Published on February 18, 2014
Brain Power Center PMP Preparation course PROJECT C O M M U N I C AT I O N S M A N A G E M E N T firstname.lastname@example.org facebook.com/omer2t +249123494587
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Project Communications Management includes the processes that are required to ensure timely and appropriate : planning, collection, creation, distribution, storage, retrieval, management, control, Monitoring ultimate disposition of project information. OSO OCT 2013
Project Communications Processes 10.1 Plan Communications Mt.10.2 Manage Communications 10.3 Control Communications OSO OCT 2013
Communication potential dimensions OSO OCT 2013
Project Management Process Group and Knowledge Area Mapping Knowledge Area 4. Project Integration Management Initiating 4Develop Project Charter Planning 4.2 Develop Project Management Plan Executing 4.3 Direct & Manage Project Work M& C 4.4 Monitor & Control Project Work 4.5 Perform Integrated Change Control 5. Project Scope Management 5Plan Scope Management 5.2 Collect Requirements 5.3 Define Scope 5.4 Create WBS 6. Project Time Management 6.7 Control Schedule 7. Project Cost Management 7Plan Cost Management 7.2 Estimate Costs 7.3 Determine Budget 7.4 Control Costs 8. Project Quality Management 8Plan Quality Management 8.2 Perform Quality Assurance 9. Project Human Resource Management 9.1 Plan Human Resource Management 9.2 Acquire Project Team 9.3 Develop Project Team 9.4 Manage Project Team 10. Project Communications Management 10Plan Communications Management 10.2 Manage Communications 11. Project Risk Management 11Plan Risk Management 11.2 Identify Risks 11.3 Perform Qualitative Risk Analysis 11.4 Perform Quantitative Risk Analysis 11.5 Plan Risk Responses 12. Project Procurement Management 12Plan Procurement Management 12.2 Conduct Procurements 12.3 Control Procurements 13.2 Plan Stakeholder Management 13.3 Manage Stakeholder Engagement 13.4 Control Stakeholder Engagement 4.6 Close Project or Phase 5.5 Validate Scope 5.6 Control Scope 6Plan Schedule Management 6.2 Define Activities 6.3 Sequence Activities 6.4 Estimate Activity Resources 6.5 Estimate Activity Durations 6.6 Develop Schedule Closing 13. Project Stakeholder Management 13Identify Stakeholders OSO OCT 2013 8.3 Control Quality 10.3 Control Communications 11.6 Control Risks 12.4 Close Procurements
communication skills Listening Questioning Educating Fact‐finding Setting 55% of communications is non-verbal 90% of Project Manager's time is communicating actively and effectively; probing ideas >> understanding; to increase team’s knowledge >> effective to identify or confirm information; expectations; Persuading to perform an action Motivating to provide encouragement Coaching Negotiating to improve performance mutually acceptable agreements Resolving conflict to prevent disruptive impacts; Summarizing recapping, and identifying the next steps. OSO OCT 2013
Active Listening L • Look interested I • Involve by responding S • Stay on target T • Test understanding E • Evaluate message V • VOCAL tone: need to calm N • Neutralize feelings E • EYE contact: pay attentions • get interested A C • ATTENTIONS: • reduce distraction. • CONCERN: • person , process, objectives T • TIME appropriately : neither I • INVOLVEMENT: OSO OCT 2013 party preoccupied. • mental and emotional
Effective Listening the most important skills for a PM 1. Face the speaker and maintain EYE contact. 2. Be attentive, but relaxed. 10 Pay attention to what ISN’T said—to nonverbal cues 3. Keep an open mind. 9 Give the speaker regular FEEDBACK 4. Listen & PICTURE what is saying 8 Try to FEEL what the speaker is feeling 5. Don’t INTERRUPT or impose your “solutions.” 7 Ask questions only to ENSURE understanding 6 Wait for the speaker to pause to ask CLARIFYING questions. OSO OCT 2013
! Face the speaker and maintain EYE contact 10 Pay attention to what ISN’T said—to nonverbal cues OSO OCT 2013 Don’t INTERRUPT or impose your “solutions.”
10.1 Plan Communications Management developing an appropriate APPROACH and plan for project communications based on. stakeholder’s information available needs organizational assets requirements Inputs identifies and documents the approach to communicate most EFFECTIVELY and EFFICIENTLY with stakeholders. Project management plan T&T Stakeholder register Communication Enterprise environmental requirements analysis factors Communication technology Organizational process assets Communication models Communication methods Meetings OSO OCT 2013 Outputs Communications management plan Project documents updates
10.1 Plan Communications Management Data flow diagram 10.1 Plan Communications 10.1.3 Management OPA Communications management plan 10.1.4 EEF Project Documents (U) 4.2 Develop Project M Plan Enterprise/ Organization Project Documents Schedule 10.1.1 10.2 Manage Communications Project M Plan S/H REGISTER 13.3 Manage Communication requirements analysis Stakeholder Engagement Communication technology Communication models 10.1.2 S/H Register OSO OCT 2013 Communication methods 13.1 Identify Meetings 4 Integration Stakeholders 5 Scope 6 Time 7 Cost 8 Quality 9 H. Resource 10 Commn. 11 Risk 12 Procurement 13 S/holders
10.1 Plan Communications Important considerations : Who : When Where What How Whether • needs /authorized; • need • stored; • format • retrieved • barriers OSO OCT 2013
10.1 Plan Communications in the RIGHT format at the RIGHT time information is provided To the RIGHT audience Efficient communication providing ONLY the information that is NEEDED.. OSO OCT 2013 with the RIGHT impact.
1 Plan Communications Management 10.1.2.1 Communication Requirements Analysis determines the information needs of the project stakeholders (type and format )with an analysis of the value of that information. Organizational charts; Sources of information to identify /define project communication requirements: Project organization & stakeholder responsibility relationships; Disciplines, departments, and specialties Logistics of how many / at which locations; Internal information needs (within organizations); External information needs (media, public, or contractors) Stakeholder information (stakeholder register) OSO OCT 2013
number of potential communication channels PCC n(n – 1)/2 OSO OCT 2013
2 Plan Communications Management 10.1.2 Plan Communications Management: Tools and Techniques 10.1.2.2 Communication Technology The methods used to transfer information among project stakeholders may vary significantly*. Factors that can affect the choice of communication technology include: OSO OCT 2013
Plan Communications Management 3 10.1.2 Plan Communications Management: Tools and Techniques 10.1.2.3 Communication Models Transmit Message Encode Decode Noise Acknowledge Message medium Decode Encode Transmit Message. NOISE : Decode. Acknowledge Feedback/Response Noise Feedback Message receiver Encode •Thoughts or ideas are translated (encoded) into language by the sender. •information is then sent by the sender using communication channel (medium). •various factors compromised message. •The message is translated by the receiver back into meaningful thoughts or ideas. •Upon receipt of a message, the receiver may signal (acknowledge) receipt of the message •the receiver encodes thoughts and ideas into a message and then transmits this message to the original sender. OSO OCT 2013
Plan Communications Management 4 10.1.2 Plan Communications Management: Tools and Techniques 10.1.2.4 Communication methods several communication methods that are used to share information among project stakeholders. Interactive Push Pull • 2+ • Multi‐dir • Efficient distributed large volumes understood ? intranet sites, e‐ learning, lessons learned databases, knowledge repositories, etc. • meetings, phone calls, instant messaging, video conferencing letters, memos, reports, emails, press releases, etc. OSO OCT 2013
4 Plan Communications Management 10.1.2 Plan Communications Management: Tools and Techniques 10.1.2.5 Meetings to determine the most APPROPRIATE way to update and communicate project information, and to respond to requests from various stakeholders for that information OSO OCT 2013
Plan Communications Management 1 10.1.3 Plan Communications Management: outputs 10.1.3.1 Communications Management Plan Stakeholder communication requirements; Information to be communicated, Reason for the distribution of that information; Time frame and frequency 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 Escalation process Method for updating and refining the communications management plan Glossary of common terminology; Flow charts of the information flow Communication constraints Resources OSO OCT 2013
10.2 Manage Communications creating, collecting, distributing, storing, retrieving, and the ultimate disposition of project information in accordance to the communications management plan. Inputs enables an EFFICIENT & EFFECTIVE communications flow between project stakeholders. T&T Communications management plan Work performance reports Enterprise environmental factors Organizational process assets Communication technology Outputs Communication models Project communications Communication methods Project management plan updates Information management systems Performance reporting OSO OCT 2013 Project documents updates Organizational process assets updates
10.2 Manage Communications Data flow diagram Enterprise/ Organization 10.1 Plan Communications 10.1.4 10.1.3 Management 4.2 Develop Project M Plan 10.1.1 Project M Plan 4.4 Monitor & control P. works Work performance reports OPA Communications management plan 10.2.1 EEF Project Documents (U) Project Documents 10.2 Manage Communications 10.2.2 10.2.3 Project Communications Issue log Project schedule, and 10.2.4 Project funding requirements Project Documents (U) OPA(U) Communication technology 13.3 Manage 10.3 CONTROL Communications Communication models Stakeholder Engagement Communication methods 10.1.2 Information management systems S/H Register Performance reporting OSO OCT 2013 13.1 Identify 4 Integration Stakeholders 5 Scope 6 Time 7 Cost 8 Quality 9 H. Resource 10 Commn. 11 Risk 12 Procurement 13 S/holders
4 10.2 Manage Communications Information management systems Hard‐copy document management letters, memos, reports, Electronic communications management e‐mail, fax, voice mail, telephone, video and web conferencing, websites, and web publishing; and OSO OCT 2013 EPMT Electronic project management tools web interfaces to scheduling and project management software,
5 10.2 Manage Communications Performance reporting collecting and distributing performance information, including: Analysis of past performance, Analysis of project forecasts Current status of risks and issues, Work completed during the period, Work to be completed in the next period, Summary of changes approved in the period, and Other relevant information, which is reviewed and discussed. OSO OCT 2013
5 10.2 Manage Communications Performance reporting Status Report • where the project now stands Progress Report • what has been accomplished. Trend Report Forecasting Report • if performance is improving or deteriorating • future project status and performance. Daily weekly Monthly REPORT OSO OCT 2013
OSO OCT 2013
1 10.2 Manage Communications 10.2.3.1 Project Communications Project communications may include but are not limited to: performance reports, factors influence Project communications deliverables status, schedule progress, the urgency and impact OSO OCT 2013 method of delivery, cost incurred. level of confidentiality.
1 10.2 Manage Communications 10.2.3.1 Project Documents Updates 10.2.3.4 Organizational Process Assets Updates Project Documents Updates Issue log, Project schedule Project funding requirements. Organizational Process Assets Updates Stakeholder notifications. Project reports Project presentations OSO OCT 2013 Project records. Feedback from Lessons learned stakeholders documentation
10.3 Control Communications monitoring and controlling communications throughout the entire project life cycle to ensure the information NEEDS of the project stakeholders are met. Inputs Project management plan it ensures an OPTIMAL information flow among all communication participants, at any moment in time Project communications T&T Issue log Information management systems Work performance data Expert judgment Organizational process assets Meetings Outputs Work Performance information Change requests Project management plan updates Project documents updates Organizational process assets updates OSO OCT 2013
10.3 Control Communications Data Flow Diagram Project management plan 4.2 Develop PMP Project management plan (u) 10.2 Manage Communications Project communications 4.3 D&M project works Project documents Work performance data 10.3 Control Project documents updates Work Performance information 4.4 M&C project works Communications 13.3 Manage SH engagement Enterprise / 4.5 Perform ICC Change requests Issue log OPA Organization OSO OCT 2013
1 10.3 Control Communications 10.3.1.1 Project management plan OSO OCT 2013
3 10.3 Control Communications 10.3.1.3 Issue log document and monitor the resolution of issues OSO OCT 2013
5 10.3 Control Communications 10.3.1.5 Organizational process assets OSO OCT 2013
1 10.3 Control Communications 10.3.2.1 Information Management Systems Distribute costs, schedule progress, and performance information to stakeholders table reporting, spreadsheet analysis, and presentations OSO OCT 2013
3 10.3 Control Communications 10.3.3.1 O U T P U T S Work Performance Information provides status and progress • performance data. • information organizes and summarizes • stakeholders. communicated to OSO OCT 2013
3 O U T P U T S 10.3 Control Communications EXAMPLE (COST) WP AC PV % WP AC EV CPI WP PV CPI FC EW 125 100 100% EW 125 100 0.80 EW 100 0.80 125 CW 180 250 80% CW 180 200 1.11 CW 250 1.11 225 EW CW PROJECT COST PERFORMANCE ALL 350 305 250 180 350 300 225 200 ALL 125 100 100 125 CW EW AC PV EV OSO OCT 2013 FC
3 O U T P U T S 10.3 Control Communications Other outputs :example (cost) From previous example what will happened? 10.3.3.2 EW ALL • Change Requests ? CW PROJECT COST PERFORMANCE 350 10.3.3.3 350 305 • Project Management Plan Updates? 300 250 10.3.3.4 • Project Documents Updates? 125 225 200 180 100 100 125 A… E… 10.3.3.5 • Organizational Process Assets Updates? OSO OCT 2013 AC PV EV FC
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Communication: The Message Is Clear December 2013 2013 Project Management Institute, Inc. 3 MAKE THE CASE Effective communication doesn’t just convey facts.
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Presentation on theme: "Chapter 10: Project Communications Management Information Technology Project Management, Fifth Edition."— Presentation transcript ...
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3 2013 Project Management Institute, Inc. The Essential Role of Communications, May 2013. EXECUTIVES AND PROJECT MANAGERS AGREE: COMMUNICATIONS IS CRITICAL