projects communication management

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Abdalla ElDaoushy, Institute of National Planning, Cairo, EGYPT Page 0

Project Management Professional

PMP

Memo No ( )

Projects Communications Management

using Projects Management Software للوشروعات بأستخذام الحاسبوههارات التعاهل األتصاالتأدارة

by

Dr. Abdalla ElDaoushy

Nov, 2010

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Contents Page

Theoretical Part

Introducing Projects Communication Management. . 3

1. Communications Planning . . . . . 5,9

2. Information Distribution . . . . . 6, 14

3. Project Performance Reporting . . . . 7, 18

4. Administrative Closure . . . . . 8,25

Key Terms . . . . . . . . 28

Summary . . . . . . . . 31

Self Test . . . . . . . . 33

Practical Part

Using Primavera Expedition in Projects Communications

Management, Course 202A . . . . . 43

Lesson 1: Introduction to Primavera Expedition, Course 202A . 1-1

Lesson 2: Setting up the Contact Directory, Course 202A . 2-1

Lesson 5: Reporting Project Events, Course 202A . . . 5-1

Lesson 6: Tracking and Statusing Submittals . . . 6-1

Lesson 7: Communicating Project Information. . . . 7-1

References . . . . . . . . 46

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Theoretical Part

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Projects Communications Management

Communication is the most important Skill the Project Manager

must have.

Project Managers spend about %90 of their time communicating:

Meetings, Phone Calls, Memos, E-Mails, Reports, Presentations,

etc…

A Project Manager is a Communicator.

Projects Communications Management centers on determining who

needs what information and when --- and then produces the plan to

provide the needed information.

Project Communication Management includes the processes

required to insure timely, collection, dissemination (distribution), and

storing Communication.

Projects Communications Management provides the critical links

among People, Ideas, and Information that are necessary for success.

Everyone involved in the Project must be prepared to send and

receive communications, and must understand how the

communications in which they are involved as Individuals affect the

Project as a whole.

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In this memo, we discuss the following major Processes:

1. Communications Planning --- Determining the Information and

Communications Needs of the Stakeholders; specifically who

needs what Information, when they will need it, and how it will be

given to them.

2. Information Distribution --- Making Needed Information available

to Project Stakeholders in a timely manner.

3. Project Performance Reporting --- Connecting and disseminating

Performance Information. This includes Status Reporting, Progress

Measurement, and Forecasting Project Conditions.

4. Administrative Closure --- The Project Manager will need a

Routine of Documentation, Communication, and Information

Distribution to close out a Phase or Project.

These Processes interact with each other and with the Processes in

the other knowledge areas as well.

Each Process may involve effort from one or more Individuals or

Group of Individuals based on the Needs of the Project.

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In brief,

1. Communications Planning

1.1 Inputs to Communications Planning

1.1.1 Communications Requirements

1.1.2 Communications Technology

1.1.3 Constraints & Assumptions

1.2 Tools & Techniques to Communications Planning

1.2.1 Stakeholders Analysis

1.3 Outputs from Organizational Planning

1.3.1 Communications Management Plan

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2. Information Distribution

2.1 Inputs to Information Distribution

2.1.1 Work Results


2.1.3 Project Plan

2.2 Tools & Techniques for Information Distribution

2.2.1 Communications Skills

2.2.2 Information Retrieval Systems

2.2.3 Information Distribution Methods

2.3 Outputs from Information Distribution

2.3.1 Project Records

2.3.2 Project Reports

2.3.3 Projects Presentations

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3. Project Performance Reporting

3.1 Inputs to Project Performance Reporting

3.1.1 Project Plan

3.1.2 Work Results

3.1.3 Other Project Records

3.2 Tools & Techniques for Project Performance

Reporting

3.2.1 Performance Reviews

3.2.2 Variance Analysis

3.2.3 Trend Analysis

3.2.4 Earned Value Analysis

3.2.5 Information Distribution Tools & Techniques

3.3 Outputs from Project Performance Reporting

3.3.1 Performance Reports

3.3.2 Change Requests

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4. Administrative Closure

4.1 Inputs to Administrative Closure

4.1.1 Performance Measurement Documentation

4.1.2 Product Documentation


4.2 Tools to Administrative Closure

4.2.1 Performance Reporting Tools & Techniques


4.2.3 Project Presentations

4.3 Outputs from Administrative Closure

4.3.1 Project Archives

4.3.2 Project Closure

4.3.3 Lessons Learned

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In details,

1. Communications Planning

Communications Planning involves determining the Information &

Communications Needs of Stakeholders. (Who needs what

information? When they will need it? How it will be given to

them and by whom? ).

While all Projects share the need to communicate Project

Information, the Informational Needs and the Methods of

Distribution vary widely.

Identifying the Informational Needs is an important factor for

Project Success.

On most Projects, the majority on Communications Planning is

done as part of the earliest Project Phases. However, the results

of this process should be reviewed regularly throughout the

Project and revised as needed to ensure continued applicability.

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1.1 Inputs to Communications Planning

1.1.1 Communications Requirements

Stakeholders will need different types of Information

depending on their interest in the Project. The Project

Manager will need to complete an analysis of the

Identified Stakeholders to determine what Information

they actually need --- and how often the Information is

needed.

The Project Manager & Project Team can identify the

demand for Project Communication Requirements on

the basis of the following:

o Project Organization and Stakeholders

Responsibility Relationships.

o Disciplines, Departments, and Specialties involved

in the Project.

o Logistics of how many Individuals will be involved

with the Project and at which Locations.

o External Communication Needs (i.e.,

communicating with the media).

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1.1.2 Communications Technology

The Technologies or Methods used to transfer

Information back and forth among Project Stakeholders

can vary significantly (from brief conversations to

extended meetings, from simple written documents to

immediately accessible online schedules and databases).

Communications Technology Factors that may affect the

Project include:

The Closeness of the Need for Information.

The Availability of Technology.

The Expected Project Staffing --- Are the proposed

Communications Systems compatible with the

experience and expertise of the Project

Participants, or will extensive Training and

Learning be required?

The Length of the Project --- Is the Available

Technology likely to change before the Project is

over?

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1.1.3 Constraints & Assumptions

Every Project usually has Constraints and Assumptions.

Constraints are any force that limits the Project’s

Options.

A Project Constraint (such as Contractual Obligations)

may require extensive Communications. The

requirements for the Contract should be evaluated

against the demands of the Project Staff to determine if

extra Resources will be needed to handle the

Communications.

Assumptions can also affect Communications. Consider

a Project operating under the assumption that

Communications with Management can happen only

through e-mail. This false assumption can impose time

demands the Project Manager had not expected.

1.2 Tools & Techniques to Communications Planning

1.2.1 Stakeholders Analysis

The Information Needs of the various Stakeholders

should be analyzed to develop a precise and logical view

of their Information Needs and Sources to meet those

Needs.

The Analysis should consider Methods and Technologies

suited to the Project that will provide the Information

Needed.

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1.3 Outputs from Communications Planning


A Communications Management Plan is a Document

that provides:

o A Collection & Filing Structure that details what

methods will be used to gather and store various

types of Information. Procedures should also

cover collecting and disseminating (distributing)

updates and corrections to previously distributed

Materials.

o Details of how Needed Information flows through

the Project to the correct Individuals. The

Communication Structure Documents where the

Information will originate, to whom the

Information will be sent, and in what Modality the

Information is acceptable.

o Schedules of when the various types of

Communication should occur. Some

Communication (such as Meetings) should happen

on a regular Schedule; other Communications may

be prompted by conditions within the Project.

o Methods to retrieve Information as needed.

o Instructions on how the Communications

Management Plan can be updated as the Project

progresses.

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2. Information Distribution

Information Distribution involves making needed information available

to project Stakeholders in a timely manner.

2.1 Inputs to Information Distribution

2.1.1 Work Results

Work Results (good or bad) serve as inputs to

Information Distribution because they show progress (or

lake of progress), Quality Issues, and other relevant

Information.


This Plan serves as a guide on how to communicate on

Project Issues within the Performing Organization.

2.1.3 Project Plan

The Comprehensive Project Plan may have Information,

Requirements, or Described Conditions that are

integrated with Communications.

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2.2 Tools & Techniques for Information Distribution

2.2.1 Communications Skills

Communications Skills are used to exchange

Information. The Sender is responsible for making the

Information clear (explicit and complete) so that the

Receiver can receive it correctly and for confirming that

it is properly understood.

Communicating has many dimensions:

o Written and Oral – Listening and Speaking

o Internal (within the Project) and External (to the

Customer, the Media, the Public, etc.).

o Formal (Reports, Briefings, etc.) and Informal

(Memos, Ad hoc (unplanned) Conversations, etc.)

o شاهذ الفيلن الوعني بأألتصال

2.2.2 Information Retrieval Systems

Information can be shared by Team Members and

Stakeholders through a variety of methods including

Manual Filing Systems, Electronic Databases, Project

Management Software (Oracle Primavera Expedition),

and Systems that allow access to Technical

Documentation such as Engineering Drawings, Design

Specifications, Test Plans, etc.

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2.2.3 Information Distribution Methods

Project Information may be distributed using a variety of

methods including Project Meetings, Hard-Copy

Document Distribution, and Shared Access to

Networked Electronic Databases, Faxes, Electronic

Mail, Voice Mail, Videoconferencing, and Project Web

Site.

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2.3 Outputs from Information Distribution

2.3.1 Project Records

Project Records may include Correspondence, Memos,

E-Mails, and Documents describing the Project.

These Records are important to secure and organize the

Information throughout the Project for future reference.

The Information should be stored as part of the Project

Archives.


Reports are Formal Communications on Project

Activities, Project Status and/or Conditions.

Management, Customers, and Policies within the

Performing Organization may have different

requirements for when Reports are required.

2.3.3 Projects Presentations

Presentations are useful in providing Information to

Customers, Management, the Project Team, and other

Stakeholders. The Project Team provides information

formally (or informally) to any or all of the Project

Stakeholders.

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3. Project Performance Reporting

Project Performance Reporting is the Process of collecting and

distributing Performance Information to provide Stakeholders with

Information about how Resources are being used to achieve Project

Objectives.

Performance Reporting should generally provide information on Scope,

Schedule, Cost, and Quality. Many Projects also require Information on

Risk and Procurement.

This Process includes:

o Status Reporting --- Describing where the Project now stands ---

for example, the status related to Schedule and Budget of the

Project.

o Progress Reporting --- Describing what the Project Team has

accomplished --- For example, Percent Complete to Schedule,

What is completed versus What is in progress.

o Forecasting --- Predicting future Project Status and Progress. Will

this Project end on Schedule? Will the Project be on Budget? How

much longer will the Project take? and how much money will this

Project need to finish?

o Scope --- How is the Project meeting the Project Scope?

o Quality --- What are the Results of Quality Audit, testing, and

Analysis?

o Risks --- What Risks have come into the Project and what has

been their affect on the Project?

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3.1 Input to Project Performance Reporting

3.1.1 Project Plan

The Project Plan contains the various baselines that will

be used to assess Project Performance.

3.1.2 Work Results

Which Deliverables have been fully or partially

completed?

What Costs (and/or Resources) have been incurred or

committed*, etc. are an output of Project Plan

Execution.

Work Results should be reported within the framework

provided by the Communications Management Plan.

Accurate, Uniform Information on Work Results is

essential to useful Performance Reporting.


In addition to the Project Plan and Project’s Work

Results, other Documents often contain information

pertaining to the Project Context that should be

considered when assessing Project Performance.

-----------------------------

The Budgeted Cost Amount usually between the General Contractor

& Owner, while the Committed Cost Amount usually between the

General Contractor & Subcontractors… [See Primavera Expedition

for more details…]

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3.2 Tools & Techniques for Project Performance

Reporting

3.2.1 Performance Reviews

Performance Reviews are meetings held to assess

(evaluate) Project Status and/or Progress.

3.2.2 Variance Analysis

Variance Analysis involves comparing actual Project

Results to Planned or Expected Results.

Cost and Schedule Variances are the most frequently

analyzed, but Variances from Plan in the areas of Scope,

Resource, Quality, and Risk are often of equal or greater

importance.

3.2.3 Trend Analysis

Trend Analysis involves examining Project Results over

time to determine if importance is improving or

worsening.

3.2.4 Earned Value Analysis

Earned Value Analysis in its various forms is the most

commonly used method of Performance Measurement.

It integrates Scope, Cost (or Resources), and Schedule

Measures to help the Project Management Team assess

Project Performance.

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Earned Value (EV) involves calculating 3 key values for

each Activity:

1. Planned Value (PV), previously called Budgeted

Cost of Work Scheduled (BCWS), is that portion of

the Approved Cost Estimate planned to be spent

on the Activity during a given period.

2. Actual Cost (AC), previously called the Actual Cost

of work Performed (ACWP), is the total of costs

incurred in accomplishing work on the Activity

during a given period.

3. Earned Value (EV), previously called the Budgeted

Cost of Work Performed (BCWP), is the Value of

Work Actually Completed.

These 3 Values are used in combination to provide

measures of whether or not Work is being

Accomplished as Planned. The most commonly

used measures are:

Cost Variance (CV): CV = EV – AC

Schedule Variance (SV): SV = EV – PV

Cost Performance Index (CPI): CPI = EV/AC

The Cumulative CPI (the sum of all individual EV

budgets divided by the sum of all individual ACs) is

widely used to forecast Project Costs at

Completion.

The Schedule Performance Index (SPI = EV/PV) is

sometimes used in conjunction with the CPI to

forecast the Project Completion Estimates.

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3.2.5 Information Distribution Tools & Techniques

Performance Reports are distributed using the Tools &

Techniques described above (Tools & Techniques for

Information Distribution).

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3.3 Outputs from Project Performance Reporting

The goal of Performance Reporting is to share Information

regarding the Project Performance with the appropriate

Stakeholders. Of course, Performance Reporting is not

something done at the end of the Project or after a Project

Phase, but is rather done on a regular Schedule, as detailed in

the Communication Plan, or as Project Conditions warrant.

Outputs of Performance Reporting include:

3.3.1 Performance Reports

Performance Reports organize and summarize the

information gathered and present the results of any

analysis. Reports should provide the kinds of

information and level of detail required by various

Stakeholders as documented in the Communication

Management Plan.

Common formats for Performance Reports include Bar-

Charts, S-Curves, Histograms, and Tables

3.3.2 Change Requests

Analysis of Project Performance often generates a

Request for a Change to some aspect of the Project.

The Change Requests should flow into the Change

Control System for consideration and Approved or

Rejection.

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Performance Reports and Change Requests are an input

to the following Change Control Processes:

o Integrated Change Control

o Scope Change Control

o Schedule Change Control

o Cost Change Control

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4. Administrative Closure

The Project or Phase of the Project (after either achieving its objectives

or being terminated for other reasons) require closure.

Administrative Closure consists of documenting Project Results to

formalize acceptance of the product of the Project by the Sponsor, or

Customer.

Administrative Closure includes collecting Project Records; ensuring that

they reflect final Specifications; Analyzing Project Success, Effectiveness,

and Lessons Learned; and archiving such information for future use.

Administrative Closure Activities should not be delayed until Project

Completion. Each Phase of the Project should be properly closed to

ensure that the important and useful information is not lost.

In addition, Employee Skills in the Staff Pool Database should be

updated to reflect new Skills and Proficiency Increases.

4.1 Inputs to Administrative Closure

4.1.1 Performance Measurement Documentation

All Documentation produced to record and analyze

Project Performance must be available for review during

Administrative Closure.

4.1.2 Product Documentation

Documents produced to describe the Product of the

Project (Plans, Specifications, Technical Documentation,

Drawings, Electronic Files, etc.) must also be available

for review during Administrative Closure.


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4.2 Tools to Administrative Closure

4.2.1 Performance Reporting Tools & Techniques


4.2.3 Project Presentations

(all of these are discussed before)

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4.3 Outputs from Administrative Closure

4.3.1 Project Archives

A Complete Set of Indexed Project Records should be

prepared for archiving by the appropriate Parties.

Any Project-Specific or Historical Databases pertinent to

the Project should be updated.

When Projects done under Contract, or when they

involve significant Procurement, particular attention

must be paid to archiving of Financial Records.

4.3.2 Project Closure

Project Closure means that there is a Formal

Confirmation that the Project has met all Customer

Requirements for the Product of the Project.

4.3.3 Lessons Learned

As the Project moves through its phase, the Project

Manager and Project Team should be completing the

“Lesson Learned” for future reference.

At the end of the Project Closure, the Lesson Learned

Documentation should be archived as well for future

use.

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Key Terms

Encoder: Part of the communications model; the device or technology that

packages the message to travel over the medium.

Decoder: This is a part of the communications model; it is the inverse of the

encoder. If a message is encoded, a decoder translates it back to usable

format.

Receiver: Part of the communications model: the recipient of the message.

Bull's eye: Creates limits to the acceptable earned value metrics. Any

variances within the preset values automatically prompt communication to

management.

Schedule Performance Index (SPI): This reveals the efficiency of work.

The closer the quotient is to 1, the better: SPI=EV/PV

Schedule Variance: The difference between the planned work and the

earned work.

Scope statement: A document that describes the work, and only the

required work, to meet the project objectives. The scope statement

establishes a common vision among the project stakeholders to establish the

point and purpose of the project work. It is used as a baseline against which

all future project decisions are made to determine if proposed changes or

work-results are aligned with expectations.

Scope Verification: The process of the project customer accepting the

project deliverables. Scope verification happens at the end of each project

phase and at the end of the project. Scope verification is the process of

ensuring the deliverables the project creates are in alignment with the project

scope.

Scoring Models (also called weighted scoring models): These models use

a common set of values for all of the projects up for selection. Each value

has a weight assigned values of high importance have a high weight, while

values of lesser importance have a lesser weight. The projects are measured

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against these values and assigned scores according to how well they match

the predefined values. The projects with high scores take priority over

projects will lesser scores.

Secondary Risks: Risks that stem from risk responses. For example, the

response of transference may call for hiring a third party to management an

identified risk. A secondary risk caused by the solution is the failure of the

third party to complete its assignment as scheduled. Secondary risks must be

identified, analyzed, and planned for just as any identified risk.

Sender: Part of the communications model: the person or group delivering

the message to the receiver.

Simulation: This allows the project team to play 'what-if' games without

affecting any areas of production.

Single Source: A specific seller that the performing organization prefers to

contract with.

Stakeholders: The individuals, groups, and communities that have a vested

interest in the outcome of a project. Examples include the project manager,

the project team, the project sponsor, customers, clients, vendors, and

communities.

Statement of Work (SOW): This fully describes the work to be completed,

the product to be supplied, or both. The SOW becomes part of the contract

between the buyer and the seller. The SOW is typically created as part of the

procurement planning process and is used by the seller to determine whether

it can meet the project's requirements.

Supporting Detail: Any information that support decisions, including logic

employed and rationales, and the project plan as a whole.

Supporting detail can include books, articles, web sites, vendor information,

results of testing, historical information, and many others information

sources.

Cost Performance Index (CPI): An index that measures how well the

project is performing on cost: CPI=EV/AC.

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Cost variance: The Cost Variance (CV) is the difference between the

Earned Value (EV) and the Actual Costs (AC).

Cost-Reimbursable Contracts: A contract that pays the seller for the

product. In the payment to the seller, there is a profit margin the difference

between the actual costs of the product and the sales amount.

Trend Analysis: Trend analysis is taking past results to predict future

performance.

Earned Value (EV): The value of the work that has been completed and the

budget for that work: EV=%Complete X BAC.

Earned Value Management: Earned value management integrates scope,

schedule, and cost to give an objective, scalable point-in-time assessment of

the project. EVM calculates the performance of the project and compares

current performance against plan. EVM can also be a harbinger of things to

come. Results early in the project can predict the likelihood of the project's

success or failure.

Effective Listening: The receiver is involved in the listening experience by

paying attention to visual clues by the speaker and to paralingual intentions

and by asking relevant questions.

Paralingual: The pitch, tone, and inflections in the sender's voice affect the

message being sent.

Nonverbal Communication: Approximately 55 percent of oral

communication is non-verbal. Facial expressions, hand gestures, and body

language contribute to the message.

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Summary: Planning for Communication

Communication centers on who needs what and on when and how you are

going to give it to them.

Communication Requirements are set by Stakeholders.

Communication Planning is accomplished early in the Planning Processes.

Communications are linked to the organizational structure of the Performing

Organization.

Constraints and Assumptions can affect the Communications Planning.

Communications Management Plan

Provides Instructions on how to gather and disseminate Project Information.

Provides Instructions on the Communications Methods, such as Hard

Copies, Reports, and E-Mail.

Includes a Schedule of Expected Communications, such as Reports and

Meetings.

Provides a Method to access Needed Information between regularly

Scheduled Communications.

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Performance Reporting

Status Reporting provides current Information on the Project.

Progress Reporting provides Information on what the Team has

accomplished? and may include Information on what is yet to be

accomplished.

Forecasting Reporting provides Information on how the remainder of the

Project or Phase is expected to go.

Variance Analysis Reporting examines the reason why Cost, Schedule,

Scope, Quality, and other factors may vary from what was planned.

Trend Analysis Reporting is the study of Trends over time to reveal patterns

and expectations of future results.

Earned Value Analysis is a series of formulas that reveal and predict project

performance.

Change Requests may stem from Performance Reports.

Administrative Closure

Administrative Closure is the formal Documentation, Organization, and

Archival Aspects of a Project or Phase Acceptance.

Administrative Closure should also happen when the Project is terminated.

The Project Archives include the Complete Index of all Project Records,

Documents, Product Specifications, and any relevant Documents. The

Project Archives will serve as Historical Information for future Projects.

The Project Team and the Project Manager complete the Lessons Learned

Documents throughout the Project Phases.

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Self Test (Reference No 2)

1. Of the following, which one is not an example of formal communications?

A. Presentations to groups B. Ad hoc conversations C. Contractual agreements D. Presentations to management

(B. Ad hoc conversations, while often effective, are not examples of formal

communications, as they are unplanned meetings.)

2. Of the following, which one is an example of informal communications?

A. Memos B. Presentations to groups C. Briefings D. Speeches

3. You are the project manager for the LKH Project. Management has

requested that you create a document detailing what information will be

expected from stakeholders and to whom that information will be

disseminated. Management is asking for which one of the following?

A. Roles and responsibilities matrix B. Scope Management Plan C. Communications Management Plan D. Communications worksheet (C. Management is requesting a Communications Management Plan, which details the

requirements and expectations for communicating information among the project

stakeholders.

A. is incorrect; a roles and responsibilities matrix depicts who does what and who makes

what decisions.

B. the Scope Management Plan is also incorrect; this plan explains how changes to the

scope may be allowed depending on the circumstances.

D. is not a valid choice for the question.)

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4. Which one of the following will help you, the project manager, complete the

needed Communications Management Plan by identifying the stakeholders

and their communication needs?

A. Identification of all communication channels B. Formal documentation of all communication channels C. Formal documentation of all stakeholders D. Communication matrix

(D. A communication matrix is an excellent tool to identify the stakeholders and their

requirements for communication. A communication matrix is the best tool to identify

stakeholders’ requirements for communication.)

5. You are the project manager for the JGI Project. You have 32 stakeholders

on this project. How many communications channels do you have?

A. Depends on the number of project team members. B. 496 C. 32 D. 1

(B. Using the formula N(N-1)/2, where N represents the number of stakeholders, there

are 496 communication channels.)

6. You are the project manager for the KLN Project. You had 19 stakeholders

on this project. You have added three team members to the project. How

many more communication channels do you have now than before?

A. 171 B. 231 C. 60 D. 1

C. This is a tough question, but typical of the PMP exam. The question asks how many

more communication channels exist. You’ll have to calculate the new value, which is 231

(22*21/2), and then subtract the original value, which is171(19*18/2), for a total of 60

new channels.)

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7. A memo has been sent to you, the project manager, project team members,

and the project customers from the project sponsor. In this instance, who is

the encoder?

A. Project sponsor B. Project manager C. Project team members D. Project customers

(A. The project sponsor is the source of the memo, as this is the sender of the message.

B, C, and D are all recipients of the memo, not the sender, so they cannot be the source of

the message.)

8. Which one of the following can use EVM in its preparation for

management?

A. Status reports B. Trend reports C. Performance reports D. All of the above

(EVM --- Earned Value Management)

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9. What does the following figure mean?

A. It is a control chart to manage communications between the project

manager and the project sponsor. B. It is a control chart to management communications between the

project manager and Management. C. It is a variance chart to manage communications between the project

manager and Management. D. It is a bull’s eye to manage communications between the project

manager and the Management.

(D. The figure is called a communications bull’s eye and is used to trigger

communication needs to management when EVM results fall within the identified

ranges.)

10. Of the following, which term describes the pitch and tone of an individual’s

voice?

A. Paralingual B. Feedback C. Effective listening D. Active listening

(A. Paralingual is a term used to describe the pitch and tone of one’s voice.

B, feedback, is a request to confirm the information sent in the conversation.

C, effective listening is the ability to understand the message through what is said, facial

expressions, gestures, tone and pitch, and so on.

D, active listening is the process of confirming what is understood and asking for

clarification when needed.)

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11. You are the project manager of the KMH Project. This project is slated

(scheduled) to last eight years. You have just calculated EVM and have a

CV of -$3500. What type of report is needed for management?

A. Progress report B. Forecast report C. Exception report D. Trends report

(C. An exception report is typically completed when variances exceed a given limit.

Progress Reports describe the progress of the project or phase.

Trends Report is an analysis of project trends over time.)

12. In your Communications Management Plan, you have detailed

administrative closure. At what point will administrative closure take place?

A. When the project is archived B. At the completion of each phase C. Only when the project is complete or cancelled D. As management sees fit

13. You are the project manager for OOK Project. You will be hosting project

meetings every week. Of the following, which one is not a valid rule for

project meetings?

A. Schedule recurring meetings as soon as possible B. Allow project meetings to last as long as needed C. Distribute meeting agendas prior to the meeting start D. Allow the project team to have input to the agenda

14. The three basic elements needed for communication in project management

are

A. Words, sentences, paragraphs B. Proper grammar, spelling, ideas C. Verbal, nonverbal, action D. Sender, receiver, message

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15. Which one of the following is the method of analyzing project performance

preferred in government projects?

A. Communications management B. Management by walking around C. EVM D. Variance analysis (C. EVM is all about analyzing project performance.

A. communications management focuses on managing communications, not

performance.

B. management by walking around is an effective management style, but it does reflect

project performance.

D. variance analysis focuses on the root causes of variances within the project, but not

solely on the project performance.)

16. What percentage of a message is sent through nonverbal communications,

such as facial expressions, hand gestures, and body language?

A. Greater than 50 percent B. 30 to 40 percent C. 20 to 30 percent D. 10 to 20 percent

17. Which one is not a filter for receivers of communication?

A. Culture B. Conflict C. Knowledge D. Language

(B. Conflict is not a filter of communication. It is a communication hindrance (difficulty).

Culture, Knowledge, and Language are filters for receivers)

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18. You are finalizing project completion. You will gather, generate, and

disseminate project information. This is known as which one of the

following?

A. Project closure B. Project postmortem C. Administrative closure D. Operational transfer

(C. Administrative closure is the process of generating, gathering, and disseminating

project information.

A and B are incorrect, as project closure and project postmortem involve more than just

generating, gathering, and disseminating project information. D. Operational Transfer is

the process of moving the project deliverable into operations.)

19. Often in project management you will have to negotiate. Negotiations work

best in which environment?

A. Caution and yielding B. Sincerity, honesty, and extreme caution C. Mutual respect and admiration D. Mutual respect and cooperation

20. You are the project manager for the PMU Project. Your project has 13

members. You have been informed that next week your project will receive

the 7 additional members you requested. How many channels of

communications will you have next week?

A. 1 B. 78 C. 190

D. 201 [N(N-1)/2]; N is the number of Identified Stakeholders in the Communication Channels

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21. Which one of the following will result in the most productive results when

negotiating?

A. Yielding B. Forcing C. Collaborating D. Compromising

(C. Collaborating is the ideal method when negotiating. The goal of negotiations is to

work together for the good of the project.

A. Yielding is not working for the good of the project.

B. forcing, exerts power over one party without properly negotiating.

D. Compromising, calls for both parties to give up something without necessarily

working together for the good of the project.)

22. Which one of the following is an output from performance reporting?

A. Trend analysis B. EVM C. Variance analysis D. Change requests (D. Of all the choices, change requests are the only acceptable answer. Incidentally, there

are two outputs of performance reporting: change requests and performance reports.

A. Trend analysis is the study of project performance results to determine if the project is

improving or failing. It is a tool used as part of performance reporting, but it is not an

output of performance reporting.

B and C are also tools used in performance reporting, but they are not an output of the

process.)

23. The process of sending information from the project manager to the project

team is called which of the following:

A. Functioning B. Matrixing C. Blended communications D. Transmitting

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24. George is the project manager of the 7YH Project. In this project, George

considers the relation between himself and the customer to be of utmost

important. Which one of the following is a valid reason for George’s belief

in the importance of the relationship between the customer and himself?

A. The customer will complete George’s performance evaluation. A poor

communication model between George and the customer will affect

his project bonus. B. The customer is not familiar in project management. George must

educate the customer on the process. C. The customer is always right. D. The communication between the customer and George can convey

the project objectives more clearly than can the language in the

project contract.

25. Which one of the following means that communications occur?

A. The transfer of knowledge B. The outputting of knowledge C. The presence of knowledge D. The transmission of knowledge (A the transfer of knowledge is evidence that communication has occurred.

B and C do not necessarily mean the knowledge has originated from the source and been

transferred to the recipient.

D is incorrect; messages are transmitted, but knowledge is transferred.)

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Practical Part

43


Using Primavera Expedition in Projects Communications

Management

Course 202A

Lesson 1: Introduction to Primavera Expedition, Course 202A . 1-1

Lesson 2: Setting up the Contact Directory, Course 202A . 2-1

o Contacts Log . . . . . . 2-2

o Adding a New Company . . . . . 2-4

Entering Company Data . . . . 2-4

Adding Contact Data . . . . 2-5

Copying Addresses . . . . . 2-6

Contact role Configuration . . . 2-7

Project preferences . . . . 2-8

Contacts Tab . . . . . 2-8

Copying Contacts . . . . . 2-9

Log . . . . . . . 2-10

Forms . . . . . . 2-10

Reports . . . . . . 2-10

Printing Contact Information . . . 2-11

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Lesson 5: Reporting Project Events, Course 202A . . . 5-1

o Meeting Minutes . . . . . . 5-2

Printed Meeting . . . . . 5-3

o Adding Meeting Minutes . . . . 5-4

Meeting Minutes Log . . . . 5-4

Adding Business Items . . . . 5-4

Adding Attendees . . . . . 5-5

o Creating Agendas using Generate . . . 5-6

o Daily Reports . . . . . . 5-11

o Creating Daily Reports . . . . . 5-13

o Adding a New Daily Report . . . . 5-14

o Copying Daily Reports . . . . . 5-19

Lesson 6: Tracking and Statusing Submittals . . . 6-1

o Correspondence . . . . . . 6-26

Correspondence Received . . . 6-26

Correspondence Sent . . . . 6-26

Re-Submit . . . . . . 6-28

Returned Date . . . . . 6-28

Forwarded Date . . . . . 6-28

New revision Cycle . . . . . 6-29

Distribution . . . . . . 6-30

Distribution List for Submittal . . . 6-32

Tracking Multiple Reviewer . . . 6-32

o Using Dunning Letters with Submittals . . 6-37

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Lesson 7: Communicating Project Information. . . . 7-1

o Letters. . . . . . . . 7-2

o Request for Information (RFI) . . . . 7-10

o Generating Documents . . . . . 7-12

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References

1. PMBOK Guide, A Guide to the Project Management of Knowledge

Project Management Institute, Four Campus Boulevard, Newtown

Square, PA 19073-3299 USA

2. Joseph Phillips, Project Management Professional – Study Guide

McGraw Hill

3. Using Primavera Expedition for Contract Administration, Course 202

A, Training Manual.

4. Contract Management with Primavera Expedition, Course 202 B,

Training Manual.

5. Dr. Abdalla El Daoushy,

Projects Time Management & Controlling using Projects

Management Software, Memo No. 971, Institute of National

Planning, Cairo, Egypt, 2008

6. Dr. Abdalla El Daoushy,

Projects Cost Management – Computer Software Oriented, Memo

No. 973, Institute of National Planning, Cairo, Egypt, 2009