10.2 Manage Communications The process of creating, collecting, distributing, storing, retrieving and disposing of project information in accordance with the communications management plan. The Communication Management Plan is implemented during Execution, although information is distributed throughout all phases Effective communications management includes: Initiation Planning Execution Close Monitor Control Adapted from PMBOK 5th Edition

10.2 Manage Communications Sender-receiver Models - Including feedback loops and barriers to communication Choice of media – Writing vs. oral communications Informal vs. formal Face to face vs. electronic Adapted from PMBOK 5th Edition

10.2 Manage Communications Writing Style – Active versus passive voice Formal versus informal Sentence structure and word choice Meeting Management Techniques - Preparing an agenda, distributing action items, documenting decisions, resolving conflict – covered in Introduction to Project Communication Adapted from PMBOK 5th Edition

10.2 Manage Communications Presentation and Facilitation Techniques - Body language and design of visual aids – covered in Introduction to Project Communication Building consensus, resolving conflict and negotiation skills – covered in Human Resource Management Listening Techniques – Active listening (acknowledging, clarifying and confirming understanding) – covered in Introduction to Project Communication Removal of barriers – covered in Introduction to Project Communication Adapted from PMBOK 5th Edition

10.2 Manage Communications The inputs into Manage Communications are – Communications Management Plan Work Performance Reports Enterprise Environmental Factors Organisational culture and structure Government and industry standards Project management information system Organisational Process Assets Communications management policies and procedures Templates Lessons learned Initiation Planning Execution Close Monitor Control Adapted from PMBOK 5th Edition

10.2 Manage Communications Tools and techniques to Manage Communications include - Communication Technology Communication Models Performance Reporting Communication Methods Information Management Systems Adapted from PMBOK 5th Edition

10.2 Manage Communications Information Management Systems – Hard copy document distribution and manual filing systems Shared access electronic databases, knowledge management and collaboration tools Electronic communication and conferencing tools – email, voice mail, telephone messages, video conferencing, web publishing Electronic project management tools Adapted from PMBOK 5th Edition

10.2 Manage Communications Performance Reporting – Includes status reports, progress measurements and forecasts. Baseline vs. actual as well as forecasts Dependent on audience requirements Adapted from PMBOK 5th Edition

10.2 Manage Communications Performance Reporting information needed – Work Performance Information and Measurements Deliverable status Planned versus actual schedule performance Planned versus actual cost performance Planned versus actual technical performance Time Forecasts Budget Forecasts Issue and Risk log Change requests – approved and not approved Organisational Process Assets Project Reporting policies and procedures Report templates Defined variance and tolerance limits Adapted from PMBOK 5th Edition

10.2 Manage Communications Outputs of this process include – Project Communications Project Management Plan updates Project Document updates Issue log Project schedule Project funding requirements Organisational process assets updates Stakeholder notifications Project reports Project presentations and briefings Project records: Correspondence, Meeting minutes and action items, Memos Feedback from Stakeholders Lessons Learned Adapted from PMBOK 5th Edition

10.2 Manage Communications Issues Log – Description of issue Dated raised Status (Open or closed) Date Closed Responsibility for resolution Deadline to Resolve Comments, Details of resolution   Kitchen benchtop company will not be able to provide the benchtops requested by the client. 15/11/2016 Open  Lorraine - Designer 23/11/2016 May need to discuss alternatives with client that can be obtained in the timeframe.   Plumber has double booked his time and will not be available on 20/11/2013 for plumbing work. 17/11/2016 Graham - PM 19/11/2016 Contact alternate plumbers – try to stay within original quote 

Example Status Report Status report for November from a Kitchen Renovation project. Project Title: My Kitchen Renovation Project Date: 20th November 2016: Novembers Report Author: Alison Roberts   Accomplishments since the last report (Deliverables completed, milestones attained, decisions made, issues resolved) Date Due Date Completed Desc: Deliverable, milestones, decision or issue 1/08/2016 Kitchen Project commences 1/10/2016 29/09/2016 Kitchen design phase complete (milestone) 11/11/2016 19/11/2016 Kitchen benchtops delivered Continued….

Example Status Report Continued…. Upcoming activities (What the team must focus on achieving throughout the next reporting period)   Date Due Tasks 1/12/2016 Kitchen shell installed 15/12/2016 Plumbing complete 17/12/2016 Kitchen fully installed (milestone) 23/12/2016 Close phase complete (milestone) Budget – Planned vs Actual as at: 19/11/2016 Planned Actual $10,345 $10,978 Comments: Minor cost overruns due to extra time required on designing kitchen – contingency budget applied.  Continued….

Example Status Report Summary of issues and variations Issue/Change No: Description Issue #345   Kitchen benchtops delivered 8 days late. This delays succeeding tasks and means the project may not be completed by Christmas. This did not affect cost as resources wee assigned to another project for this period. We will endeavour to catch up by working over the weekend of 21/11/2016. CR#23 Change request #23 – client wants to change the stain to be used on the cupboards. This is yet to be approved/rejected. Change in Status of Risks: Risk: Change description: R#345 Risk of benchtops not being delivered on time has occurred – this will be closed in the risk register and moved to the issue register with resolution by 25/11/2016. R#234 Risk of plumber not being available on date required. Likelihood has been reduced from high to low. Plumber has confirmed availability.

Document Management and Control It is possible that all documents issues during a project could be subject subpoena to be used as evidence in litigation Document Management and Control is critical – Project documents must be easily found and retrieved Specific versions of documents as particular dates must be identifiable It must be clear that everyone is working from the correct version of the document

Document Management Process Requires formal standards and process flow All project staff need to adhere to standards for – Document storage and archival Document format Details of author, reviewers and authorisers Document identification and naming Document revisions and version control Document distribution processes Document security WWW

Document Archiving and Disposal You may be required to finalise and archive project documentation or alternatively, dispose of documentation. This will depend on: Document purpose Sensitivity, security and confidentiality of information Which documents need to be kept and how long – legally and by organisation policy