Project Communication Management

Eng. Amanda Salah , PMP ,PMOC .

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PMP- Communication January 2013
 PART ONE

Introduction
&
Key Concepts

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 Project
Communications
Management
Processes required to
ensure :

TIMELY &
APPROPRIATE

GENERATION ,
COLLECTION,
DISSEMINATION,
STORAGE,
DISPOSITION

of

PROJECT
INFORMATION

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 Project
Communications
Team Gov. Management
Sponsor
 CRITICAL LINKS between
people, ideas and
information -> Success!
Departments
Top  90% of PM time is spent
Management
communicating.

 TIP: Which skill is most

important for a PM?
 Team Building

 Negotiating
Media
 Communicating

 Technical Expertise?
PM  Need to be planned for.

 Major project killer.

 PM needs to master it!

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 Types of
Communication

Formal • Verbal: voice inflection

Informal • Non verbal : body
language, eye contact
Verbal Horizontal
Non- Vertical • Internal: inside project
verbal Lateral • External: customer
,public other projects

Communication • Formal : Briefings, reports

• Informal : emails, Ad-hoc
conversations
Written Internal
• Official : published
Oral External
reports
• Un-official : off the
Official records
Un-official
• Vertical : top- down,
down up
• Horizontal : with peers

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Video -Condoleeza Rice and Bush - Communication
Problems...

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 IN-12
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 Listening improves our
productivity, ability to
influence, persuade negotiate
& avoid conflict and
misunderstandings.
 We only 25-50%. Distraction,
forming argument, focus.
 Come again? I thought …! I
assumed …! Didn’t you say
….?
 Don’t just hear the words. Get
the whole message!
 Pay attention

 Show that you’re listening

 Provide feedback

 Defer Judgment

 Respond appropriately

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 Sender/Receiver
Model
 We’re talking about
EFFECTIVE communication
of ideas, thoughts and info.
 Only SUCCESSFUL when
Tx and Rx understand same
information.
 Otherwise,
misunderstanding will create
roadblock to goals
 GOAL is to break barriers

 Message: lengthy,
disorganized, erroneous,
 Poor language: verbal or
body
 Context/Situation: too
much too fast?
 Mind other people’s time.

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 The Woman Game!
Split Up Please. Two Groups. , One Team Close Eyes!

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 Communication
Blockers

• Expressions with others

of different language or
culture
• Noise

• Distance

• Language

• Hostility

• Culture

• Saying NO or BAD IDEA

• Improper encoding

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 Communication
Types and Methods
Situation Preferred Method
Memo formal Written
• 55% is are non-verbal
Project Plan Formal Written (physical mannerism)
Long Distance Formal Written • Para-lingual

• Active Listening
Meetings Informal Verbal
• Formal Written: charter,
Presentations Formal Verbal plans, long distance,
memos
Conversations Informal Verbal
• Formal verbal
Complex Problems Formal Written • Informal Written: emails,

Email Informal Written • Informal verbal:

meetings, conversations
Notes Informal Written
Speeches Formal Verbal
Project Charter Formal Written

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 Communication
Channels
• The larger the team and
the more people who
communicate, the more
messy it gets …
• Number of channels does
not grow linearly with
number of people.
• Number of
Communications channels
= N(N-1)/2
• HINT: on the exam
calculate the difference in
number of channels

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 Meeting
Management

• Have a purpose!
• Schedule in advance
• Create an agenda and
distribute in advance –
involve team!!
• Stick to agenda
(RATHOLE)
• Bring the right people
• Lead the meeting
• Action items with timeline
• Document minutes.

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 PART TWO

Project
Management
Communications
Processes

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 Process Group
Initiating Planning Executing Monitoring & Controlling Closing
Monitor & Control Project
Develop project Develop project Direct & Manage Project Work Close Project or
Integration charter management plan Work Perform Integrated Change Phase
Control
Plan Scope Management
Validate Scope
Collect Requirements
Scope
Define Scope Control Scope
Create WBS
Plan Schedule Manag.
Define Activities
Sequence Activities
Time Control Schedule
Estimate Activity Resource
Estimate Activity Duration
Develop Schedule
Knowledge Area

Plan Cost management

Cost Estimate Costs Control Costs
Determine Budget
Quality Plan Quality management Perform quality assurance Perform quality control
Acquire Project Team
HR Plan HR Management Develop project team
Manage project team
Plan Communications
Comm. Management
Manage Communications Control Communications
Plan Risk Management
Identify Risks
Perform Qualitative Risk
Risk Analysis Control Risks
Perform Quantitative Risk
Analysis
Plan Risk Responses
Close
Procurement Plan Procurement Manag. Conduct Procurements Control Procurements
Procurements
Identify Plan Stakeholder Manage Stakeholder Control Stakeholder
Cont

Stakeholder
rol

Stakeholders Management Engagement Engagement

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 Communication
Management
Processes
Processes required to
•Plan Communications ensure :
Management
1 TIMELY &
APPROPRIATE

• Manage GENERATION ,
Communications COLLECTION,
2 DISSEMINATION,
STORAGE,
• Control DISPOSITION
Communications of
3
PROJECT
INFORMATION
—

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 10.1 Plan Communications Management
The process of developing an appropriate
approach and plan for project communications based on
stakeholder’s information needs and requirements, and
available organizational assets.

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 10.1 Plan Communications
Management

INPUTS OUTPUTS
• Project M. Plan • Communication mgmt
• Stakeholders Register Plan
• Enterprise environmental • Project Documents
Factor (EEF) Updates
• Org. Process Assets
(OPA)

T&T
• Communications
Requirements Analysis
• Communication
Technology,
• Communication Methods
• Communication Models
• Meeting

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 Communications Planning
Techniques
T&T

Information Requirements
Analysis
 Don’t swamp stakeholders
with details
 Consider the N channels
model to size the complexity

Communication Technology
 Depends ..
 Urgency of information
 Availability
 Project length
 Project staff, & stakeholders

ONLY Information that contribute to SUCCESS

OR whose lack can lead to FAILURE

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 Determine each of their information needs (type, format, frequency, etc.)

Stakeholder Information Need Frequency Method

Owner Status reports Every month E-mails

Environmental Impacts to
Once a year Public meetings
Groups environment

Contractor Approvals, changes Every week Site meetings

Adjacent Residents Impact on them At milestones Newsletter

Municipality Permits At milestones On-site reviews

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 10.2. Manage Communications
The process of creating, collecting, distributing, storing, retrieving, and
the ultimate disposition of project information in accordance to the
communications management plan.

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 10.2. Manage
Communications

INPUTS OUTPUTS
• Communication mgmt • Project
Plan Communications
• Work Performance • Project Management
Reports Plan Updates
• Enterprise environmental • Project Documents
Factor (EEF) Updates
• Org. Process Assets • Organizational Process
(OPA) Assets Updates
T&T
• Communication
Technology
• Communication Models
• Communication Methods
• Info..Management
System
• Performance Reporting

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 10.3 Control Communications
The process of monitoring and controlling communications throughout
the entire project life cycle to ensure the information needs of the
project stakeholders are met

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 10.3 Control
Communications

INPUTS OUTPUTS
• Project Management Plan • Work Performance
• Project Communications Information
• Issue Log • Change Requests
• Work Performance Data • Project Management
• Organizational Process Plan Updates
Assets • Project Documents
Updates
• Organizational Process
Assets Updates
T&T
• Information Management
Systems
• Expert Judgment
• Meetings

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 Process Group
Initiating Planning Executing Monitoring & Controlling Closing
Monitor & Control Project
Develop project Develop project Direct & Manage Project Work Close Project or
Integration charter management plan Work Perform Integrated Change Phase
Control
Plan Scope Management
Validate Scope
Collect Requirements
Scope
Define Scope Control Scope
Create WBS
Plan Schedule Manag.
Define Activities
Sequence Activities
Time Control Schedule
Estimate Activity Resource
Estimate Activity Duration
Develop Schedule
Knowledge Area

Plan Cost management

Cost Estimate Costs Control Costs
Determine Budget
Quality Plan Quality management Perform quality assurance Perform quality control
Acquire Project Team
HR Plan HR Management Develop project team
Manage project team
Plan Communications
Comm. Management
Manage Communications Control Communications
Plan Risk Management
Identify Risks
Perform Qualitative Risk
Risk Analysis Control Risks
Perform Quantitative Risk
Analysis
Plan Risk Responses
Close
Procurement Plan Procurement Manag. Conduct Procurements Control Procurements
Procurements
Identify Plan Stakeholder Manage Stakeholder Control Stakeholder
Cont

Stakeholder
rol

Stakeholders Management Engagement Engagement

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A. Verbal.
B. Written.
C. Formal.
D. Nonverbal.

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A. Internal within the project team.
B. Internal within the organization.
C. External with the customer.
D. Internal and external to the project.

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A. The project is delayed.
B. Trust level is enhanced.
C. Conflict occurs.
D. Senior management is displeased.

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A. Speaks up to.
B. Uses more physical movements when talking to.
C. Talks slowly to.
D. Shows concern for the perspective of.

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A. Defects are detected.
B. The customer requests additional work not covered under
contract.
C. The project has a schedule slippage that includes changes to
the critical path.
D. The project has cost overruns.

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A. Little importance.
B. Major importance.
C. Importance only when cost and schedule objectives are
involved.
D. Importance only to ensure you win the negotiation.

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A. Exchange information about the project.
B. Have team members report on what they are doing.
C. Issue work authorizations.
D. Confirm the accuracy of the costs submitted by the team.

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A. Trend report.
B. Forecasting report.
C. Status report.
D. Variance report.

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