–
Processes
to ensure timely and proper generation, collection, dissemination and
disposition of project information
–
General
communications management
(Click
above for PMBOK4 Article)
•
Communications
Planning – determining informational needs, who needs what and when; 90% of
PM’s time is spent communicating
•
Information
Distribution – making information available
•
Performance
Reporting – collecting and disseminating project information
•
Administrative
Closure – formalize project/phase completion
•
Communications
Planning
–
Determining
information requirements of stakeholders
–
Tightly
linked with organizational planning
•
Inputs
to Communications Planning
–
Communication
requirements – sum of the information requirements of the stakeholders
•
Define
type and format of information with analysis of value of information
•
Project
organization and stakeholder responsibility relationships
•
Disciplines,
departments and specialties involved in project
•
Logistics
of number of individuals at location
•
External
communication needs (media)
–
Communication
Technology – used to transfer information
•
Immediacy
of need for information
•
Availability
of technology
•
Expected
project staffing – compatible with personnel experience
•
Length
of project – will technology change during duration?
–
Constraints
– factors that limit project team’s options
–
Assumptions
•
Tools
& Techniques for Communication Planning
–
Stakeholder
analysis – informational needs should be analyzed to develop methodology suited
for the project; eliminate unnecessary information or technologies
•
Outputs
from Communications Planning
–
Communication
Management Plan
•
Collection
and filing structure to detail the gathering and storage of information;
updating and dissemination
•
Distribution
structure – who gets info in certain format; compatible with project
organization chart
•
Description
of information included – format, level of detail, conventions
•
Production
schedules of each type of communication
•
Methods
for accessing information
•
Method
for updating and refining communications plan
•
Information
Distribution – making information available in a timely manner by implementing
the communications plan; responding to requests for information
•
Inputs
to Information Distribution
–
Work
Results
–
Communication
Management Plan
–
Project
Plan
•
Tools
& Techniques for Information Distribution
–
Communication
Skills – used to exchange information.
Sender is responsible for clarity; receiver is responsible for receipt
and understanding
–
Information
retrieval systems – filing systems, software
–
Information
distribution systems – meetings, correspondence, networked databases,
video/audio conferencing
•
Outputs
from Information Distribution
–
Project
Records – maintained in an organized fashion
•
Performance
Reporting
–
Collecting
and disseminating performance indicators to provide stakeholders information
how resources are achieving project objectives
•
Status
reporting
•
Progress
reporting
•
Forecasting
•
Project
scope, schedule, cost and quality, risk and procurement
•
Inputs
to Performance Reporting
–
Project
Plan
–
Work
Results – deliverables completed, % completed, costs incurred
–
Other
Project records
•
Tools
& Techniques for Performance Reporting
–
Performance
reviews – meetings to assess status
–
Variance
Analysis – comparing actual results to planned or expected results (baseline);
cost and schedule most frequent
–
Trend
Analysis – examining results over time to determine performance
–
Earned
Value Analysis – integrates scope, cost and schedule measures – calculate 3
keys:
•
Budgeted
Cost of Work (BCWS) – portion of approved cost estimate planned to be spent on
activity during a given period
•
Actual
Cost of Work Performed (ACWP) – total of direct and indirect cost incurred in
accomplishing work on activity in a given period
•
Earned
Value (Budgeted Cost of Work Performed – BCWP) – percentage of total budget
equal to percentage of work actually completed
•
Cost
Variance (CV) = BCWP – ACWP
•
Schedule
Variance (SV) = BCWP – BCWS
•
Cost
Performance Index (CPI) = BCWP/ACWP
–
Information
Distribution Tools & Techniques
•
Outputs
from Performance Reporting
–
Performance
Reports – organize and summarize information gathered and present results
•
Bar
charts, Gantt charts, S-curves, etc.
–
Change
Requests – handled as part of change control
•
Administrative
Closure
–
Projects/phases
after achieving results or terminated require closure
–
Verifying
and documenting project results to formalize acceptance
–
Collection
of project records, analysis of effectiveness, reflect final specifications and
archiving of material
•
Inputs
to Administrative Closure
–
Performance
Measurement Documentation – includes planning docs; all information that
records and analyzes performance
–
Documentation
of product and project
–
Other
project records
•
Tools
& Techniques of Administrative Closure
–
Performance
Reporting tools & techniques
•
Outputs
from Administrative Closure
–
Product
Archives –complete index of all records, database updates
–
Formal
Acceptance – signoffs from client or sponsor
–
Lessons
Learned
•
Tips
from Review Guide
–
Understand
all concepts and major points
–
Memorize
the communications model
–
Understand
the inputs/outputs of Administrative Closure
–
Understand
how administrative closure differs from contract closeout
•
Contract
closeout has product verification and administrative closeout but the contract
terms may have special provisions/procedures for closeout
•
Communication
Model
–
Messages
are encoded by sender and decoded by receiver based on receiver’s education,
experience, language and culture
•
Sender
should encode message carefully
•
Nonverbal
•
Paralingual
(pitch and tone)
•
Active
Listening – receiver confirms they are listening, confirms agreement and ask
for clarification
•
Effective
Listening – watching speaker, think before speaking, ask questions, repeating
and providing feedback
•
Communication
Methods
–
Pick
the form of communication that is best for the situation
•
Formal
Written – complex problems, All Plans, communicating over long distances
•
Formal
Verbal – Presentations, speeches
•
Informal
Written – memos, e-mail, notes
•
Informal
Verbal – Meetings, conversations
•
Communication
Blockers
–
Noise,
Distance, Improper en-coding, “bad idea”, Hostility, Language, Culture
•
Performance
Reporting
–
Status
Reports (where project stands)
–
Progress
Reports (what has been accomplished)
–
Trend
Report (project results over time)
–
Forecasting
Report (projecting future status)
–
Variance
Report (actual results vs. planned)
–
Earned
Value
•
Communication
Channels – communications grow at a linear rate
–
N
(N-1)/2 where N = the number of people
–
Example
4 people equals 6 communication channels
•
To
determine if someone understands message feedback must be obtained
•
Unanimous
Agreement
–
All
members committed
–
Decisions
reached slowly
–
Integrity
is developed
–
Future
decision making is enhanced
•
Clearly
defined group goals
–
Motivate
team behavior
–
Cause
tension until completed
–
Encourage
member identification
•
Complex
messages need oral, written and non verbal methods
•
There
are 5 directions of communication
•
Façade
– when an individual processed needed information but withholds the information
•
Least
effective form of communication for complex situations is verbal and formal
•
If
there are a team of experts, PM decisions will likely promote high satisfaction
•
Functional/Project
Mangers likely to exercise
–
Power
–
Authority
–
Influence
•
Traditional
organization forms have no single point of contact for clients/sponsors
•
To
determine if someone understands message, must obtain feedback
•
Unanimous
Agreement – all members committed, decisions reached slowly, integrity is
developed, future decision making is enhanced
•
Clearly
defined group goals: motivate team behavior, cause tension until completed,
encourage member interaction
•
Complex
messages need oral, written and non verbal methods
•
Least
effective form of communication for complex issues: verbal and formal
