. Project management plan
4. Issue log
5. Change log
6. Organizational process
assets
Inputs
1. Communication methods
2. Interpersonal skills
3. Management skills
Tools & Techniques
1. Organizational process
assets updates
2. Change requests
3. PM plan updates
4. Project document updates
Outputs
Source: PMBOK Guide Fourth Edition, page 262
.1.
.2
..3..4..5..6.
Inputs
.1.
.2.
.3.
Tools & Techniques
.1.
.2. .3.
.4.
Outputs
10.4 Manage Stakeholder Expectations
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10.4 Manage Stakeholder Expectations104
1. Stakeholder register2. Stakeholder
managementstrategy
3. Projectmanagement plan
4. Issue log
5. Change log6. Organizationalprocess assets
.1.
.2.
.3.
.4.
.5.
.6.
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g
86
:
:
.
.
.
.
.
.15
1-5
1
2
3
10.4 Manage Stakeholder Expectations
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10.4 Manage Stakeholder Expectations104
1. Communication
methods
2. Interpersonalskills
3. Management
skills
.1.
.2
.
.3.
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Interpersonal Skills
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p
Building trust
Resolve conflicts
Active listening
Overcoming
resistance tochange
.
.
.
.
88
10.4 Manage Stakeholder Expectations
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g p
104
1. Organizationalprocess assetsupdates
2. Change requests
3. PM plan updates
4. Projectdocumentupdates
.1.
.2.
.3.
.4.
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10.5 Report Performance ( Controlling )
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p ( g )
10-5()
Report Performance is the process of collectingand distributing performance information,
including status reports, progress
measurements, and forecasts.
The format may range from a simple status
report to more elaborate reports. A simple
status report might show performance
information, such as percent complete, or status
dashboards for each area (i.e., scope, schedule,
cost, and quality).
More elaborate reports may include:
Analysis of past performance.
Current status of risks and issues.
Work completed during the period.
Work to be completed next .
Summary of changes approved in the
period .
Other relevant information which
must be reviewed and discussed.
.
.
(.)
:....
.
.
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p
10-5 Kind of information and levels
of details .
Designed for the need of
project .
Use the most appropriate
Communication method.
Do not spend much time on
reporting , check for the
problems in advance better
than reports on them. Reports includes
measurements against the
baselines .
.
.
.
,
()(. )
91
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p
10-5
Reports must be trustful . You should report cost,
scope, schedule, andquality performance .
Use forecast reports . Reports help team
members aboutrecommend and
implement correctiveactions .
You should have feedbackas part of this process .
.
,,.
(.)
.
(
. )
92
Types of reports
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yp p
Status reports : Describes where the project
now stands regarding theperformance measurementsbaseline .
Progress reports : Described what has beenaccomplished .
Trend reports : Examine project results over
time to see if performance isimproving or deteriorating .
Forecasting reports : Predict future project status
and performance .
:
.
: .:
.
:.
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Types of reports
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yp p
Variance reports : Compares actual results to
baseline .
Earned Value reports : Integrates scope, cost and
schedule measures to assessproject performance usingthe terms described in thecost management chapter (PV,EV,AC,ETC, Etc .( .
Lesson learned reports : Reports on performance are
used in Lesson learned forfuture projects .
(: )
.
:,
,
(,,,,..... )
:
.
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95
p
10-51. PM plan
2. Work performance
information
3. Work performance
measurements
4. Budget forecasts
5. Organizational process
assets
Inputs
1. Variance analysis
2. Forecasting methods
3. Communication methods
4. Reporting systems
Tools & Techniques
1. Performance reports
2. Organizational process
assets updates
3. Change requests
Outputs
Source: PMBOK
Guide Fourth Edition, page 266
.1.
.2.
.3.
.4.
.5.
Inputs
.1.
.2.
.3.
.4.
Tools & Techniques
.1.
.2.
.3.
Outputs
10.5 Report Performance
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p
10-5
1. Projectmanagement plan
2. Work performance
information
3. Work performance
measurements
4. Budget forecasts
5. Organizational
process assets
.1.
.2.
.3.
.4.
.5.
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10-5
1. Variance analysis
2. Forecasting
methods
3. Communication
methods
4. Reportingsystems
.1.
.2.
.3.
.4
.
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Variance Analysis
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After-the-fact look ofwhat caused thedifference
The standard variance
analysis process: Verify the quality of
collected information
Determine thevariance between thebaseline and the actual
Determine the impactof the variance
.
:
.
.
.
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Forecasting Methods
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Time series method Causal/
econometricmethod
Judgmental method Simulation Probabilistic
forecasting Ensemble
forecasting
./
.
.
.
.
.
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Time series methods. Time series methods use historical data as
the basis for estimating future outcomes.
Causal/econometric methods. Some forecasting methods use the
assumption that it is possible to identifythe underlying factors that might influence
the variable that is being forecasted. Forexample, sales of umbrellas might beassociated with weather conditions.
judgmental methods. Judgmental forecasting methods
incorporate intuitive judgments, opinions,and probability estimates. Examples ofmethods in this category are composite
forecasts, surveys, Delphi method,scenario building, technology forecasting,and forecast by analogy.
Other methods. Other methods may include simulation,
probabilistic forecasting, and ensembleforecasting.
: .
/.
.
()..
.
.
.
.
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10-5
Performancereports
Organizationalprocess assets
updates
Change requests
.1.
.2.
.3.
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Meetings
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Many differenttypes ofmeetings.
Meetings areproblem in thereal world .
Most meetingsare not efficient .
.
.
.
102
Elements of GREAT Meeting Proposed
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Goals : For the meeting should be SMART:Specific, Measurable, Achievable, Result
Oriented, and Timely.
Roles & Rules: Roles should be rotated among project
team members, so that everyone gets anopportunity to show leadership. Ground
rules for discussion should be agreed upon
beforehand.
Expectation: Should be clearly defined.
Agenda: Should be distributed in advance.
Time: Is money so be sensitive to the team
members scheduling needs. Keep it brief;
begin & end meetings on time
::
,,,,.
:
.
.
:.
:.
:
.,
.
103
Meetings Rules
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Set time limit, and keep to it . Schedule meetings in advance.
Meet with the team regularly ,but not too much .
Have a purpose for each
meeting . Create an agenda with theteam inputs .
Distribute the agendabeforehand .
Write a minutes of meetingincluded with the due datesfor projects team member fortheir assigned tasks anddistribute it after the meeting .
..,
.
.
.
.104
Managing Project Meetings
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Surveys indicate thaton the average 4050% of meeting time isunproductive.
Reasons : Weak meeting
leadership.
Poor planning for
meetings. Undisciplined use of
time.
Overlay detailed agenda.
40%-50%
.
:..
.
.
105
Frequency of Meeting
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Are reasonable balance between thefrequency of meeting and theirpotential benefits.
Bath Tube Curve over the project lifecycle.
.
.
106
FrequencyofMeetings
Plan Produce
Concept
-
Detail Execute Finish
To flesh out customer needs
And achieve an agreement on goals and work
methods
To coordinate loose ends and ensure
coordination and integration
.
Reducing The Number of Meetings
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Before calling a meeting, theproject manager should addressthe following questions :
What is the main issue (problemor opportunity) requiring themeeting?
What are the facts/assumptionscausing the issue?
What are the potentialalternatives and their costsversus benefits.
What recommendations can be
proposed to the meetingparticipants to deal with issue?
What are the likelyconsequences of not holding themeeting?
:(
)./
.
.
.
.
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List The Rules of Meetings
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Ask yourself : Do we need ameeting?
Bring the right peopletogether.
Set a time and keep it.
Create an agenda with theteam inputs, distribute it inadvance and follow it to theletter.
Have a purpose for themeeting.
Meet with your team but nottoo often.
Schedule routine meeting inadvance.
:
.
.
,.
.
.
.
108
List The Rules of Meetings
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Be ready to confront an overlay
verbal member.
Tell people know in advance theirresponsibilities.
Agree on accountability or follow up dates (Assign deliverables
and time limits for all tasks thatresult from the meeting).
Summarize the key decisions asthe meeting progress.
Not to delay the start for themeeting because someparticipants have not arrived.
Use Kick Off meeting to starttalking about new project and getthe teams inputs.
.
.
().
.
.
.
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...
...
.
...
.
.
..
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:
"""".
.
.
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.
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Questions?