10- Project Communication Management

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10- Communication Management

- 10

Unit - 10

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Agenda

IdentifyStakeholders.

Plan

Communications Distribute

Information.

Manage StakeholderExpectations .

Report Performance.

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10- Communication Management

- 1010.1 Identify Stakeholders

The process of identifying all people ororganizations impacted by the project, anddocumenting relevant information regardingtheir interests, involvement, and impact onproject success.

10.2 Plan Communications The process of determining the project

stakeholder information needs anddefining a communication approach.

10.3 Distribute Information The process of making relevant

information available to projectstakeholders as planned.

10.4 Manage Stakeholder Expectations

The process of communicating andworking with stakeholders to meet theirneeds and addressing issues as they occur.

10.5 Report Performance The process of collecting and distributing

performance information, including statusreports, progress measurements, andforecasts.

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Communication Macro Barriers

Amount of Information: Try to transmit sufficient

information to avoidinformation overload.

Keep it simple and short(KISS).

Cultural Differences: Meanings and

interpretation may vary in

deferent cultures.

Very important ininternational projects andjoint 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, theless likely that the messagewill be successful.

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Communication Micro Barriers

Perceptions: Senders view of the

receivers knowledge andability to understand themessage.

Receivers view andpersonal feelings (based onprevious experience)towards the sender.

Negative : Receiver ignores themessage.

Positive : receiver judgment isinhibited.

Perception problems canbe minimized by usingwords that have precisemeaning.

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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.

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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 andskill of communication

Many project managerslack of it.

No formal education todevelop it. It can be learned through

studying active listeningpractices and applying them

in a conscious program of selfdevelopment.

Easy to listen to superiors(because we have to) thanto subordinates.

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Benefits of Effective Listening

Improves

communication.

Helps develop mutual

trust and respect amongthe project team.

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Communication Facts:

Listening Retention : 50% During Hours .

25% In Two Days.

10% After 7 Days.

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Barriers to Effective Listening

Poor listeners (Lack ofSkills).

Resistance to the message: Examples of situations in

which people have difficulty

listening : Dealing withconflict situation, feelinganxious, angry, or fearful; andbeing criticized.

Physical distractions: Examples : telephone calls,

people coming in and out ofthe office, and environmentsthat create feelings ofinequality in status.

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Barriers to Effective Listening

Perceptions (Perceptualdifferences):

Contrary to the listenerspreconceived ideas.

Instead of listening, hestart to :

Prepare his responses ordefense.

Jump to conclusions.

Confuse facts withopinions.

Make frozen evaluations(that can not be easilychanged).

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The Good listener

Doesnt interrupt.

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Waits until the end, then asks questions.

,. 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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The Poor listener -

Always interrupts.

. Is impatient.

. Makes hasty judgments.

. Shows disinterest (Poor posture,

Wondering Eyes).

(,

. ) Doesnt try to understand.

. Doesnt respond.

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Poor listener Vs. Good listener


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Poor listener Vs. Good listener

Mentally prepares an argument

to Win.

. 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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Avoids arguing and its negative

effects on relationships.

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Response to ideas, not to person.

. Gets ride of distractions.

. Concentrates on both the words andthe feelings behind them; stays on

track.

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The Poor listener - The Good listener


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Summary Active listening & Non Verbal

Attention (Reduce distraction).

Concern (For the person, process, projectobjective).

Timing (Appropriate when neither party ispreoccupied).

Involvement (Mental & Emotional).

Vocal (represent 38% of message) PARALINGUAL

Eye Contact (shows that you are payingattention).

Look (Observe Body Language).

Interest (Take interest in other person as ahuman being).

Summarize (Play back to verify real meaningof message).

Territory (Manage space; lean forward toreduce distance).

Empathy (Listen between the words tounderstand feelings).

Nod ( To show that you understand)

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(38%) .

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Nonverbal Communications Based On Physical Ways

Accounts for 55% ofCommunication .

Examples : Facial Expressions:

Smile while talking putslisteners at ease and you arelikely to get a smile back inresponse.

Real smiles make the cornersof the eye crinkle.

Eye contact (With culturaldifferences) is important andestablish a Communicationbond.

Nodding the head whilelistening indicates agreementand understanding.

55%.

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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 discusswith others.

80% of what weexperience.

90% of what we teach

others.

7:10%.

15%.20%.

40%. 80%(.)90%.

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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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Body Language

Touching:

With understanding of culturaldifferences.

Opposite sex.

Use of Space:

Individuals personal space )An area of

20 inches = 50 Cm. on all sides) functionlike an emotional safety zone, andshould not be invaded.

Maintain a communication distance of20 40 inches ( 50 100 Cm) .

Too close may show intimidation.

Too far may show a lack ofinterest.

Use of Time:

Dont keep people waiting.

Shows that you dont care about theirschedule or priorities.

Could have a very negative effect onworking relationship.

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=50),

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2040(50100:)..

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Body Language

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InterpretationBody LanguageAggressiveness .Pointing.

Impatience, boredom,

or grief.

Sighting.

Uncertainty or risk.Scratching head orface.

Uncertainty about

words or dishonesty.

Concealing moth with

hands.

InterestBending forward.

Superiority or

confidence.

Leaning back with

hands behind heads .

Defensive attitude.Clenched fists or

crossed arms.

Expectation.Rubbing hands.

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3 Communication Direction

3Upward, Downward, and

Lateral Communication

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Project Manager

Top Management

Client, Sponsor

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Project Team Members ,Contractors

Sub Contractors

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External Stakeholders

Regulatory Agencies

Public Press

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Functional Managers

Other Project Managers

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Informal External Relation

Formal, Internal Relation

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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 andcontracting.

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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 andinterfacing.

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Exercise Define the Following Terms

Nonverbal Communication:

Based on physical mannerism. Accountfor 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 asksfor 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 askedby the sender.

:.55%

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Example : When do we use the following communications

methods ?

:

When Used?Communication Types

Complex problems,

Project Charter, Project

Scope Statement,

Project Plan,Communicating Over

Long Distance.

Formal Written

Presentation,

Speeches.

Formal Verbal

E Mail, Memos,

Notes.

Informal Written

Conversations,

Meetings.

Informal Verbal

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WBS Is good for internal and external

communications

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Project Communications Management

Project Communications Managementincludes the processes required toensure timely and appropriategeneration, collection, distribution,storing, retrieval and ultimatedeposition of project information.

The Project CommunicationsManagement processes provide thecritical links among people andinformation that are necessary forsuccessful communications.

project manager can spent aninordinate amount of time

communicating with the projectteam Stakeholders, customers, andsponsors.

Everyone involved in the projectshould understand howcommunications affect the projectas 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 spenton communication.

Answer:

75 To 90% ProjectManagers time isspent oncommunication.

Listening 45%

Talking 30% Reading 15%

Writing 10%

Total 100%

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75%90%:

45%

30%

15%

10%

100%

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Goals of Interpersonal Communications

Understanding theexact meaning andintent of others.

Being understood byothers.

Gaining acceptance foryourself and/or yourideas.

Producing action orchange.

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10.1 Identify Stakeholders ( Initiating )

101() 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 theirexpectations .

Determine their interests .

Determine their level ofinfluence .

Plan how you will

communicate with them . Communicate with them .

Mange their expectationsand influence .

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Communication Channels

Quality

Logistics HR

Risk

Marketing

Auditors

Sub-

contractor

Customer

Project Management

Every Party

Has its Own

Communication

Needs

Number of

Communication

Channel isn(n-1)/2


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Communication Channels

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10.1 Identify Stakeholders101

1. Project charter

2. Procurement

documents

3. Enterprise

environmental factors

4. Organizational process

assets

Inputs1. Stakeholder analysis

2. Expert judgment

Tools & Techniques

1. Stakeholder register

2.Stakeholder

management strategy

Outputs

Source: PMBOK Guide Fourth Edition, page 246

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Inputs

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Tools & Techniques

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1. Project charter

2. Procurementdocuments

3. Enterpriseenvironmentalfactors

4. Organizationalprocess assets

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1. Stakeholder

analysis

2. Expert

judgment

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Stakeholder Analysis It is the technique of

systematically gathering

and analyzing qualitative

and quantitative

information to determinewhose interest should be

taken into account.

It defines the interest,

expectations and influenceof stakeholders and relates

them to the purpose of the

project.

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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

()

5 5 4 4 3

4 5 5 5 5

4 5 5 5 1

3 3 5 4 4

1 4 4 4 5

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Steps of Stakeholders Analysis Step 1: Identify all

potential projectstakeholders and relevantinformation.

Step 2: Identify the

potential impact orsupport each stakeholdercould generate: Power/interest grid Power/influence grid Influence/impact grid Salience model

Step 3: Assess how keystakeholders are likely toreact or respond invarious situations.

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1. Stakeholder

register

2. Stakeholdermanagement

strategy

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Stakeholder Register

Identification information:Name, organizational position,location, role in the project,contact information;

Assessment information:

Major requirements, mainexpectations, potentialinfluence in the project, phasein the life cycle with the mostinterest; and

Stakeholder classification:Internal/external,supporter/neutral/resistor,etc.

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Stakeholder Management Strategy

Key stakeholders whocan significantlyimpact the project.

Level of participationin the project desiredfor each identifiedstakeholder.

Stakeholder groupsand theirmanagement (asgroups).

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Stakeholder management strategyStakeholder Description . Some options for whatyou 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 dealingwith those reasons .

High interest, high

influence , a supporter to

the project.

Involve him in team

meetings , report to him

, include the information

the stakeholder

requested .44

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Stakeholder management strategyStakeholderDescription .

StakeholderDescription .

Moderate interest,

high influence ,

completing many

activities on the

project , a supporterto 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 thattheir 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 happenand what actually happens,it might cause conflicts ,rework, and those dreadedchanges .

Prevents changes by askingstakeholders what theyexpect and clarifying any

expectation not accurate . Many of future pictures that

was created in stakeholderminds may cause problemsto the project manager .

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Manage Stakeholder Expectation- How it Can Be

Asking stakeholders about theirexpectations .

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 )

10-2()

PlanCommunicationsis the process of

determining theprojectstakeholderinformation needs

and defining acommunicationapproach.

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Communication Potential Dimensions Communication activity hasmany potential dimensions,

including: Internal (within the project)

and external (customer, otherprojects, the media, thepublic).

Formal (reports, memos,briefings) and informal(emails, ad-hoc discussions).

Vertical (up and down theorganization) and horizontal(with peers).

Official (newsletters, annual,report) and unofficial (off the

record communications). Written and oralcommunication.

Verbal and non-Verbal (voiceinflections and bodylanguage.)

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R i d C i i Skill


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Required Communication Skills Listening actively and effectively. Questioning, probing ideas and

situations to ensure betterunderstanding.

Educating to increase team'sknowledge so that they can bemore effective.

Fact-finding to identify or confirminformation.

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

10-2


2. Stakeholder management

strategy

3. Enterprise environmental

factors


assets

Inputs1. Communication

requirements analysis

2. Communication technology

3. Communication models

4. Communication methods

Tools & Techniques

1. Communication

management plan

2. Project document updates

Outputs


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Inputs

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Tools & Techniques

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Outputs


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10.2 Plan Communications10-2

1. Stakeholderregister

2. Stakeholder

managementstrategy

3. Enterpriseenvironmental

factors4. Organizational

process assets

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1. Communicationrequirementsanalysis

2. Communicationtechnology

3. Communication

models4. Communication

methods

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C i i R i A l i


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Communication Requirements Analysis The analysis of thecommunications requirements

results in the sum of theinformation needs of theproject stakeholders.

These requirements aredefined by combining the type

and format of informationneeded with an analysis of thevalue of that information.

Project resources areexpended only oncommunicating informationthat contributes to success, orwhere a lack of

communication can lead tofailure. This does not mean that bad

news should not be shared;rather, the intent is to preventoverwhelming stakeholderswith minutiae.

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Communication Requirements Analysis Information typically requiredto determine project

communicationsrequirements includes: Organization charts Project organization and

stakeholder responsibilityrelationships

Disciplines, departments, andspecialties involved in theproject

Logistics of how many personswill be involved with theproject and at which locations

Internal information needs(e.g., communicating across

organizations) External information needs(e.g., communicating with themedia or contractors)

Stakeholder information.

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C i ti T h l


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Communication Technology Factors that can affect the

project include:

Urgency of the need for

information.

Is project success dependentupon 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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Comm nication Technolog


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Communication Technology Expected project

staffing. Are the proposed

communication systemscompatible with theexperience and expertise of

the project participants, or isextensive training and learningrequired?

Duration of theproject.

Is the available technology

likely to change before theproject is over?

Project environment. Does the team meet and

operate on a face-to-face basisor in a virtual environment?

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Communication Models


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Communication Models

Both the sender andreceiver of a message have

responsibilities in

communication.

The sender of information isresponsible for making

information clear and

complete.

The receiver is responsiblefor making sure that all of

the information has been

received and understood.

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Definitions


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Definitions

Communicator/Sender(Source of Message): Determines what information

he/she intends to share,encodes this information inthe form of message, and

then transmits the messageas a signal to the receiver.

Encoding: Communicator translation of

message prior to sending.

Message: The ideas, thoughts and

feeling that thecommunicator wants to send.

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Definitions


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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 (BodyLanguage, Appearance).

Involuntary (Against The

Persons Choice(. Extra Sensory (Outside The

Ordinary SensesInstances of Perception).

Eye Contact.

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Definitions


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Definitions

Receiver: Recipient of given message.

Decode: The receivers receiving &

translation of the message

prior to eternalizing itsmeaning.

Assimilate trough the sensesas in new ideas.

Interpreting /Understanding /

Comprehending: Having technical

acquaintance with expertisein the practice of projectmanagement to understandthe message.

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Definitions


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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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Communications blockers


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Communications blockers

Noisy surrounding .

Distance between those

trying to communicate .

Improper encoding

message .

Making negative

statements .

Hostility .

Languages .

Cultures .

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The Communication Model/Process


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The Communication Model/Process

/ Sources of Perceptual Differences :Words, Culture, Values, judgment,

Emotions, and Personalities.

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Sender - Receiver -

Encoding -

Idea -

Meaning -

Decoding1

2

Noise 2

2

Message (Initiated)

Message (Feedback)

()

Medium 2

2

Field of Experience And Shared Experience

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Noise 1

1

Medium 1

1

Encoding -

Idea -

Meaning -

Decoding

Communication Model Components


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Communication Model Components Encode.

To translate thoughts or ideas into alanguage that is understood by others.

Message and feedback-message. 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, unfamiliartechnology, lack of backgroundinformation).

Decode. To translate the message back into

meaningful thoughts or ideas.

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Communication Methods


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Communication Methods()

Interactive 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.

Push communication. 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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10 2 Plan Communications


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1. Communication

management

plan2. Project

documentupdates

.1.

.2

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Communication Management Plan


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The communicationsmanagement plan usuallyprovides:

Stakeholder communicationrequirements.

Information to be communicated,including language, format, content,and level of detail.

Reason for the distribution of thatinformation.

Time frame and frequency for thedistribution of required information.

Person responsible forcommunicating the information.

Person responsible for authorizing

release of confidential information. Person or groups who will receivethe information.

Methods or technologies used toconvey the information, such asmemos, e-mail, and/or pressreleases.

:

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/

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70/112


Resources allocated forcommunication activities, includingtime and budget.

Escalation process identifying timeframes and the management chain(names) for escalation of issuesthat cannot be resolved at a lowerstaff level.

Method for updating and refiningthe communications managementplan as the project progresses anddevelops.

Glossary of common terminology. Flow charts of the information flow

in the project, workflows withpossible sequence of authorization,list of reports and meeting plans,etc.

Communication constraints,usually derived from specificlegislation or regulation,technology, and organizationalpolicies, etc.

.

()

.

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70

Example : Communications Management Plan


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Example : Communications Management Plan

Project Name ) (:

Prepared By ) ) :

Date ( (:

Other

Timing Issues

(See Also Bar

Chart ProjectSchedule)

Description of

Specific

Communications (

Content, Format,Level of Detail, Etc..)

Communication

Methods to be

Used

(Written,Electronic,Meetings,Etc..)

,...) )

Key Message

To

Communicate

Stakeholders

Issues

Key Stakeholders

Distribution Schedule

Client

Senior management

Sponsor

Project Team Members

Employees

Suppliers

News Media

Community

71

10 3 Distribute Information


72/112

10.3 Distribute Information

10-3

DistributeInformation isthe process of

making relevantinformationavailable toproject

stakeholders asplanned.

.

72

Exercise


73/112

Exercise

To whom do we distributethe information?

Internal & External To The

Project.

Management.

Sponsor.

Project Manager.

Stakeholders.

Team Members Managers.

Other Project Manager.

Media.

.

.

..

.

.

.

.

73

Effective Information Distribution


74/112


Effective information

distribution includes anumber of techniquesincluding:

Sender-receiver models.

Feedback loops andbarriers tocommunication.

Choice of media. Situation specifics of

when to communicate in

writing versus orally,when to write an informalmemo versus a formalreport, and when tocommunicate face-to-faceversus by e-mail.

:-.

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75/112


Effective information

distribution includes anumber of techniquesincluding:

Writing style. Active versus passive voice,

sentence structure, and wordchoice.

Meeting managementtechniques.

Preparing an agenda anddealing with conflicts.

Presentation techniques. Body language and design of

visual aids.

Facilitation techniques. Building consensus and

overcoming obstacles.

:

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..

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.

.

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76/112

76

10.3 Distribute Information10-3

1. Project management

plan

2. Performance reports


assets

Inputs1. Communication

methods

2. Information Distribution

tools

Tools & Techniques


assets updates

Outputs


.1.

.2.

.3.

Inputs

.1.

.2.

Tools & Techniques

.1.

Outputs



77/112

10.3 Distribute Information10-3

1. Projectmanagementplan

2. Performancereports

3. Organizationalprocess assets

.1.

.2.

.3

.

77

10 3 Distribute Information ( Execution )


78/112

10.3 Distribute Information ( Execution )

10-3()

1. Communicat

ion methods

2. Information

distribution

tools

.1

..2

.

78

Communication Methods


79/112

Communication Methods Individual meetings Group meetings

Video and audio

conferences Computer chats

Remotecommunicationmethods

.

.

.

.

.

79

Information Distribution Tools


80/112

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 andproject management software,meeting and virtual officesupport software, portals, andcollaborative work managementtools.

...

.

.

...

.

..

.

.

80

Organizational Process Assets Updates


81/112


Stakeholder notifications. Information may be provided to

stakeholders about resolved issues,approved changes, and generalproject status.

Project reports.

Formal and informal project reportsdescribe project status and includelessons learned, issues logs, projectclosure reports, and outputs fromother Knowledge Areas).

Project presentations. The project team provides

information formally or informally toany or all of the project stakeholders.The information and presentationmethod should be relevant to theneeds of the audience.

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.

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Project records. Project records can include

correspondence, memos, meetingminutes, and other documents describingthe project. This information should, to theextent possible and appropriate, bemaintained in an organized manner.Project team members can also maintain

records in a project notebook or register,which could be physical or electronic.

Feedback from stakeholders. Information received from stakeholders

concerning project operations can bedistributed and used to modify or improvefuture performance of the project.

Lessons learned documentation. Documentation includes the causes of

issues, reasoning behind the correctiveaction chosen, and other types of lessonslearned about information distribution.Lessons learned are documented anddistributed so that they become part ofthe historical database for both the project

and the performing organization.

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82

10 4 Manage Stakeholder Expectations ( Execution )


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10.4 Manage Stakeholder Expectations ( Execution )

104()

Manage stakeholderexpectations is the

process of

communicating andworking with

stakeholders to meet

their needs andaddressing issues as

they occur.

.

83



84/112

84

10.4 Manage Stakeholder Expectations104


2. Stakeholder management

strategy

3. Project management plan

4. Issue log

5. Change log


assets

Inputs


2. Interpersonal skills

3. Management skills

Tools & Techniques


assets updates

2. Change requests

3. PM plan updates

4. Project document updates

Outputs


.1.

.2

..3..4..5..6.

Inputs

.1.

.2.

.3.

Tools & Techniques

.1.

.2. .3.

.4.

Outputs



85/112


1. Stakeholder register2. Stakeholder

managementstrategy

3. Projectmanagement plan

4. Issue log

5. Change log6. Organizationalprocess assets

.1.

.2.

.3.

.4.

.5.

.6.

85

Stakeholder register


86/112

g

86

:

:

.

.

.

.

.

.15

1-5

1

2

3



87/112


1. Communication

methods

2. Interpersonalskills

3. Management

skills

.1.

.2

.

.3.

87

Interpersonal Skills


88/112

p

Building trust

Resolve conflicts

Active listening

Overcoming

resistance tochange

.

.

.

.

88



89/112

g p

104

1. Organizationalprocess assetsupdates

2. Change requests

3. PM plan updates

4. Projectdocumentupdates

.1.

.2.

.3.

.4.

89

10.5 Report Performance ( Controlling )


90/112

p ( g )

10-5()

Report Performance is the process of collectingand 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.

.

.

(.)

:....

.

.

90

10.5 Report Performance


91/112

p

10-5 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 .

.

.

.

,

()(. )

91



92/112

p

10-5

Reports must be trustful . You should report cost,

scope, schedule, andquality performance .

Use forecast reports . Reports help team

members aboutrecommend and

implement correctiveactions .

You should have feedbackas part of this process .

.

,,.

(.)

.

(

. )

92

Types of reports


93/112

yp p

Status reports : Describes where the project

now stands regarding theperformance measurementsbaseline .

Progress reports : Described what has beenaccomplished .

Trend reports : Examine project results over

time to see if performance isimproving or deteriorating .

Forecasting reports : Predict future project status

and performance .

:

.

: .:

.

:.

93

Types of reports


94/112

yp p

Variance reports : Compares actual results to

baseline .

Earned Value reports : Integrates scope, cost and

schedule measures to assessproject performance usingthe terms described in thecost management chapter (PV,EV,AC,ETC, Etc .( .

Lesson learned reports : Reports on performance are

used in Lesson learned forfuture projects .

(: )

.

:,

,

(,,,,..... )

:

.

94



95/112

95

p

10-51. PM plan

2. Work performance

information

3. Work performance

measurements

4. Budget forecasts


assets

Inputs

1. Variance analysis

2. Forecasting methods


4. Reporting systems

Tools & Techniques

1. Performance reports


assets updates

3. Change requests

Outputs

Source: PMBOK

Guide Fourth Edition, page 266

.1.

.2.

.3.

.4.

.5.

Inputs

.1.

.2.

.3.

.4.

Tools & Techniques

.1.

.2.

.3.

Outputs



96/112

p

10-5

1. Projectmanagement plan

2. Work performance

information

3. Work performance

measurements

4. Budget forecasts

5. Organizational

process assets

.1.

.2.

.3.

.4.

.5.

96



97/112

10-5

1. Variance analysis

2. Forecasting

methods

3. Communication

methods

4. Reportingsystems

.1.

.2.

.3.

.4

.

97

Variance Analysis


98/112

After-the-fact look ofwhat caused thedifference

The standard variance

analysis process: Verify the quality of

collected information

Determine thevariance between thebaseline and the actual

Determine the impactof the variance

.

:

.

.

.

98

Forecasting Methods


99/112

Time series method Causal/

econometricmethod

Judgmental method Simulation Probabilistic

forecasting Ensemble

forecasting

./

.

.

.

.

.

99

Forecasting Methods


100/112

Time series methods. Time series methods use historical data as

the basis for estimating future outcomes.

Causal/econometric methods. Some forecasting methods use the

assumption that it is possible to identifythe underlying factors that might influence

the variable that is being forecasted. Forexample, sales of umbrellas might beassociated with weather conditions.

judgmental methods. Judgmental forecasting methods

incorporate intuitive judgments, opinions,and probability estimates. Examples ofmethods 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 ensembleforecasting.

: .

/.

.

()..

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.

.

.

100



101/112

10-5

Performancereports

Organizationalprocess assets

updates

Change requests

.1.

.2.

.3.

101

Meetings


102/112

Many differenttypes ofmeetings.

Meetings areproblem in thereal world .

Most meetingsare not efficient .

.

.

.

102

Elements of GREAT Meeting Proposed


103/112

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 anopportunity 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

::

,,,,.

:

.

.

:.

:.

:

.,

.

103

Meetings Rules


104/112

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 theteam inputs .

Distribute the agendabeforehand .

Write a minutes of meetingincluded with the due datesfor projects team member fortheir assigned tasks anddistribute it after the meeting .

..,

.

.

.

.104

Managing Project Meetings


105/112

Surveys indicate thaton the average 4050% of meeting time isunproductive.

Reasons : Weak meeting

leadership.

Poor planning for

meetings. Undisciplined use of

time.

Overlay detailed agenda.

40%-50%

.

:..

.

.

105

Frequency of Meeting


106/112

Are reasonable balance between thefrequency of meeting and theirpotential benefits.

Bath Tube Curve over the project lifecycle.

.

.

106

FrequencyofMeetings

Plan Produce

Concept

-

Detail Execute Finish

To flesh out customer needs

And achieve an agreement on goals and work

methods

To coordinate loose ends and ensure

coordination and integration

.

Reducing The Number of Meetings


107/112

Before calling a meeting, theproject manager should addressthe following questions :

What is the main issue (problemor opportunity) requiring themeeting?

What are the facts/assumptionscausing the issue?

What are the potentialalternatives and their costsversus benefits.

What recommendations can be

proposed to the meetingparticipants to deal with issue?

What are the likelyconsequences of not holding themeeting?

:(

)./

.

.

.

.

107

List The Rules of Meetings


108/112

Ask yourself : Do we need ameeting?

Bring the right peopletogether.

Set a time and keep it.

Create an agenda with theteam inputs, distribute it inadvance and follow it to theletter.

Have a purpose for themeeting.

Meet with your team but nottoo often.

Schedule routine meeting inadvance.

:

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.

108

List The Rules of Meetings


109/112

Be ready to confront an overlay

verbal member.

Tell people know in advance theirresponsibilities.

Agree on accountability or follow up dates (Assign deliverables

and time limits for all tasks thatresult from the meeting).

Summarize the key decisions asthe meeting progress.

Not to delay the start for themeeting because someparticipants have not arrived.

Use Kick Off meeting to starttalking about new project and getthe teams inputs.

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.

109


110/112

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110


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10- Project Communication Management

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