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7/30/2019 Project Communications Management.ppt
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BASED ON PMBOK GUIDE FOURTH EDITION
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Project Communications Management
According to the PMBOK Guide, Project CommunicationsManagement includes the processes required to ensure timely andappropriate generation, collection, distribution, storage,retrieval, andultimate disposition of project information
A large proportion of the Project Managers time is spent in
communicating with team members and other project stakeholders Communications Management Processes Include:
Identify Stakeholders
Plan Communications
Distribute Information
Manage Stakeholder Expectations, and
Report Performance
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Dimensions of Communication activity include thefollowing:
Internal (within the project) and External (customer, media, thepublic, other projects),
Formal(reports, briefings, memos) andInformal(ad-hoc discussions,emails),
Vertical(up and down the organization) andhorizontal(with peers),
Official (newsletters, annual report) and unofficial (off the recordcommunications),
Written andOral, and
Verbalandnon-verbal(Voice inflections, body language)
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Project Communications Management cont
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Required Communication Skills include:
Questioning, probing ideas and situations to foster better understanding,
Listening actively and effectively,
Fact-finding to identify or confirm information,
Educating to increase teams knowledge
Setting and managing expectations,
Negotiating to achieve mutually acceptable agreements between parties,
Persuading a person or organization to perform an action,
Resolving conflict to prevent disruptive impacts, and
Summarizing, recapping, and identifying the next steps
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Project Communications Management cont
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This is the process of identifying all people ororganizations impacted by the project, anddocumenting relevant information regarding theirinterest, involvement, and impact on the projectsuccess.
Inputs
CLICK HERE TO VIEW INPUTS
5
Identify Stakeholders
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Tools and Techniques
Stakeholder Analysis
Expert Judgment
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Identify Stakeholders Cont
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Stakeholder Register
StakeholderManagement Strategy
Outputs
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Identify Stakeholders Cont
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Plan Communications
This is the process ofdetermining the project stakeholder
information needs and defining a communicationapproach.
Inputs
Stakeholder RegisterStakeholder Management
StrategyEnterprise Environmental
FactorsOrganizational Process
Assets
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Tool and Techniques
CommunicationRequirements Analysis
CommunicationTechnologyCommunication Model
CommunicationMethods
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Plan Communications Cont
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Outputs
CommunicationsManagement Plan
Project DocumentsUpdates
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Plan Communications Cont
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You are managing a project with five people on the team, plus
one additional stakeholder
the sponsor. Draw in all the lines ofcommunication on this picture.
Using the formula n(n-1)/2, how many lines will you add if 2more team members and 2 more stakeholders join?
See Work Session Solution.
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Work Session
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Distribute information the process of makinginformation available to project stakeholders asplanned.
Inputs
CLICK HERE TO VIEWINPUTS
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Distribute Information
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CLICK HERE TO VIEWTOOLS & TECHNIQUES
Tools and Techniques
Distribute Information Cont
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Outputs
ORGANIZATIONAL PROCESSASSETS UPDATES
Distribute Information Cont
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Manage Stakeholder Expectations
The process of communicating and working withstakeholders to meet their needs and addressingissues as they occur.
Inputs
15
Stakeholder RegisterStakeholder Management
StrategyProject Management Plan
view other inputs
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Tools and Techniques
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CLICK HERE TO VIEW TOOLSAND TECHNIQUES
Manage Stakeholder Expectations Cont
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Outputs
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Manage Stakeholder Expectations Cont
CLICK HERE TO VIEWOUTPUTS
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Report Performance
This is the process of collecting and distributingperformance information, including statusreports,progress measurements, andforecasts.
Inputs
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Project Management PlanWork Performance Information
view remaining inputs
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Tools and Techniques
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Variance AnalysisForecasting Methods
view remaining Tools &Techniques
Report Performance Cont
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Outputs
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Report Performance Cont
Performance Reportsview sample report
view remaining Outputs
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Review Questions
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Project Charter - this can provide information about internal andexternal stakeholders involved in and affected by the project, e.g.,sponsor, team members, customers, etc.
Procurement Documents parties involved in projects that result
from procurement activity orcontract are key project stakeholders,this includes suppliers and sub-contractors.
Enterprise Environmental Factorsfactors that can influence thisprocess include; Organizational Culture and Structure, andGovernmentalorIndustry Standards.
Organizational Process Assets process assets that can influencethis process are; Lessons learnedfrom past projects, stakeholderregister templates, andstakeholder registerfrom past projects.
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Identify Stakeholders - Inputs
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Stakeholder Analysis this is a process of methodically gathering, and analyzingquantitative and qualitative information to determine whose interest should be consideredduring the project.
Stakeholder Analysis involves the following Steps:
Step 1: Identify project stakeholders andrelevant information, e.g., roles, interests, departments,expectations, knowledge levels, and influence (other stakeholders could be identified throughinterviewing)
Step 2: identify thepotential impact orsupport each stakeholder could generate, and classify themso as to define an approach strategy.
Step 3: Assess possible key stakeholders reaction or response in various situations, inorder to plan how to influence them to enhance their support.
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Identify Stakeholders Tools & Techniques
Power/Interest Grid with Stakeholders
Other Classification Models include:
Power/Interest grid - based on authority and interest
Power/Influence grid based on authority andinfluence
Influence/Impact grid based on active involvement
and impact
Salience Model - based on ability to impose their willand urgency (need for immediate attention)
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Expert Judgment - judgment and expertise should be sought from
groups or individuals with specialized training or knowledge onsubjects areas like:
Identified key stakeholders
Senior management
Project managers who have experience on similar project areas
Subject matter experts
Professional and technical associations
Industry groups and consultants
Other units with the organization
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Identify Stakeholders Tools & Techniques
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Stakeholder Register this is the main output of theprocess and it contains the following:
Identification Information Name, Position, Location, Role in project,Contact Information
Assessment Major Requirements, Expectations, Likely Inf luence in the project
Stakeholder Classification Internal/External, Supporter/Neutral/Resistor,etc.
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Identify Stakeholders Outputs
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Stakeholder Management Strategy this defines anapproach to increase support and minimize negativeimpacts of stakeholders throughout the project life cycle.
It can be represented by a stakeholder analysis matrix.
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Identify Stakeholders Outputs
Stakeholder Stakeholder Interest Assessment ofImpact
Strategies forGainingSupport/ReducingObstacles
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Enterprise Environmental Factors Communication must beadapted to the project environment; hence, all enterpriseenvironmental factors are relevant inputs to the process.
Organizational Process Assets Lessons learned and historicalinformation are very crucial inputs to this process, as they provideinsight into past project decisions.
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Plan Communications - Input
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Communication Requirements Analysis this determines theinformation needs of the project stakeholders, by combining the typeandformat of information needed and thevalue of the information.
The Project Manager also determines the number of potential
communication channels or paths as an indicator of the complexityof a projects communications.
Communication Channels is n(n-1)/2, where n is the number ofstakeholders, e.g., a project with 10 stakeholders has 10(10-1)/2 =45
potential channels.
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Plan Communications Tools & Techniques
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Communication Technology this is the method used among
stakeholders to transfer information, e.g., brief conversations,extended meetings, written documents (schedules and onlinedatabases etc)
Factors that affect project are :
Urgency of the need for information availability offrequently updated
information
Availability of Technology do the intended stakeholders have access to aselected communications technology
Expected Project Staffing compatibility of communication systems withproject participants expertise
Duration of the Project is the available technology likely to change beforethe project is over?
Project Environment are team member meetings and operations face-to-faceor virtual?
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Plan Communications Tools & Techniques
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Plan Communications Tools & Techniques
Communication Models basic model of communication that shows
how information is sent and received between two parties (sender andreceiver).
Components of the model are:
Encode translation of thoughts or ideas into a language understood by
others.
Message and Feedback-message the output of encoding.
Medium method used to convey the message.
Noise interference with transmission and comprehension of the message, e.g.,distance, unfamiliar technology, etc.)
Decode translation of message back into meaningful thoughts and ideas.
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Plan Communications Tools & Techniques
Communication Methods communication methods can be broadly
classified into:
Interactive Communication between two or more parties performing amultidirectional exchange of information.
Push Communication sent to specific recipients who need to know the
information; it includes letters, memos, reports, emails, voice mails, faxes, pressreleases etc.
Pull Communication for very large volume of information, or for very largeaudiences; the method includes, intranet sites, e-learning, and knowledgerepositories etc.
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Plan Communications Output Communications Management Plan is a subsidiary of the project
management plan, can be formal or informal, highly detailed or
broadly framed. The Communications Management Plan includes the following: Information to be communicated, Stakeholder communication requirement, Reasons for the information distribution, Time frame and frequency of distribution, Person responsible for communicating the information,
Person responsible for authorizing release of confidential information, Person or group who will receive information Technologies or methods of conveying information Resources allocated for communication activities, Escalation process, Methods for updating plan, Glossary of common terminology
Flow charts of the information f low in the project, and Communication constraints, e.g., regulations, technology, and organizational policies.
Project Document Updates project schedule, stakeholder register, andstakeholder management strategy are documents that may be updated.
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Lines for 7 people = 7 x (7 1)/2 = (7 x 6)/2 = 21
If 2 more team members and 2 more stakeholdersjoin:
Lines for 11 people = 11 x (11 1)/2 = (11 x 10)/2 = 55
The number of lines added = lines for 11 people lines
for 7 people
= 55 -21 = 34
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Work Session Solution
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Project Management Plan contains the
communications management plan.
Performance Reports are used to distribute projectperformance and status information. They should becurrent andprecise.
Organizational Process Assets include:
policies, procedures, and guidelines pertaining to informationdistribution
Templates, and
Historical Information and lessons learned
Distribute Information - Inputs
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Communication Methods- like video and audio conferences,computer chats, individual and group meetings etc.
Information Distribution Tools including the following:
Manual filing system, hard-copy document distribution, press releases, and
shared-access electronic databases
Electronic tools like web interfaces, scheduling and PM software, virtual officesupport software, portals, collaborative work management tools, and
Electronic communication and conferencing tools, like telephone, e-mail, fax,voice mail, video and web conferencing, websites and web publishing tools.
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Distribute Information Tools & techniques
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Organizational Process Assets Updates include:
Stakeholder Notifications stakeholders receive information aboutapproved changes, resolved issues, and general project status.
Project Reports formal and informal project reports describing status,lessons learned, issue logs, closure reports, and outputs from knowledgeareas.
Project Presentations formal or informal presentation of information tostakeholders.
Project Records including memos, meeting minutes, correspondences,and other document describing the project.
Feedback from Stakeholders concerning project operations can be usedto modify or improve future project performance.
Lessons Learned Documentation including causes of issues, reasoningbehind corrective actions taken, etc.
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Distribute Information Output
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Issue Log or Action Log - is used to document and monitor theresolution of issues. Issues are stated and categorized based onurgency andpotentialimpact.
Change Log is used to document change that occurs during aproject. The changes and their impact to the project in terms oftime,cost, and risk, must be communicated to the appropriate
stakeholders.
Organizational Process Assets include the following:
Issue management procedure,
Organizational communication requirements,
Change control procedures, and
Historical information about past projects.
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Manage Stakeholder Expectations Inputs
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Communications Methods identified for each stakeholder in thecommunications management plan, and are utilized duringstakeholder management.
Interpersonal Skills examples include:
Resolving Conflict,
Building trust,
Active listening, and
Overcoming resistance to change
Management Skills include the following:
Negotiating,
Presentation skills,
Public speaking, and
Writing skills
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Manage Stakeholder Expectations Tools & Techniques
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Organizational Process Assets Updates include the following:
Reasoning behind corrective actions, Causes of issues, and
Lessons learned from managing stakeholder expectations
Change requests may result to the product or project due to thisprocess, this may also include corrective or preventive actions.
Project Management Plan Updates include communicationsmanagement plan.
Project Document Updates include updates to:
Stakeholder Management Strategy
Stakeholder Register
Issue Log
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Manage Stakeholder Expectations Outputs
R t P f I t
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Report Performance - Inputs
Project Management Plan provides information on
project baselines. Performance measurement baseline isan approved plan for project work, to which projectexecution is compared, and deviations are measuredfor management control.
Work Performance Information from project activitiesis collected on performance results like:
Schedule Progress
Deliverable status, and
Costs incurred.
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R t P f I t
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Work Performance Measurements used to generate
project activity metrics to evaluate actual progresscompared to planned progress. These include thefollowing:
planned versus actual schedule performance
Planned versus actual cost performance, and
Planned versus actual technical performance.
Budget Forecast information from the Control Costprocess gives information on additional funds requiredfor the remaining work, as well as estimates for thecompletion of total project work.
Organizational Process Assets for Report Performanceprocess include: Report Templates, Policies and proceduresdefining measures to be used, and Defined variance limits.
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Report Performance - Inputs
f l & h
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Variance Analysis is an after-the-fact evaluation of
what caused a difference between the baseline and theactual performance. Typical steps of Variance Analysisare:
Verify the quality of information collected to ensure it is complete,
consistent with past data and credible for comparison
Determine variances, comparing the actual information with theproject baseline and noting all differences
Determine the impact of the variances in the project cost andschedule as well as in other project areas.
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Report Performance Tools & Techniques
f l & h i
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Forecasting Methods is the process of predicting future
project performance based on the actual performance to date. Categories of forecasting:
Time series methods historical data is used as the basis forestimating future outcomes, e.g., earned value, moving average,extrapolation, linear prediction, trend estimation, and growth curve.
Causal/econometric methods assumption that it is possible to identifythe underlying factorinfluencing avariable, e.g., sales of umbrella mightbe associated with weather conditions.
Judgmental methods incorporate intuitive judgments, probabilityestimates, andopinions, e.g., surveys, Delphi method, scenario building,technology forecasting, and forecast by analogy.
Other methods are simulation, and ensemble forecasting.
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Report Performance Tools & Techniques
R P f T l & T h i
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Communication Methods
like status reviewmeetings can be used to evaluate information aboutprojectperformance andprogress.
Reporting Systems
provide a standard tool for theproject manager to capture, store, and distributeinformation to stakeholders about schedule progress,cost, andperformance.
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Report Performance Tools & Techniques
R P f O
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Performance Reports organize and summarize
information gathered, and present the results of anyanalysis as compared to the performance measurementbaseline.
Reports may include:
Current status of risks and issues
Analysis of past performance
Work completed during reporting period
Work to be completed during the next reporting period
Summary of changes approved in the period
Results of variance analysis
Forecasted project completion, and
Other relevant information
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Report Performance Outputs
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Performance Report Sample
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R t P f O t t
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Organizational Process Assets Updates include
report formats and lessons learneddocumentation(causes of issues, reasoning behind corrective actionstaken etc).
Change Requests may be generated, and they are
processed through Perform Integrated ChangeControlprocess as follows:
Recommended corrective actions are changes that bringexpected future performance in alignment withproject
management plan, andRecommended preventive actions can reduce
probability ofincurring future negative performance.
Report Performance Outputs