communication management 5

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Processes

There are following four processes which are part ofProject Communication Management.

Communications Planning

Information Distribution

Performance Reporting

Manage Stakeholders

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Communications Planning

Determining the information and communicationsneeds of the stakeholders. It includes to identify thefollowing:

Who needs what information

When they will need it

How it will be given to them

Communications Planning process is a part of "ProjectPlanning Phase".

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(1) Communications Planning -

Inputs (1.1) Enterprise Environmental Factors

(1.2) Organizational Process Assets (1.3) Project Scope Statement:The project scope

statement provides a documented basis for futureproject decisions and for confirming a common

knowledge of project scope among the stakeholders.Stakeholder analysis is completed as part of the ScopeDefinition process.

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(1.4) Project Management Plan:The projectmanagement plan provides background information aboutthe project, including dates and constraints that may be

relevant to Communications Planning. Constraints:Factors that limit project team's options.

Examples of constraints include team members situated indifferent geographic locations, incompatiblecommunication software versions, or limited

communications technical capabilities. Assumptions :Specific assumptions that affect

Communications Planning will depend upon the particularproject..

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Tools & Techniques (2.1) Communications Requirements Analysis :

The analysis of the communications requirementsresults in the sum of the information needs of theproject stakeholders. The project manager shouldconsider the number of potential communicationchannels or paths as an indicator of the complexity of aproject's communications.

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The total number of communication channels is n(n-1)/2, where n = number of stakeholders. Thus, a projectwith 10 stakeholders has 45 potential communicationchannels.

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(2.2) Communications Technology:Themethodologies used to transfer information amongproject stakeholders can vary significantly.Communications technology factors that can affect theproject include:

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Output (3.1) Communication management plan: The

communications management plan can also includeguidelines for project status meetings, project teammeetings, e-meetings, and e-mail. It providesfollowing

Stakeholder communication requirements

Person or groups who will receive the information

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Methods or technologies used to convey theinformation, such as memoranda, e-mail, and/orpress releases

Frequency of the communication, such as weekly

Collection and filing structure:Methods used togather, update, and store various types of information.

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Distribution structure :Specifies to whominformation will flow and what method will be used todistribute various types of information.

Description of information to be distributed:Includes format, content, level of detail, and

convention and definitions to be used.

Production schedules :It shows when each type ofcommunication will be produced.

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Methods for accessing information betweenscheduled communications.

Updation Method:A method for updating andrefining the communications management plan as theproject progresses and develops.

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Information Distribution

Information distribution is making neededinformation available to project stakeholders in atimely manner.

This is implementation of the communicationsmanagement plan.

Information Distribution process is a part of "Projectexecution Phase".

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(1) Information Distribution -

Input

(1.1) Communications Management Plan

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Tools & Technology (2.1) Communications skills:Skills for exchanging

information.

Communication has many dimensions:

Written, oral, listening, and speaking

Internal and external communication

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Formal reports, briefings and informal memos, ad hocconversations

Vertically, up and down the organization, andhorizontally, with peers.

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(2.2) Information Gathering and RetrievalSystems :Manual filing systems, databases, projectmanagement software.

(2.3) Information-distribution systems :Methodssuch as project meetings, hard-copy document

distribution, shared access to project databases, fax,electronic mail, voice mail, and video conferencing.

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(2.4) Lessons Learned Process:Project managershave a professional obligation to conduct lessonslearned sessions for all projects with key internal andexternal stakeholders, particularly if the projectyielded less than desirable results.

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Outputs (3.1) Organizational Process Assets updates:It

includes following:

Lessons learned documentation.:Documentationincludes the causes of issues, reasoning behind the

corrective action chosen, and other types of lessonslearned about Information Distribution.

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Project records :Organized storage and maintenanceof correspondence, memos, reports, and documentsdescribing the project.

Project reports :Formal reports showing status orissues.

Project presentations :Information provided to theproject stakeholders as required.

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Feedback from stakeholders:Information receivedfrom stakeholders concerning project operations canbe distributed and used to modify or improve future

performance of the project.

Stakeholder notifications:Information may be

provided to stakeholders about resolved issues,approved changes, and general project status.

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(3.2) Requested Changes:Changes to theInformation Distribution process should triggerchanges to the project management plan and the

communications management plan.

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Performance Reporting Collecting and disseminating performance information.

Keep stakeholders informed how resources are used on theproject.

Performance Reporting includes Status reporting, progress measurement, and forecasting.

Provides information on scope, schedule, cost, and quality,

and possibly on risk and procurement.

Performance Reporting process is a part of "ProjectControlling Phase".

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(1) Performance Reporting - Input (1.1) Work Performance Information:Work

performance information on the completion status ofthe deliverables and what has been accomplished is

collected as part of project execution, and is fed intothe Performance Reporting process.

(1.2) Performance Measurements

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(1.3) Forecasted Completion

(1.4) Quality Control Measurements

(1.5) Project Management Plan:The projectmanagement plan provides baseline information.

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(1.3) Forecasted Completion

(1.4) Quality Control Measurements

(1.5) Project Management Plan:The projectmanagement plan provides baseline information.

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(2) Performance Reporting - Tools & Techniques

(2.1) Information Presentation Tools:Softwarepackages that include table reporting, spreadsheetanalysis, presentations, or graphic capabilities can beused to create presentation-quality images of projectperformance data.

(2.2) Performance Information Gathering andCompilation

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(2.3) Status Review Meetings:Status reviewmeetings are regularly scheduled events to exchangeinformation about the project.

(2.4) Time Reporting Systems:Time reportingsystems record and provide time expended for theproject.

(2.5) Cost Reporting Systems:Cost reportingsystems record and provide the cost expended for theproject.

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(3.1) Performance report :Organizes andsummarizes the information gathered and presentsthe results.

(3.2) Forecasts:Forecasts are updated and reissuedbased on work performance information provided as

the project is executed.

(3) Performance Reporting -

Outputs

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(3.3) Requested Changes:Requests for changes to someaspect of the project. Handled by the change controlprocesses.

(3.4) Recommended Corrective Actions

(3.5) Organizational Process Assets updates:Lessons

learned documentation includes the causes of issues,reasoning behind thecorrective action chosen, and other types of lessons learnedabout performance reporting.

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Manage Stakeholders

Stakeholder management refers to managingcommunications to satisfy the needs of, and resolveissues with, project stakeholders. The project manager

is usually responsible for stakeholder management.

Manage Stakeholders process is a part of "Project

Controlling Phase".

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(1) Manage StakeholdersInputs

(1.1) Communications Management Plan:Stakeholderrequirements and expectations provide an understandingof stakeholder

goals, objectives, and level of communication during theproject. The needs and expectations are identified,analyzed, and documented in the communicationsmanagement plan

(1.2) Organizational Process Assets:As project issuesarise, the project manager should address and resolve them

with the appropriate project stakeholders.

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(2) Manage Stakeholders - Tools &

Techniques (2.1) Communications Methods:The methods of

communications identified for each stakeholder in thecommunications management plan are utilized during

stakeholder management. Face-to-face meetings arethe most effective means for communicating andresolving issues with stakeholders. When face-to-facemeetings are not warranted or practical thentelephone calls, electronic mail, and other electronictools are useful for exchanging information anddialoguing.

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(2.2) Issue Logs:An issue is clarified and stated in away that it can be resolved. An owner is assigned and atarget date is usually established for closure.

Unresolved issues can be a major source of conflictand project delays.

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(3) Manage Stakeholders -

Outputs (3.1) Resolved Issues:As stakeholder requirements are

identified and resolved, the issues log will document concernsthat have been addressed and closed.

(3.2) Approved Change Requests:Approved change requestsinclude stakeholder issue status changes in the staffingmanagement plan, which are necessary to reflect changes to howcommunications with stakeholders will occur.

(3.3) Approved Corrective Actions:Approved corrective

actions include changes that bring the expected futureperformance of the project in line with the project managementplan.

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(3.4) Organizational Process Assets updates

(3.5) Project Management Plan updates:Theproject management plan is updated to reflect thechanges made to the communications plan.

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Last Moment Revision:

Active Listening:The receiver confirms that she islistening, confirms agreement and asks for clarification ifrequired,

Administrative Closure:Generating, gathering, and

disseminating information to formalize phase or projectcompletion.

Channels of communication:

Upward communication (vertically or diagonally): For highermanagement

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Downward communication (vertically or diagonally):For higher management

Lateral communication (horizontally): For peers

Communications Planning:Determining the

information and communications needs of theproject stakeholders. This includes who needs it,when they will need it, and how it will be given tothem.

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Information Distribution:Making needed informationavailable to project stakeholders in a timely manner.

Communication Blockers:

Noise

Distance

Improper encoding of messages

Saying "that is a bad idea"

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Hostility

Language

Culture

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Communication Methods: Formal Verbal:Presentation, speeches.

Informal Verbal:Meetings, Conversations

Non-Verbal:Encoding a message without using words.

Usually done through body language. Total Message Impact =Words (7%) + Vocal tones (38%) + Facial expressions (55%)

Formal Written:Project Plan, Project charter, Specifications

Informal Written:Memos, Email, Notes.

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Effective Listening:Watching the speaker to pick upphysical gestures and facial expressions, thinkingabout what you want to say before responding, asking

questions, repeating and providing feedback.

Filtering :A phenomenon that occurs when a largeportion of the message is lost in vertical/horizontal

communication.

Noise:Anything that interferes with the transmissionand understanding of the message (e.g., distance).

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Paralingual:means the pitch and tone of your voice. Thisalso helps to convey a message.

Memos, emails are examples of non-formalcommunication. Reports, Metrics are example of formal communication.

Approximately 70-90% of project manager's time is spendcommunicating. PM's spend ~50% of their time in meetings.

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Three basic elements of interpersonalcommunication:

The sender (or encoder) of the message.

The signal or the message.

The receiver (or decoder) of the message.

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Number of communication channel will be calculatedusing formula n*(n-1)/2 where n is the number ofpeople involved in the communication. So if there are

ten stakeholders in a project, there are 10*9/2 = 45channels of communication.

communication management 5

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