1. v. 2.0 - © Copyright and all rights reserved – 2005 PMI Mile Hi Chapter 10. Communications Management PMP Prep Course Based on the PMBOK ® Guide 3 rd Edition

2. v. 2.0 - © Copyright and all rights reserved – 2005 PMI Mile Hi Chapter 12/07/05 10. Communications Management What is Communications Management? “Communications Management…the processes required to ensure timely and appropriate generation, collection, dissemination, storage, and ultimate disposition of project information.” *Source: PMBOK® p.221

3. v. 2.0 - © Copyright and all rights reserved – 2005 PMI Mile Hi Chapter 12/07/05 10. Communications Management Process Groups InitiatingPlanningExecuting Monitoring & ControllingClosing Communications Management Knowledge Area Processes 10.1 Communications Planning (3.2.2.14) 10.2 Information Distribution (3.2.3.5) 10.3 Performance Reporting (3.2.4.9) 10.4 Manage Stakeholders (3.2.4.10)

4. v. 2.0 - © Copyright and all rights reserved – 2005 PMI Mile Hi Chapter 12/07/05 10. Communications Management Importance of Communications 90% of a project manager’s job. Affects every part of a project. Can make or break a project. There is a very high and direct correlation between the ability to communicate and project performance.

5. v. 2.0 - © Copyright and all rights reserved – 2005 PMI Mile Hi Chapter 12/07/05 10. Communications Management Communication Facts We retain and/or absorb: 10% of what we read 20% of what we hear 30% of what we read and hear 50% of what we discuss with others 80% of what we experience 90% of what we teach to others

6. v. 2.0 - © Copyright and all rights reserved – 2005 PMI Mile Hi Chapter 12/07/05 10. Communications Management Communication Facts Communication Retention 50% now 25% in two (2) days 10% after seven (7) days Where we gain communications 7% from words 38% from tone 55% from non-verbal cues

7. v. 2.0 - © Copyright and all rights reserved – 2005 PMI Mile Hi Chapter 12/07/05 Communications Model The Communication Model is made up of three (3) key parts: the sender, the message, and the receiver. 1 2 3 10. Communications Management

8. v. 2.0 - © Copyright and all rights reserved – 2005 PMI Mile Hi Chapter 12/07/05 Sender – The originator of a message. The sender is responsible for making the information clear, unambiguous and complete so the receiver can receive (decode) it correctly. Encode – To translate thoughts or ideas into a form understood by receiver or audience. Message – The information the sender wants to communicate. Messages can be informative or solicit action. Medium – The method used to convey the message. Decode – More than just receiving the message, it is the interpretation of the message by the receiver. Receiver – The person(s) for whom the message is intended. The receiver is responsible for making sure the information is received in its entirety and understood correctly. Communications Model (cont’d) 10. Communications Management

9. v. 2.0 - © Copyright and all rights reserved – 2005 PMI Mile Hi Chapter 12/07/05 Response – Information sent back to the sender to clarify the receipt of the original message. Channel – The medium used to transmit the message. Nonverbal – About 55% of all communication is non-verbal (e.g. based on physical mannerisms). Paralingual – Means the pitch and tone of your voice. This also helps to convey a message. Feedback – Confirm message is understood. “Does what I have said seem reasonable to you?” Active Listening – The receiver confirms that she is listening, confirms agreement, and asks for clarification. Effective Listening – 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. Communications Terms 10. Communications Management

10. v. 2.0 - © Copyright and all rights reserved – 2005 PMI Mile Hi Chapter 12/07/05 Communications Environment – The circumstances or conditions by which one is surrounded. The combined internal and external forces, which assist or restrict the attainment of good project communications. Communications Channels Personal Organizational Grapevine Communications Terms (cont’d) 10. Communications Management

11. v. 2.0 - © Copyright and all rights reserved – 2005 PMI Mile Hi Chapter 12/07/05 Channels of Communication As the number of people involved in the communication increases the number of communication channels increases exponentially! The Formula for One-to-one Communications N(N-1) 2 2(1)/2 = 1 Channel 10(9)/2 = 45 Channels 10. Communications Management

12. v. 2.0 - © Copyright and all rights reserved – 2005 PMI Mile Hi Chapter 12/07/05 10. Communications Management Know Your Audience (Receivers) Who is the Audience? What is their job? What do they know? What do they want to receive? What do you want from them? How might they react to your message?

13. v. 2.0 - © Copyright and all rights reserved – 2005 PMI Mile Hi Chapter 12/07/05 10. Communications Management Audience = Receivers = Stakeholders Management Project manager Team Team member’s managers Other project managers Other stakeholders

14. v. 2.0 - © Copyright and all rights reserved – 2005 PMI Mile Hi Chapter 12/07/05 Audience Types Active – Includes decision makers, supporters, workers. Passive – Information seekers, entertainment seekers. Active Passive 10. Communications Management

15. v. 2.0 - © Copyright and all rights reserved – 2005 PMI Mile Hi Chapter 12/07/05 Noise or Filters – Anything that distorts, distracts or otherwise causes the message to lose its original meaning: Language Culture Distance Semantics Improper encoding of messages Intelligence/ Knowledge Level Message Content Authority/Reputation Emotional Status - Hostility 10. Communications Management Communication Barriers

16. v. 2.0 - © Copyright and all rights reserved – 2005 PMI Mile Hi Chapter 12/07/05 Techniques for Improved Communication (encoding, barrier busting) Increase your chances that a clear message will be generated and received: Obtain feedback, possibly in more than one form. Use face to face communications, if possible. Determine receiver sensitivity to the message. Use simple language. Reinforce words with actions. Use redundancy (e.g. say things in more than one way). 10. Communications Management

17. v. 2.0 - © Copyright and all rights reserved – 2005 PMI Mile Hi Chapter 12/07/05 Communication (encoding) Styles Authoritarian – gives expectations and specific guidance. Promotional – cultivates team spirit. Facilitating – gives guidance as required, non- interfering. Conciliatory – Friendly and agreeable, builds compatible team. Judicial – Uses sound judgment. 10. Communications Management

18. v. 2.0 - © Copyright and all rights reserved – 2005 PMI Mile Hi Chapter 12/07/05 Communication (encoding) Styles (cont’d) Ethical – Honest, fair, by the book. Secretive – not open or outgoing (to the project’s detriment). Disruptive – Breaks apart unity of group, agitator. Intimidating – “Tough guy”, can lower moral. Combative – Eager to fight or be disagreeable. 10. Communications Management

19. v. 2.0 - © Copyright and all rights reserved – 2005 PMI Mile Hi Chapter 12/07/05 To have clear concise communications, the project manager must: Handle communications in a structured manner. Tailor communications to the situation Decide whether communications need to occur: Formally or informally Internally or externally Vertically or horizontally In a written or verbal format 10. Communications Management Communication Methods

20. v. 2.0 - © Copyright and all rights reserved – 2005 PMI Mile Hi Chapter 12/07/05 Communications MethodWhen Used Formal WrittenComplex problems, project plans, project charter, communicating over long distances Formal VerbalPresentations or speeches Informal WrittenMemos, e-mail, notes Informal VerbalMeetings or conversations 10. Communications Management Communication Methods (cont’d)

21. v. 2.0 - © Copyright and all rights reserved – 2005 PMI Mile Hi Chapter 12/07/05 TypeGroupIndividualWrittenOralFormalInformal Memo XXXX Letter XXXX Report XXXX Meeting XXXX Presentation XXX Telephone XXXX E-Mail XXXX 10. Communications Management Communication Methods (cont’d)

22. v. 2.0 - © Copyright and all rights reserved – 2005 PMI Mile Hi Chapter 12/07/05 10.1 Communications Planning Communication Planning – Determines the information and communications needs of the stakeholders: who needs what information, when will they need it, how will it be given to them, and by whom. Definition *Source: PMBOK® p.225

23. v. 2.0 - © Copyright and all rights reserved – 2005 PMI Mile Hi Chapter 12/07/05 10.1 Communications Planning

24. v. 2.0 - © Copyright and all rights reserved – 2005 PMI Mile Hi Chapter 12/07/05 10.1 Communications Planning Culture, structure, infrastructure, standards, etc.. Lessons learned and historical information Basis for future project decisions Provides background information about the project

25. v. 2.0 - © Copyright and all rights reserved – 2005 PMI Mile Hi Chapter 12/07/05 10.1 Communications Planning Is the process of collecting information about the stakeholders’ informational needs Methodologies used to transfer information among project stakeholders

26. v. 2.0 - © Copyright and all rights reserved – 2005 PMI Mile Hi Chapter 12/07/05 10.1 Communications Planning 10.1.2.2 Communication Technology – Methodologies used to transfer information (methods of communication), Technology factors that can affect the project: Urgency of need Availability of technology Staffing expectations Length of project Project environment

27. v. 2.0 - © Copyright and all rights reserved – 2005 PMI Mile Hi Chapter 12/07/05 10.1 Communications Planning Sample attributes include: Communications item Purpose Frequency Start/end dates Format/medium Responsibility

28. v. 2.0 - © Copyright and all rights reserved – 2005 PMI Mile Hi Chapter 12/07/05 10.1 Communications Planning Communication Management Plan provides : Stakeholder communication requirements Information to be communicated - Person responsible to give – Group to receive Method to convey Frequency Escalation process Method for updating and refining Glossary of common terminology

29. v. 2.0 - © Copyright and all rights reserved – 2005 PMI Mile Hi Chapter 12/07/05 10.2 Information Distribution Information Distribution – Involves making needed information available to project stakeholders in a timely manner. It includes implementing the communications management plan as well as responding to unexpected requests for information. Definition *Source: PMBOK® p.228

30. v. 2.0 - © Copyright and all rights reserved – 2005 PMI Mile Hi Chapter 12/07/05 Information Distribution Getting the right information in the right format to the right people at the right time. ProjectManager Sponsor Team Members Functional Managers Senior Managers Customers Suppliers

31. v. 2.0 - © Copyright and all rights reserved – 2005 PMI Mile Hi Chapter 12/07/05 10.2 Information Distribution

32. v. 2.0 - © Copyright and all rights reserved – 2005 PMI Mile Hi Chapter 12/07/05 10.2 Information Distribution Output from Communication Planning and a subsidiary plan of the project management plan

33. v. 2.0 - © Copyright and all rights reserved – 2005 PMI Mile Hi Chapter 12/07/05 10.2 Information Distribution Skills used to exchange information - Recall all the encoding methods and style Electronic database, manual filing systems Information Distribution Systems Project Meetings Hard Copy Document Distribution Shared Access to Electronic Databases Fax E-Mail Web portals Output from Communication Planning and a subsidiary plan of the project management plan Identifying project successes and project failures

34. v. 2.0 - © Copyright and all rights reserved – 2005 PMI Mile Hi Chapter 12/07/05 10.2 Information Distribution Updates Lessons learned documentation Project records-memos, meeting minutes, etc.. Project reports Project presentations Additions, modifications, and revisions are managed through the Integrated Change Control process

35. v. 2.0 - © Copyright and all rights reserved – 2005 PMI Mile Hi Chapter 12/07/05 10.3 Performance Reporting Performance Reporting – Involves collecting and disseminating information in order to provide stakeholders with information about how resources are being used to achieve project objectives. There are three (3) types: Status Reporting – Describing where the project stands now. Progress Reporting – Describing what the project team has accomplished. Forecasting – Predicting future project status and progress *Source: PMBOK® p.231 Definition

36. v. 2.0 - © Copyright and all rights reserved – 2005 PMI Mile Hi Chapter 12/07/05 10.3 Performance Reporting

37. v. 2.0 - © Copyright and all rights reserved – 2005 PMI Mile Hi Chapter 12/07/05 10.3 Performance Reporting On the completed status of the deliverables SV & SPI values for WBS components Result of QC activities that are feedback to QA To assess the cost or the amount of work to complete schedule activities Provides baseline information – typically integrates scope, schedule and cost parameters of a project

38. v. 2.0 - © Copyright and all rights reserved – 2005 PMI Mile Hi Chapter 12/07/05 10.3 Performance Reporting Requested changes to expand or contract project scope Unique and verifiable product, etc.. That must be produced to complete that process, etc..

39. v. 2.0 - © Copyright and all rights reserved – 2005 PMI Mile Hi Chapter 12/07/05 10.3 Performance Reporting Software packages To produce forecast as well as performance, status and progress reports Regularly scheduled events to exchange information about the project. To record and provide time expended on project To record and provide cost expended on the project

40. v. 2.0 - © Copyright and all rights reserved – 2005 PMI Mile Hi Chapter 12/07/05 10.3 Performance Reporting Performance Reports – Organize and summarize the information gathered. Should provide the kinds of information and level of detail required by the communications plan. Bar charts Gantt Charts S-Curves Histogram Tables Other

41. v. 2.0 - © Copyright and all rights reserved – 2005 PMI Mile Hi Chapter 12/07/05 10.3 Performance Reporting Outputs (cont’d) Change Requests – Descriptions of changes stakeholders want made to the project scope.

42. v. 2.0 - © Copyright and all rights reserved – 2005 PMI Mile Hi Chapter 12/07/05 Manage Stakeholders – managing communications to satisfy the needs of, and resolve issues with, project stakeholders. *Source: PMBOK® p.235 10.4 Manage Stakeholders Definition

43. v. 2.0 - © Copyright and all rights reserved – 2005 PMI Mile Hi Chapter 12/07/05 10.4 Manage Stakeholders

44. v. 2.0 - © Copyright and all rights reserved – 2005 PMI Mile Hi Chapter 12/07/05 10.4 Manage Stakeholders Output of Communication Planning and a subsidiary of the project management plan To address project issues

45. v. 2.0 - © Copyright and all rights reserved – 2005 PMI Mile Hi Chapter 12/07/05 10.4 Manage Stakeholders Recall the different communication (encoding) methods and techniques discussed earlier. Discussed in the Human Resources section – a means of communicating issues to concerned parties.

46. v. 2.0 - © Copyright and all rights reserved – 2005 PMI Mile Hi Chapter 12/07/05 10.4 Manage Stakeholders Documentation of concerns that have been addresses and closed Results of the manage stakeholders process: Stakeholders may need to approve changes and corrective actions that affect them