7 - Project Communication Management

()
PMP (Project Management Professional)

Presented by
Eng.Ahmed Shaaban (Ahmed Elsaka)
Email:- Eng.elsaka09@gmail.com
Project Communications Management

Unit 10
Project Communication Management
Includes the processes required to insure timely and appropriate

generation, collection, distribution, storage, retrieval, and ultimate
disposition of project information.
10.1 Identify Stakeholders
The process of identifying all people or organizations impacted by the project.
10.2 Plan Communications
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.
3
Project Management Process Groups

Knowledge Areas
Initiating
Develop project charter
Project Integration Mangement
Planning
Develop project
management plan
Executing
Direct and manage
project execution
Monitoring & Controlling Closing

Monitor and control project
work
perform Integrated change
control
Collect requirements
Project Scope Management
Varify Scope
define scope
Create WBS
Control Scope
Define activities
Control schedule
sequence Activity
Estimate acitivity
resources
Estimate activity
durations
Develop schedule
Project Time Management
Estimate costs
Project Cost Management
Control costs
Determine budget
Project Quality Management
Plan quality
Develop human
resource plan
Project Human Resource Management
Identify stakeholders
Plan
communications
Perform quality
assurance
Perform quality control
Acquire project team

Develop project team
Manage project team
Distribute
information
Report performance
Project Communications Management

Manage stakeholder
expectations
Plan risk
management
Project Risk Management
Identify risks
Perform qualitative
risk analysis
Perform
Quantitative risk
analysis
Monitor and control risks
Close
project or
phase
What is Project Communication Management?
Project communications management processes provide the critical links

among people and information that are necessary for successful
communications.
Everyone involved in the project should understand how communications
affect the project as a whole.
90% of a Project Manager's job is spent acquiring and communicating
information.
Project Manager must keep the customer and top management informed of
project status.
5
6
Basic Model of Communication

Key components of a basic model of communication
include:
Encode - to translate thoughts or ideas into a language that is
understood by others
Message - output of encoding
Medium - method used to convey the message
Noise - anything that interferes with the transmission and
understanding of the message
Decode - translate the message back into meaningful thoughts
or ideas
Encode
decode
Massage
Noise
sender
receiver
medium
Noise
decode
encode
7
Feedback- massage
Identify Stakeholders (10.1)

Process of identifying all people or organizations impacted by the
project, and documenting relevant information regarding their
interests, involvement, and impact on project success.
Stakeholders are persons and organizations such as customers,
sponsors, the performing organization.
It is critical for project success to identify the stakeholders early in the
project, and to analyze their levels of interest, expectations, importance
and influence.
As the project managers time is limited and must be used as efficiently
as possible, these stakeholders should be classified according to their
interest, influence, and involvement in the project.
8
Project Charter (Input)
Procurement Documents (Input)
Enterprise Environmental Factors (Input)
Organizational Process Assets (Input)
9

Stakeholder Analysis (Tools and Techniques)
Stakeholder analysis is a technique of systematically gathering and analyzing
quantitative and qualitative information to determine whose interests should be
taken into account throughout the project.
Stakeholder analysis generally follows the steps described below:
Step 1:
Identify all potential project stakeholders and relevant information, such as
their roles, departments, interests, knowledge levels, expectations.
Step 2:
Identify the potential impact or support each stakeholder could generate,
and classify them so as to define an approach strategy.
Step 3:
Assess how key stakeholders are likely to react or respond in various
situations.
10

Stakeholder Analysis (Tools and Techniques)
Example Power/Interest grid with Stakeholders
11

Stakeholder Register (Outputs)
Identification information:
Name, organizational position, location, role in the project, contact
information;
Assessment information:
Major requirements, main expectations, potential influence in the
project, phase in the life cycle with the most interest; and
Stakeholder classification:
Internal/external, supporter/neutral/resistor, etc.
Stakeholder Management Strategy (Outputs)

Defines an approach to increase the support and minimize negative impacts of
stakeholders.
12

Inputs
1 . Project charter
2 . Procurement
documents
3 . Enterprise
environmental
factors
4 . Organizational
Tools & techniques

1 . Stakeholder analysis
2 . Expert judgment
outputs
1 . Stakeholder
register
2 . Stakeholder
management strategy
process assets
13
14
Plan Communications (10.2)
The process of determining the project stakeholder information needs

and defining a communication approach.
Who needs what information, when they will need it, how it will be given
to them, and by whom.
A communication plan allows the project manager to document the
approach to communicate most efficiently and effectively with
stakeholders.
Effective communication means that the information is provided in the
right format, at the right time, and with the right impact.
Efficient communication means providing only the information that is
needed.
15
Stakeholder Register (Input)
Stakeholder Management Strategy (Input)
Enterprise Environmental Factors (Input)
16

Communication Requirements Analysis (Tools & Techniques)
All project stakeholders have some form of communications

requirements.
Communications scope, effort and complexity increases substantially with

the number of Stakeholders.
As the number of people involved in the communications increases the

number of communications channels increases geometrically.
Formula to compute the number of communication channels:

No. of channels = n(n-1)/2
n = number of stakeholders
17
Communication Methods (Tools & Techniques)
Interactive communications
Push communications
Pull communications
The project manager decides what, how, and when

Communication methods are to be used in the project
18

Communication Technology (Tools & Techniques)
The methods used to transfer information among project stakeholders can vary
significantly.
Factors that can affect the project include:
Urgency of the need for information.

Is project success dependent upon having frequently updated information?
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?
19

Communications Management Plan (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
information;
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;
20
inputs
1 . Stakeholder register
2 . Stakeholder
management strategy
3 . Enterprise
environmental factors
4 . Organizational
process assets
Tools & techniques

1 . Communication
requirements analysis
2 . Communication
technology
3 . Communication
models
4 . Communication
methods
outputs
1 . Communication
management plan
2 . Project document
updates
21
22
Distribute Information (10.3)

The process of making relevant information available to project stakeholders
as planned.
Effective information distribution includes a number of techniques including:
Sender-receiver models.
Feedback loops and barriers to communication.
Choice of media.
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.
23

Organizational Process Assets updates (Outputs)
The organizational process assets which may be updated include, but are not
limited to:
Stakeholder notifications.
Information may be provided to stakeholders about resolved issues,
approved changes, and general project status
Project reports.
Include lessons learned, issues logs, project closure reports, and
outputs from other Knowledge Areas
Project records.
Include correspondence, memos, meeting minutes, and other
documents describing the project.
Project presentations.
Feedback from stakeholders.
Lessons learned documentation.
24
inputs
1 . Project management
plan
2 . Performance
reports
3 . Organizational
process assets
Tools &
techniques
1 . communication
methods
2 . Information
distribution tools
outputs
1 . Organizational
process assets
updates
25
26
Manage Stakeholder Expectation (10.4)
The process of communicating and working with stakeholders to meet

their needs and addressing issues as they occur.
Managing expectations helps to increase the probability of project

success by ensuring that the stakeholders understand the project
benefits and risks.
By anticipating peoples reaction to the project, preventive actions can

be taken to win their support or minimize potential negative impacts.
27
inputs
1 . Stakeholder
register
2 . Stakeholder
management strategy
3 . Project
management plan
4 . Issue log
5 . Change log
6 . Organizational
process assets
Tools &
techniques
1 . Communication
methods
2 . Interpersonal skills
3 . Management skills
outputs
1 . Organizational
process assets updates
2 . Change requests
plan updates
4 . Project document
updates
28
29
Report Performance (10.5)
The process of collecting and distributing performance

information, including status reports, progress measurements,
and forecasts.
Analysis of past performance
Current status of risk and issues
Work completed during the period
Work to be completed next
Summary of change approved in the period
30
Project Management Plan (Input)
Work Performance Information (Input)
Work Performance Measurements (Input)
Budget Forecasts (Input)
31
Forecasting Methods (Tools & Techniques)
Time series methods.

Earned value moving average linear prediction
trend estimation
Causal / econometric methods.
Regression analysis econometrics
Judgmental methods
Delphi method scenario building
Other methods
Probabilistic forecasting ensemble forecasting
32
Performance Report (Outputs)

Organize and summarize the information gathered, and
present the results of any analysis as compared to the
performance measurement baseline.
Analysis of past performance,

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)
33

Tabular Performance Report sample
values
Performance
Index
Variance
Planned
Earned
Actual
Schedule
Cost
Schedule
Cost
Value ( PV )
Value ( EV )
Cost ( AC )
EV-PV
EV-AC
EV/PV
EV/AC
1. Pre-pilot Plan
63000
58000
62500
5000-
4500-
0.92
0.93
2. checklists
64000
48000
46800
16000-
1200
0.75
1.03
3. curriculum
23000
20000
23500
3000-
5300-
0.87
0.85
4. Med-term
Evaluation
68000
68000
72500
4500-
0.94
5. Implementation
12000
10000
10000
2000-
0.83
6. practice Manual
7000
6200
6000
800-
200-
0.89
1.03
7.Roll-out Plan
20000
13500
18100
6500-
4600-
0.68
0.75
257000
223700
239400
33300-
15700-
0.87
0.93
WBS Element
Totals
34
inputs
plan
2 . Work performance
information
3 . Work performance
measurements
4 . Budget forecasts
5 . Organizational process
assets
Tools & techniques

1 . Variance analysis
2 . Forecasting methods
3 . Communication methods
4 . Reporting systems
outputs
1 . Performance reports
2 . Organizational process
assets updates
3 . Change requests
35
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Questions
37
1 ) Originally the project had four team members. Now the scope
has expanded, and there are a total of six people in the project
team. How many communication channels does the project have?
A)6
B)9
C ) 12
D ) 15
38
1 ) Originally the project had four team members. Now the scope
has expanded, and there are a total of six people in the project
team. How many communication channels does the project have?
A)6
B)9
C ) 12
D ) 15
39
2 ) All of the following are part of the

communication management plan EXCEPT?
A ) names of the stakeholders who can talk to the project
manager
B ) Names of those receiving a telephone call when the system
crashes
C ) Methods used to collect and store information
D ) Names of the stakeholders and instructions on sending
project status to them
40
2 ) All of the following are part of the

communication management plan EXCEPT?
A ) names of the stakeholders who can talk to the project
manager
B ) Names of those receiving a telephone call when the system
crashes
C ) Methods used to collect and store information
D ) Names of the stakeholders and instructions on sending
project status to them
41
3 ) If a project manager wants to report on the actual

project results vs. planned results, he would use a :
A ) trend report
B ) forecasting report
C ) status report
D ) variance report
42
3 ) If a project manager wants to report on the actual

project results vs. planned results, he would use a :
A ) trend report
B ) forecasting report
C ) status report
D ) variance report
43
4 ) Project A has had ineffective project meetings since its

inception. There have been complaints that information does
not get to the right people, some people are talking too much
during the meeting, and the right people are not there to resolve
issues. What is MOST likely missing from this project?
A ) A project scope management plan
B ) A staffing management plan
C ) A communication management plan
D ) A process improvement plan
44
4 ) Project A has had ineffective project meetings since its

inception. There have been complaints that information does
not get to the right people, some people are talking too much
during the meeting, and the right people are not there to resolve
issues. What is MOST likely missing from this project?
A ) A project scope management plan
B ) A staffing management plan
C ) A communication management plan
D ) A process improvement plan
45
5 ) When a project manager is engaged in negotiations,

nonverbal communication skills are of :
A ) Little importance.
B ) Major importance
C ) important only when cost and schedule objectives are
involved.
D ) Important only to ensure you win the negotiation
46
5 ) When a project manager is engaged in negotiations,

nonverbal communication skills are of :
A ) Little importance.
B ) Major importance
C ) important only when cost and schedule objectives are
involved.
D ) Important only to ensure you win the negotiation
47
6 ) Inputs to plan communications include all the

following EXCEPT?
A ) Stakeholder register
B ) project scope statement
C ) Organizational process assets
D ) forecasts
48
6 ) Inputs to plan communications include all the

following EXCEPT?
A ) Stakeholder register
B ) project scope statement
C ) Organizational process assets
D ) forecasts
49
7 ) The major reason why a project manager should

use written instead of oral communication is :
A ) documentation
B ) feedback
C ) cost
D ) barrier elimination
50
7 ) The major reason why a project manager should

use written instead of oral communication is :
A ) documentation
B ) feedback
C ) cost
D ) barrier elimination
51
8 ) Which of the following is NOT a type of

performance reporting?
A ) progress report
B ) status report
C ) benchmark reporting
D ) forecasting
52
8 ) Which of the following is NOT a type of

performance reporting?
A ) progress report
B ) status report
C ) benchmark reporting
D ) forecasting
53
Thank you
54

7 - Project Communication Management

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()

PMP (Project Management Professional)

Project Communications Management

Project Communication Management

Includes the processes required to insure timely and appropriate

Project Management Process Groups

Project Integration Mangement

Monitoring & Controlling Closing

Project Scope Management

Project Time Management

Project Cost Management

Project Quality Management

Project Human Resource Management

Perform quality control

Acquire project team

Project Communications Management

Project Risk Management

Monitor and control risks

What is Project Communication Management?

Project communications management processes provide the critical links

Basic Model of Communication

Identify Stakeholders (10.1)

Identify Stakeholders (10.1)

Project Charter (Input)

Procurement Documents (Input)

Enterprise Environmental Factors (Input)

Organizational Process Assets (Input)

Identify Stakeholders (10.1)

Identify Stakeholders (10.1)

Example Power/Interest grid with Stakeholders

Identify Stakeholders (10.1)

Stakeholder Management Strategy (Outputs)

Identify Stakeholders (10.1)

Tools & techniques

Identify Stakeholders (10.1)

Plan Communications (10.2)

The process of determining the project stakeholder information needs

Plan Communications (10.2)

Stakeholder Register (Input)

Stakeholder Management Strategy (Input)

Enterprise Environmental Factors (Input)

Organizational Process Assets (Input)

Plan Communications (10.2)

All project stakeholders have some form of communications

Communications scope, effort and complexity increases substantially with

As the number of people involved in the communications increases the

Formula to compute the number of communication channels:

Plan Communications (10.2)

Communication Methods (Tools & Techniques)

The project manager decides what, how, and when

Plan Communications (10.2)

Urgency of the need for information.

Expected project staffing.

Duration of the project.

Plan Communications (10.2)

Plan Communications (10.2)

Tools & techniques

Plan Communications (10.2)

Distribute Information (10.3)

Distribute Information (10.3)

Distribute Information (10.3)

Distribute Information (10.3)

Manage Stakeholder Expectation (10.4)