Professional Documents
Culture Documents
Management includes the processes required to ensure timely and appropriate generation, collection, distribution, storage, retrieval, and ultimate disposition of project information
A large proportion of the Project Managers time is spent in
following:
Internal (within the project) and External (customer, media, the
emails),
Vertical (up and down the organization) and horizontal (with peers), Official (newsletters, annual report) and unofficial (off the record
communications),
Written and Oral, and Verbal and non-verbal (Voice inflections, body language)
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Identify Stakeholders
This is the process of identifying all people or
organizations impacted by the project, and documenting relevant information regarding their interest, involvement, and impact on the project success. Inputs
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Stakeholder Analysis
Expert Judgment
Plan Communications
This is the process of determining the project stakeholder
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Work Session
You are managing a project with five people on the team, plus
one additional stakeholder the sponsor. Draw in all the lines of communication on this picture.
Using the formula n(n-1)/2, how many lines will you add if 2
Distribute Information
Distribute information the process of making
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stakeholders to meet their needs and addressing issues as they occur. Inputs
Stakeholder Register Stakeholder Management Strategy Project Management Plan view other inputs
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Report Performance
This is the process of collecting and distributing
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Review Questions
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external stakeholders involved in and affected by the project, e.g., sponsor, team members, customers, etc.
Procurement Documents parties involved in projects that result
from procurement activity or contract are key project stakeholders, this includes suppliers and sub-contractors.
Enterprise Environmental Factors factors that can influence this
process include; Organizational Culture and Structure, and Governmental or Industry Standards.
Organizational Process Assets process assets that can influence
this process are; Lessons learned from past projects, stakeholder register templates, and stakeholder register from past projects.
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expectations, knowledge levels, and influence (other stakeholders could be identified through interviewing) so as to define an approach strategy.
Step 2: identify the potential impact or support each stakeholder could generate, and classify them
Other Classification Models include: Power/Interest grid - based on authority and interest Power/Influence grid based on authority and influence Influence/Impact grid based on active involvement and impact Salience Model - based on ability to impose their will and urgency (need for immediate attention)
Step 3: Assess possible key stakeholders reaction or response in various situations, in order to plan how to influence them to enhance their support.
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approach to increase support and minimize negative impacts of stakeholders throughout the project life cycle.
It can be represented by a stakeholder analysis matrix.
Stakeholder Stakeholder Interest Assessment of Impact Strategies for Gaining Support/Reducing Obstacles
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adapted to the project environment; hence, all environmental factors are relevant inputs to the process.
enterprise
information are very crucial inputs to this process, as they provide insight into past project decisions.
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information needs of the project stakeholders, by combining the type and format of information needed and the value of the information.
The Project Manager also determines the number of potential
stakeholders, e.g., a project with 10 stakeholders has 10(10-1)/2 =45 potential channels.
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stakeholders to transfer information, e.g., brief conversations, extended meetings, written documents (schedules and online databases etc)
Factors that affect project are :
Urgency of the need for information availability of frequently updated information
Availability of Technology do the intended stakeholders have access to a selected communications technology
Expected Project Staffing compatibility of communication systems with project participants expertise
Duration of the Project is the available technology likely to change before the project is over?
Project Environment are team member meetings and operations face-to-face or virtual?
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how information is sent and received between two parties (sender and receiver).
Components of the model are:
Encode translation of others.
Message and Feedback-message the output of encoding. Medium method used to convey the message. Noise interference with transmission and comprehension of the message, e.g.,
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classified into:
Interactive Communication between two or more parties performing a multidirectional exchange of information.
Push Communication sent to specific recipients who need to know the information; it includes letters, memos, reports, emails, voice mails, faxes, press
releases etc.
Pull Communication for very large volume of information, or for very large audiences; the method includes, intranet sites, e-learning, and knowledge repositories etc.
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Information to be communicated, Stakeholder communication requirement, Reasons for the information distribution, Time frame and frequency of distribution, Person responsible for communicating the information, Person responsible for authorizing release of confidential information, Person or group who will receive information Technologies or methods of conveying information Resources allocated for communication activities, Escalation process, Methods for updating plan, Glossary of common terminology Flow charts of the information flow in the project, and Communication constraints, e.g., regulations, technology, and organizational policies.
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join:
Lines for 11 people = 11 x (11 1)/2 = (11 x 10)/2 = 55
The number of lines added = lines for 11 people lines
for 7 people
= 55 -21 = 34
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contains
the
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voice mail, video and web conferencing, websites and web publishing tools.
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lessons learned, issue logs, closure reports, and outputs from knowledge areas.
Project Presentations formal or informal presentation of information to
stakeholders.
Project Records including memos, meeting minutes, correspondences,
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resolution of issues. Issues are stated and categorized based on urgency and potential impact.
Change Log is used to document change that occurs during a
project. The changes and their impact to the project in terms of time, cost, and risk, must be communicated to the appropriate stakeholders.
Organizational Process Assets include the following:
Issue management procedure, Organizational communication requirements,
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Presentation skills,
Public speaking, and Writing skills
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Reasoning behind corrective actions, Causes of issues, and Lessons learned from managing stakeholder expectations
management plan.
Project Document Updates include updates to:
Stakeholder Management Strategy Stakeholder Register Issue Log
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project baselines. Performance measurement baseline is an approved plan for project work, to which project execution is compared, and deviations are measured for management control.
Work Performance Information from project activities
project activity metrics to evaluate actual progress compared to planned progress. These include the following:
planned versus actual schedule performance Planned versus actual cost performance, and Planned versus actual technical performance.
process gives information on additional funds required for the remaining work, as well as estimates for the completion of total project work.
Organizational Process Assets for Report Performance
process include: Report Templates, Policies and procedures defining measures to be used, and Defined variance limits.
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what caused a difference between the baseline and the actual performance. Typical steps of Variance Analysis are:
Verify the quality of information collected to ensure it is complete,
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estimating future outcomes, e.g., earned value, moving average, extrapolation, linear prediction, trend estimation, and growth curve.
Causal/econometric methods assumption that it is possible to identify
the underlying factor influencing a variable, e.g., sales of umbrella might be associated with weather conditions.
Judgmental methods incorporate intuitive judgments, probability
estimates, and opinions, e.g., surveys, Delphi method, scenario building, technology forecasting, and forecast by analogy.
Other methods are simulation, and ensemble forecasting.
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Methods like status review meetings can be used to evaluate information about project performance and progress.
project manager to capture, store, and distribute information to stakeholders about schedule progress, cost, and performance.
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information gathered, and present the results of any analysis as compared to the performance measurement baseline.
Reports may include: Current status of risks and issues
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report formats and lessons learned documentation (causes of issues, reasoning behind corrective actions taken etc).
Change Requests may be generated, and they are