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Introduction to Project Management Unit 7

Sikkim Manipal University Page No.: 134

Unit 7 Project HR and

Communication ManagementStructure

7.1 Introduction

Objectives

7.2 Project Human Resource Management

Role of Project Manager in HR and Communications

Management

7.3 Human Resource Management Process

Acquiring a Project Team

Developing a Project Team

Managing a Project Team

7.4 Tools and Techniques used for Project HR management

7.5 Communication Management Process

Importance of Communication in Project Management

Communication Plan

7.6 Summary

7.7 Terminal Questions

7.8 Answers

7.9 Case study

7.10 Glossary

7.1 Introduction

In this unit you will learn about how communication management provides a

constant and effective communication link among stakeholders and project

information in a timely manner. This unit introduces you to communication

plans which are guidelines for project status meetings, team meetings and

other information channels. Human Resource (HR) aspect to project

management includes choosing members for a project and allotting roles

and responsibilities. HR also deals with all performance and personnel

aspects of team members in a project. The role of a project manager in

dealing with HR and communications within projects are also discussed.The project team members also referred to as Project Staff, have

predefined roles and responsibilities for fulfilling the project requirement.

However, as the project develops, there could be frequent variations in the

organisation of the project team.

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Early involvement and contribution of team members improves their skills

during the process of planning and strengthens their commitment to theproject. A HR plan is a systematic approach to ensure that organisations

have the right people in the right jobs to effectively and efficiently perform

their operations.

Learning Objectives

After studying this unit, you will be able to:

Define Project Human resource management.

Describe the Human resource management process.

List the various tools and techniques used for Project HR management.

Explain the importance for communication in project management.

Define Communication Plan

Explain the communication management process.

Describe the role of project manager in HR and communications

management.

7.2 Project Human Resource Management

Project Human Resource Management is a subset of Project Management

that includes various processes that are essential and are required for

making the most effective use of the people involved with the project.

7.2.1 Role of Project Manager in HR and Communications ManagementA project manager is responsible for managing various tasks, activities and

processes to ensure that the project is delivered in the defined time. He is

responsible for defining the goals and objectives of the project and ensures

that the resources that are required for the smooth working of the project are

available. He also monitors and controls the project process to keep track of

the status of the work. This ensures that the progress, schedule, procedures

and the cost of the project are well monitored. Apart from monitoring and

controlling the implementation and execution of the project, a project

manager also plays a vital role in Human Resources and communications

management such as: Assists in effective communications among the team members,

Consistency in methodology,

Consistency in process, documentation, procedure,

Meet deadlines and commitments

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Facilitate formal metrics and reporting to upper management/project

sponsors. Entrusted with the authority and accountability necessary to get the job

done.

Able to cope with conflicting scope, quality, schedule, risk, and other

requirements.

Single point of integration to meet customers needs.

Held accountable for project failure.

Maintain control over the project by measuring performance and

correcting as necessary.

7.3 Human Resource Management ProcessHuman Resource Management includes various processes that are vital to

make the most effective use of the people involved with a project. The main

process involved with the HR Management process includes:

Acquiring the project team.

Developing the project team.

Managing the project team.

7.3.1 Acquiring a Project Team

The members who belong to different groups and functions and are

allocated to the activities of the same project, form a project team. A team

can be divided into sub-teams if required. Generally, the project teams are

only used for a defined period of time. However, they are disbanded when

the project is complete. Sometimes, due to the nature of the specific

formation and disbandment, project teams are usually agile in organisations.

Acquiring a project team is the process of acquiring the specific people

needed to accomplish all phases of the given project. Ultimately the team

members will bring all the specific qualifications and capabilities to the

project team. However, the project management team has control over the

selection process. Selection of team mates involves certain concerns which

need to be evaluated.1

A number of factors are considered while deciding the team members.

These factors include a series of environmental factors (such as work

1A guide to the Project Management Body of Knowledge (PMBOK Guide).Fourth Edition 2008 ProjectManagement Institute. Newton Square USA.

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experience, availability, and cost), derivation of clear and concise project

organisation charts, and formulation of a thorough staffing managementplan. Once the team is properly staffed, the next steps (or outputs) of the

process involve staffing out assignments to the team, determining

availability of resources, and updating the staffing management plan.

Important factors that are considered during the process of acquiring the

team are:

The project manager should efficiently discuss and induct others who

are in a position to supply the required Human Resources in a project.

Failure to obtain the essential Human Resources for the project will

affect project agenda, budgets, consumer satisfaction and quality. It

declines the probability of success and eventually results in projectcancellation.

The figure 7.1 depicts the inputs, tools and techniques and the output of

acquiring a project team.

Figure 7.1: Acquiring a Project Team: Inputs, Tools and

Techniques and Output

The inputs for acquiring a project team are:

Enterprise environmental factors: Team members are available from

internal and external sources. When selecting the team members, it is

important to evaluate the following factors:

Availability

Ability

Experience

Interests

Costs

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Assets of organisational process: Assets of organisational process

covers reviewing the documented policies, procedures, and guidelinesgoverning staff assignments.

Roles and responsibilities: The roles and responsibilities document

should be assessed to determine a team members roles,

responsibilities, skills, levels of authority, and competencies.

Project organisation charts: The project organisation chart is an

input/output device that serves a valuable role for the Project

Management team and team leader in the process of keeping a

thorough and careful organisational record of the projects processes.

Staffing management plan: The staffing management plan with the

project schedule is reviewed to ascertain when team members are

needed.

For successful completion of a project, it is always beneficial to gather

the best team available. With the right team, one will have good

foundation. The common tools and techniques utilised to ensure quality

output from a good project team are:

Pre-assignment: Pre-assignment is commonly done when the project

team positions are known in advance. This is usually completed when

the project is dependent on the expertise of an individual.

Negotiation: Negotiation is used when the project manager needs to

assure that the project receives skilled staff within the required time

frame. Another situation which calls for negotiation is when particular or

scarce resources are needed to complete the project plan.

Acquisition:When organisations do not have the in-house staff needed

to complete the project, staff acquisitions is done to provide new

resources, consultants, or subcontractors to the project.

Virtual teams:Virtual teams are utilised in the following situations:

The teams encompass individuals who are not located in the same

region. The teams comprise employees who work from home.

The teams consist of individuals working in different shifts.

The teams consist of individuals with mobile handicaps.

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The results from the right project team are a good foundation to start a

project when the project manager has negotiated and secured the servicesfor successful completion of the project. The output of acquiring a project

team process is:

Assignments of project staff:Assignments of project staff illustrates

who has been assigned to the project. These assignments should be

documented in team directory, in project organisation charts and in

schedules.

Availability of resources: Availability of resources gives the time

periods that each project team member can work on.

Updates of staffing management plan: Changes in the staffing

management plan is needed in order to update the plan with the realteam.

7.3.2 Developing a Project Team

Developing a project team is a process of enhancing interaction among the

team members and also the project manager. The process refers to

increasing competencies of individuals and building up team spirit, which

finally leads to a quality project2.

To achieve project success, there should be good communication among

the team members. Project managers should administer the development of

the project team. The project manager should create the relevant

environment for teamwork, provide new goals for the team to compete and

achieve. Project managers should encourage feedback from the team. The

project manager should provide effective review and good support to the

team staff.

Open communication between the project manager and team reduces

conflicts. The management should also support the project managers. The

project stakeholders should provide the required support to the development

of the project team.

Projects are done in diversified environments. The project team may

experience variance in language, industry and culture while at work. The

project team should be dedicated to the project and the team members

2A guide to the Project Management Body of Knowledge (PMBOK Guide).Fourth Edition 2008 Project

Management Institute. Newton Square USA.

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should work together, without losing their individuality. The goals for

developing a project team are: To develop technical knowledge about the project, this leads to quality

output and meeting delivery schedules with reduced cost.

To enhance trust among team members, thus reducing conflicts.

To develop cohesiveness in the project.

To allow sharing knowledge among team members.


developing a project team.

Figure 7.2: Developing a Project Team: Inputs, Tools and

Techniques and Output

The inputs for developing a project team are:

Project staff allocation: Project staff allocation deals with listing the

members of the project team.

Staffing management plan:Staffing management plan deals with staff

attainment, guidance and release. The project staff should be

recognised individually and also as a team. Resource availability: Resource availability deals with assigning the

project team members according to the time available.

The project team development requires a good knowledge regarding the

strengths and weaknesses of the team members.

Developing a synergistic project team means knowing the team members,

helping them build upon their strengths and overcoming their weaknesses

while promoting productive working relationships within the team.

The following tools and techniques help to identify the team assets:

Team management skills:The Project Management team should know

the skills of each person to understand the individuals of the team.

These skills improve a teams communication, creativity and

performance. Team management skills unite a team amidst cultural

differences.

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Team training: The project team should be trained in every technical

aspect involved in the project. The training can be classroom training,online learning, on-the-job training and mentoring. The training should

be planned according to the Human Resource plan.

Team developing activity:The team developing activities are effective

means for achieving team trust. The team should communicate

effectively even if the team is placed in remote locations.

The first factor in team effectiveness is the diversity of skills and

personalities, where different personality types balance and complement

each other. The second critical element for a successful team is that all the

team efforts are directed towards the teams goal. This relies heavily on

good communication in the team and harmony among the members. Thethird factor involves resolving issues in project development. Even if the

teams goals are clear and accepted by everyone, there may be issues due

to lack of communication, differences in approach, limited resources,

difference in personalities and interdependency.

The project manager should consider these three factors and introduce

team building activities accordingly.

The five stages of team development are:

Forming: Forming involves knowing every team member individually.

The team members are inclined to work independently. They find outabout each other and know whos who.

Storming: Storming involves the actual Project Management process.

This stage promises action. There is a struggle for project team control,

and momentum builds as members have to lead the project team.

During this phase, the team members figure out the hierarchy of the

team and the informal roles of team members.

Norming: Norming is working together, socialising, and providing

constructive criticism. The team develops a strong commitment to the

teams goal and work to achieve it.

Performing: Performing means smooth movement of project

development by a well-organised project team. The team members

blend into their roles and focus on completing the project work as a

team.

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Adjourning: Adjourning implies completion of the project so that the

team is ready for a new one.The various factors in project development team are listed below:

Ground rules:Ground rules make certain clear expectations regarding

appropriate team behaviour. The project team members should have a

clear idea about these rules to decrease misunderstanding and increase

productivity.

Co-location:The team members should be placed in the same physical

location to increase team building opportunities.

Team staff rewards: The Project Management should recognise and

reward the team members to improve project work. Empathy establishment:The project team should have an empathetic

approach to each other. Developing a project team is a continuous

process that needs to be assessed on an ongoing basis. When tools

and techniques are used to develop the project team, the project

manager or Project Management team needs to assess the team's

improvement.

The output of developing a project team is:

Team performance assessment: Developing strategies and working

according to it increases the team performance. It enhances the teamschances of meeting the project objectives. The teams performance can be

measured by the following factors:

Performance of tasks assigned.

Competencies to build a better team.

Project cohesiveness.

Rate of staff turnover.

7.3.3 Managing a Project Team

Managing a project team is the process of delegating responsibilities and

tasks, monitoring team performance, providing feedback, solving issues,

and coordinating changes to enhance overall project performance.

Managing the team is one of the most critical aspects of project

management. The project manager should encourage building

competencies among the team members and reward them accordingly.

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Key aspects of managing a project team are:

Assigning work and observing the commitment level in each teammember.

Building co-operative working relationship and ensuring effective

communication among all members of the project team.

Monitoring team spirit.

Providing effective performance review and appraisal to inspire the

project team.


managing a project team.

Figure 7.3: Managing a Project Team: Inputs, Tools, Techniques and Output

The inputs for managing a project team are:

Assets of organisational process:Assets of an organisational process

include policies, procedures and systems which are used to reward the

project team.

Project staff allocations:Project staff allocations are the list of duties

assigned to the members of the project team. Staff allocation documents

are used during the monitoring and tracking process to evaluate

individual team members.

Team roles and responsibilities: The roles and responsibilities

document include the tasks assigned to the project team members.

Project organisational plan:Project organisational plan represents the

reporting relationship among the project team.

Staff management plan: The Staff management plan describes the

team member requirement and list of training plans.

Assessment of team performance: Team performance assessments

are the documented formal or informal assessment of the project teams

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performance. The project manager should identify and solve problems,

reduce conflicts and improve overall team work. Work performance:The team members performance is measured and

documented as work performance documents.

Project performance reports: Performance reports illustrate project

performance information compared to the project plan. These reports

provide a base for determining the actions needed for successful project

delivery.

The tools and techniques used for managing a project team are:

Inspection and discussion: The project manager monitors the

progress toward project goals, interpersonal relationships, and work ofevery team member.

Project performance reviews:Performance reviews are used to clarify

team member responsibilities and to achieve future goals. Project

performance reviews facilitate team members to receive feedback from

supervisors.

Managing conflicts:Managing conflicts reduces critical disagreements

within the project team. The project manager uses informal and formal

intrusions to resolve problems before the conflict damages the project.

Issue log:An issue log is a list of action items and the names of the

team members responsible for carrying them out. An issue log helps

project managers to monitor outstanding items.

The output of managing a project team is:

Requested changes:Requested changes are project staffing changes

(either planned or unplanned) which affect the project plan. An

integrated change control is processed in case of a disrupting change in

project plan.

Recommended corrective actions: Recommended corrective actions

involve overcoming the addition or removal of a team mate, additional

training, or actions relating to disciplinary processes.

Recommended preventive actions: The recommended preventive

actions are taken to reduce the impact of expected problems.

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Updating of organisational process asset:Updating of organisational

process assets are either inputs to team members performanceappraisals or lessons learned documentation.

Staffing management plan updates:A staffing management plan is a

supplementary plan of the project management plan. The staffing

management plan updates approved staffing related change requests.

7.4 Tools and Techniques used for Project HR Management

The project team utilises various tools and techniques to guide the Human

Resource planning process. Some of them include:

Organisation charts and position description: Organisation charts

and position description clarifies and communicates the roles andresponsibilities of the team members and ensures that each work

package is assigned accordingly. Organisation charts can have three

formats such as :

Hierarchical-type organisation chart

Matrix-based responsibility chart

Text-oriented format

Hierarchical-type organisation chart: The structure of traditional

organisation charts is used to show positions and relationships among

team members in a graphic, top-down format.

Matrix-based responsibility chart: Responsibility Assignment Matrix

(RAM) illustrates the connections between work packages or activities

and project team members.

Text-oriented format: The required detailed descriptions of the

responsibilities of team members are specified in text-oriented formats.

The documents generally provide information such as responsibilities,

authority, competencies, and qualifications in outline form.

Networking: Informal communication among co-workers in the

organisation is to comprehend the political and interpersonal factors in a

productive way that will affect the organisational relations.

Organisational theory: Organisational theory depicts how people,

teams, and organisational units behave.

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Stakeholder Analysis: Technique used to identify and assess the

importance of key people, groups of people, or institutions that maysignificantly influence the success of your project. It is used to anticipate

the kind of influence, positive or negative, groups will have on your

project. It is a technique that can be used alone or with other team

members.

The output of creating a Human Resource (HR) plan is:

Roles and responsibilities: Explanation of roles and responsibilities

gives project team members an idea of their own roles and the

responsibilities in the project. Clarity is always a key constituent of

project achievement.

Project organisation charts: Organisation charts of a project are a

diagram of the reporting relationships of project team members.

Staffing management plan: It is an important output of the Human

Resource planning process which establishes the timing and methods

for meeting project Human Resource requirements. The components of

the Staffing management plan are:

Staff acquisition: Staff acquisition describes how the project will be

staffed, where the team will be working and the level of expertise

needed.

Timetable: The Timetable shows the timeframes when resources are

available for the project.

Release criteria: A Release criterion lists the method and timing of

releasing team member.

Training needs: Training needs is a plan which explains how to train

the project resources.

Recognition and rewards:Recognition and rewards are the criteria for

rewarding and promoting the desired team behaviours.

Compliance: Compliance details the strategies for complying with

regulations, contracts and Human Resources policies.

Safety:Safety procedures are listed to protect the team members.

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Self Assessment Questions

1. _________________ describes how the project will be staffed, wherethe team will be working and the level of expertise needed.

2. Compliance details the strategies for complying with regulations,

contracts and Human Resources policies (True/False)

3. Define the function of organisational theory.

4. Expand RAM.

5. _________________ is a technique that is used to identify and assess

the importance of key people in the project.

Activity 1:

Visit a small company and find out the various tools and techniques that

are used for the project Human Resources management.

7.5 Communication Management Process

Communication Management process provides a critical link between

people, ideas, and information at all stages during the project life cycle.

Apart from devoting time on project planning, execution and delivery, project

manager should also value communication and communication

management. Lack or excess of communication within a project team will

eventually derail the project from its original course.

The Communication Management processes are planning communication,distributing information, reporting performance and managing stakeholder

expectations.

Communication Management in a project is defined as the process of

creating, gathering, distributing, storing, and retrieving the project

information.

The project managers systematically plan, implement and monitor the

communication within the project team and with the project stakeholders.

Communication Management process is a set of steps considered while

communicating in a project team. A project team frequently communicates

within the team, with the project manager and also with the project

stakeholders. Communication Management process can make these

communications, effective. It creates a link between different stakeholders

engaged in the same project.

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7.5.1 Importance of Communication Management

Effective Communication Management leads to a successful project. It isdelivered on time, with minimal or no defects and within the budget. Such

projects provide client satisfaction.

In a properly structured project, project communication should be open,

regular and accurate within the various levels i.e. stakeholders, project

manager and project team members. Project staff or team should know its

roles and responsibilities, which has to be efficiently communicated by the

project manager. At the same time, right expectations with respect to

budget, time constraints and quality should be set with the client and

properly communicated so as to prevent any future uncertainty. Similarly,

project staff should frequently update the project manager regarding theprogress of the project. Such updates from the project team are essential for

the project manager to closely monitor the project.

Information needs to be communicated to a project team based on the rank

within the organisation. The project team releases newsletters, articles and

trends followed within the project on a regular basis, so that the team

members and stakeholders would get adequate project information and can

scale up accordingly. Critical project and organisation information can only

be communicated to the board members of the organisation. The project

functionality, deadlines and other project requirements can be

communicated to the project team. Various types of communication in

Project Management are:

Internal and external: These are the communications done within the

project team and with the stakeholders.

Formal and informal: These include reports, logs, memos, emails,

discussions and project meetings.

Vertical or horizontal:The team members discuss project issues with

the managers and the peers in the project.

Official and unofficial:These include circulars, reports and also certain

off-the- record conversations in a project.

7.5.2 Communication Plan

Planning communication is the process of ascertaining the information and

communication needs of the project stakeholders.

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Communication plan helps to communicate the right information, to the right

people at the right time. It is a schedule of communication events used tomake sure that the project stakeholders are kept properly informed. The

various factors such as the time, effort and resources that are required to

perform these planned communication activities are the part of the Project

Management. The communication goals, strategies and stakeholders are

described in the communication plan.

The best time for planning communication is at the start up phase of the

project life cycle. It ensures that the plan includes the tasks needed to

communicate effectively throughout the project cycle. The key features

influencing the communication plan includes Project Management team

structure, scope of the project and feedback from the stakeholders.There are two ways of planning communication:

Constant communication:Constant or regular communication involves

communicating to the project team, managers and project stakeholders

on a regular basis. These types of communication include regular status

reports, project team meetings and monthly status updates about the

project. The constant communication also includes the regular

stakeholder report updates.

Event driven communication: The event driven or one-time

communication includes sessions discussing critical issues, stakeholder

meetings, training schedules and wrap up sessions.

The advantages of planning communication are:

It facilitates team development.

It makes it easier to update stakeholders.

It saves creation of additional project documentations.

Incorrect planning of communication leads to problems such as hindrance in

message delivery, providing sensitive data to the wrong audience or lack of

communication to certain stakeholders.

The inputs for planning communication are:

Stakeholder register: Stakeholder records consist of stakeholderidentification, assessment and classification documents.

Stakeholder management strategy: Stakeholder management

strategy describes the method to gain support and reduce dissatisfaction

from the stakeholders throughout the entire project life cycle.

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Enterprise environmental factors: All environmental factors such as

organisational culture, industry standards are considered as inputs forthe planning communication process.

Organisational process aspects:All organisational process assets are

applied while planning communications. The lessons learned and

documented information is important as it gives an idea about the issues

resolved.

The tools and techniques for planning communication are:

Communication requirement analysis: Communication requirement

analysis determines the required information for the project

stakeholders. These requirements are formed according to the

disciplines of project management process.

Communication technology:Communication technology describes the

methods used to exchange information between the project team and

the stakeholders.

Communication models: Communication models are the different

models to transfer information between a sender and a receiver. The

sender and the receiver can be the project team members, manger, or

the stakeholders. The basic communication model is done according to

the following steps.

Encode the data, so that no external entity can comprehend it. Use feedback messages to acknowledge the reception of data.

Use secure medium for the data transfer.

Any interference to the data transfer should be prevented.

Decode the data from its encoded form.

Communication methods

The project manager decides the techniques of communication. There are

mainly three types of communication techniques among project

stakeholders, they are:

Interactive communication: Interactive communication involves

multiple parties interacting in multidirectional mode.

Push communication: Push communication indicates information

transfer to the specific recipient without any acknowledgment from the

recipient.

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Pull communication: Pull communication is a process were the

recipients use intranet or e-learning to access the bulk amount ofinformation.

The output from planning communication is:

Communication management plan:The communication management

plan is formed as the result of applying the tools and techniques to the

planning communication process. A communications management plan

includes the following information, depending on the project

requirements:

Stakeholder requirements for communication.

Information to be communicated including formats and levels of detail.

Reason for disseminating information.

Time frame and frequency of communications.

The person responsible for communication of information.

The person responsible for authorising release of confidential

information.

Methods used for communication (example, email, meetings).

Resources allocated for communicating information including time

expectations and budget.

Method for updating and refining the communication management plan.

Flow charts depicting information flow in the project.

Communication constraints according to company policies.

Project document updates: It is the process of updating project

stakeholder schedules, records and stakeholder management strategy.

Self Assessment Questions

6. _________________ is the process of updating the project stakeholder

schedules, records and other project documents.

7. _________________ indicates Information transfer to the specific

recipient without any acknowledgment from the recipient.

8. Define Pull Communication.

9. Communication technology does not include the methods used toexchange information between the project team and the stakeholders.

(True/False)

10. What does stakeholder records consist of?

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Activity 2:

List out the benefits of communicating information effectively. Find out,what would happen if a communication plan is not charted well?

7.6 Summary

Human Resource Management is a process to effectively organise, manage

and lead a project team. This implies that each member of the project team

has predefined roles and responsibilities in the accomplishment of the

project.

Human Resource planning is an organised way to ensure that organisations

employ the right people. Human Resource planning is the staffing

management plan which illustrates how and when the team members are

added/removed from the team.

The four elements that constitute the Human Resource management

process are creating a Human Resource (HR) plan, acquiring a project

team, developing a project team and managing a project team.

Communication Management process includes all those processes that are

required to ensure that the information pertaining to a project is generated,

collected, disseminated, stored and ultimately, disposed of, in a timely and

appropriate manner. The four elements that constitute the communication

management process are planning communication, distribution ofinformation, managing stakeholder expectations and performance reporting.

7.7 Terminal Questions

1. Elucidate the importance of communication in Project Management.

2. Explain the various tools and techniques uses for Project HR

Management.

3. What are the various factors to be considered while acquiring a project

team?

4. What do you understand by the term Communication Plan?

5. Illustrate the role of project manager in HR and communications

management.

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7.8 Answers

Answers to Self Assessment Questions1. Staff Acquisition

2. True

3. Organisational theory depicts how people, teams, and organisational

units behave.

4. Responsibility assignment matrix

5. Stakeholder Analysis

6. Project document updates

7. Push Communication

8. Pull communication is a process were the recipients use intranet or e-learning to access the bulk amount of information

9. False

10. Stakeholder records consist of stakeholder identification, assessment

and classification documents.

Answers to Terminal Questions

1. Refer section 7.5





7.9 Case Study

Organisation: Cruise Software Services Pvt Ltd

The company Cruise Software Services Pvt Ltd lacked a well developed

and efficient communications plan during the implementation of a

software product. This arose conflicts between the stakeholders and the

management. Thus, the lack of understanding among the top levelexecutives regarding the organisational change management resulted in

the increase of resistance among the users. Thus, the decision regarding

the implementation of the software and the appointment of a new venture

manager as leader of the project was formally announced by the CEO of

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the company. Although a project champion was allotted at the start of the

project, the appointment was not announced officially. Furthermore, theperson in the role of the champion changed overtime due to many

instances of company .Hence, there was no formal recognition of the

champion role throughout the lifetime of the project. During the

reengineering and design phase, the senior executives at all workplaces

around the country delivered presentations about the objectives,

deliverables, project life cycle etc. Though the project had the full support

of the top management, the way in which the presentations were carried

out, was extremely remote. Steps to encourage employee involvement

were not taken in the sense that there were no workshops or seminars

held to cater to the concerns of the employees who were to use thesystem. No open days were held to encourage the employees to share

their ideas and contribute to the project. Thus, the roles and

responsibilities of all the people responsible for and involved in the

project were not well defined. The action plan contained broad

milestones and schedules, which were unfortunately not strictly adhered

to. Thus, in order to find a solution to the problem, the steering committee

that was responsible for driving the project met with the teams every

week to provide guidance and to monitor the progress. Problem

discussion days were also held. This helped the teams to brainstorm and

evaluate the short listed solutions to the anticipated problems.

Representatives from the parent company also visited the site frequently

and imparted learning, gained from similar experiences in other

subsidiaries of the company.

Questions:

1. List out the benefits of effective communication among the project

team?

2. How did efficient communication help the company to resolve various

conflicts?

8/13/2019 PM0010-SLM-Unit-07

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7.10 Glossary

Term DescriptionBrain Storming It is a technique that is designed to generate a large

number of ideas for the solution of a problemconcerned with the group creativity. It is a method ofsolving any problem collectively shared in which allmembers of a group spontaneously contribute ideas.

Push Communication It indicates Information transfer to the specificrecipient without any acknowledgment from therecipient.

Pull Communication It is a process where the recipients use intranet or e-learning to access the bulk amount of information.

Issue Log It is a list of action items and the names of the team

members responsible for carrying them out. An issuelog helps project managers to monitor outstandingitems.

References

1. A guide to the Project Management Body of Knowledge (PMBOK

Guide). Fourth Edition 2008 Project Management Institute. Newton

Square USA.

2. http://managementhelp.org

3. http://www.accel-team.com/human_relations/hrels_05_herzberg.html

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