Professional Documents
Culture Documents
PMIProcessesGroups
PRO C ESS GRO UP EXEC UTIO N KNO WLEDGE AREAS INTEGRATIO N SC O PE TIME C O ST Q UALITY HUMAN RESO URC ES C O MMUNIC ATIO N RISK PRO C UREMENT STAKEHO LDERS INITIATING PLANNING MO NITO RING & C O NTRO L C LO SE O UT
1 2
1 4 6 3 1 1 1 5 1 1 24
1 3 1 1 1 9
2 2 1 1 1 1 1 1 1 11
product,service,orresult.
ProjectCommunication
Processes P required i dt toensuretimely ti l and dappropriate i t planning, l i
collection,creation,distribution,storage,retrieval,controland monitoringandultimatedisposalofprojectinformation Communication InformationLogistics g Right g Information,right g time,rightplace,rightpeople,rightmethod. Management PDCA communicationsoilintheengine
CommunicationInfluenceonaProject
WBS /CBS / RBS /OBS / TBS Organizational Structure to deliver (management teams, contractors, , supervision, p , suppliers) People make projects and need to knowthrough communication. Communication channels enable information flow so we can manage the project. Need to know / nice to know
Risk Base
EXTERNAL INFLUENCES
PMI Scope
Process
Communications ManagementPlan (Plan)
Inputs
Project ManagementPlan, stakeholder register, organizational assets ProjectCharter Stakeholder Register ProjectCharter, Requirements documentation, Organizational Assets
Tools
Communication requirements, communication technology, meetings, models/methods Interviews Workshops Observations Experience ExpertJudgment, Productanalysis, Alternatives, Workshops
Outputs
Plans&Updates.
Communications
InteractionandinterfacingbetweenProjectTeammembers. CreatingabridgebetweentheProjectanditsStakeholders. Overcomingordealingwith: Organizational/national/culturaldifferences Varying y glevelsofexpertise p Differentperspectives/interests Internalandexternalconflict.
CommunicationsManagement
PlanCommunications developinganappropriate
planbasedonprojectneedandrequirementsand organisationalassets. assets (Contracts/records) ManageCommunicationscollecting,distributing, storing retrievinganddisposingofproject storing, informationasperplan.(EDMS,Filing/Records) ControlCommunications monitoring gand controllingcommunicationstoensureinformation needsaremet.Controlofmisinformation rumours.
CommunicationsPlanning
What informationisneeded Why isinformationneeded(RACI) When isinformationneeded(includingtimezones) How isinformationtobetransmitted Where isinformationavailable/stored/archived Who Wh needs d and dwho h is i authorised th i d
Internal Formal Vertical/Horizontal Official Writtenwords/images/drawings Oral l/Verbal b l Nonverbal(bodylanguage) Unofficial rumours,media,externalviews
CommunicationModel
CommunicationReality
INITIATOR
SENDER (Person/Situation)
RECEIVER
ANALYSED (Person,Situation)
UNDERSTANDING OR MISUNDERSTANDING
DECODE(Translation/ Language)
SEND (Verbal/Written)
RECEIVES (Hear,See,Read)
LackofAttention,disrupt,interrupt
TransmittingwithoutReceiving
Understanding
Iknowthatyoubelievethatyouunderstoodwhatyou thinkIsaid,butIamnotsureyourealizethatwhatyou heardisnotwhatImeant meant RobertMcCloskey,U.S.StateDepartmentspokesman,atapressbriefingduringtheVietnamWar
HumanSensesfasterthanthe speedofthought?
Sight 100,000,000bits/second(40bits/s) Hearing 100,000bits/second(30bits/s) Speak 250words/min Hear 500words/min(listeningisoptional) Think 750words/min(understandingisoptional) Look ???(seeingisoptional) Weseeandthinkfasterthanwehearandspeakand
Thinking g
Ch l &Confusion C f i Channels
Communications
ThisisalittlestoryaboutfourpeoplenamedEverybody, Somebody,Anybody,andNobody. TherewasanimportantjobtobedoneandEverybodywas surethatSomebodywoulddoit. Anybodycouldhavedoneit,butNobodydidit. S Somebody b d gotangryabout b that h b becausei itwasE Everybody's b d ' job. Everybody y ythought g thatAnybody y ycoulddoit,butNobody y realizedthatEverybodywouldn'tdoit. ItendedupthatEverybodyblamedSomebodywhenNobody didwhatAnybodycouldhavedone
ResultofPoorCommunication
FoodforThought
Iscommunicationaonewaystreet? Issilenceornoresponseacceptance? Receivingacommunicationdoesnotmeanthatitis
eitherunderstoodoraccepted. Good G dcommunication i i requires i f feedback db kto demonstrateunderstanding,acceptanceetc. Understandtheotherparty partys sreferenceframe
Send reinforcements were going to our aunts Send these endorsements were going to France
HistoricalQuote
OrganizationalCommunication
Functional silosbutdisciplinedbynameandby
CommunicationChannels
ProjectizedOrganisation CHIEFEXECUTIVE
CONFLICTORCOOPERATION
Functional Manager
Functional Manager
Functional Manager
????
Managerof PMs
Co omomn G Goal
SpecialistStaff
Project Working co-operation cobut priority / SpecialistStaff SpecialistStaff Manager loyalty issues SpecialistStaff SpecialistStaff ProjectTeam
Project Manager
Project Manager
SpecialistStaff
ProjectTeam
ProjectTeam
SpecialistStaff
SpecialistStaff
SpecialistStaff
Conflict
TypesofConflict
Priorities Administration TechnicalOpinion&
Symptoms y p
Harmony noconlict MinorDisagreement&
ConflictTreatment
Treatment Withdraw/avoid(ignore) Smoothing Compromising/collaborating Effectiveness Failuretotreat woundedwarriors, discontent,indecision Nodefinitivesolution, dividesopinions /loyalties.Shorttermfix. Giveandtakeattitude/realissues avoidedornotidentified.Intermediate termfix. Facingconflictandanalyzing underlying d l i i issuesb behind hi d problem. bl Longtermfix. win losewithonepartyaggrieved. Longtermrepercussions. repercussions
Confronting/FacingReality
Forcing
Conclusions
Communicationsareanessentialpartofproject management Peoplerelyoncommunicationstobeabletofunction EffectiveCommunicationscanresultinlessconflicton projectsasno/littleambiguityandclarity Eff i organisational Effective i i lstructureand ddefined d fi d communicationchannelsarealsoessential. Communicationsshouldbeunambiguous g sothereisno confusion. Communicationmustbeclosedsothatmessages(thedata transmitted)areunderstood
Remember
Historicalviewwas: The Thesinglebiggestproblemin communicationistheillusionthatithas takenplace. place. Todaywehavethesameproblem: Isent tanemail il butdidanybodyreadit/actonit?
Questions/Discussion