08 Chapter 10-Communication

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Chapter Chapter 1010

Project communication Project communication ManagementManagement

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Project Management Process GroupsProject Management Process Groups

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Hot TopicsHot Topics Communications planningCommunications planning Communications management planCommunications management plan Information distributionInformation distribution Communications modelCommunications model Communications methodsCommunications methods Control of CommunicationsControl of Communications Communication blockersCommunication blockers MeetingsMeetings Communication channelsCommunication channels Performance reportingPerformance reporting

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DefinitionDefinition Project Communications Management includes the Project Communications Management includes the

processes required to ensure processes required to ensure timely and appropriate timely and appropriate generation, collection, dissemination, storage, and ultimate generation, collection, dissemination, storage, and ultimate disposition of project information. disposition of project information.

It provides the critical links among people, ideas, and It provides the critical links among people, ideas, and information that are necessary for success. information that are necessary for success.

Everyone involved in the project:Everyone involved in the project: Must be prepared to send and receive communications.Must be prepared to send and receive communications. Must understand how the communications affect the project as Must understand how the communications affect the project as

a whole. a whole.

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1.1. Listen actively and effectively.Listen actively and effectively.2.2. Questioning, probing ideas and situations to ensure better Questioning, probing ideas and situations to ensure better

understanding.understanding.3.3. Educating to increase teams knowledge so that they can be Educating to increase teams knowledge so that they can be

more effective.more effective.4.4. FactFact--finding to identify or confirm information.finding to identify or confirm information.5.5. Setting and managing expectations.Setting and managing expectations.6.6. Influencing a person or organization to perform an action.Influencing a person or organization to perform an action.7.7. Negotiating to achieve mutually acceptable agreements between Negotiating to achieve mutually acceptable agreements between

parties.parties.8.8. Resolving conflicts to prevent disruptive impactsResolving conflicts to prevent disruptive impacts9.9. Summarizing,Summarizing, recapping(Reviewing), and identifying the next recapping(Reviewing), and identifying the next

steps.steps.

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Communications SkillsCommunications Skills

1.1. InternalInternal (within the project) and (within the project) and externalexternal (Customer, other (Customer, other projects, Media, Publicprojects, Media, Public))

2.2. FormalFormal (reports, briefings ,(reports, briefings ,memosmemos) and ) and InformalInformal (emails, ad(emails, ad--hoc hoc discussiondiscussion))

3.3. VerticallyVertically(up and down the organization) and (up and down the organization) and HorizontallyHorizontally(with (with peerspeers).).

4.4. OfficialOfficial (newsletters, Annual reports) and (newsletters, Annual reports) and unofficialunofficial ( off the ( off the record communicationsrecord communications))

5.5. Written, oral, Written, oral, listening, and speakinglistening, and speaking..

6.6. Verbal and NonVerbal and Non--verbalverbal : Voice : Voice inflections, inflections, body body languagelanguage66

Communication DimensionsCommunication Dimensions

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Communication Management Processes

Plan Communication

Management

Manage Communications

Control Communications

Project Communications

Project Management Plan

Stakeholders Register

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Project Communications Management Project Communications Management ProcessesProcesses

Plan Communications Management: Plan Communications Management: Developing an appropriate Developing an appropriate approach and plan for project communications based on stakeholders approach and plan for project communications based on stakeholders information needs and requirements, and available organizational assets.information needs and requirements, and available organizational assets.

Manage Communications: Manage Communications: Creating, collecting, distributing, storing, Creating, collecting, distributing, storing, retrieving and the ultimate disposition of project information in accordance retrieving and the ultimate disposition of project information in accordance with the communications management planwith the communications management plan

Control Communications:Control Communications: Monitoring and controlling communications Monitoring and controlling communications throughout the entire project life cycle to ensure the information needs of throughout the entire project life cycle to ensure the information needs of the project stakeholders are met.the project stakeholders are met.

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Plan Communications ManagementPlan Communications ManagementProcessProcess

Planning

The key benefit of this process is that it identifies and documents the The key benefit of this process is that it identifies and documents the approach to communicate most effectively and efficiently with approach to communicate most effectively and efficiently with stakeholders.stakeholders.

It determines what effective and efficient communication will be It determines what effective and efficient communication will be planned for the project, to whom, when, with what method, and how planned for the project, to whom, when, with what method, and how frequently.frequently.

Think in terms of large projectsThink in terms of large projects

EfficientEfficient means means providing only the information needed)providing only the information needed) and and effective effective means providing information in the right format at the right timemeans providing information in the right format at the right time..

For the exam, Imagine a team of For the exam, Imagine a team of 300 300 people spread people spread throughout the world, speaking many different languages throughout the world, speaking many different languages with many different cultural By this way , we can better with many different cultural By this way , we can better see how much work planning communications takes and see how much work planning communications takes and how worthwhile it is. how worthwhile it is.

Communications occur Communications occur internally and externally to the internally and externally to the core project team, vertically core project team, vertically (up and down the levels of the (up and down the levels of the organization), and horizontally organization), and horizontally (among peers). We should (among peers). We should make sure that our planning make sure that our planning includes communication in all includes communication in all directions.directions.

Communications among Communications among projects must be considered projects must be considered because other projects could because other projects could take resources, cause delay, take resources, cause delay, or cause some other problem or cause some other problem on the project.on the project.

Other P

rojects

Other Stakeholders

Customer, Sponsor, Functional Managers, and Team MembersO

ther Project M

anagers

Plan Communication Management Plan Communication Management Process Process --Cont.Cont.

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Plan Communication ManagementPlan Communication ManagementProcess Process --Cont.Cont.

InputsInputs OutputsOutputsTools & Techniques

1. Communications management plan

2. Project Document updates.

1. Communications management plan

2. Project Document updates.

1.Communications requirements analysis

2.Communication technology

3.Communication Models

4.Communication methods

5.Meetings

1.Communications requirements analysis

2.Communication technology

3.Communication Models

4.Communication methods

5.Meetings

1. Project Management Plan

2. Stakeholder register3. Enterprise

environmental factors4. Organizational

process assets

1. Project Management Plan

2. Stakeholder register3. Enterprise

environmental factors4. Organizational

process assets

Planning

Who needs To Know What, When, Where & in What Form

Projectdocument updates

Project Mgmt. Plan

Tools and Techniques1.Communications

requirements analysis2.Communication technology3.Communication Models4.Communication methods5.Meetings

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Plan Communication Management Process

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Inputs to Plan Communication Inputs to Plan Communication Management ProcessManagement Process

1.1. Project Management PlanProject Management Plan

2.2. Stakeholder Register: Stakeholder Register: The stakeholder register provides the The stakeholder register provides the information needed to plan the communication with project information needed to plan the communication with project stakeholdersstakeholders..

3.3. Enterprise environmental factorsEnterprise environmental factors(All Factors)(All Factors)

4.4. Organizational process assetsOrganizational process assetsLesson learned and historical information can provide decisions Lesson learned and historical information can provide decisions and results based on previous similar projects concerning and results based on previous similar projects concerning communication issues.communication issues.

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Tools and Techniques for Plan Tools and Techniques for Plan Communication Management ProcessCommunication Management Process

1.1. Communications requirements analysisCommunications requirements analysis

2.2. Communications technologyCommunications technology

3.3. Communication ModelsCommunication Models

4.4. Communication MethodsCommunication Methods

5.5. MeetingsMeetings

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Communications Requirements AnalysisCommunications Requirements Analysis The communication requirements are defined by The communication requirements are defined by combining the combining the typetype

and and formatformat of information needed with an analysis of the of information needed with an analysis of the value of the informationvalue of the information..

To determine the communication requirements, the projects managers To determine the communication requirements, the projects managers need information about the followings:need information about the followings:

Organization chart , Stakeholders information.Organization chart , Stakeholders information. Project organization and stakeholder relationships Project organization and stakeholder relationships Departments, disciplines and specialists involved in project.Departments, disciplines and specialists involved in project. Internal information needs (communication across organizations).Internal information needs (communication across organizations). External information needs (communicating with media/contractors).External information needs (communicating with media/contractors). Logistics of how many persons will be involved in the project and at which Logistics of how many persons will be involved in the project and at which

locations.locations. The number of The number of communication channelscommunication channels as indicator for the complexity of as indicator for the complexity of

projectprojects communication.s communication.

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Communication ChannelsCommunication Channels: : Communications grow at greater than a Communications grow at greater than a linear rate and are represented by the linear rate and are represented by the following formula: following formula: N (NN (N--11)/)/22 , where , where NN equals the number of equals the number of people. people.

Example: Example: If a team of If a team of 4 4 people adds one more person to the team, how people adds one more person to the team, how

many many more channels more channels of communication are there? of communication are there?

Answer: Answer: 4 4 Channels.Channels.

Communications Requirements Analysis Communications Requirements Analysis --Cont.Cont.

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Communication TechnologyCommunication Technology Used to transfer information back and forth among project Used to transfer information back and forth among project

elements.elements.

FFactors actors that can affect the choice of communication technology: that can affect the choice of communication technology:

1.1. The urgency of the need for informationThe urgency of the need for information: : Is project success Is project success dependent upon having dependent upon having frequently updated frequently updated information available information available on on MomentMoments notice s notice or or issuing regular written reportsissuing regular written reports?.?.

2.2. The availability of the technology: The availability of the technology: Is the technology required to Is the technology required to facilitate communication compatible, available, and accessible for all facilitate communication compatible, available, and accessible for all stakeholders throughout the life of the project?.stakeholders throughout the life of the project?.

33. . Ease of useEase of use: : Ensure that the choice of communication technologies Ensure that the choice of communication technologies is suitable for project participants and that appropriate training events is suitable for project participants and that appropriate training events are planned for, where appropriate.are planned for, where appropriate.

Communication TechnologyCommunication Technology --Cont.Cont.

44. . Sensitivity and confidentiality of the information: Sensitivity and confidentiality of the information: To determine if the information to be communicated is sensitive or To determine if the information to be communicated is sensitive or confidential and whether or not additional security measures need confidential and whether or not additional security measures need to be taken. to be taken.

55. . The project environmentThe project environment: : Does Does the team meet and operate on a the team meet and operate on a faceface--toto--face basis or in virtual face basis or in virtual environment?environment?..

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Many of us make the mistake of not ensuring Many of us make the mistake of not ensuring that messages are properly sent and received. that messages are properly sent and received. We just send an eWe just send an e--mail and hope it is read and mail and hope it is read and interpreted right without checking to see if interpreted right without checking to see if important communications are understood. important communications are understood. Project management requires more formality Project management requires more formality with communications. We should therefore with communications. We should therefore understand understand communication modelscommunication models..

Communication ModelCommunication Model

Sequence of steps in basic communication modelSequence of steps in basic communication model EncodeEncode: : Thoughts or ideas are translated (encoded) into language by the Thoughts or ideas are translated (encoded) into language by the

sender.sender.

Transmit MessageTransmit Message: : Information is sent by the sender using communication Information is sent by the sender using communication Channel (mediumChannel (medium). ). The message may be affected by The message may be affected by NOISENOISE ((e.g., distance,e.g., distance,unfamiliar technology, cultural difference, and lack of background unfamiliar technology, cultural difference, and lack of background information).information).

Decode the messageDecode the message: : The receiver translate the message back into The receiver translate the message back into meaningful thoughts or ideasmeaningful thoughts or ideas..

Acknowledge the messageAcknowledge the message: : Upon receipt of a message, the receiver may Upon receipt of a message, the receiver may signal (acknowledge) receipt of the message but this does not necessarily signal (acknowledge) receipt of the message but this does not necessarily mean agreement with or understanding of the message.mean agreement with or understanding of the message.

Feedback/responseFeedback/response: : When the received message has been decoded and When the received message has been decoded and understood, the receiver encodes thoughts and ideas into a message and understood, the receiver encodes thoughts and ideas into a message and then transmits this message to the original sender.then transmits this message to the original sender.

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Communication Model Communication Model -- Effective Effective CommunicationCommunication The The sendersender should encode a message should encode a message

carefully, carefully, determine which communication determine which communication method to use method to use to send it, and confirm that to send it, and confirm that the message is understood. When the message is understood. When encoding the message, the sender needs encoding the message, the sender needs to be aware of the following to be aware of the following communication factors:communication factors:

NonverbalNonverbal : About : About 55 55 percent of all percent of all communication is nonverbal (i.e., based on communication is nonverbal (i.e., based on physical mannerisms). Therefore, most of physical mannerisms). Therefore, most of what is communicated is nonverbal.what is communicated is nonverbal.

Para lingualPara lingual: Pitch and tone of voice also : Pitch and tone of voice also help to convey a message.help to convey a message.

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Communication Model Communication Model -- Effective Effective ListeningListening The The receiverreceiver should decode the message should decode the message

carefully and confirm the message is carefully and confirm the message is understood. This includes watching the understood. This includes watching the speaker to pick up physical gestures and speaker to pick up physical gestures and facial expressions, thinking about what to facial expressions, thinking about what to say before responding, and using active say before responding, and using active listening [listening [in which the receiver confirms he in which the receiver confirms he or she is listening, expresses agreement or or she is listening, expresses agreement or disagreement, or asks for clarificationdisagreement, or asks for clarification]. ].

Like the Like the sendersender, the , the receiverreceiver needs to keep in mind the potential effects needs to keep in mind the potential effects of nonverbal and par lingual communication when giving feedback.of nonverbal and par lingual communication when giving feedback.

Even if a message is not understood, the receiver should still Even if a message is not understood, the receiver should still acknowledge the message (acknowledge the message (i.e., saying things such as I am not sure I i.e., saying things such as I am not sure I understand; can you explain that again?"understand; can you explain that again?"). ).

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1.1. Interactive Communication: Interactive Communication: Between two or more parties performing a multidirectional exchange of Between two or more parties performing a multidirectional exchange of information. It is the most efficient way to ensure a common understanding by information. It is the most efficient way to ensure a common understanding by all participants. all participants. Examples: Examples: meetings, phone calls, instant messaging, video meetings, phone calls, instant messaging, video conferencing, conferencing, ectect. .

2.2. Push Communication:Push Communication:Sent to specific recipients who need to receive the information. This ensuresSent to specific recipients who need to receive the information. This ensuresthat the information is distributed but does not ensure that it actually reached or that the information is distributed but does not ensure that it actually reached or was understood by the intended audience. was understood by the intended audience. ExamplesExamples: letters, memos, reports, : letters, memos, reports, emails, faxes, voice mails, blogs, press releases, etc.emails, faxes, voice mails, blogs, press releases, etc.

3.3. Pull Communication: Pull Communication: Used for very large volumes of information, or for Used for very large volumes of information, or for very large audiences, and requires the recipients to access the very large audiences, and requires the recipients to access the communication content at their own communication content at their own discretiondiscretion. . ExampleExample: intranet sites, e: intranet sites, e--learning, lessons learned databases, knowledge repositories, etc.learning, lessons learned databases, knowledge repositories, etc.

Communication MethodsCommunication Methods

In choosing a communication method, the project manager should consider whether feedback is needed or if it is enough to simply provide the information.

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Outputs from Plan Communication Outputs from Plan Communication Management ProcessManagement Process

1.1. Communications Management planCommunications Management plan((See See next Slide)next Slide)

2.2. Project Document updates.Project Document updates. Project ScheduleProject Schedule Stakeholder registerStakeholder register Stakeholder Management StrategyStakeholder Management Strategy

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Communications Management planCommunications Management plan Because communications are so complex, a communications Because communications are so complex, a communications

management plan should be in writing for most projects. management plan should be in writing for most projects.

Sample of what a communications management plan might look like.Sample of what a communications management plan might look like.

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Communications Management plan Communications Management plan ComponentsComponents

Stakeholders communication requirementsStakeholders communication requirements. Person responsible for communicating the information and Person responsible for communicating the information and

person/group who will receive it.person/group who will receive it. Frequency of communication (weekly, ..).Frequency of communication (weekly, ..). Methods or technology of conveying information (Memos, eMethods or technology of conveying information (Memos, e--mail, ..)mail, ..) Information to be communicated, its format and level of details. Information to be communicated, its format and level of details. Method for updating and refining the Plan as the project progress.Method for updating and refining the Plan as the project progress. Escalation: Process of identifying the time frames and names for Escalation: Process of identifying the time frames and names for

escalation of issues that cannot be resolved at a lower staff level. escalation of issues that cannot be resolved at a lower staff level. Glossary or reference of common terminology, expressions or Glossary or reference of common terminology, expressions or

vocabulary.vocabulary. Guidelines for the Status meeting, eGuidelines for the Status meeting, e--meeting.meeting. Others (See PMBOK , Page Others (See PMBOK , Page 296296))

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Communication ExamplesCommunication ExamplesCommunication Communication

MethodMethodWhen usedWhen used

Formal writtenFormal written Complex problems, project plans, project Complex problems, project plans, project charter, charter, MemosMemos, , communicating over communicating over long distanceslong distances

Formal verbalFormal verbal Presentations, speechesPresentations, speeches

Informal writtenInformal written ee--mail, mail, handwritten notesnotes

Informal verbalInformal verbal Meetings, conversationsMeetings, conversations

Written communication allow your words to be documented, and they will go to everyone in the same form. When there are complex problems, you want everyone to receive the same thing.

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SituationSituation Communication Communication MethodMethod

Informing a team member of poor performance (Informing a team member of poor performance (first first noticenotice))

Informal verbal

Informing a team member of poor performance Informing a team member of poor performance ((second noticesecond notice))

Formal writtenFormal written

Scheduling a meetingScheduling a meeting Informal writtenInformal writtenClarifying a work packageClarifying a work package Formal written

Trying to discover the root cause of a problemTrying to discover the root cause of a problem Informal verbal

Sending an eSending an e--mail to ask for clarification of an issuemail to ask for clarification of an issue Informal writtenHolding a milestone partyHolding a milestone party Informal verbal

Conducting a bidder conferenceConducting a bidder conference Formal verbal

Communication Communication Examples Examples --Cont.Cont.

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SituationSituation Communication Communication MethodMethod

Memos, Memos, Making changes to a contractMaking changes to a contract Formal writtenFormal writtenUpdating the project management planUpdating the project management plan Formal writtenFormal writtenCommunicating over long distancesCommunicating over long distances Formal writtenFormal writtenMeetings, ConversationsMeetings, Conversations Informal verbalInformal verbalPresentations to managementPresentations to management Formal verbalFormal verbalTrying to solve a complex problemTrying to solve a complex problem Formal writtenFormal writtenEE--mail, mail, Making notes regarding a telephone Making notes regarding a telephone conversationconversation

Informal writtenInformal written

SpeechesSpeeches Formal verbalFormal verbalProject CharterProject Charter Formal writtenFormal written

Communication Communication Examples Examples --Cont.Cont.

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Communication BlockersCommunication Blockers

1.1. Noisy surroundingsNoisy surroundings

2.2. Distance between those trying to Distance between those trying to communicatecommunicate

3.3. Improper encoding of messages.Improper encoding of messages.4.4. Making negative statements such as Making negative statements such as

saying: saying: That is a bad ideaThat is a bad idea..

5.5. Hostility.Hostility.

6.6. Language.Language.

7.7. Culture.Culture.

We planned well; now what can get in the way of good communications? We planned well; now what can get in the way of good communications? The exam has often had one or two questions that ask, "What can get in The exam has often had one or two questions that ask, "What can get in the way of communications?" or "The following has occurred; what is the way of communications?" or "The following has occurred; what is wrong?" The answer may include: wrong?" The answer may include:

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Manage CommunicationsManage Communications ProcessProcess It is the process of creating, collecting, distributing, storing, retrieving, It is the process of creating, collecting, distributing, storing, retrieving,

and ultimate disposition of project information in accordance with the and ultimate disposition of project information in accordance with the Communication MGMT Plan.Communication MGMT Plan.

It ensures that the information being communicated to project It ensures that the information being communicated to project stakeholders has been appropriately generated, as well as received stakeholders has been appropriately generated, as well as received and understood.and understood.

It provides opportunities for stakeholders to make requests for further It provides opportunities for stakeholders to make requests for further information, clarification, and discussion.information, clarification, and discussion.

Execution

The key benefit of this process is that it The key benefit of this process is that it enablesenables an efficient and an efficient and effective communications flow between project stakeholders.effective communications flow between project stakeholders.

Techniques and considerations for effective Techniques and considerations for effective communications managementcommunications management

SenderSender--Receiver Receiver ModelsModels: : Include feedback loops to provide opportunities Include feedback loops to provide opportunities for interaction/participation and remove barriers to communication.for interaction/participation and remove barriers to communication.

Choice of MediaChoice of Media: : when when to communicate in writing versus to communicate in writing versus orally, when orally, when to to write an informal memos versus a formal reports, and when to communicate write an informal memos versus a formal reports, and when to communicate faceface--toto--face versus by eface versus by e--mailmail..

Writing StyleWriting Style: Active versus passive voice : Active versus passive voice sentence, sentence, and and word choiceword choice

Meeting Meeting MGMT techniquesMGMT techniques: : Preparing Preparing an Agenda an Agenda & Dealing with Conflicts.& Dealing with Conflicts.

Presentation techniquesPresentation techniques: : body body language language & design & design of visual aidsof visual aids..

Facilitation techniquesFacilitation techniques: Building consensus and overcoming obstacles.: Building consensus and overcoming obstacles.

Listening techniques:Listening techniques: Listening activelyListening actively(acknowledging, clarifying, and confirming understanding) and removal of comprehension barriers.and removal of comprehension barriers.

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Common MistakesCommon Mistakes MistakeMistake: : Not asking people what information they need and whenNot asking people what information they need and when MistakeMistake: : Not planning communications to all the stakeholdersNot planning communications to all the stakeholders MistakeMistake: : Not customizing communication standard within your Not customizing communication standard within your

organization to the needs of the projectorganization to the needs of the project

MistakeMistake: : Not using multiple methods of communicatingNot using multiple methods of communicating MistakeMistake: : Not confirming communication is actually received and Not confirming communication is actually received and

understoodunderstood

MistakeMistake: : Not realizing that communication is twoNot realizing that communication is two--sided, to and from a sided, to and from a stakeholderstakeholder

MistakeMistake: : Not planning communication with each stakeholder based on Not planning communication with each stakeholder based on the individual's needs and intereststhe individual's needs and interests

MistakeMistake: : Forgetting to include such people as team members' bosses Forgetting to include such people as team members' bosses in the list of stakeholdersin the list of stakeholders

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Project managers may have many different types of meetings. Meetings Project managers may have many different types of meetings. Meetings are a problem in the real world, because many project managers manage are a problem in the real world, because many project managers manage by doing everything in meetings and most meetings are not efficient.by doing everything in meetings and most meetings are not efficient.

Expect questions about the following rules for meetings:Expect questions about the following rules for meetings: Set a time limit, and keep to it.Set a time limit, and keep to it. Schedule recurring meetings in advance.Schedule recurring meetings in advance. Meet with the team regularly, but not too often.Meet with the team regularly, but not too often. Have a purpose for each meeting. Create an agenda with team input.Have a purpose for each meeting. Create an agenda with team input. Stick to the agenda , Distribute the agenda beforehand.Stick to the agenda , Distribute the agenda beforehand. Let people know their responsibilities in advance.Let people know their responsibilities in advance. Bring the right people together.Bring the right people together. Chair and lead the meeting with a set of rules.Chair and lead the meeting with a set of rules. Assign deliverables and time limits for all work assignments that result from Assign deliverables and time limits for all work assignments that result from

meetings.meetings. Document and publish meeting minutesDocument and publish meeting minutes

MeetingsMeetings

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1.Project Communications2.Project Management

Plan Updates3.Project Documents

Update4.Organizational process

assets updates

1.Project Communications2.Project Management

Plan Updates3.Project Documents

Update4.Organizational process

assets updates

1. Communication Technology

2. Communication Models

3. Communications Methods

4. Information Management Systems

5. Performance Reporting

1. Communication Technology

2. Communication Models

3. Communications Methods


5. Performance Reporting

1.Communications Management Plan

2.Work Performance reports

3.Enterprise environmental factors

4. Organizational Process Assets.

1.Communications Management Plan

2.Work Performance reports

3.Enterprise environmental factors

4. Organizational Process Assets.

Making needed information available to project stakeholders Making needed information available to project stakeholders in a timely manner. in a timely manner.

Manage CommunicationsManage Communications ProcessProcess--ContCont..Execution

Getting the Right Info To the Right People, At The Right Time & In the Right Form

Communication

Tools and Techniques1. Communication

Technology2. Communication Models3. Communications

Methods4. Information

Management Systems5. Performance Reporting

Enterprise Environmental Factors

Project Communications

Project Management Plan Update

Project Documents Update

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Manage Communications ProcessExecution

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Tools and Techniques for Manage Tools and Techniques for Manage Communications ProcessCommunications Process

1.1. Communication TechnologyCommunication Technology

2.2. Communication Models Communication Models

3.3. Communications Methods: Communications Methods:

4.4. Information Management SystemsInformation Management Systems

5.5. Performance ReportingPerformance Reporting

Individual/Group meetings, Video and Audi conferences, computer Individual/Group meetings, Video and Audi conferences, computer chats, and others. chats, and others.

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Information Management SystemsInformation Management Systems Project information is managed and distributed Project information is managed and distributed

using a variety of tools, including:using a variety of tools, including:

HardHard--copy document distribution, Manual filling copy document distribution, Manual filling systems, Press releases, and sharedsystems, Press releases, and shared--access access electronic database.electronic database.

Electronic communication and conferencing tools Electronic communication and conferencing tools such as such as ee--mail, fax, voice mail, telephone, web mail, fax, voice mail, telephone, web conferencing.conferencing.

Electronic tools for project management such as Electronic tools for project management such as web interfaces to scheduling and PM S/W, meeting web interfaces to scheduling and PM S/W, meeting and virtual offices support S/W, Portals.and virtual offices support S/W, Portals.

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Performance ReportingPerformance Reporting Collecting and distributing performance information, including status Collecting and distributing performance information, including status reports, progress measurements, and forecasts. reports, progress measurements, and forecasts.

It involves the perIt involves the periodic collection and analysis of baseline versus iodic collection and analysis of baseline versus actual data actual data to understand and communicate the project progress and to understand and communicate the project progress and performance as well as to forecast the project results.performance as well as to forecast the project results.

Performance reporting needs to provide Performance reporting needs to provide information at an information at an appropriate level for each appropriate level for each audienceaudience. The format may range from a simple . The format may range from a simple status report to more elaborate reports and may status report to more elaborate reports and may be prepared regularly or on an exception basis. be prepared regularly or on an exception basis.

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A simple status report might show performance information, such as A simple status report might show performance information, such as percent complete or status dashboards for each area (i.e., scope, percent complete or status dashboards for each area (i.e., scope, schedule, cost, and quality). More elaborate reports may include:schedule, cost, and quality). More elaborate reports may include:

Performance Reporting Performance Reporting Cont.Cont.

1.1. Analysis of past performance,Analysis of past performance,

2.2. Analysis of project forecasts (including Analysis of project forecasts (including time and cost),time and cost),

3.3. Current status of risks and issues,Current status of risks and issues,

4.4. Work completed during the period,Work completed during the period,

5.5. Work to be completed in the next period,Work to be completed in the next period,

6.6. Summary of changes approved in the Summary of changes approved in the period, andperiod, and

7.7. Other relevant information, which is Other relevant information, which is reviewed and discussed.reviewed and discussed.

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Outputs from Manage Communications Outputs from Manage Communications ProcessProcess

1.1. Project CommunicationsProject Communications Performance reports, deliverables status, schedule progress, and cost Performance reports, deliverables status, schedule progress, and cost

incurred. incurred. Project communications can vary significantly and are influenced by Project communications can vary significantly and are influenced by

factors such as, but not limited to, the urgency and impact of the factors such as, but not limited to, the urgency and impact of the message, its method of delivery, and level of confidentialitymessage, its method of delivery, and level of confidentiality

2.2. Project Documents UpdatesProject Documents Updates Issue logIssue log Project scheduleProject schedule Project funding requirements.Project funding requirements.

Refer to PMBOK Page 301-203 for Details

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Control Communications ProcessControl Communications Process Monitoring and controlling communications throughout the entire Monitoring and controlling communications throughout the entire

project life cycle to ensure the information needs of the project project life cycle to ensure the information needs of the project stakeholders are met. stakeholders are met.

This process can trigger an iteration of the Plan Communications This process can trigger an iteration of the Plan Communications Management and/or Manage Communications processes.Management and/or Manage Communications processes.

Monitoring and Control

1. Analysis of past performance

3. Current status of risks and issues

5. Work completed during the period

2. Work to be completed next

4. Summary of changes approved in the period

6. Others

The key benefit of this process is that it ensures an optimal information flow among all communication participants, at any moment in time.

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The exam may ask: Can the project manager control all The exam may ask: Can the project manager control all communications? communications? The answer is NO! That would be impossible.The answer is NO! That would be impossible.

Should the project manager Should the project manager trytry to control communications? to control communications? The The answer is Yes, otherwise changes, miscommunications, unclear answer is Yes, otherwise changes, miscommunications, unclear directions, and scope creep can occur.directions, and scope creep can occur.

What percentage of the project manager's time is spent What percentage of the project manager's time is spent communicating? communicating? The answer is The answer is about about 90 90 percent.percent.

Control of CommunicationsControl of Communications

Control Communications Process Control Communications Process --Cont.Cont.


1. Work Performance Information

2. Change Requests3. Project Management

Plan Updates4. Project documents

updates5. Organizational

process assets updates

1. Work Performance Information

2. Change Requests3. Project Management

Plan Updates4. Project documents

updates5. Organizational

process assets updates


2. Expert Judgment3. Meetings


2. Expert Judgment3. Meetings

1. Project management plan

2. Project Communications

3. Issue log4. Work Performance

data5. Organizational process

assets

1. Project management plan

2. Project Communications

3. Issue log4. Work Performance

data5. Organizational process

assets

Monitoring and Control

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Inputs to Control Communications Inputs to Control Communications ProcessProcess

1.1. Project management planProject management plan

2.2. Project Communications Project Communications

3.3. Issue LogIssue Log

4.4. Work performance dataWork performance data

5.5. Organizational process assetsOrganizational process assets

Deliverables status, Schedule progress, Cost incurred.

Work performance data organizes and summarizes the information gathered, and presents the results of comparative analysis to the performance measurement baseline.

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Outputs from Control Communications ProcessOutputs from Control Communications Process1.1.Work Performance InformationWork Performance Information

2.Change requests: New or revised cost estimates, activity sequences, schedule

dates, resource requirements, and analysis

Adjustments to the project management plan and documents of risk response alternatives

Recommended Corrective and preventive actions

3.Project Management Plan Updates

4.Project Documents Updates

5.Organizational process assets updates lesson learned documentations which include: lesson learned documentations which include: Cause of issues, Cause of issues,

reasoning behind the corrective actions chosen, lesson learned reasoning behind the corrective actions chosen, lesson learned about performance reporting.about performance reporting.

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Work Performance InformationWork Performance Information It organizes and summarizes the performance data It organizes and summarizes the performance data

gathered. This performance data typically provides status gathered. This performance data typically provides status and progress information on the project at the level ofand progress information on the project at the level ofdetail required by the various stakeholders. This detail required by the various stakeholders. This information is then communicated to the appropriate information is then communicated to the appropriate stakeholders.stakeholders.

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Question Question 11

Extensive use of Extensive use of ------------------communication is most communication is most likely to aid in solving complex problems. likely to aid in solving complex problems. a. Verbala. Verbalb. Writtenb. Writtenc. Formalc. Formald. Nond. Non--verbalverbal

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Question Question 22

Communication under a contract should Communication under a contract should tend toward:tend toward:a. Formal written communicationa. Formal written communicationb. Formal verbal communicationb. Formal verbal communicationc. Informal written communicationc. Informal written communicationd. Informal communicationd. Informal communication

Questions?Questions?