Communications Management
Why is communication mgmt important?
***Communication-related issues are the most frequent problems a PM has on a project PMs spend 90% of their time communicating
Why are enterprise environmental factors and organizational process assets important INPUTS for Plan communications?
- Consider the performing organization's environment (enterprise environmental factors), including its cultures and expectations - Take into account the performing organization's establised processes and procedures for communicating about projects, its historical records and lessons learned from previous projects (organizational process assets)
Communication Management Processes (5)
- Identify stakeholers (INITIATING) - Plan communications (PLANNING) - Distribute information (EXECUTING) - Manage stakeholder expectations (EXECUTING) - Report performance (M&C)
Power/Interest Grids (3) and Salience Model
- Power / Interest Grid - group stakeholders by their level of authority (power) and their level of concern (interest) - Power / Influence Grid - group stakeholders by their level of authority (power) and their active involvement (influence) - Influence / Impact Grid - group stakeholders by their active involvement (influence) and their ability to effect changes tot he project's planning or execution (impact) - Salience Model - describes classes of stakeholders based on their power (ability to impose their will), urgency (need for immediate action) and legitimacy (their involvment is appropriate)
**Understand the following re: Report Performance
- Reports should be designed for the needs of the project - Provide the type of info and level of detail required by stakeholders - Using the most appropriate communication method = the best way to have the report read and acted on - Do not spend all your time reporting - many reports are about the past and it's too late to prevent the problems being discussed - Reports should include measurements against the performance baseline set in the project mgmt plan - Reports must be truthful and not hide what is going on - You should report cost, schedule, scope and quality performance, not just schedule - The process of Report Performance includes looking into the future - the team and sponsor can use forecasts to determine what preventive actions are needed - You should get feedback from the ppl who receive the reports as part of the process - this feedback is essential to make sure the project still meets the business needs and aligns w/ the organization's strategic goals - There are different types of performance reports
Different types of performance reports
- Status report = where the project stands regarding the performance measurement baseline - Progress report = describes what has been accomplished - Trend report = examines project results over time to see if performance is improving or deteriorating - Forecasting report = predicts future project status and performance - Variance report = compares actual results to baselines - Earned Value report = integrates scope, cost and schedule measures to assess project performance - Lessons learned documentation = reports on performance are used as lessons learned for future projects
**Important Aspects of Stakeholder Management
1. Identify ALL of them - Any stakeholders who are missed will likely be found later and when they are discovered, they will probably request changes - Changes made later in the project are much more costly and harder to integrate than those made earlier 2. Determine ALL their requirements (before work begins) - Also gather their communication requirements: what do they want communicated to them, when, in what form and how frequently? 3. Determine their expectations - Expectations are converted to requirements and become part of the project 4. Determine their interests - Attempt to build interests into the project or implement them as a reward 5. Determine their level of influence - Can be negative or positive influence; identify and manage it 6. Plan how you will communicate w/ them 7. Communicate with them 8. Manage their expectations and influence
Stakeholder Register (OUTPUT)
All information about stakeholders is compiled in the stakeholder register: - stakeholder name - title - supervisor - project role - contact information - requirements / expectations - impact and influence - attitude about the project - classifications the individual falls into
Objective of Manage Stakeholder Expectations
Attn to the stakeholders' needs while the work is being done and making sure trust is built, conflicts are resolved and problems are prevented Involved communicating w/ the stakeholders to influence their expectations, address concerns and resolve issues such as: - actively managing expectations to increase the likelihood of project acceptance - addressing concerns that have not yet become issues yet - clarifying and resolving issues that have been identified
Objective of Report Performance
Collect work performance information, analyze it and send it to stakeholders Ask for feedback on the reports from stakeholders to ensure the project still meets the business case for which it was selected and supports the organization's strategic goals
Communication Channels
Communication needs grow rapidly w/ each added stakeholder The number of communcation channels can indicate the complexity of a project's communications N(N-1)/2 where N = the number of ppl **Know the formula for the exam
In which directions does communication need to occur?
Communication occurs INTERNALLY and EXTERNALLY to the core project team VERTICALLY (up and down the levels of the organization) and HORIZONTALLY (among peers) Communication also needs to occur BETWEEN PROJECTS
Communication Models (T&T)
Comprised of 3 parts: the sender, the message and the receiver Each message is ENCODED by the sender and DECODED by the receiver Factors like the receiver's education, experience, language and culture affect teh way teh receiver decodes a message (these factors are also known as NOISE) Inherent in the model is an action to ACKNOWLEDGE a message - the receiver signals receipt of the message but NOT necessarily agreement w/ the message RESPONSE TO A MSG - receiver has decoded, understands and is replying to the message
Information Distribution Tools (T&T)
Distributing project information using different tools: - hard-copy distribution - electronic communication - electronic tools for project mgmt (e.g web interfaces, virtual office support software)
Communications Mgmt Plan (OUTPUT)
Documents hos you will manage and control communications - it MUST address ALL the stakeholders
Communication should be EFFECTIVE and EFFICIENT
Effective = providing info in the right FORMAT, at the right TIME Efficient = providing ONLY the information needed Do the following: - Ask ppl what info they need, and when - Plan communications to all stakeholders - Customize standardized communication practices w/in your organization to the needs of the project - Use multiple methods of communicating - Confirm communication is actually received and understood - Realize that communication is two-sided, to and from a stakeholder - Plan communication w/ each stakeholder based on the individual's needs and interests - Remember to include ppl such as team members' bosses in the list of stakeholders
Communication Technology (T&T)
Factors to take into consideration when using choosing communication technology: - Urgency of the need for information - Availability of technology - Expected project staffing - Duration of the project - Project environment - Is it better to communicate via email or phone? - What technology is the team familiar and comfortable with? - How quickly do I need to communicate the information? - Should I send a letter thru the mail in order for it to get real attention?
Objective of Plan Communications
Focused on the information and communication needs of the stakeholders Determines how to maximize the EFFECTIVENESS and EFFICIENCY of communications on the project, including the following: - WHAT should be communicated - to WHOM - WHEN - with WHAT METHOD - HOW FREQUENTLY
Choose the best communication method for the situation Information can be expressed in different ways - formally or informally, written or verbal
Formal written > Complex problems, project mgmt plan, project charter, memos, communicating over longer distances Formal verbal > Presentations, speeches Informal written > E-mail, handwritten notes, text messages, instant messaging Informal verbal > Meetings, conversations RM pg 354 for examples of when to use each communication method
Objective of Distribute Information
Implement the communications mgmt plan - remember, different stakeholders need to receive different information in different formats Make sure the communications are received, effective and efficient
Communication Methods (T&T)
Interactive = reciprocal - includes 2 ppl or many - one person provides the info; others receive it and respond - ex: conversations, meetings, conference calls Push = one-way stream of information - sender provides the info but does NOT expect feedback on the communication - ex: status reports, emailed updates company memos Pull = place the info in a central location - recipients are responsible for retrieving the information - used to distribute large documents or to send info to many ppl In choosing a communication method, the PM should consider whether FEEDBACK is needed or if it is simply enought to provide the information
Stakeholder Analysis (T&T)
Involves the following: - Identifying stakeholders - Analyzing thier impact or influence on the project - Identify ways to manage those impacts/influences effectively Use classification tools such as: - Power/interest grids - Salience models ...to group stakeholders by qualifications like authority level, impact or influence or requirements to define an approach strategy
Stakeholder Managment Strategy (OUTPUT)
Like other management plans, determining IN ADVANCE how stakeholders will be managed - consider their interest, influence, impact on the project, etc. Manage both the positive and negative aspects of the stakeholder's involvement in the project RM pg. 351 for examples of ways to manage different types of stakeholders based off their interest, influence, etc.
**Rules for Meetings
Many PMs manage by doing everything in meetings, and most meetings are NOT EFFICIENT Rules for meetings: - Set a time limit, and keep to it - Schedule recurring meetings in advance - Meet w/ the team reguarly, but not too often - Have a purpose for each meeting - Create an agenda with team input - Distribute the agenda beforehand - Stick to the agenda - Let ppl know their responsibilities in advance - Bring the right ppl together - Chair and lead the mtg w/ a set of rules - Assign deliverables and time limits for all work assignments that result from meetings - Document and publish meeting minutes
Communication Blockers
Many PMs unknowingly introduct communication blockers into ther projects - E.g. "Zero in on problems" "What is your game plan?" These types of phrases can cause miscommunication w/ ppl from other cultures
Control of Communications Can the PM control all communications? Should the PM try to control communications? What percentage of the PM's time is spent communicating?
No, it's impossible to control ALL communications. Yes, otherwise changes, miscommunications, unclear directions and scope creep can occur. About 90% of the PM's time is spent communicating.
Importance of Stakeholders
PM is the expert in project mgmt; stakeholders serve as the TECHNICAL experts in what needs to be done and how it needs to be done Work CANNOT be done without stakeholder involvement Stakeholders are important throughout the PROJECT LIFECYCLE: - Identify them as early as possible (during INITIATING) - Continue to manage their expectations, invovlement and influence throughout the project
10.3 Distribute Information Process Group? Knowledge Area? Inputs (3)? T&T (2)? Outputs (1)?
Process Group: EXECUTING Knowledge Area: COMMUNICATION MGMT Inputs: .1 Project mgmt plan .2 Performance reports .3 Organizational process assets T&T: .1 Communication methods .2 Information distribution tools Outputs: .1 Organizational process assets updates
10.4 Manage Stakeholder Expectations Process Group? Knowledge Area? Inputs (6)? T&T (3)? Outputs (4)?
Process Group: EXECUTING Knowledge Area: COMMUNICATION MGMT Inputs: .1 Stakeholder register .2 Stakeholder mgmt strategy .3 Project mgmt plan .4 Issue log .5 Change log .6 Organization process assets T&T: .1 Communication methods .2 Interpersonal skills .3 Mangement skills Outputs: .1 Organizational process assets updates .2 Change requests .3 Project mgmt plan updates .4 Project document updates
10.1 Identify Stakeholders Process Group? Knowledge Area? Inputs (4)? T&T (2)? Outputs (2)?
Process Group: INITIATING Knowledge Area: COMMUNICATION MGMT Inputs: .1 Project charter .2 Procurement documents .3 Enterprise environmental factors .4 Organizational process assets T&T: .1 Stakeholder analysis .2 Expert judgment Outputs: .1 Stakeholder register .2 Stakeholder mgmt strategy
10.4 Report Performance Process Group? Knowledge Area? Inputs (5)? T&T (4)? Outputs (3)?
Process Group: M&C Knowledge Area: COMMUNICATION MGMT Inputs: .1 Project mgmt plan .2 Work performance information .3 Work performance measurements .4 Budget forecasts .5 Organizational process assets T&T: .1 Variance analysis .2 Forecasting methods .3 Communication methods .4 Reporting systems Outputs: .1 Performance reports .2 Organizational process assets updates .3 Change requests
10.2 Plan Communications Process Group? Knowledge Area? Inputs (4)? T&T (4)? Outputs (2)?
Process Group: PLANNING Knowledge Area: COMMUNICATION MGMT Inputs: .1 Stakeholder register .2 Stakeholder mgmt strategy .3 Enterprise environmental factors .4 Organizational process assets T&T: .1 Communication requirements analysis .2 Communication technology .3 Communication models .4 Communication methods Outputs: .1 Communications mgmt plan .2 Project document updates
Communication Models: Effective Listening
The RECEIVER should decode the msg carefully and confirm the msg is understood This includes watching the speaker to pick up physical gestures and facial expressions, thinking about what to say before responding and using active listening
Communcation Models: Effective Communication
The SENDER should encode a msg carefully, determine which communciation method to use to send it and CONFIRM the msg is understood Sender should be aware of the following: - Nonverbal - about 55% of all communication is nonverbal (ie based on physical mannerisms); therefore most of what is communicated is nonverbal - Paralingual - Pitch and tone of voice also help convey a message To CONFIRM a msg is received, the sender should ask for feedback, saying things like, "Do you understand what I have explained?"
Communication Requirements Analysis (T&T)
The analysis of the communication requirements determines the information needs of the project stakeholders These requirements are defined by combining the type and format of information needed w/ analysis of the value of that information The PM should also take into consideration the number of potential COMMUNICATION CHANNELS as an indicator of teh complexity of the project's communications
Forecasting Methods (T&T)
Time series methods - use historical data as the basis for estimating future outcomes (e.g. earned value, moving average, extrapolation) Casual/econometric methods - uses the assumption that it is possible to identify the underlying factors that might influence the variable that is being forecasted Judgmental methods - incorporate intuitive judgments, opinions and probability estimates Other methods > simulation, probabilistic forecasting and ensemble forecasting
