CEESP Electrical Energy Project Management 11 Project Communications

7/29/2019 CEESP Electrical Energy Project Management 11 Project Communications

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Electrical EnergyConversion andPower Systems

Universidadde Oviedo

ELECTRICAL ENERGYPROJECT MANAGEMENT

Part 11 Project Communications

Lecturer: Jos ngel Daz lvarez


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11. Project Communications

Project Info must be

GeneratedCollected

DistributedCOMMUNICATION

MANAGEMENT

PROCESSES

PEOPLE

2

toreRecovered

Addressed

INFORMATION

POOR COMMUNICATIONS CAN DAMAGE THE PROJECT STRONGLY


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The Project Director must find the right amount of time tocommunicate with: Project Team

Stakeholders

Clients

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Project Directors abilities are important, but a lot of otherfundamentals are relevant: Sender-Receiver models

Media selection

Wording style Presentation techniques

Meeting management techniques


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4

Communication Basic Model

Coding: Traduce ideas into language

Message: Coding output Medium: Method used to transmit the message

Noise: Whatever interferes transmission message understanding

Decoding: Traduce the message into ideas


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The receiver can:

acknowledge reception(message is received)

orresponse (message is decoded, understood and answered)

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These communications model components must beconsidered when discussing the project communications


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Project Communications processes include:

COMMUNICATIONS PLANNING

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INFORMATION DISTRIBUTION

PERFORMANCE REPORTING

STAKEHOLDERS MANAGEMENT


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11.1 Communications Planning

Who needs to know what?

How it is communicated?

When and how frequently? What to include in a permanent register and how?

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All the projects share the need to communicate theinformation, but not all of them do it in the same way(different info needs, distribution methods)

Communications planning normally is made at the verybeginning of the project, but feedback and potentialupdates are continuous


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For Communications Planning it must be taken intoaccount:

Environmental factors of the Company Organizations processes actives

Scope of the project ennunciate

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Project Management Plan


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Tools and techniques used for Communications planning:

Requirement analysis

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Communications technology


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Inputs are:Organization charts

Logistics

Internal information needs

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Information about stakeholdersThe Project Director must consider the number of channels

(out of n(n-1)/2)



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Factors that may affect the project are:Urgency in the need of info

Technology availability

Staff specialization

Project durationProject environment


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As the result of the Communications Planning we get:

Communications Management PlanIt provides

Communications structure

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str ut on structure

Information description

Production timing


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11.2 Information Distribution

It means making project information available tostakeholders when needed.

Includes not only the Communications Management Planbut also serving ad-hoc information requirements.

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For Information Distribution we have to take intoaccount:

Communications Management Plan


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Tools and techniques used for Information Distribution :

Communications abilities

Gathering and recovering information systems

Information Distribution Methods

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Lessons learned process


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Written and oral

Internal and external

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Vertical and horizontal


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Information Distribution MethodsManual processes, software packets, databases, technical office...

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Lessons learned processProject meetings

Printed documents

Shared databases

E-mail

Phone

Video conferenceProject Management software

...


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Identifies successes and

failures

Recommends improvementactions

Update lessons learned database

Update policies, processes and

procedures

General improvements


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As the result of the Information Distribution we get:

Organizations process actives (updates) Lessons learned document

Project reports (mails, memos, other docs.)

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Stakeholders feedback

Stakeholders notification

Requested changes Info Distribution process changes


changes

Comms. Management

Plan changes

INTEGRATED CHANGE CONTROL


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11.3 Performance Reporting

How the resources are being used to accomplish project targets?

This process implies: Baseline data gathering Distribution of the performance information to all stakeholders

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Scope

CostSchedule

andQualityRisksAcquisitions


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For Performance Reporting we have to take into account:

Work performance information Performance measures

Project conclusions

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Quality control measurements Project Management Plan

Approved change orders


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Project conclusions

Achieved goals

Deliverables

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Quality control measurements



Deliverables


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Project conclusions

Schedule and cost variations

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Deliverables

c e u e an cos per ormance n ex


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Project conclusions

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Deliverables

Estimated actual cost/schedule

Estimation until conclusions


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Project conclusions

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Deliverables

Provides information about the baseline (approved reference against which

differences are measured


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Project conclusions

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Tools and techniques used for Performance Reporting:

Information presentation toolsPerformance information gathering and compilation

Situation status review meeting

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Cost reporting systems


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Software, graphic and visual tools

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Manual systems

E-databases

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Cost reporting systemsProject Management Software Projections

Technical Office and reports


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Information presentation tools

Performance information gathering and compilation


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egu ar even s o exc ange n orma on a eren pro ec eve s


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Information presentation tools

Performance information gathering and compilation


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As the result of the Performance Reporting we get:

Performance reports Projections

Requested changes

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Recommended corrective actions

Organizations process actives (updates)


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Requested changes

Organize and resume the gathered information

Present the results against the baseline

Inform about current status and ro ress

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Bar Diagram S Diagram Table


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Requested changes

Continuously updated

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Requested changes

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Integrated change control


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Requested changes

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Organizations process actives (updates)For future improvement

f


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Requested changes

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From lessons learned

11 P j C i i


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11 4 St k h ld M t


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11.4 Stakeholders Management

Stakehoklders management deals with communicationsmanagement in order to:

Satisfy the project stakeholders needs Solve polemics with them

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Normally the Project Director is personally responsible forStakeholders Management

IMPROVES PROJECT PERFORMANCE

11 4 Stakeholders Management


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For Stakeholders Management it must be taken intoaccount:

Communications Management Plan Organizations processes actives

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Communications Management Plan Organizations processes activesStakeholders needs and expectations are documented

allows to

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understand the targets they want

expectations

comms. level



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Communications Management Plan

Organizations processes actives

Polemics with stakeholders are dealt and solved as they arise

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Project Director



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Tools and techniques used for Stakeholders Management:

Communications methods Polemic Register

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Communications methods Polemic RegisterFace to face meetings preferred-

Video conferences

Phone calls

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E-mails



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Communications methods Polemic Register

Document and supervise polemic resolutions:

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- enunciated and classified- owner assigned

- resolution target day appointed



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As the result of the Stakeholders Management we get:

Solved Polemics (documented) Approved change requests

Approved corrective actions

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Project Management Plan (updates)

Q ti & A


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Questions & Answers

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CEESP Electrical Energy Project Management 11 Project Communications

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