Pharos University Faculty of Engineering Architecture Department

Project Management (AE342) level 5 Spring 2012-2013

Communication Management

Presented by : Merna Nabil Presented to : Dr. Riham Ragheb

Contents
1. 2. 3. 4. 5. 6. 7. 8. 9. 10. 11. 12. 13. 14. 15. 16. 17. 18. 19. 20. Introduction to project management communication Project Management Methodology Communication Phases of the Communication Process Communications Management Project Communications Management Processes Communications Plan Communications Management Plan Contents Communication Networks in Groups and Teams Identify Stakeholder Sample Stakeholder Analysis for Project Communications Communication Requirement Analysis Life Cycle of Communication Management Communication Model Communication Method Manage Stakeholder Expectations Distribute Information Distributing Information in an Effective and Timely Manner Report Performance Importance of Face-to-Face Communication 21. Understanding Group and Individual Communication Needs 22. Expectations Management Matrix 23. Communication Skills for Managers as Senders 24. Communication Skills for Managers as Receiver 25. Effective Communication 26. Verbal, vocal and visual 27. Communication failures can cause 28. Reasons for Poor Project Communication in Project Teams 29. Ways to Give a Good Information 30. Steps to Improve Project Communication 31. Initiation Phase 32. Developing/Planning Phase 33. Execution Phase 34. Closure/Finishing Phase 35. How Important Are Communication Plans for Project Managers? 36. Effective Meeting 37. Project Management Skills 38. Exercise 39. Media Choice Table 40. Conclusion 41. References

Introduction to Project Communication

The importance of Project Communication is reiterated by the presence of Communication Management as one of the knowledge areas in the PMBOK. Communication Management describes the processes involved in generating, collecting, disseminating, storing and final delivery of the project information, in a timely and adequate manner.

Project Management Methodology

Communication plays an integral role in keeping a project on task. The project manager is charged with guiding all aspects of the project, including the communication plan. The specifics of communication, including the method and frequency, vary depending on your project's needs. Understanding the purpose of the project communication plan helps a manager realize the plan's goals.

Project Communication Management

Monitoring & Controlling Processes Planning Processes

Enter phase/ Start project

Initiating Processes

Closing Processes

Exit phase/ End project

Executing Processes

Process Knowledge Area Initiating Planning Executing Monitoring & Contol Closing

Communication

Indentify Stakeholder

Plan Communication

Distribute Information Manage Stakeholders Expectations

Report Performance

Communication
The sharing of information between two or more individuals or groups to reach a common understanding.

Phases of the Communication Process:

Transmission phase in which information is shared by two or more people. Feedback phase in which a common understanding is assured.

Communications Management
Processes and steps required ensuring timely and appropriate generation, collection, dissemination, storage, and ultimate disposition of project information is included in this area. Determining the information and communication needs of all the stakeholders will be planned. The information is collected by Customer research Plan Voice of Customer Interviews Focus Groups Surveys Observations Information is disseminated via regularly scheduled status meetings, progress reports, and other mechanisms. We will also tailor the communications process to meet our individual customer needs.

Project Communications Management Processes

Communications planning: Determining the information and communications needs of the stakeholders. Information distribution: Making needed information available to project stakeholders in a timely manner. Performance reporting: Collecting and disseminating performance information, including status reports, progress measurement, and forecasting. Managing stakeholders: Managing communications to satisfy the needs and expectations of project stakeholders and to resolve issues

Communications Plan
The process of determining the project stakeholder information needs and defining a communication approach.

Inputs
1. Stakeholder register 2. Stakeholder
management strategy 3. Enterprise environmental factors 4. Organizational process assets

Tools & Techniques

1. Communication
requirement analysis 2. Communication technology 3. Communication models 4. Communication methods

Outputs
1. Communication
management plan 2. Project document updates

90% of project managers time is spent for communication

Communications Planning
Every project should include some type of communications management plan, a document that guides project communications. Creating a stakeholder analysis for project communications also aids in communications planning.

Communications Plan
Information distribution: Getting project information to the right people at the right time in a useful format Performance reporting: Keeps stake holders informed about how resources are being used to achieve project objectives Administrative closure: Verifying and document project results. Formalizes customer acceptance of project products

Communication Management Plan Sample

Communications Management Plan Contents

Stakeholder communications requirements. Information to be communicated, including format, content, and level of detail.

The people who will receive the information and who will produce it.
Suggested methods or technologies for conveying the information Frequency of communication. Escalation procedures for resolving issues. Revision procedures for updating the communications management plan. A glossary of common terminology.

Communication Networks in Groups and Teams

The Customer Uses the product or services May be internal or external Provides requirements May have multiple categories Project Sponsor Also shares responsibility for project success Has authority to make decisions and may provide funding Overcome political and organizational obstacles Working Committee Line managers who are responsible for delivering business results once the project is completed Steering Committee Group of stakeholders who approve and agree on: Project scope Schedule Budgets Plans Changes Functional Managers May manage or supply people that work on the team Need to be communicated with Need their commitment to the project

Communication Networks in Groups and Teams Some potential dimensions of communication activity:
Internal external Vertical horizontal Written oral Formal informal Official unofficial Verbal non-verbal

Our values Our Beliefs

(self esteem and self image)

Effective Communication

Our thoughts

Identify Stakeholder
The process of identifying all people or organizations impacted by the project, and documenting relevant information regarding their interest, involvement, and impact on project success.

Inputs
1. Project charter 2. Procurement
documents 3. Enterprise environmental factors 4. Organizational process assets

Tools & Techniques

1. Stakeholder analysis 2. Expert judgment

Outputs
1. Stakeholder register 2. Stakeholder
management strategy

Sample Stakeholder Analysis for Project Communications

Communication Requirement Analysis

Includes communicating in all directions Consider the number of potential communication channels or paths

Customer, sponsor, Functional managers, and Team Members

Other Project Managers

The Project

Other Projects

Other Stakeholders

Determine and limit who will communicate with whom and who will receive what information.

Formula:

N ( N 1) 2

Communication Networks in Groups and Teams

Life Cycle of Communication Management

Vice President Director Director Fellow

Manager

Manager

Associate

Supervisor Section Engineer

Project Manager Project Engineer

Consultant Senior Engineer

Staff Engineer
Engineer

Communication Model
Basic Communication Model The components in the model need to be taken into account when discussing project communications. The sender is responsible for making information clear and complete so that the receiver can receive it correctly, and for confirming that it is properly understood. Noise

Encode
Sender Decode Medium

Encode
Sender Decode

Noise

To make effective communication, sender/receiver need to be aware of these factors: - Nonverbal: 55% of all communication is nonverbal - Paralingual: pitch and tone of voice - Effective listening

Communication Method
Interactive Communication Most efficient way to ensure a common understanding E.g. meetings, phone calls, video conferencing Push Communication Does not certify that it reached or understood E.g. letters, email, press release, faxes, voice mail

Pull communication Used for very large information volumes, very large audiences E.g. intranet site, e-learning

Project manager cannot control all communications but should try to control to prevent miscommunication, unclear directions, and scope creeps.

Manage Stakeholder Expectations

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

Inputs
1. Stakeholder register 2. Stakeholder
management strategy 3. Project management plan 4. Issue log 5. Organizational process assets

Outputs Tools & Techniques

1. Communication
methods 2. Interpersonal skills 3. Management skills

1. Organizational
process assets updates 2. Change requests 3. Project management plan updates 4. Project document updates

Actively managing the expectation of stakeholders. Increase the likelihood of project acceptance by negotiating. Influencing their desire to achieve & maintain project goals. Addressing concerns that have not become issues yet (anticipation). Clarifying and resolving issues that have been identified.

Distribute Information
The process of making relevant information available to project stakeholders as planned.

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

Make sure the information are received, effective and efficient.

Information Distribution
Getting the right information to the right people at the right time and in a useful format is just as important as developing the information in the first place. Important considerations include:

Using technology to enhance information distribution.

Formal and informal methods for distributing information.

Distributing Information in an Effective and Timely Manner

Dont bury crucial information. Dont be afraid to report bad information. Oral communication via meetings and informal talks helps bring important information good and badout into the open.

Report Performance
The process of making relevant information available to project stakeholders as planned.

Inputs
1. Project management
plan 2. Quality metrics 3. Quality checklist 4. Work performance measurements 5. Approved change requests 6. Deliverables 7. Organizational process assets

Tools & Techniques

1. Cause and effect
diagrams 2. Control charts 3. Flowcharting 4. Histogram 5. Pareto chart 6. Run chart 7. Scatter diagram 8. Statistical sampling 9. Inspection 10.Approved change request s reviews

Outputs
1. Quality control
measurements 2. Validated changes 3. Validated deliverables 4. Organizational process updates 5. Change requests 6. Project management plan updates 7. Project document updates

Report must be truthful and not hide what is really going on.

Importance of Face-to-Face Communication

Research says that in a face-to-face interaction: 58 percent of communication is through body language. 35 percent of communication is through how the words are said. 7 percent of communication is through the content or words that are spoken. Pay attention to more than just the actual words someone is saying. A persons tone of voice and body language say a lot about how he or she really feels.

Encouraging More Face-to-Face Interactions

Short, frequent meetings are often very effective in IT projects. Stand-up meetings force people to focus on what they really need to communicate. Some companies have policies preventing the use of e-mail between certain hours or even entire days of the week.

Understanding Group and Individual Communication Needs

People are not interchangeable parts. As illustrated in Brooks book The Mythical Man-Month, you cannot assume that a task originally scheduled to take two months of one persons time can be done in one month by two people. Nine women cannot produce a baby in one month!

Other Communication Considerations

Rarely does the receiver interpret a message exactly as the sender intended. Geographic location and cultural background affect the complexity of project communications.

Different working hours

Language barriers Different cultural norms

Performance Reporting
Performance reporting keeps stakeholders informed about how resources are being used to achieve project objectives. Status reports describe where the project stands at a specific point in time.

Progress reports describe what the project team has accomplished during a certain period of time.
Forecasts predict future project status and progress based on past information and trends.

Managing Stakeholders
Project managers must understand and work with various stakeholders. Need to devise a way to identify and resolve issues. Two important tools include: Expectations management matrix Issue log

Expectations Management Matrix

Issue Log

Communication Skills for Managers as Senders

Send clear and complete messages. Encode messages in symbols the receiver understands. Select a medium appropriate for the message and, importantly, one that is monitored by the receiver. Avoid filtering (holding back information) and distortion as the message passes through other workers. Include a feedback mechanism is in the message. Provide accurate information to avoid rumors.

Communication Skills For Managers as Receivers

Pay attention to what is sent as a message. Be a good listener: dont interrupt. Ask questions to clarify your understanding. Be empathetic: try to understand what the sender feels. Understand linguistic styles: different people speak differently. Speed, tone, pausing all impact communication.

Effective Communication

Effective Communication

Productive Relationship

Verbal, vocal and visual

Verbal : The message that we deliver

Communication

Vocal : The voice that we convey Visual : Our body language

Studies tell 70 % of mistakes in the workplace are a direct result of poor communication..

Communication failures can cause..

Loss of business Mistakes, inefficiencies Lowered productivity Poor coordination and cooperation Dissatisfaction with others Lowered morale Loss of team spirit High employee turnover

Damaged personal or company image

Frustration, hostility

Conflict and arguments

Drop in self esteem and confidence Loss of friendship

Reasons for Poor Project Communication in Project Teams.

As the project progresses, open and honest communication between the project managers and the project team and other stakeholders is critical. Communication must occur daily or weekly, and when teams are geographically dispersed, requires onsite meetings on a regular basis to ascertain true status. When such project communication is missing mainly due to the lack of a project communication management plan, it creates significant project risks. The management style of a project manager has a major impact on project communication within a team. For example, the authoritarian and coercive management style of a project manager can create a barrier that prevents open channels of communication within the project team. The inability of IT project managers to talk about technology in business terms. Such lack of business perspective often leads to poor project communication between the project managers and the key project stakeholders on the business side.

Reasons for Poor Project Communication in Project Teams.

Project managers who are poor communicators can result in miserable project experience and low morale for everyone on the team. Project teams with a low morale often tend to have poor communication channels (Mochal, October 2002). When the team members each have a different views on how things are supposed to work, it results in misaligned expectations. Most often it is over roles, responsibilities and authority. Such misaligned expectations have a negative impact on project communications. Other reasons for poor project communication include loss of project momentum, lack of commitment among the key stakeholders and the project team, dissatisfaction and unconscious incompetence within the project staff.

Reasons for Poor Project Communication in Project Teams.

Communications failures top the list of reasons IT projects fail, according to poll results from the Computing Technology Industry Association. About 28% of 1,000 respondents identified poor communications as the main cause of project failure.

Failing to initiate crucial conversations may be the single biggest cause of project failure, according to preliminary findings of a study on project management. The study, conducted by training firm Vital Smarts found that the inability of project managers to talk to people about five often-occurring negative situations: Setting arbitrary deadlines and inadequate resources that set up a project to fail. Failing to provide the necessary leadership, political clout or energy for a project. Skirting or manipulating the project priority-setting process. An unwillingness by team members to support projects as required. Failing to acknowledge project problems until its too late for remedial action.

Ways to Give a Good Information

Six C of giving good information

Clear
Concise Correct Complete Courteous

Concrete

Steps to Improve Project Communication

Communication Planning What is Communications Planning? In IT projects, all communication should take place in the context of an overall communications strategy and plan. Determining the information and communications needs of stakeholders: Who needs information? What information do they need? When will they need that information? What options do you have to give them the information and which way(s) are best? Developing a structured Communication Management Plan as part of the overall Communication Planning effort is essential to ensure the information and communication needs of the stakeholders are adequately addressed.

Steps to Improve Project Communication

Using a Communication Management Plan Project Communication management is one of the essential functions that can dramatically affect the outcome of a project. Project managers must create and effectively use a communication management plan that performs two principle functions: collect the right data and disseminate appropriate information in a timely manner. To do this effectively, it is required to identify the appropriate audiences, develop appropriate communication media, establish a communication schedule, and manage the flow of information in and out of the project team. Preparing the project communication management plan assists the project team in identifying internal and external stakeholders and enhances communication among all parties involved in the project.

The project team writes a communication plan to ensure that an effective communication strategy is built into the project delivery process.
The plan is a framework and should be a living, evolving document that can be revised when appropriate. The communication plan is part of the project management plan.

Steps to Improve Project Communication

Using a Communication Management Plan Communication Management Plan: addresses how the project ensures timely and appropriate generation, collection, dissemination, storage, and disposition of project information (Brimberry, nd). Includes: Descriptions of how project stakeholder communications requirements will be/were determined and met, including its planning methodology, assumptions and decisions. Special attention should be given to earned value management (EVM) as an integrating practice and technique for project control and performance reporting. Major Artifacts: Based on a stakeholders needs analysis, the major artifacts are the
Control Data & Reporting Requirements Performance Reporting Specifications Communications Management Plan.

Management Processes, include 1) communication planning, 2) information distribution, 3) performance reporting, and 4) managing stakeholders.

Steps to Improve Project Communication

Developing a Communication Management Plan

Stakeholder Information /Audience Needed

Frequency

Medium/ Channel

Who Delivers The Message

Champion Team Customer

Budget Schedule Change Lessons Learned

Daily Weekly Approval

Presentations Meetings Leader Reports Champion Email Process Blog/Wiki Owner

Output:

A comprehensive Communication Plan to support the entire project management process.

Steps to Improve Project Communication

Dealing Effectively with Project Team and stakeholders A project manager can utilize the following to improve project communication within a project team and with project stakeholders:
Communication (written and oral) Leadership Negotiation Listening Conflict resolution Motivation Mentoring Coaching Interviewing skills

Communication in Pproject Management Phases

Initiation Phase
Type of Communication used During this phase
In this phase, the Project Manger needs a high level of interpersonal communication ability. In this phase specifications of the project are defined, project objectives are established; teams are formed; major responsibilities are assigned. In this phase the Project Manager will be obtaining resources and establishing a vision (Cagle). In order to do this, he or she will need to use communication that is aimed at producing one or more of the following: 1) Understanding the exact meaning and intent of others (be a good listener). 2) Being understood by others (be a good communicator). 3) Gain acceptance for himself/herself and his/her ideas. 4) Produce an action.

Method of Communication During this phase

For effective verbal communication during this phase the Project Manager needs: 1) Timely exchange of information. 2) Rapid feedback. 3) Immediate synthesis of messages. 4) Timely closure. To achieve successful interpersonal communication, project mangers should use nonverbal communication ingredients to complement verbal message ingredients whenever possible. Written communication in a project environment includes a wide variety of forms of communication; such as reports, plans, proposals, policies, letters, etc. The main steps in effective written communication is: 1) Establish the basic purpose of the message. 2) Collect & organize the material. 3) Prepare a draft. 4) Check the overall structure. 5) Send the message.

Developing/Planning Phase
Type of Communication used During this phase
Major Attributes/Emphasis: Participative/acceptance and commitment. Because of the emphasis listed above in this phase the types of communication needed would be interpersonal communication, communication with public & community, and formal communication. In this phase the Project Manager will be identifying critical activities and time orders (Cagle). In order to do this he or she will need to enlist different types of communication. An important type of communication during this phase would be formal communication. It deals with organizational design, strategic plans, project planning systems, standards, policies, procedures, proposals, letters, and other forms of information. It is most effectively done in a written form.

Method of Communication During this phase

Communication with the public & community for the Tent City Project would involve public speaking, making presentations, dealing with the media representatives, and producing written publicity The methods of communication needed during this phase are verbal communication, nonverbal communication, and written communication.

Execution Phase
Type of Communication used During this phase
Major Attributes/Emphasis: Re-alignment and organization. Teamwork and synergy. Trust. Because of the emphasis listed above in this phase the types of communication needed would be interpersonal communication, communication with public & community, formal communication, and informal communication. In this phase the Project Manager will be monitoring, leading, and managing (Cagle). In order to do this he or she will need to enlist different types of communication. An important type of communication during this phase is informal communication. Informal communications can build relationships among project members/volunteers. The informal communication of information is inevitable in a project environment and face-to-face interaction is the primary way people communicate informally.

Method of Communication During this phase

Tools used to keep information current would include: 1) A shared project calendar . 2) Telecommunications including cell phones, walkietalkies, and wireless networking. 3) Weekly meetings and status reports with the governor and mayor. 4) Bi-weekly press releases with status for citizens. The methods of communication needed during this phase are verbal communication, nonverbal communication, and written communication.

Closure/Finishing Phase
Type of Communication used During this phase
Here again a high level of interpersonal communication ability, communications with public & community, and formal communication are important in this phase. Interpersonal communication and formal communication are perhaps the most important in this phase. This phase includes two activities: delivering the project product to the customer and redeploying project resources. Delivery of the project might include customer training and transferring documents. Redeployment usually involves releasing project equipment/materials to other projects and finding new assignments for team members . In this phase the Project Manager will be maintaining support and reporting successes/failures (Cagle).

Method of Communication During this phase

The methods of communication needed during this phase are verbal communication, nonverbal communication, and written communication.

How Important Are Communication Plans for Project Managers?

Step 1: Identify the Message. Your Communications Plan will identify the communications messages that need to be distributed, to keep your stakeholders informed of the project's progress. Throughout the project, the Project Manager should review this plan to identify which messages need to be distributed, how and when. Step 2: Target the Audience. Now that you have identified what it is that needs to be communicated, the next step is to identify who it is that the message needs to be communicated to. The audience for each message needs to be confirmed. Step 3: Decide the Timing. Identify the timing and frequency of the communications message. In some cases, regular communications, such as weekly Project Status Reports or monthly newsletters, may be necessary. In other cases, a one-off communication event, such as a project change notification, may be more appropriate. Step 4: Confirm the Format. With content, audience and timing decided, the format of the communication message can be effectively chosen. There are a number of different types of formats to choose from, including verbal presentations, written reports, memos, letters and emails. Step 5: Create the Message. You should document a first draft of the message content. The Project Manager will then review it and they may suggest changes. When a final draft is completed it is submitted for approval and release. Step 6: Communicate the Message. Once approved, the message is communicated to the target audience. The Project Manager may need to seek the Project Sponsor's approval before releasing certain high risk communications messages.

How Important Are Communication Plans for Project Managers?

1- Expectations The project communication plan sets the standards for how and when communication takes place. As the project manager, you want to set the tone for all communication concerning the project. This allows you to maintain control of the project and ensure all stakeholders receive the necessary information. Set standards for how participants communicate, including email, meetings, phone calls and memos. For regular communication such as meetings, timing is another consideration. Schedule weekly project meetings to keep participants updated on progress.

weekly meeting, for example, instead of through a steady stream of daily emails, memos, phone calls and meetings throughout the day.

How Important Are Communication Plans for Project Managers?

2- Consistency
A solid communication plan increases the consistency of how the project is handled. The participants who follow the plan should communicate consistently with one another. You also need to ensure that all stakeholders have the same information on the project requirements and changes. If some stakeholders aren't informed of changes, you risk mistakes or delays in the project work.

3- Productivity
Regular communication allows the employees working on the project to remain productive. When they are kept in the loop on project happenings, employees will feel more comfortable with their duties. They are equipped with the necessary information to keep working rather than stopping frequently to seek out information they are missing. The employees are also better able to work together with proper communication, allowing for collaboration and effective performance on the project.

How Important Are Communication Plans for Project Managers?

4- Outcome
A communication plan enables you as the project manager to lead the team to the desired project outcome. Without proper communication with all stakeholders, you might fail to meet the requirements of the project. You need clear communication from the stakeholders to figure out exactly what they want and need from the project. For example, if you are developing a software program for a third party, regular communication with the third party is imperative to figure out exactly how they want the software to work. Continued communication ensures that the final product will meet the expectations when it is delivered.

Effective Meeting
Plan or prepare the meeting Set a time/schedule and determine the participants. Have a clear purpose for each meeting & communicate it in the invitation. Create the agenda and distribute it in advance. Stick to the plan (discipline) Begin on time, end on time. Introduce the moderator and stipulate who will keep the minutes. End every agenda with a summary and consensus of the participants. Good follow-up Send the minutes showing the result along with the to do list. Get feedback from the participants. Monitor the status of all action items.

Project Management Skills

Interpersonal skills Leadership Team building Motivation Communication Influencing Decision making Political & cultural awareness Negotiation Etc.

Management skills Presentation skills Negotiation Writing skill Public speaking Etc.

Exercise
Situation Communication Type Formal Written Formal Verbal Formal Written Informal Written Formal Written Informal Verbal Formal Written

Updating the project plan

Presentations to management Trying to solve a complex problem Making notes regarding a telephone conversation Making changes to a contact Informing a team member of poor performance (first notice) Informing a team member of poor performance (second notice) Scheduling a meeting Clarifying a work package

Informal Written
Formal Written Informal Verbal Informal Verbal Informal Written Informal Verbal

Requesting additional resources

Trying to discover the root cause of a problem Sending an email to ask for clarification of an issue Holding a milestone party

Conducting a bidder conference

Formal Verbal

Media Choice Table

Conclusion
Every phase in the Communication Plan involves some type and method of communication. It is imperative that the Project Manager be a good and effective communicator in all phases! Communication carries a special importance in project management, since most of the problems in a project environment can be traced to some kind of communication problem (Verma 51). Project Managers must maintain frequent contact with key stakeholders to keep abreast of developments, assuage concerns, engage in reality testing, and focus attention on the project (Gray et al. 340). The Project Manager is the important/vital link among all internal & external stakeholders, communication, plans, and all information that is necessary for success of the Tent City Project.

References
http://aevitastech.com/communicationsmanagement.html http://smallbusiness.chron.com/important-communication-plans-project-managers37520.html http://www.dayshaconsulting.com/successful-project-management-starts-with-aneffective-communication-plan/ http://technology.infomine.com/projectmanagement/