SOFTWARE PROJECT MANAGEMENT Project Communications Management Dr. Ahmet TÜMAY, PMP

Communications Management Employs the processes required to ensure timely and appropriate planning, generation, collection, distribution, storage, retrieval, and ultimate disposition of project information. Majority of (~%90) PM’s time is spent for communicating

The Art of Communication • Internal (within the project) and external (customer, other projects, the media, the public), • Formal (reports, minutes, briefings) and informal (emails, memos, ad-hoc discussions), • 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).

Communication Skills Listening actively and effectively, Questioning, probing ideas and situations to ensure better understanding, Educating to increase team’s knowledge so that they can be more effective, Fact-finding to identify or confirm information, Setting and managing expectations, Persuading a person or organization to perform an action, Motivating to provide encouragement Coaching to improve performance Negotiating to achieve mutually acceptable agreements between parties, Resolving conflict to prevent disruptive impacts, and Summarizing, recapping, and identifying the next steps

Effective Communication The sender should encode a message carefully, determine the communications method used to send it, and confirm that the message is understood. Nonverbal About 55 percent of all communications are nonverbal (e.g., based on physical mannerisms). Paralingual Pitch and tone of voice also helps to convey a message. Feedback Saying things like, "Do you understand what I have explained?"

Effective Listening The receiver should decode the message carefully and confirm the message is understood. This includes watching the speaker to pick up physical gestures and facial expressions, thinking about what you want to say before responding, asking questions, repeating and providing feedback. Feedback Saying things like, "I am not sure I understand, can you repeat what you have said?" Active Listening The receiver confirms she is listening, confirms agreement or asks for clarification. Paralingual

Communication Blockers Communication Blockers Phrases such as ''What is your game plan?" "Getting down to the nitty gritty," or even "Zero in on problems" can cause miscommunication with people from other cultures. Such comments as "What a bad idea!" also hamper effective communication. Others are Noise Distance Improper encoding of messages Saying "That is a bad idea" Hostility Language Culture

Plan Communication Management Develop an appropriate approach and plan for project communications based on stakeholder’s information needs and requirements, and available organizational assets.

Stakeholder Analysis

Identify Stakeholders Output – İletişim Matrisi

Plan Communications Tools Communications Requirements Analysis The project manager should consider the number of potential communication channels or paths as an indicator of the complexity of a project's communications. The total number of communication channels is n(n-1)/2, where n = number of stakeholders. A project with 10 stakeholders has 45 potential communication channels.

Plan Communications Tools Communications Technology The urgency of the need for information. Is project success dependent upon having frequently updated information, or would regularly issued written reports suffice? The availability of technology. Are the systems already in place appropriate, or do project needs warrant change? The expected project staffing. Are the proposed communications systems compatible with the experience and expertise of the project participants, or training and learning required? The length of the project. Is the available technology likely to change before the project is over? The project environment. Does the team meet and operate on a face-to-face basis or in a virtual environment?

Communication Model Encode. To translate thoughts or ideas into a language that is understood by others. Message. The output of encoding. Medium. The method used to convey the message. Noise. Anything that interferes with the transmission and understanding of the message (e.g., distance). Decode. To translate the message back into meaningful thoughts or ideas.

Communications Management Plan Stakeholder communication requirements Information to be communicated, (format, content, and level of detail) Person responsible for communication Person or groups who will receive info Methods or technologies used to convey the info, such as memoranda, e-mail, etc Frequency of the communication, weekly Escalation process-identifying time frames and the management chain (names) for escalation of issues that cannot be resolved at a lower staff level

Manage Communications Process of creating, collecting, distributing, storing, retriving and the ultimate disposition of project information in accordance to Communications management plan.

Include ensuring that the right persons get the right information at the right time, as defined in the plan. As part of the communications process, the sender is responsible for making the information clear and complete so that the receiver can receive it correctly, and for confirming that it is properly understood. The receiver is responsible for making sure that the information is received in its entirety and understood correctly.

Communication Methods Methods to collect, share, and distribute to stakeholders in a timely manner. Meetings, hard-copy documents, and shared-access electronic databases Electronic communication and conferencing tools, such as e-mail, fax, telephone, video conferencing, and Web publishing Electronic project management tools, such as, meeting and virtual office support software, portals, and collaborative work management tools.

Meeting Rules Set a time limit and keep to it. Schedule recurring meetings in advance. Meet with the team regularly, but not too often. Have a purpose for each meeting. Create an agenda with team input. Distribute the agenda beforehand. Stick to the agenda. Let people know their responsibilities in advance. Bring the right people together. Chair and lead the meeting with a set of rules. Assign deliverables and time limits for all work that results from meetings. Document and publish meeting minutes.

Control Communications Monitor and control project communication througout the entire project to ensure the information needs of the project stakeholders are met.

Report Performance Generally, this performance information includes how resources are being used to achieve project objectives. Performance reporting should generally provide information on scope, schedule, cost, and quality. Many projects also require information on risk and procurement. Reports may be prepared comprehensively or on an exception basis

Status Review Meetings Status review meetings are regularly scheduled events to exchange information about the project. On most projects, status review meetings will be held at various frequencies and on different levels. For example, the project management team can meet weekly by itself and monthly with the customer. Information Presentation Tools

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