Project Communication Management

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Project Communication Management Process Group

	Process Group	Communication Management Process
	Initiating	Identify Stakeholders
	Planning	Plan Communications
	Executing	Distribute Information, Manage Stakeholder Expectations
	Monitoring & Control	Report Performance
	Closing

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9.1 Identify Stakeholders

•  The process of identifying all people or organizations impacted by the project, and documenting relevant information regarding their interests (concern), influence (involvement), and impact on project success

	Inputs	•	Project charter	•	Enterprise environmental factors
		•	Procurement documents	•	Organizational process assets
	Tools & Techniques	•	Stakeholder analysis	•	Expert judgment
	Outputs	•	Stakeholder register	•	Stakeholder management strategy

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Inputs

• 1. Project charter

• 2. Procurement documents

–

Any suppliers or vendors listed in contracts are generally considered to be stakeholders

• 3. Enterprise environmental factors

–	Governmental standards and regulation,
–	Industry standards

• 4. Organizational process assets

–	Stakeholder register templates
–	Stakeholder registers from previous projects, historical information, lessons learned from previous projects

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Tools & Techniques

• 1. Stakeholders analysis

• 1. Expert judgment

–

Interview all of the experts on your project to identify more stakeholders

Power/ Interest Grid with Stakeholders

A Guide to the Project Management Body of Knowledge, Fourth Edition (PMBOK® Guide) ©2008 Project Management Institute, Inc. All Rights Reserved. Figure 10-4, Page 249

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Outputs

• 1. Stakeholder register:

–

Stakeholder register contains information about who the identified stakeholders are

•	Identification information: name, title, role, office location, and contact information
•	Assessment information: requirements, expectations, project influence, interests
•	Stakeholders classification: whether they are internal or external and supporter/neutral/resistor

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Outputs

• 1. Stakeholder management strategy: Plan how to increase the support and minimize negative impacts of stakeholders throughout the entire project life cycle.

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9.2 Plan Communications

•  The process of determining project stakeholder information needs and defining a communication approach

	Inputs	•	Stakeholder register	•	Enterprise environmental factors
		•	Stakeholder management strategy	•	Organizational process assets
	Tools &	•	Communication requirements	•	Communication models
	Techniques		analysis	•	Communication methods
		•	Communication technology
	Outputs	•	Communications management plan	•	Project document updates

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Inputs

1.	Stakeholder register
2.	Stakeholder management strategy
3.	Enterprise environment factors
–	Cultural and structural issues that may support or hinder a project
–	Human resources
–	Stakeholder risk tolerance
–	Political climate
1.	Organizational process assets
–	Past experience working with the same stakeholders
–	Positive stakeholders who can influence negative stakeholders

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Tools & Techniques

1.	Communications Requirements Analysis:
–	Gives the project manager a clear idea of the type, format, and value of the information stakeholders need
–	The project manager should also consider the number of potential communications channels, or paths, among project stakeholders

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Tools & Techniques

• 1. Communication Technology:

– Determine how to communication with Stakeholders?

• Face-to-face interactions • By telephone • Fax, • E-mail • Or through meetings

• Project management system or software

•

…

– Factors may influence the choice of technologies

• The urgent of the need for information

• The availability of technology • The expected project staffing • Organizational technical literacy • The project environment • Organization acceptance

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Tools & Techniques

• 1. Communication Models

A Guide to the Project Management Body of Knowledge, Fourth Edition (PMBOK® Guide) ©2008 Project Management Institute, Inc. All Rights Reserved. Figure 10-8, Page 255

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Tools & Techniques

• 1. Communication Models (Cont.)

  •  The Sender should

•	Send the clear message
•	Encode a message carefully,
•	Determine which communication method to send it,
•	And confirm that the message has been send and understood

•  The Receiver should

•	Decode the message carefully
•	Understood correctly
•	Send a feedback message

•  Communication blockers:

•	Noise
•	Distance
•	Improper encoding of messages
•	Language
•	Culture

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Tools & Techniques

• 1. Communication Models (Cont.)

  •  Effective communication:

•	Nonverbal: 55% of all communication
•	Para lingual: pitch & tone of voice also helps to convey a message
•	Feedback.
 Effective listening:
•	Feedback
•	Active listening
•	Para lingual

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Tools & Techniques

• 1. Communications Methods:

  •  Interactive Communication

•	One person provides information, others receive it and then respond to the information
•	For example, meetings, phone calls, video conference
 Push Communication
•	Sender can be certain the message is sent, there is no verification that the message has been received and understood
•	For example, letter, email, fax, SMS…
 Pull Communication
•	The Recipients are responsible for retrieving, or “pulling” the information form a central location
•	For example, intranet, e-learning, workshop…

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Tools & Techniques

• 1. Communications Methods (Cont.)

	Type	When used
	Formal written	Complex problems, project management plans, project charter, memos, communicating over long distances
	Formal verbal	Presentations, speeches
	Informal written	Email, handwritten notes
	Informal verbal	Meetings, conversations

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Outputs

1.	Communication Management Plan
–	The communication management plan matrix
–	Communication role/ responsibility of stakeholders
–	Process for escalating issues
–	Guidelines for meetings, presentations
–	Report format and frequency of sending the reports
1.	Project Document Updates
–	Project documents that may be updated include:

•	Project schedule,
•	Stakeholder register, and
•	Stakeholder management strategy.

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Communication Management Plan Sample

Communic	Objective of	Medium	Frequen	Audience	Owner	Deliverable
ation Type	Communication		cy
Kickoff Meeting	Introduce the project team	∑Face to Face	Once	∑Project	Project	∑Agenda
	and the project. Review project objectives and management approach.			Sponsor ∑Project Team ∑Stakeholders	Manager	∑Meeting Minutes
Project Team	Review status of the	∑Face to Face	As needed	∑Project Team	Project	∑Agenda
Meetings	project with the team.	∑Conference			Manager	∑Meeting Minutes
		Call
Monthly Project	Report on the status of the	∑Face to Face	Monthly	∑PMO	Project
Status Meetings	project to management.	presentation ∑Conference Call			Manager
Project Status	Report the status of the	∑Face to Face	Weekly	∑Customer	Project
Reports	project including activities, progress, costs and issues.	presentation ∑Email		∑Project Sponsor ∑Project Team ∑Stakeholders	Manager	∑Project Status Report

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9.3 Distribute Information

•  The process of making relevant information available to project stakeholders as planned

	Inputs	•	Project management plan	•	Organizational process assets
		•	Performance reports
	Tools & Techniques	•	Communication methods	•	Information distribution tools
	Outputs	•	Organizational process assets updates

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Inputs

• 1. Project Management Plan:

- Contains the communication management plan

• 2. Performance Reports

–	Performance reports show current project performance and status information
–	They are used by management and stakeholder to evaluate the project and make decision to ensure that the project is performing against plan

• 3. Organizational Process Assets

–	Organizational communication standards and policies
–	Communication guidelines
–	Available communication technology
–	Templates
–	Information security requirements
–	Historical information, Lessons learned

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Tools & Techniques

• 1. Communication Methods

2. Information Distribution Tools

–	Hard copy document distribution • • • • •
–	Electronic communication and conferencing tools
	• Emails, Fax
	Voice mail,
	Video and web conferencing
–	Electronic tools for project management
	• Web interfaces to scheduling and project management software Meeting and virtual office support software
	…

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Outputs

• 1. Organizational process assets update

–

Example of organization process assets updates include:

•	Lessons learned document about information distribution
•	Project reports (formal and informal) that detail project status, issues log, project closure reports…
•	Project presentations made by the project team member to stakeholders
•	Feedback from stakeholders
•	Stakeholder notifications about project issues and changes
•	…

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9.4 Manage Stakeholder Expectations

•  The process of communicating and working with stakeholders to meet their needs and addressing issues as they occur

	Inputs	•	Stakeholder register	•	Issue log
		•	Stakeholder management	•	Change log
			strategy	•	Organizational process assets
		•	Project management plan
	Tools &	•	Communication methods	•	Management skills
	Techniques	•	Interpersonal skills
	Outputs	•	Organizational process	•	Project management plan
		•	assets updates Change request	•	updates Project document updates

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Inputs

• 1. Stakeholder Register

• 2. Stakeholder Management Strategy

• 3. Project Management Plan

• 4. Issue Log:

  • - The issue log is a database listing each issue, when it was opened, and who the “owner” is.

• 5. Change Log

–	A change log is a project document where all change requests are recorded
–	These changes and their impact to the project in terms of time, cost, and risk, must be communicated to the appropriate stakeholders.

• 6. Organizational Process Assets

–	Issues management procedures, change control procedures.
–	Historical information about previous project: Project reports, Lessons learned, Past experience working with the same stakeholders, Team experience on similar project.

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Tools & Techniques

• 1. Communication Methods

• 1. Interpersonal Skills & Management Skills

– Communication management and skills – Leadership and management skills – Impactful presentation skills – Effective negotiation skills – Conflict handling and problem solving skills – People coaching and effective feedback – Human skills for efficient teams

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Outputs

• 1. Organizational Process Assets Updates

– Lessons learned from managing stakeholder expectations should be updated in lessons learned documentation

• 2. Change Requests

– Any change during managing stakeholder expectations will be requested and performed the Integrated change control process

• 3. Project Management Plan Updates

– Communication plan should be updated if the stakeholder management strategies are not working as intended

• 4. Project Document Updates

– Update relevant documents to include:

• Stakeholder management strategy, Stakeholder register • Issue log, Change log

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9.5 Report Performance

•  The process of collecting and distributing performance information, including status reports, progress measurements and forecasts

	Inputs	•	Project management plan	•
		•	Work performance	•
		•	information Work performance measurements		Budget forecasts Organizational process assets
	Tools &	•	Variance analysis	•	Communication methods
	Techniques	•	Forecasting methods	•	Reporting systems
	Outputs	•	Performance reports	•	Change reports
		•	Organizational process assets updates

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Inputs

• 1. Project Management Plan

–

Includes the performance measurement baselines, such as scope, cost, schedule, and sometimes, technical and quality measures

• 2. Work Performance Information

–	Status of deliverables
–	Actual costs incurred
–	Schedule progress

• 3. Work Performance Measurement

–	Planned versus actual schedule performance Planned versus actual technical performance
–	Planned versus actual cost performance
–
–	Quality measurements
–	Risk monitoring and controlling elements (Risk Register)

• 4. Budget Forecasts

–

Estimate at completion (EAC), Estimate to completion (ETC)

• 5. Organizational Process Assets

–	Report templates
–	Policies and procedures that define the measures and indicators to be used
–	Organizationally defined variance limits

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Tools & Techniques

• 1. Variance Analysis

– Comparing the differences between actual project results and planned or expected results

• 2. Forecasting Methods

• 3. Communication Methods

• 4. Reporting System

– Reporting system provide standard tools for capturing, storing and distributing key project performance information

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Outputs

• 1. Performance Reports: should provide the kinds of information and the level of detail required by stakeholders and may include:

  •  Status report: where project now stands regarding performance measurement baselines on cost, schedule, scope & quality

  •  Progress report: describing what has been accomplished

  •  Trend report: examining project result over time to see if performance in improving or deteriorating.

  •  Forecasting report: predicting future project status & performance

  •  Variance report: comparing actual result to baseline

  •  Earned Value: integrating scope, cost, schedule measures to access project performance.

  •  Commons formats for Performance Reports: Bar charts, S-curves, Histograms, Tables

• 2. Organizational Process Assets updates: Lessons learned, Docs, Historical information, Risk control procedures, Financial database containing information such as labor hours, incurred cost, budgets and any project cost overruns

• 3. Change requests: Variances from planned cost and schedule are often the triggers for implementing project changes. These changes are handle in the Perform Integrated Change Control process.

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Question?

1/ Can PM control all communications?

2/ Should PM try to control communications?

3/ Percentage of PM’s time is spent to communicate?

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Exercises

• Progress report • Status report

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