7- Project Communication Management

8/9/2019 7- Project Communication Management

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Presented by

Eng.Ahmed Shaaban (Ahmed Elsaka)

Email:- [email protected]


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Project Communication Management

Includes the processes required to insure timely and appropriategeneration, collection, distribution, storage, retrieval, and ultimatedisposition of project information.

10.1 Identify Stakeholders

The process of identifying all people or organizations impacted by the project.

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The process of determining the project stakeholder information needs.

10.3 Distribute Information

The process of making relevant information available to project stakeholders.

10.4 Manage Stakeholder Expectations

The process of communicating with stakeholders to meet their needs.

10.5 Report Performance

The process of collecting and distributing performance information.Email:- [email protected]


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Knowledge AreasInitiating Planning Executing Monitoring & Controlling Closing

Develop project charter Develop projectmanagement plan

Direct and manageproject execution

Monitor and control projectwork

Close

project or

phase

perform Integrated change

control

Collect requirements Varify Scope

define scope Control Scope

Create WBS

Define activities Control schedule

sequence ActivityEstimate acitivity

resources

Estimate activity

durations

Develop schedule

Project Management Process Groups

Project Integration Mangement

Project Scope Management

Project Time Management

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Determine budget

Project Quality Management Plan qualityPerform quality

assurance Perform quality control

Develop human

resource plan Acquire projec t team

Develop project team

Manage project team

Identify stakeholders Plancommunications Distributeinformation Report performance

Manage stakeholder

expectations

Plan risk

management Monitor and control risks

Identify risks

Perform qualitative

risk analysisPerform

Quantitative risk

analysis

Project Cost Management

Project Human Resource Management

Project Communications Managem

Project Risk Management


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What is Project Communication Management?

• Project communications management processes provide the critical linksamong people and information that are necessary for successfulcommunications.

• Everyone involved in the project should understand how communicationsaffect the project as a whole.

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• 90% of a Project Manager's job is spent acquiring and communicatinginformation.

• Project Manager must keep the customer and top management informed ofproject status.



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Basic Model of CommunicationBasic Model of Communication

•• Key components of a basic model of communicationKey components of a basic model of communicationinclude:include:

– – EncodeEncode -- to translate thoughts or ideas into a language that isto translate thoughts or ideas into a language that is

understood by othersunderstood by others – – MessageMessage -- output of encodingoutput of encoding

– – MediumMedium -- method used to convey the messagemethod used to convey the message

– – NoiseNoise -- an thin that interferes with the transmission andan thin that interferes with the transmission and

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understanding of the messageunderstanding of the message – – DecodeDecode -- translate the message back into meaningful thoughtstranslate the message back into meaningful thoughts

or ideasor ideas

Encode

decode

decode

encode

sendersendersendersender receiverreceiverreceiverreceiver

mediummediummediummedium


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Identify Stakeholders (10.1)

• Process of identifying all people or organizations impacted by theproject, and documenting relevant information regarding theirinterests, involvement, and impact on project success.

• Stakeholders are persons and organizations such as customers,sponsors, the performing organization.

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• It is critical for project success to identify the stakeholders early in theproject, and to analyze their levels of interest, expectations, importanceand influence.

• As the project manager’s time is limited and must be used as efficiently

as possible, these stakeholders should be classified according to theirinterest, influence, and involvement in the project.



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• Project Charter (Input)

• Procurement Documents (Input)

• Enterprise Environmental Factors (Input)

•

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Stakeholder Analysis (Tools and Techniques)Stakeholder Analysis (Tools and Techniques)

Stakeholder analysis is a technique of systematically gathering and analyzingStakeholder analysis is a technique of systematically gathering and analyzingquantitative and qualitative information to determine whose interests should bequantitative and qualitative information to determine whose interests should be

taken into account throughout the project.taken into account throughout the project.

Stakeholder analysis generally follows the steps described below:Stakeholder analysis generally follows the steps described below:

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ep 1:ep 1:Identify all potential project stakeholders and relevant information, such asIdentify all potential project stakeholders and relevant information, such astheir roles, departments, interests, knowledge levels, expectations.their roles, departments, interests, knowledge levels, expectations.

Step 2:Step 2:Identify the potential impact or support each stakeholder could generate,Identify the potential impact or support each stakeholder could generate,and classify them so as to define an approach strategy.and classify them so as to define an approach strategy.

Step 3:Step 3: Assess how key stakeholders are likely to react or respond in various Assess how key stakeholders are likely to react or respond in varioussituations.situations.



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Stakeholder Analysis (Tools and Techniques)Stakeholder Analysis (Tools and Techniques)

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Stakeholder RegisterStakeholder Register (Outputs)(Outputs)

•• Identification information:Identification information:

Name, organizational position, location, role in the project, contactinformation;

•• Assessment information: Assessment information:Ma or re uirements, main ex ectations, otential influence in the

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project, phase in the life cycle with the most interest; and

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

Stakeholder Management StrategyStakeholder Management Strategy (Outputs)(Outputs)

Defines an approach to increase the support and minimize negative impacts ofstakeholders.



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14Email:- [email protected]


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•• The process of determining the project stakeholder information needsThe process of determining the project stakeholder information needsand defining a communication approach.and defining a communication approach.

•• Who needs what information, when they will need it, how it will be given Who needs what information, when they will need it, how it will be givento them, and by whom.to them, and by whom.

•• A communication lan allows the ro ect mana er to document the A communication lan allows the ro ect mana er to document the

Plan Communications (10.2)

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approach to communicate most efficiently and effectively withapproach to communicate most efficiently and effectively withstakeholders.stakeholders.

•• Effective communication means that the information is provided in theEffective communication means that the information is provided in theright format, at the right time, and with the right impact.right format, at the right time, and with the right impact.

•• Efficient communication means providing only the information that isEfficient communication means providing only the information that isneeded.needed.



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• Stakeholder Register (Input)

• Stakeholder Management Strategy (Input)

• Enterprise Environmental Factors (Input)


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• rgan za ona rocess sse s npu



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Communication Requirements Analysis (Tools & Techniques)

• All project stakeholders have some form of communications

requirements.

• Communications scope, effort and complexity increases substantially withthe number of Stakeholders.


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• As the number of people involved in the communications increases thenumber of communications channels increases geometrically.

• Formula to compute the number of communication channels:

No. of channels = n(n-1)/2

n = number of stakeholders


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Communication Methods (Tools & Techniques)

• Interactive communications

• Push communications


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• Pull communications

The project manager decides what, how, and whenCommunication methods are to be used in the project



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Communication Technology (Tools & Techniques)The methods used to transfer information among project stakeholders can varysignificantly.

Factors that can affect the project include:

• Urgency of the need for information.Is project success dependent upon having frequently updated information?


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• Availability of technology. Are appropriate systems already in place or do project needs warrant change?

• Expected project staffing. Are the proposed communication systems compatible with the participants?

• Duration of the project.Is the available technology likely to change before the project is over?

• Project environment.

Does the team meet on a face-to-face basis or in a virtual environment?


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Communications Management PlanCommunications Management Plan (Outputs)(Outputs)

1. Stakeholder communication requirements;

2. Information to be communicated, including language, format,content, and level of detail;3. Reason for the distribution of that information;4. Time frame and frequency for the distribution of required


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5. Person responsible for communicating the information;6. Person or groups who will receive the information;7. Methods or technologies used to convey the information, such as

memos, e-mail, and/or press releases;

8. Resources allocated for communication activities, including time and budget;



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inputsinputs

1 . Stakeholder register2 . Stakeholdermanagement strategy

3 . Enterprise

Tools & techniquesTools & techniques

1 . Communicationrequirements analysis

2 . Communicationtechnology

outputsoutputs

1 . Communicationmanagement plan

2 . Project documentupdates


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environmental factors4 . Organizationalprocess assets

3 . Communicationmodels

4 . Communicationmethods



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Distribute Information (10.3)

The process of making relevant information available to project stakeholdersas planned.

Effective information distribution includes a number of techniques including:

• Sender-receiver models.Feedback loops and barriers to communication.

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• o ce o me a.

Situation specifics of when to communicate in writing versus orally, when to write an informal memo versus a formal report.

• Writing style. Active versus passive voice, sentence structure, and word choice.

• Meeting management techniques.Preparing an agenda and dealing with conflicts.

• Presentation techniques.Body language and design of visual aids.



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Organizational Process Assets updates (Outputs)

The organizational process assets which may be updated include, but are notlimited to:

• Stakeholder notifications.Information may be provided to stakeholders about resolved issues,approved changes, and general project status


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• Project reports.Include lessons learned, issues logs, project closure reports, andoutputs from other Knowledge Areas

• Project records.Include correspondence, memos, meeting minutes, and otherdocuments describing the project.

• Project presentations.• Feedback from stakeholders.• Lessons learned documentation.



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inputsinputs

1 . Project managementplan

2 . Performance

Tools &Tools &

techniquestechniques1 . communicationmethods

2 . Information

outputsoutputs

1 . Organizationalprocess assetsupdates


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reports

3 . Organizationalprocess assets

distribution tools



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Manage Stakeholder Expectation (10.4)

• The process of communicating and working with stakeholders to meettheir needs and addressing issues as they occur.

• Managing expectations helps to increase the probability of projectsuccess by ensuring that the stakeholders understand the project

benefits and risks.

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• By anticipating people’s reaction to the project, preventive actions can be taken to win their support or minimize potential negative impacts.



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inputsinputs

1 . Stakeholderregister

2 . Stakeholdermanagement strategy

Tools &Tools &

techniquestechniques

1 . Communicationmethods

2 . Interpersonal skills

outputsoutputs

1 . Organizationalprocess assets updates

2 . Change requests

3 . Project management


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3 . ro ect

management plan

4 . Issue log

5 . Change log

6 . Organizationalprocess assets

3 . anagement s s p an up ates

4 . Project documentupdates



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Report Performance (10.5)

The process of collecting and distributing performanceinformation, including status reports, progress measurements,and forecasts.

• Analysis of past performance

• Current status of risk and issues

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• Work completed during the period

• Work to be completed next

• Summary of change approved in the period



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• Project Management Plan (Input)

• Work Performance Information (Input)

• Work Performance Measurements (Input)

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• Organizational Process Assets (Input)



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Forecasting Methods (Tools & Techniques)

• Time series methods.Earned value – moving average – linear prediction –trend estimation

•

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Regression analysis – econometrics• Judgmental methods

Delphi method – scenario building• Other methods

Probabilistic forecasting – ensemble forecasting



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Performance Report (Outputs)Organize and summarize the information gathered, and

present the results of any analysis as compared to theperformance measurement baseline.

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• Current status of risks and issues,• Work completed during the reporting period,• Work to be completed during the next reporting period,• Summary of changes approved in the period,

• Results of variance analysis,• Forecasted project completion (including time and cost)



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Tabular Performance Report sample

PerformanceIndex Variance values

CostScheduleCostScheduleActualEarnedPlanned

WBS Element

EV/ACEV/PVEV-ACEV-PVCost ( AC )Value ( EV )Value ( PV )

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0.930.92-4500-50006250058000630001. Pre-pilot Plan

1.030.751200-160004680048000640002. checklists

0.850.87-5300-30002350020000230003. curriculum

0.941-45000725006800068000

4. Med-term

Evaluation

10.830-20001000010000120005. Implementation

1.030.89-200-8006000620070006. practice Manual

0.750.68-4600-65001810013500200007.Roll-out Plan

0.930.87-15700-33300239400223700257000Totals


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inputsinputs

11 . Project management. Project managementplanplan

22 . Work performance. Work performanceinformationinformation

Tools & techniquesTools & techniques

11 . Variance analysis. Variance analysis22 . Forecasting methods. Forecasting methods

33 . Communication methods. Communication methods


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33 . Work performance. Work performancemeasurementsmeasurements

44 . Budget forecasts. Budget forecasts

55 . Organizational process. Organizational processassetsassets

. epor ng sys ems. epor ng sys ems

outputsoutputs

11 . Performance reports. Performance reports22 . Organizational process. Organizational processassets updatesassets updates

33 . Change requests. Change requests



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7- Project Communication Management

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