10- Communication Management

- 10

Unit - 10
10 -

Agenda

Identify
Stakeholders.
Plan
Communications
Distribute
Information.
Manage Stakeholder
Expectations .
Report Performance.

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10- Communication Management

- 10
10.1 Identify Stakeholders

The process of identifying all people or

organizations impacted by the project, and
documenting relevant information regarding
their interests, involvement, and impact on
project success.

10.2 Plan Communications

The process of determining the project

stakeholder information needs and
defining a communication approach.

10.3 Distribute Information

The process of making relevant

information available to project
stakeholders as planned.

10.4 Manage Stakeholder Expectations

The process of communicating and

working with stakeholders to meet their
needs and addressing issues as they occur.

10.5 Report Performance

The process of collecting and distributing

performance information, including status
reports, progress measurements, and
forecasts.

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Communication Macro Barriers

Amount of Information:
Try to transmit sufficient
information to avoid
information overload.
Keep it simple and short
(KISS).

Cultural Differences:
Meanings and
interpretation may vary in
deferent cultures.
Very important in
international projects and
joint venture.

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Communication Macro Barriers

Lack of subject knowledge:
Lack of shared experience can
inhibit communication.

Organizational climate:
Minimize the difficulties
associated with status & ego.
Create an atmosphere of
openness by talking with
(Rather than down to)
people.

Number of links:
The more links in the
communication chains, the
less likely that the message
will be successful.

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Communication Micro Barriers

Perceptions:
Senders view of the
receivers knowledge and
ability to understand the
message.
Receivers view and
personal feelings (based on
previous experience)
towards the sender.
Negative : Receiver ignores the
message.
Positive : receiver judgment is
inhibited.

Perception problems can

be minimized by using
words that have precise
meaning.

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Communication Micro Barriers

Message Competition:
To minimizes the noise,
communicate when you have the
total attention of the receiver
(Mentally & Physically).

Project Jargon and Terminology:

Use the terminology of the
project that the recipient
understands.

Notes:
Some micro barriers are

derived from macro barriers.

Examples : perception are
derived from cultural differences,
and jargon from subject
knowledge.

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Effective Listening

An important component and
skill of communication
Many project managers
lack of it.
No formal education to
develop it.
It can be learned through
studying active listening
practices and applying them
in a conscious program of self
development.

Easy to listen to superiors

(because we have to) than
to subordinates.

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Benefits of Effective Listening

Improves
communication.
Helps develop mutual
trust and respect among
the project team.

Communication Facts:
Listening Retention :
50% During Hours .
25% In Two Days.
10% After 7 Days.

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. %25
. 7 10%
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Barriers to Effective Listening

Poor listeners (Lack of
Skills).
Resistance to the message:
Examples of situations in
which people have difficulty
listening : Dealing with
conflict situation, feeling
anxious, angry, or fearful; and
being criticized.

Physical distractions:
Examples : telephone calls,
people coming in and out of
the office, and environments
that create feelings of
inequality in status.

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Barriers to Effective Listening

Perceptions (Perceptual
differences):
Contrary to the listeners
preconceived ideas.
Instead of listening, he
start to :
Prepare his responses or
defense.
Jump to conclusions.
Confuse facts with
opinions.
Make frozen evaluations
(that can not be easily
changed).

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Poor listener Vs. Good listener

The Poor listener -

Always interrupts.
.

The Good listener

Is impatient.
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Makes hasty judgments.
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Shows disinterest (Poor posture,
Wondering Eyes).
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Doesnt try to understand.
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Doesnt respond.
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Doesnt interrupt.

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Waits until the end, then asks questions.
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Asks for clarification.
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Pays close attention.
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Verify understanding by repeating what
was said.
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Gives feedback : Smile, Nods, or Frowns.
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Poor listener Vs. Good listener

The Poor listener -
Mentally prepares an argument
to Win.
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Reacts to Person, loses temper.
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Fidgets with pen, Paper, clips.
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Goes off the subject.
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The Good listener

Response to ideas, not to person.

Avoids arguing and its negative

effects on relationships.

Gets ride of distractions.

Concentrates on both the words and

the feelings behind them; stays on
track.

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Summary Active listening & Non Verbal

Attention (Reduce distraction).

Concern (For the person, process, project
objective).
Timing (Appropriate when neither party is
preoccupied).
Involvement (Mental & Emotional).
Vocal (represent 38% of message) PARA
LINGUAL
Eye Contact (shows that you are paying
attention).
Look (Observe Body Language).
Interest (Take interest in other person as a
human being).
Summarize (Play back to verify real meaning
of message).
Territory (Manage space; lean forward to
reduce distance).
Empathy (Listen between the words to
understand feelings).
Nod ( To show that you understand)

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Nonverbal Communications Based On Physical Ways

Accounts for 55% of
Communication .
Examples :
Facial Expressions:
Smile while talking puts
listeners at ease and you are
likely to get a smile back in
response.
Real smiles make the corners
of the eye crinkle.
Eye contact (With cultural
differences) is important and
establish a Communication
bond.
Nodding the head while
listening indicates agreement
and understanding.

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Other Communication Facts

We retain (after 7 days) :
10% of what we hear.
15% of what we see.
20% of what we hear &
see.
40% of what we discuss
with others.
80% of what we
experience.
90% of what we teach
others.
Mismatch causing effective listening difficulty:
Our speed of talking is about 100 400
words per minute.
Our speed of thinking is about 600 words per
minute.

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. %10
. %15
. %20
. %40
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. %90

:
400 100
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600
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Body Language

Touching:
With understanding of cultural
differences.
Opposite sex.
Use of Space:
Individuals personal space )An area of
20 inches = 50 Cm. on all sides) function
like an emotional safety zone, and
should not be invaded.
Maintain a communication distance of
20 40 inches ( 50 100 Cm) .
Too close may show intimidation.
Too far may show a lack of
interest.
Use of Time:
Dont keep people waiting.
Shows that you dont care about their
schedule or priorities.
Could have a very negative effect on
working relationship.

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20 (
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20
:) 100 50 ( 40
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Body Language

Body Language Interpretation
Pointing.

Aggressiveness .

Sighting.

Impatience, boredom,
or grief.

Scratching head or
face.

Uncertainty or risk.

Concealing moth with

hands.

Uncertainty about
words or dishonesty.

Bending forward.

Interest

Leaning back with

hands behind heads .

Superiority or
confidence.

Clenched fists or
crossed arms.

Defensive attitude.

Rubbing hands.

Expectation.

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3 Communication Direction
3
Upward, Downward, and
Lateral Communication

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Top Management
Client, Sponsor
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Informal External Relation

Formal, Internal Relation

External Stakeholders
Regulatory Agencies
Public Press
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Project Manager

Functional Managers
Other Project Managers
,

Project Team Members ,Contractors

Sub Contractors
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Upward Communication

Vertical & Diagonal
To:
Top management , client
sponsor.

Provides:
Status, and warning (May use
By Exception format(.

Expected:
Organizational support ,
feedback, decision,
requirement.

Required Skills:
Problem solving, system set up, reporting.

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Upward Communication

Vertical & Diagonal
To:
Project team members ,
contractors, subcontractors.

Provides:
Leadership, direction and
control.

Expected:
Quality and conformance to
requirements.

Required Skills:
Planning, team building and
coordination.

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Lateral Communication .1
1 ....
Horizontal
To:
Functional managers ,
other project managers.

Provides:
Planning and coordination.

Expected:
Technical support and
coordination.

Required Skills:
Negotiation and
contracting.

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Lateral Communication . 2
2 ....
Horizontal
To:
External stakeholders ,
regulatory agencies , public
press.

Provides:
Ongoing information.

Expected:
Feedback and support.

Required Skills:
Public relations and
interfacing.

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Exercise Define the Following Terms

Nonverbal Communication:
Based on physical mannerism. Account
for 55% of the all communications.

Para Lingual:
The pitch and tone of your voice. Help
to convey the message.

Active Listening:
The receiver confirm that he/she is
listening, confirms agreement, and asks
for clarification.

Effective Listening:
Watching the speaker to pick up the
physical gestures and facial expressions,
thinking about what to say before
responding, asking questions,
repeating, and providing feedback.

Feedback:
Saying things like Do you understand
what I have explained? Usually asked
by the sender.

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Example : When do we use the following communications

methods ?
:
Communication Types

When Used?

Formal Written

Complex problems,
Project Charter, Project
Scope Statement,
Project Plan,
Communicating Over
Long Distance.

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Formal Verbal

Presentation,
Speeches.

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Informal Written

E Mail, Memos,
Notes.

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Informal Verbal

Conversations,
Meetings.

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WBS Is good for internal and external

communications

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Project Communications Management

Project Communications Management
includes the processes required to
ensure timely and appropriate
generation, collection, distribution,
storing, retrieval and ultimate
deposition of project information.
The Project Communications
Management processes provide the
critical links among people and
information that are necessary for
successful communications.
project manager can spent an
inordinate amount of time
communicating with the project
team Stakeholders, customers, and
sponsors.
Everyone involved in the project
should understand how
communications affect the project
as a whole.

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Mistakes in Communication

Not asking people what information they

need .
Not planning communications to all
stakeholders .
Not customizing communications
standards within your organization to
need of the project .
Not using multiple methods of
communicating .
Not confirming communication is actually
received and understood .
Not realizing that communications is two
sides ,to and from a stakeholder .
Not planning communication with each
stakeholder based on the individuals
needs and interests .
Forgetting to include such people as team
members bosses in the list of
stakeholders .

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Example Why Communication Management

Important Question:
What percentage of project
managements time is spent
on communication.

Answer:

75 To 90% Project
Managers time is
spent on
communication.

Listening
Talking
Reading
Writing
Total

45%
30%
15%
10%
100%

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%90 %75
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%45
%30
%15
%10
%100

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Goals of Interpersonal Communications

Understanding the
exact meaning and
intent of others.
Being understood by
others.
Gaining acceptance for
yourself and/or your
ideas.
Producing action or
change.

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10.1 Identify Stakeholders ( Initiating )

) ( 1 10
Identify Stakeholders
is the process of
identifying all people or
organizations impacted
by the project, and
documenting relevant
information regarding
their interests,
involvement, and
impact on project
success.

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Stakeholders

Determine all of them .
Determine all of their
requirements .
Determine their
expectations .
Determine their interests .
Determine their level of
influence .
Plan how you will
communicate with them .
Communicate with them .
Mange their expectations
and influence .

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Communication Channels

Every Party
Has its Own
Communication
Needs
Number of
Communication
Channel is
n(n-1)/2

Customer
Quality

Marketing

Risk

Project Management

Logistics

HR
Auditors

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Subcontractor

Communication Channels



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n(n-1)/2 n
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10.1 Identify Stakeholders

1 10
Inputs
1. Project charter
2. Procurement
documents
3. Enterprise
environmental factors
4. Organizational process
assets

Inputs
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Tools & Techniques

1. Stakeholder analysis
2. Expert judgment

Tools & Techniques

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Source: PMBOK Guide Fourth Edition, page 246

Outputs
1. Stakeholder register
2.Stakeholder
management strategy

Outputs

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10.1 Identify Stakeholders

1 10

.1
1. Project charter
.
2. Procurement
documents
. .2
3. Enterprise

.3
environmental
.
factors
4. Organizational
.4
process assets
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10.1 Identify Stakeholders

1 10

1. Stakeholder
analysis
2. Expert
judgment

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Stakeholder Analysis





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It is the technique of
systematically gathering
and analyzing qualitative
and quantitative
information to determine
whose interest should be
taken into account.
It defines the interest,
expectations and influence
of stakeholders and relates
them to the purpose of the
project.

Stakeholder analysis

Includes determine all
stakeholders . Project manger can
use the initial list of stakeholders
from the project charter .
Contracts ( if applicable) can help
to identify stakeholders .
Project manager need to analyze
each stakeholder potential
impact and influence .
Grouping stakeholders by their
impacts / influence , this can help
to identify ways to manage each
group separately .

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Stakeholder Analysis

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5
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4

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3
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4

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Steps of Stakeholders Analysis

Step 1: Identify all
potential project
stakeholders and relevant
information.
Step 2: Identify the
potential impact or
support each stakeholder
could generate:

Power/interest grid
Power/influence grid
Influence/impact grid
Salience model

Step 3: Assess how key

stakeholders are likely to
react or respond in
various situations.

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10.1 Identify Stakeholders

1 10

1. Stakeholder
register
2. Stakeholder
management
strategy

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Stakeholder Register

Identification information:
Name, organizational position,
location, role in the project,
contact information;
Assessment information:
Major requirements, main
expectations, potential
influence in the project, phase
in the life cycle with the most
interest; and
Stakeholder classification:
Internal/external,
supporter/neutral/resistor,
etc.

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Stakeholder Management Strategy

Key stakeholders who
can significantly
impact the project.
Level of participation
in the project desired
for each identified
stakeholder.
Stakeholder groups
and their
management (as
groups).

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Stakeholder management strategy

Stakeholder Description .

Some options for what

you might do with the
Stakeholder

High interest, low

influence, highly
knowledgeable expert in
high risk areas

Invite him to participate

in the risk management
process .

Low interest, the source

of major requirements ,
high influence , not easy
to work with .

Make sure requirements

are clear . End him
reports

High interest, high

influence , not supporter
to the project.

Why he is not supporter ,

base your plan for
managing him on dealing
with those reasons .

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High interest, high

influence , a supporter to
the project.

Involve him in team

meetings , report to him
, include the information
the stakeholder
requested .

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Stakeholder management strategy

Stakeholder
Description .

Stakeholder
Description .

Moderate interest,
high influence ,
completing many
activities on the
project , a supporter
to the project.

Invite him officially

to joint the project
team .

Moderate interest,
high influence ,
because he
identified a large
numbers of the risks
, a supporter to the
project.

Plan to meet with

him periodically ,
throughout the
project for any more
risks .

Moderate interest ,
nervous about
completing his
assigned activities .

Help him and

arrange for training
if necessary .

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Manage Stakeholder Expectation

How if a stakeholder try to add a new

part to project scope ?
How if a department manager said
that the project will affect his work in
the department?
It should convince stakeholders that
their requirements has booked into
consideration .
When project is not planned well ,
then the project manager will spend
the most of his time to solving
problems.
Expectations are beliefs ( or mental
pictures ) of the future .
Expectations are not revealed
requirements or needs .

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Manage Stakeholder Expectation

Such a difference between
what he thinks will happen
and what actually happens,
it might cause conflicts ,
rework, and those dreaded
changes .
Prevents changes by asking
stakeholders what they
expect and clarifying any
expectation not accurate .
Many of future pictures that
was created in stakeholder
minds may cause problems
to the project manager .

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Manage Stakeholder Expectation- How it Can Be

Asking stakeholders about their

expectations .
Make sure that expectations are realistic
and not imagine .
Analyze with stakeholder what could be
happen before it happened .
The common understand of the project
may help in expectations management .
Review stakeholder register, stakeholder
management strategy, communications
management plan, issue logs and changes
to determine what to do to manage
stakeholders expectations .
Project manager should be sure about
the validation of his project management
plan and that plan still accepted by all
stakeholders throughout the project .

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10.2 Plan Communications ( Planning )

) ( 2-10
Plan

Communications

is the process of
determining the

project

stakeholder

information needs
and defining a

communication
.
approach.
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Communication Potential Dimensions

Communication activity has
many potential dimensions,
including:

Internal (within the project)

and external (customer, other
projects, the media, the
public).
Formal (reports, memos,
briefings) and informal
(emails, ad-hoc discussions).
Vertical (up and down the
organization) and horizontal
(with peers).
Official (newsletters, annual,
report) and unofficial (off the
record communications).
Written and oral
communication.
Verbal and non-Verbal (voice
inflections and body
language.)

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Required Communication Skills

Listening actively and effectively.

Questioning, probing ideas and
situations to ensure better
understanding.
Educating to increase team's
knowledge so that they can be
more effective.
Fact-finding to identify or confirm
information.
Setting and managing expectations.
Persuading a person or organization
to perform an action.
Negotiating to achieve mutually
acceptable agreements between
parties.
Resolving conflict to prevent
disruptive impacts.
Summarizing, recapping and
identifying the next steps.

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10.2 Plan Communications

2 -10
Inputs
1. Stakeholder register
2. Stakeholder management
strategy
3. Enterprise environmental
factors
4. Organizational process
assets

Inputs

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Tools & Techniques

Outputs

1. Communication
requirements analysis
2. Communication technology
3. Communication models
4. Communication methods

1. Communication
management plan
2. Project document updates

Tools & Techniques

Outputs

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. .4

Source: PMBOK Guide Fourth Edition, page 252

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10.2 Plan Communications

2 -10

1. Stakeholder
register
2. Stakeholder
management
strategy
3. Enterprise
environmental
factors
4. Organizational
process assets

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10.2 Plan Communications

2 -10

1. Communication
requirements
analysis
2. Communication
technology
3. Communication
models
4. Communication
methods

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Communication Requirements Analysis

The analysis of the
communications requirements
results in the sum of the
information needs of the
project stakeholders.
These requirements are
defined by combining the type
and format of information
needed with an analysis of the
value of that information.
Project resources are
expended only on
communicating information
that contributes to success, or
where a lack of
communication can lead to
failure.
This does not mean that bad
news should not be shared;
rather, the intent is to prevent
overwhelming stakeholders
with minutiae.

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Communication Requirements Analysis

Information typically required
to determine project
communications
requirements includes:
Organization charts
Project organization and
stakeholder responsibility
relationships
Disciplines, departments, and
specialties involved in the
project
Logistics of how many persons
will be involved with the
project and at which locations
Internal information needs
(e.g., communicating across
organizations)
External information needs
(e.g., communicating with the
media or contractors)
Stakeholder information.

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Communication Technology

Factors that can affect the
project include:
Urgency of the need for
information.
Is project success dependent
upon having frequently updated
information available on a
moments notice, or would
regularly issued written reports
suffice?

Availability of technology.
Are appropriate systems already
in place or do project needs
warrant change? For example,
do the intended stakeholder(s)
have access to a selected
communications technology?

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Communication Technology

Expected project
staffing.
Are the proposed
communication systems
compatible with the
experience and expertise of
the project participants, or is
extensive training and learning
required?

Duration of the
project.

Is the available technology

likely to change before the
project is over?

Project environment.
Does the team meet and
operate on a face-to-face basis
or in a virtual environment?

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Communication Models

Both the sender and
receiver of a message have
responsibilities in
communication.
The sender of information is
responsible for making
information clear and
complete.
The receiver is responsible
for making sure that all of
the information has been
received and understood.

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Definitions

Communicator/Sender
(Source of Message):
Determines what information
he/she intends to share,
encodes this information in
the form of message, and
then transmits the message
as a signal to the receiver.

Encoding:
Communicator translation of
message prior to sending.

Message:
The ideas, thoughts and
feeling that the
communicator wants to send.

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Definitions

Medium:
The method (channel) used
to transmit the message:

Oral.
Writing.
Tactile (Related to touch).
Olfactory (Related to
smell).
Non verbal/visual (Body
Language, Appearance).
Involuntary (Against The
Persons Choice(.
Extra Sensory (Outside The
Ordinary Senses
Instances of Perception).
Eye Contact.

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. )
. ) (
) (
(
. )
.

61

Definitions

Receiver:
Recipient of given message.

Decode:
The receivers receiving &
translation of the message
prior to eternalizing its
meaning.
Assimilate trough the senses
as in new ideas.

Interpreting /
Understanding /
Comprehending:
Having technical
acquaintance with expertise
in the practice of project
management to understand
the message.

: /
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/ / ) (
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62

Definitions

Feedback:
The reverse role of receiver and
communicator.

Noise:
Anything that interfaces with
transmission of the message:

Listening Skills.
Culture.
Intelligence.
Knowledge Base.
Common Sense.
Semantics.
Situational Consideration.
Emotional status.
Authority / Position.
Field of Experience.
Distance.

: ) (

. )(

(
: )
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.
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.
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.
. /
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.

63

Communications blockers

Noisy surrounding .
Distance between those
trying to communicate .
Improper encoding
message .
Making negative
statements .
Hostility .
Languages .
Cultures .

.

.
.
.
. ) (
.
.

64

The Communication Model/Process

/
:
, , , , ,
.

Sources of Perceptual Differences :

Words, Culture, Values, judgment,
Emotions, and Personalities.

Sender -

Noise 2
2

Decoding

Meaning -

Message (Feedback)
) (

2
Medium 2
2
Field of Experience And Shared Experience

Noise 1
1

Idea -

Receiver -
Encoding -
Idea -
Meaning -

Message (Initiated)

Encoding -

1
Medium 1
1

Decoding

65

Communication Model Components

Encode.
To translate thoughts or ideas into a
language that is understood by others.

Message and feedbackmessage.

The output of encoding.

Medium.
The method used to convey the
message.

noise.
Anything that interferes with the
transmission and understanding of the
message (e.g., distance, unfamiliar
technology, lack of background
information).

Decode.
To translate the message back into
meaningful thoughts or ideas.

. ) (

. ) (
.

. ) (

(
.)

.
66

Communication Methods
( )

Interactive communication.

Push communication.

Between two or more parties performing a

multidirectional exchange of information. It is
the most efficient way to ensure a common
understanding by all participants on specified
topics, and includes meetings, phone calls,
video conferencing, etc.
Sent to specific recipients who need to know
the information. This ensures that the
information is distributed but does not certify
that it actually reached or was understood by
the intended audience. Push communication
includes letters, memos, reports, emails,
faxes, voice mails, press releases etc.

Pull communication.

Used for very large volumes of information, or

for very large audiences, that requires the
recipients to access the communication
content at their own discretion. These
methods include intranet sites, e-learning,
and knowledge repositories, etc.

.

.


.

. ( )



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. ( )



.
.

67

10.2 Plan Communications

10-2

1. Communication
management
plan
2. Project
document
updates

.1
.
.2
.
68

Communication Management Plan

The communications
management plan usually
provides:

Stakeholder communication
requirements.
Information to be communicated,
including language, format, content,
and level of detail.
Reason for the distribution of that
information.
Time frame and frequency for the
distribution of required information.
Person responsible for
communicating the information.
Person responsible for authorizing
release of confidential information.
Person or groups who will receive
the information.
Methods or technologies used to
convey the information, such as
memos, e-mail, and/or press
releases.

:

.

.
.

.
.

.

.

/
. /

69

Communication Management Plan

Resources allocated for
communication activities, including
time and budget.
Escalation process identifying time
frames and the management chain
(names) for escalation of issues
that cannot be resolved at a lower
staff level.
Method for updating and refining
the communications management
plan as the project progresses and
develops.
Glossary of common terminology.
Flow charts of the information flow
in the project, workflows with
possible sequence of authorization,
list of reports and meeting plans,
etc.
Communication constraints,
usually derived from specific
legislation or regulation,
technology, and organizational
policies, etc.

.

) (

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70

Example : Communications Management Plan

Project Name ) ( :
Prepared By ) ) :

Date ( ( :
Communication
Description of
Key Message
Methods to be
Timing Issues
Key Stakeholders
Stakeholders
Specific
To
Used
(See Also Bar
Distribution Schedule
Issues
Communications (
Communicate (Written,Electronic
Chart Project

Content, Format,

,Meetings,Etc..)
Schedule)


Level of Detail, Etc..)

)... ,)

Client

Senior management

Sponsor

Project Team Members

Employees

Suppliers

News Media

Community

Other

71

10.3 Distribute Information

3 -10
Distribute
Information is
the process of
making relevant
information
available to
project
stakeholders as
planned.

.
72

Exercise

To whom do we distribute
the information?
Internal & External To The
Project.
Management.
Sponsor.
Project Manager.
Stakeholders.
Team Members Managers.
Other Project Manager.
Media.

.
.
.
.
.
.
.
.

73

Effective Information Distribution

Effective information
distribution includes a
number of techniques
including:
Sender-receiver models.
Feedback loops and
barriers to
communication.

Choice of media.
Situation specifics of
when to communicate in
writing versus orally,
when to write an informal
memo versus a formal
report, and when to
communicate face-to-face
versus by e-mail.

:
.-

.

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.
74

Effective Information Distribution

Effective information
distribution includes a
number of techniques
including:
Writing style.
Active versus passive voice,
sentence structure, and word
choice.

Meeting management
techniques.
Preparing an agenda and
dealing with conflicts.

Presentation techniques.
Body language and design of
visual aids.

Facilitation techniques.
Building consensus and
overcoming obstacles.

:
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75

10.3 Distribute Information

3 -10
Inputs

Tools & Techniques

Outputs

1. Project management
plan
2. Performance reports
3. Organizational process
assets

1. Communication
methods
2. Information Distribution
tools

1. Organizational process
assets updates

Inputs

Tools & Techniques

Outputs

. .1
. .2
.3
.

76

. .1
.2
.

Source: PMBOK Guide Fourth Edition, page 258

.1
.

10.3 Distribute Information

3 -10

1. Project
management
plan
2. Performance
reports
3. Organizational
process assets

.1
.
. .2
.3
.
77

10.3 Distribute Information ( Execution )

) ( 3 -10

1. Communicat
ion methods
2. Information
distribution
tools

.1
.
.2
.
78

Communication Methods

79

.
.

.

.
.

Individual meetings
Group meetings
Video and audio
conferences
Computer chats
Remote
communication
methods

Information Distribution Tools

Project meetings
Hard-copy document distribution
Manual filing systems
Shared-access electronic
databases
E-mail
Fax
Voice mail
Telephone
Video
Web conferencing
Web publishing
Electronic tools for project
management, such as Web
interfaces to scheduling and
project management software,
meeting and virtual office
support software, portals, and
collaborative work management
tools.

.
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80

Organizational Process Assets Updates

Stakeholder notifications.
Information may be provided to
stakeholders about resolved issues,
approved changes, and general
project status.

Project reports.
Formal and informal project reports
describe project status and include
lessons learned, issues logs, project
closure reports, and outputs from
other Knowledge Areas).

Project presentations.
The project team provides
information formally or informally to
any or all of the project stakeholders.
The information and presentation
method should be relevant to the
needs of the audience.

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.

.

.
81

Organizational Process Assets Updates

Project records.

Feedback from stakeholders.

Project records can include

correspondence, memos, meeting
minutes, and other documents describing
the project. This information should, to the
extent possible and appropriate, be
maintained in an organized manner.
Project team members can also maintain
records in a project notebook or register,
which could be physical or electronic.
Information received from stakeholders
concerning project operations can be
distributed and used to modify or improve
future performance of the project.

Lessons learned documentation.

Documentation includes the causes of

issues, reasoning behind the corrective
action chosen, and other types of lessons
learned about information distribution.
Lessons learned are documented and
distributed so that they become part of
the historical database for both the project
and the performing organization.

.
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82

10.4 Manage Stakeholder Expectations ( Execution )

) ( 4 10

Manage stakeholder
expectations is the
process of
communicating and
working with
stakeholders to meet
their needs and
addressing issues as
they occur.

.
83

10.4 Manage Stakeholder Expectations

4 10
Tools & Techniques

Inputs
1. Stakeholder register
2. Stakeholder management
strategy
3. Project management plan
4. Issue log
5. Change log
6. Organizational process
assets

Tools & Techniques

Inputs

.

.
.
.
.
.
84

1. Communication methods
2. Interpersonal skills
3. Management skills

.1
.2
.3
.4
.5
.6

. .1
. .2
. .3

Source: PMBOK Guide Fourth Edition, page 262

Outputs
1. Organizational process
assets updates
2. Change requests
3. PM plan updates
4. Project document updates

Outputs

.
.

.
.

.1
.2
.3
.4

10.4 Manage Stakeholder Expectations

4 10
1. Stakeholder register
2. Stakeholder
management
strategy
3. Project
management plan
4. Issue log
5. Change log
6. Organizational
process assets

. .1
.2
.
. .3
. .4
. .5
. .6
85

Stakeholder register

5- 1

51

3
86

10.4 Manage Stakeholder Expectations

4 10

1. Communication
methods
2. Interpersonal
skills
3. Management
skills

. .1
.2
.
. .3

87

Interpersonal Skills

Building trust
.
Resolve conflicts
.
Active listening
.
Overcoming

resistance to
.
change
88

10.4 Manage Stakeholder Expectations

4 10

1. Organizational
process assets
updates
2. Change requests
3. PM plan updates
4. Project
document
updates

.1
.
. .2
.3
.
.4
.
89

10.5 Report Performance ( Controlling )

) ( 5-10

Report Performance is the process of collecting

and distributing performance information,
including status reports, progress
measurements, and forecasts.
The format may range from a simple status
report to more elaborate reports. A simple
status report might show performance
information, such as percent complete, or status
dashboards for each area (i.e., scope, schedule,
cost, and quality).
More elaborate reports may include:

Analysis of past performance.

Current status of risks and issues.
Work completed during the period.
Work to be completed next .
Summary of changes approved in the
period .
Other relevant information which
must be reviewed and discussed.

.

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90

10.5 Report Performance

5-10
Kind of information and levels
of details .
Designed for the need of
project .
Use the most appropriate
Communication method.
Do not spend much time on
reporting , check for the
problems in advance better
than reports on them.
Reports includes
measurements against the
baselines .

.
.

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,
( )
. ) (

91

10.5 Report Performance

5-10

92

.

, ,
.

( ).


.


(
) .

Reports must be trustful .

You should report cost,
scope, schedule, and
quality performance .
Use forecast reports .
Reports help team
members about
recommend and
implement corrective
actions .
You should have feedback
as part of this process .

Types of reports

Status reports :
Describes where the project
now stands regarding the
performance measurements
baseline .

Progress reports :
Described what has been
accomplished .

Trend reports :
Examine project results over
time to see if performance is
improving or deteriorating .

Forecasting reports :
Predict future project status
and performance .

:


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93

Types of reports

( ) :

.

:
,
,

(
, ,,
.... , ) .

:


.
94

Variance reports :
Compares actual results to
baseline .

Earned Value reports :

Integrates scope, cost and
schedule measures to assess
project performance using
the terms described in the
( cost management chapter
PV,EV,AC,ETC, Etc .( .

Lesson learned reports :

Reports on performance are
used in Lesson learned for
future projects .

10.5 Report Performance

5-10
Tools & Techniques

Inputs
1. PM plan
2. Work performance
information
3. Work performance
measurements
4. Budget forecasts
5. Organizational process
assets

Inputs

. .1
. .2
. .3
. .4
.5
.
95

1.
2.
3.
4.

Variance analysis
Forecasting methods
Communication methods
Reporting systems

Tools & Techniques

. .1
. .2
. .3
. .4

Source: PMBOK Guide Fourth Edition, page 266

Outputs
1. Performance reports
2. Organizational process
assets updates
3. Change requests

Outputs

. .1
.2
.
. .3

10.5 Report Performance

5-10
1. Project
management plan
2. Work performance
information
3. Work performance
measurements
4. Budget forecasts
5. Organizational
process assets

.1
.
. .2
. .3
. .4
.5
.
96

10.5 Report Performance

5-10

1. Variance analysis
2. Forecasting
methods
3. Communication
methods
4. Reporting
systems

. .1
. .2
. .3
.4
.
97

Variance Analysis

After-the-fact look of
what caused the
difference
The standard variance
analysis process:
Verify the quality of
collected information
Determine the
variance between the
baseline and the actual
Determine the impact
of the variance

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98

Forecasting Methods

Time series method
Causal/
econometric
method
Judgmental method
Simulation
Probabilistic
forecasting
Ensemble
forecasting

.
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.

99

Forecasting Methods

Time series methods.

Causal/econometric methods.

Some forecasting methods use the

assumption that it is possible to identify
the underlying factors that might influence
the variable that is being forecasted. For
example, sales of umbrellas might be
associated with weather conditions.

judgmental methods.

Time series methods use historical data as

the basis for estimating future outcomes.

Judgmental forecasting methods

incorporate intuitive judgments, opinions,
and probability estimates. Examples of
methods in this category are composite
forecasts, surveys, Delphi method,
scenario building, technology forecasting,
and forecast by analogy.

Other methods.

Other methods may include simulation,

probabilistic forecasting, and ensemble
forecasting.

. /

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100

10.5 Report Performance

5-10

Performance
. .1
reports
.2
Organizational
.

process assets
. .3
updates
Change requests
101

Meetings

Many different
types of
meetings.
Meetings are
problem in the
real world .
Most meetings
are not efficient .

.


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.
102

Elements of GREAT Meeting Proposed

Goals :

For the meeting should be SMART:

Specific, Measurable, Achievable, Result
Oriented, and Timely.

Roles & Rules:

Roles should be rotated among project

team members, so that everyone gets an
opportunity to show leadership. Ground
rules for discussion should be agreed upon
beforehand.

Expectation:

Should be clearly defined.

Agenda:

Should be distributed in advance.

Time:

Is money so be sensitive to the team

members scheduling needs. Keep it brief;
begin & end meetings on time

:
:
, , ,
. ,

:

.

.

:
.

:
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:

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,
.
103

Meetings Rules

Set time limit, and keep to it .
Schedule meetings in advance.
Meet with the team regularly ,
but not too much .
Have a purpose for each
meeting .
Create an agenda with the
team inputs .
Distribute the agenda
beforehand .
Write a minutes of meeting
included with the due dates
for projects team member for
their assigned tasks and
distribute it after the meeting .

.
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104

Managing Project Meetings

Surveys indicate that
on the average 40
50% of meeting time is
unproductive.
Reasons :
Weak meeting
leadership.
Poor planning for
meetings.
Undisciplined use of
time.
Overlay detailed agenda.

%50 - %40
.
:
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.
105

Frequency of Meeting

Are reasonable balance between the

frequency of meeting and their
potential benefits.
Bath Tube Curve over the project life
cycle.

Frequency of Meetings

.

.

To flesh out customer needs

And achieve an agreement on goals and work
methods

Plan

Concept
-

To coordinate loose ends and ensure

coordination and integration

.

Produce

Detail

Execute

Finish

106

Reducing The Number of Meetings

Before calling a meeting, the
project manager should address
the following questions :
What is the main issue (problem
or opportunity) requiring the
meeting?
What are the facts/assumptions
causing the issue?
What are the potential
alternatives and their costs
versus benefits.
What recommendations can be
proposed to the meeting
participants to deal with issue?
What are the likely
consequences of not holding the
meeting?

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107

List The Rules of Meetings

Ask yourself : Do we need a
meeting?
Bring the right people
together.
Set a time and keep it.
Create an agenda with the
team inputs, distribute it in
advance and follow it to the
letter.
Have a purpose for the
meeting.
Meet with your team but not
too often.
Schedule routine meeting in
advance.

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108

List The Rules of Meetings

Be ready to confront an overlay
verbal member.
Tell people know in advance their
responsibilities.
Agree on accountability or follow
up dates (Assign deliverables
and time limits for all tasks that
result from the meeting).
Summarize the key decisions as
the meeting progress.
Not to delay the start for the
meeting because some
participants have not arrived.
Use Kick Off meeting to start
talking about new project and get
the teams inputs.

.
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.)

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.

109

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110

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111

:
" " "
".

.

Questions?

112