Apply Communication Management Techniques Introduction to Communication Certificate IV in Project Management 17871 Qualification Code BSB41507 Unit Code.

Apply Communication Management Techniques Introduction to Communication Certificate IV in Project Management Qualification Code BSB41507 Unit Code BSBPMG406A

Project Communications Management
Includes processes required to ensure timely and appropriate generation, collection, distribution, storage, retrieval and disposal of project information Project Managers spend the majority of their time communicating with team members, the Project Sponsor and other project stakeholders Effective communication enhances project success by creating understanding between diverse sets of stakeholder Poor project communication is one of the most common causes of project failure Adapated from PMBOK 4th Edition

Project Communications Management
Communication activity has many dimensions - Internal External Informal Formal Vertical Horizontal Official Unofficial Verbal Non-Verbal Written Oral Adapated from PMBOK 4th Edition

Common Communication Skills
Listening actively and effectively Questioning to ensure better understanding Education to increase team knowledge and effectiveness Fact-finding to identify and confirm information Setting and managing expectations Persuading someone to perform a desired action Negotiating to achieve mutually acceptable agreement Resolving conflict to prevent disruption Summarising, recapping and agreeing next steps Adapated from PMBOK 4th Edition

Communications Management
EFFECTIVE COMMUNICATION 5

Effective Communication
The transferring and understanding of meaning For communication to be effective, it is important to understand how the people you are interacting with may interpret your message. We obtain information through our senses and we all apply different filters. It is important to verify the receivers understanding of your message and to verify your understanding of theirs

Understand Modes of Learning
Kinaesthetic Feel the world Act on what they feel Learn by doing Tactile Hear the world - Aural Think by analysing sounds Love to hear themselves and others talk How things are said is more important than what is said

Preferences for Communication
Modes of learning affect preferences for communication Being aware of the modes will make your communication more successful Cater for all three modes when planning and developing communication Most people are a combination of two of the three modes – the most common are Kinaesthetic/Auditory and Kinaesthetic/Visual

Communication Broken Down
Content - 7% of the meaning from the content of the spoken message Vocal - 38% of the meaning from the tone of voice, timbre, tempo, volume, pitch etc Non Verbal – 55% of the meaning from body language, posture, gesture, breathing, skin colour etc All three need to be congruent to convey the intended message Source: Mehrabian, A & Ferris, R, “ Inference of attitudes from non-verbal communication in two channels”, The Journal of Counselling Psychology, pp

Active Listening Active listening is an intent to "listen for meaning", in which the listener checks with the speaker to see that a statement has been correctly ... The process of attending carefully to what a speaker is saying, involving such techniques as accurately paraphrasing the speaker's remarks a skill in which the listeners demonstrate that they understand what the speaker is saying both verbally and nonverbally

Listening with Questions in Mind
When attending presentations and meetings, listen with the following questions in mind – What is the speaker saying? What does it mean? What point are they trying to make? How does it relate to previous messages? How can I use the information? Does it make sense? Am I getting the whole story? What outcomes are they trying to achieve? Source: Adapted from Bucero A., Listen and Learn, PM Network, 2006 June pages

Shannon’s Communication Model
Communication is impaired by noise factors or ‘barriers’

Barriers to Effective Communication
Language Barriers Cultural Barriers Individual Barriers Organisational Barriers Interpersonal Barriers Attitudinal Barriers Channel Barriers

Language Barriers Different languages, vocabulary, accent, dialects Semantic gaps are words having similar pronunciation but multiple meanings – these can easily be misunderstood Poorly expressed message, incorrect interpretation and unqualified assumptions The use of difficult or inappropriately technical terms 2. Cultural Barriers Can create boundaries and separate people from each other in such a way as to prevent understanding Age Popularity Ethics Beauty Economic Position Cultural Background Assumptions Gender Priorities Social Status Motives Health Education Temperament Political Views

3. Individual Barriers May be a result of an individual's perceptual and personal discomfort Even when two people have experienced the same event their mental perception may be different and acts as a barrier Style, selective perception, halo effect, poor attention, poor retention, defensiveness, close mindedness, insufficient filtration Can result from unrelated external forces, stress and personal change 4. Organisational Barriers Organisational culture, values, protocols, rules, regulations, accepted norms and behaviours Physical set up of work stations Communication tools and working facilities

5. Interpersonal Barriers Lack of knowledge of non-verbal clues like facial expression, body language, gestures, postures, eye contact Managers Lack of trust in staff Different priorities from employees Lack of understanding of employee expectations Authority and power imbalance Fear of losing of control Staff Lack of trust in Manager or Employer Lack of motivation and co-operation Fear of consequences Information overload

6. Attitudinal Barriers Limitation in physical and mental ability Differences in intellect, understanding and perceptions Lack of trust and fear of consequences 7. Channel Barriers Inappropriate selection of communication channel Inappropriately structured message – eg too long, no summary, no clear outcome Lack of access to communication media Impacts clarity, accuracy and effectiveness

Overcoming the Barriers - Do’s
Allow employees access to resources, self expression and idea generation Express your expectations to others Avoid absolute words such as "never", "always", "forever Avoid “Yes….But” Be a good, attentive and active listener Filter the information correctly before passing on to someone else Establish direct communication channels Eliminate intermediaries

Maintain eye contact if culturally acceptable Use specific and accurate words which are easily understood Try and view the situations through the eyes of the speaker Provide summaries and key messages if information is very detailed or complicated Oral communication must be clear and not heavily accented Explain technical concepts and provide definitions

Ask for clarification and paraphrase to confirm understanding Break down hierarchies and chains of command Foster congenial relationships between staff and managers Focus on purposeful and well focused communication Seek and act on feedback Keep an open mind

Overcoming the Barriers – Don’ts
Be a Selective Listener - this is when a person hears another but selects not to hear what is being said or to hear a different message Try to “win” and score points or prove the other person wrong Daydream Use long chain of command for communication Use technical jargon or unusual words Jump to conclusions Interrupt the speakers and distract them by asking too many irrelevant questions Digress off the main topic

Apply Communication Management Techniques Project Communication Processes – Part 1 Certificate IV in Project Management Qualification Code BSB41507 Unit Code BSBPMG406A

Project Communication Management Processes – Part 1
PMBOK Project Communication Management Processes - 10.1 Identify Stakeholders 10.2 Plan Communications 10.3 Distribute Information 10.4 Manage Stakeholder Expectations 10.5 Report Performance Related processes from Project Integration Management – 4.2 Develop Project Management Plan PMBOK 4th Edition

10.1 Identify Stakeholders
The process of identifying all people and organisations involved in or impacted by the project Stakeholder information is gathered including their interests, involvement and potential impact on project success Includes diverse groups such as customers, sponsors, impacted management, impacted staff, external organisations and sometimes even the public or press Stakeholders can positively or negatively impact the project Occurs during Planning Initiation Planning Execution Close Monitor Control Adapted from PMBOK 4th Edition

Definition of Project Stakeholders
Stakeholders are persons or organisations who are actively involved in the project or whose interests may be positively or negatively affected by the performance or completion of the project. Stakeholders may also exert influence over the project, its deliverables and the project team members. The project management team must identify both internal and external stakeholders in order to determine the project requirements and expectations of all parties involved. The Project Manager must manage the influence and expectations of the various stakeholders to ensure a successful project outcome.

Stakeholders and the Project
Operations Manager Other Stakeholders Project Stakeholders Functional Managers Portfolio Manager Project Sponsor Program Manager Business Partners Project Team Project Management Team Project Team Project Manager Customers Project Management Office The Project PMBoK Guide – Fourth Edition, figure 2.6

Stakeholder Identification
Identifying stakeholders and understanding their relative influence on a project is critical. It can be difficult Stakeholders can change over time and new ones can be identified during the project Stakeholder expectations and power can also change during the project

Internal and External Stakeholders
Suppliers Business Partners Other Stakeholders Customers Government Sub Contractors Competitors Public External Stakeholders The Project Internal Stakeholders Functional Managers Project Management Office Other Stakeholders Program Manager Portfolio Manager Operations Manager

Inputs to Identify Stakeholders - Project Charter Procurement Documents and Contracts Enterprise Environmental Factors Organisation culture and structure Government regulations and Industry standards Organisational Process Assets Stakeholder register templates Lesson learned from previous projects Stakeholder Registers form previous projects Tools and techniques to Identify Stakeholders – Stakeholder Analysis Expert Judgement Adapted from PMBOK 4th Edition

Stakeholder Analysis The process of systematically gathering and analysing information to determine whose interests should be taken into account throughout the project It identifies the interests, expectations and influence of the stakeholders Looks at stakeholders with positive and negative feelings towards the project Step 1 - Identify all potential project stakeholders Step 2 – Identify Power and Impact of each stakeholder Step 3 – Assess likely stakeholder reactions and plan to get support Adapted from PMBOK 4th Edition

Steps in Stakeholder Analysis
Identify all potential stakeholders and information about them Understand their role and authority levels Identify their interest and expectations Key stakeholders are easily identified as they appear in the project governance and structure chart Key stakeholders include anyone in a decision-making or management role that will be impacted by the project Interview key stakeholders to identify more stakeholders Positive stakeholders can be leveraged to enhance project success Negative stakeholders need to be encouraged to support the project, or at least be neutral

Identify Stakeholder Power and Interest Classify stakeholders Plan approach to stakeholder management depending on their power and interest Identify stakeholder communication requirements Complete the Stakeholder Power & Interest Grid It is critical to understand their roles or positions, interests, expertise, expectations and levels of influence

Assess likely stakeholder reactions Identify stakeholder related risks Monitor and control stakeholder related risks Develop risk management plans and mitigation strategies to reduce negative impacts Complete the Stakeholder Register and determine management strategy Positive stakeholders can be leveraged to enhance project success Negative stakeholders need to be encouraged to support the project, or at least be neutral

Stakeholder Power & Interest Grid
High Keep Satisfied Manage Closely Power Monitor (minimum effort) Keep Informed Low Low High Interest PMBoK Guide – Fourth Edition

Expert Judgement Stakeholders are normally uncovered through discussions with the key stakeholders and the list should be expanded until all potential stakeholders are identified – e.g staff or customers impacted by the project, third party suppliers, finance and legal departments It can be difficult to identify all the stakeholders Different experts who should be consulted include - Subject Matter Experts Senior Management Key Stakeholders Other Project Managers Industry Groups Professional Associations PMO Consultants

Outputs of this process include – Stakeholder Register Identification information Assessment information Stakeholder Classification Stakeholder Management Strategy Defined approaches to increase support or decrease negative impacts Stakeholder Analysis Matrix Takes the results of the above and the Power and Interest assessment Summarises and organises into a register or table Includes potential strategies to gain support or reduce negative impacts Adapted from PMBOK 4th Edition

Stakeholder Register or Stakeholder Analysis Matrix
First step in communication planning Includes expectations (interests) and management approach (strategies) Content can be very sensitive Discretion is required regarding access to the document and distribution lists Stakeholder Stakeholder Interests in the Project Assessment of Impact and Authority Potential strategies for gaining support and reducing objections Stakeholder name and position title Specific actions planned to gain support and reduce objections, leverage supporters and neutralise detractors Areas of interest – functional, operational, specific project outcome or key knowledge area Using the Power and Interest Grid to determine level of authority and also level and type of impact (positive or negative) Adapted from PMBOK 4th Edition

10.2 Plan Communications The process of determining the project stakeholder information needs and defining a communication approach Plan Communication determines – who needs what information, when they will need it, how it will be given to then, and by whom Informational needs and communication mechanisms vary widely from project to project A complex process that is critical to project success, and unfortunately, often under valued Occurs during Planning Initiation Planning Execution Close Monitor Control Adapted from PMBOK 4th Edition

10.2 Plan Communications Inputs into Plan Communications –
Stakeholder register Stakeholder management strategy Enterprise environmental factors Project Management maturity helps to determine the type and frequency of communication Organisational process assets Relevant policies and procedures Lessons learned from past projects Organisation charts Adapted from PMBoK Guide – 4th Edition

10.2 Plan Communications Tools and techniques to Plan Communications –
Requirements Analysis Communication Channels Communication Technology Communication Media Communication Methods Adapted from PMBOK 4th Edition

Communication Requirements Analysis
Information used to determine specific project communication requirements includes – Organisation charts Project Organisation and Governance Charts Stakeholder responsibilities Disciplines, departments and specialisations involved in the projects eg. Finance, legal, risk Logistics of communication – how many people, location Internal information needs – across organisation External information needs – media, contractors, public Stakeholder register and stakeholder management strategies

Communication Technology
Information used to determine specific project communication requirements includes – Organisation charts Project Organisation and Governance Charts Stakeholder responsibilities Disciplines, departments and specialisations involved in the projects eg. Finance, legal, risk Logistics of communication – how many people, location Internal information needs – across organisation External information needs – media, contractors, public Stakeholder register and stakeholder management strategies

Communication Media and Channels
Traditional Vs Electronic Informal Vs Formal Group briefings One on One Meetings Steering Committee Presentations Presentations Team Meetings Stakeholder Meetings Status Reports Collaboration Sites Push Vs Pull Newsletters

Communication Methods
Interactive Two or more parties Multi directional exchange of information Efficient way to ensure common understanding Meetings Phone calls and teleconferences Video conferences Push Sent to specific recipients Need to know basis Doesn’t check understanding Letters, memos. Reports s, faxes Voice mail Press releases Pull Used for large volumes of information Large audiences can self serve Can’t determine understanding Access at own discretion Intranet sites E-learning Knowledge repositories Collaboration sites

10.2 Plan Communications Outputs of this process include –
Communications Management Plan Stakeholder Communication requirements Resources allocated to communication activities – including time and cost Escalation, approval information flow processes Glossary of terms Project Document Updates Project schedule Stakeholder register Stakeholder management strategy Project risk register Risk Management Plan Target Audience Communication Needs Messenger Approval Media/Channel Frequency Who to What Who from Who approves How When

Apply Communication Management Approaches Project Communication Processes – Part 2 Certificate IV in Project Management Qualification Code BSB41507 Unit Code BSBPMG406A

Project Communication Management Processes – Part 2
PMBOK Project Communication Management Processes - 10.1 Identify Stakeholders 10.2 Plan Communications 10.3 Distribute Information 10.4 Manage Stakeholder Expectations 10.5 Report Performance Related processes from Project Integration Management – 4.2 Develop Project Management Plan PMBOK 4th Edition

10.4 Manage Stakeholder Expectations
The process of communicating and working with stakeholders to meet their needs and address issues as they arise Stakeholder expectations are actively managed to increase the likelihood of project acceptance and success Concerns are addressed as soon as they occur in order to prevent and minimise the negative impact of issues Issues that have occurred are clarified and resolved, resulting in decisions, agreement and sometime change requests Responsibility of the Project Manager Occurs during Execution Initiation Planning Execution Close Monitor Control Adapted from PMBOK 4th Edition

Inputs to Manage Stakeholder Expectations - Stakeholder Register Stakeholder Management Strategy Project Management Plan Issue Log – used to document resolution of issues Change Log –used to document changes that occur during the project Organisational Process Assets Communication policies and procedures Issue management procedures Change Control procedures Lessons learned from previous projects Adapted from PMBOK 4th Edition

Tools and techniques for Manage Stakeholder Expectations: Communication Methods – Using the communication methods identified in the Communications Plan for each Stakeholder Issue Logs - Used to clearly document the issues and monitor the resolution of issues including assigning an owner Unresolved issues can be a major source of conflict and project delays Adapted from PMBOK 4th Edition

Outputs of this process include – Change Requests Project Management Plan Updates Communication Plan Updates Stakeholder Management Strategy Updates Stakeholder Register Updates Issue Log Updates Risk Log Updates Organisational Process Asset Updates Lessons learned Causes of issues Reasoning behind corrective action Adapted from PMBOK 4th Edition

What is Conflict on Projects?
A conflict exists when two people wish to carry out acts which are mutually inconsistent. They may both want to do the same thing, such as to deliver a project, but in fundamentally different ways. Or they may want to do different things where the different things are mutually incompatible, such as increase scope or decrease the timeframe. A conflict is resolved when some mutually compatible set of actions is worked out. The definition of conflict can be extended from individuals to groups (such as teams and organisations) and more than two parties can be involved in the conflict.

The Benefits of Conflict
Conflict is inevitable and often good, for example, good teams always go through a "form, storm, norm and perform" period. Getting the most out of diversity means often-contradictory values, perspectives and opinions. Conflict is often needed and can - Help to raise and address problems Energizes work to be on the most appropriate issues Help people "be real", for example, it motivates them to participate Help people learn how to recognize and benefit from their differences Conflict is not the same as discomfort. The conflict isn't the problem - it is when conflict is poorly managed that it becomes a problem. Source: Adapted from Carter McNamara, MBA, PhD, Authenticity Consulting, LLC, Basics of Conflict Management,

Conflict is a problem when it…
Hampers productivity Lowers morale Causes more and continued conflicts Causes inappropriate behaviours Causes delays or cost overruns Causes scope or quality issues Source: Adapted from Carter McNamara, MBA, PhD, Authenticity Consulting, LLC, Basics of Conflict Management,

Tips to Reduce Team Conflict
Regularly review job descriptions Seek team member’s input and agreement Document, distribute and date them Review roles to ensure no overlaps, gaps or conflict Build relationships Execute Communication Plan with stakeholders and team members Conduct team member one on ones Conduct regular team meetings Source: Adapted from Carter McNamara, MBA, PhD, Authenticity Consulting, LLC, Basics of Conflict Management,

Get regular status updates including – Accomplishments and progress Current risks and issues Plans for the upcoming period Needs for assistance Conduct basic training about – Interpersonal communication Conflict management and resolution Delegation and decision making Source: Adapted from Carter McNamara, MBA, PhD, Authenticity Consulting, LLC, Basics of Conflict Management,

Develop team rules for working together Procedures for key tasks based on team input Agreements about how the team will operate – Team Charter Clearly communicate behavioural expectations Make these easily accessible Feedback and review protocols Conflict resolution frameworks Escalation procedures Source: Adapted from Carter McNamara, MBA, PhD, Authenticity Consulting, LLC, Basics of Conflict Management,

Encourage feedback and input Be prepared to act on good ideas Ensure rationale behind suggestions that are not taken up are clearly communicated Consider an anonymous suggestion box in which employees can provide suggestions Source: Adapted from Carter McNamara, MBA, PhD, Authenticity Consulting, LLC, Basics of Conflict Management,

5 Common Responses to Conflict
Competing Avoiding Accommodating Compromising Collaborating Source: Adapted from Negotiation Theory and Techniques, Spegel et al, Butterworths, 1998

1. Competing is a style in which one's own needs are advocated over the needs of others. It relies on an aggressive style of communication, low regard for future relationships, and the exercise of coercive power. Those using a competitive style tend to seek control over a discussion. They fear that loss of control will result in solutions that fail to meet their needs. Competing tends to result in responses that increase the level of threat. Source: Adapted from Negotiation Theory and Techniques, Spegel et al, Butterworths, 1998

2. Accommodating also known as smoothing or appeasing, is the opposite of competing. People using this style yield their needs to those of others, trying to be diplomatic. They tend to allow the needs of the group to overwhelm their own, which may not ever be stated, as preserving the relationship is seen as most important. Source: Adapted from Negotiation Theory and Techniques, Spegel et al, Butterworths, 1998

5. Responses to Conflict 3. Avoiding
a common response to the negative perception of conflict – perhaps it will go away feelings get pent up, views go unexpressed, and the conflict festers until it becomes too big to ignore. Perhaps it could have been overcome if tackled early Can break relationships and severely impact project success. Because needs and concerns go unexpressed, people are often confused, wondering what went wrong? Source: Adapted from Negotiation Theory and Techniques, Spegel et al, Butterworths, 1998

5. Responses to Conflict 4. Compromising
is an approach to conflict in which people gain and give in a series of tradeoffs. While it gets an outcome, compromise is generally not satisfying for all parties Often there is a lack of trust and risk taking involved. In more collaborative behaviours this is avoided Source: Adapted from Negotiation Theory and Techniques, Spegel et al, Butterworths, 1998

5. Responses to Conflict 5. Collaborating
is the pooling of individual needs and goals toward a common goal. Often called "win-win problem-solving," collaboration requires assertive communication and cooperation in order to achieve a better solution than either individual could have achieved alone. It offers the chance for consensus, the integration of needs, and the potential to exceed the original possibilities. Dispute are resolved more meaningfully Source: Adapted from Negotiation Theory and Techniques, Spegel et al, Butterworths, 1998

Channels for Negotiation
Communication Channel Advantages Disadvantages Face to Face Promotes good communication Allows co-operative and interactive problem solving Tends to be flexible Promotes honesty Agreements can be executed immediately Travel and accommodation costs Artificial time restrictions Harder to confer with advisers and absent team members Can be stressful for some participants Telephone or Teleconference Immediate response Normally easy to establish contact Artificial time constraints Unable to see non verbal queues Easy to misunderstand meaning Can be expensive if long distance Easier to be less truthful Correspondence – Hardcopy, etc Time to consider proposals Less misunderstandings Permanent record Difficult to misrepresent ot lie Outcome more certain and enforceable No immediate response Normally takes longer Slows down negotiations May not generate as many options as it is not interactive Doesn’t promote co-operative problem solving Very inflexible Source: Adapted from Negotiation Theory and Techniques, Spegel et al, Butterworths, 1998

Communication Management
EFFECTIVE MEETINGS & PRESENTATIONS 66

Effective Meetings Meetings are one of the major forms of communication for projects and in the general business environment These can be positive and fruitful or a total waste of time An effective meeting is one that reaches the required outcomes of all participants Achieving the required outcomes requires planning and preparation Meetings are a form of ‘Interactive Communication’ and can be conducted in many different ways – both formal and informal 'Hey, if this person can't manage a meeting, what chance does the project stand?'

How to Conduct Effective Meetings
Ensure outcomes are defined prior to the meeting Never go to a meeting where the desired outcomes are not clearly understood by all involved. This includes the meetings you call and the ones you are required to attend. Send an outline of the purpose of the meeting and the required outcomes Plan the meeting in advance Think about what you want to say, what information you require or what you need to learn from the meeting. Anticipate and prepare for questions and objections, raise them yourself if they are important. Prepare agendas for formal meetings and distribute in advance

3. Manage your time and respect the time of others Understand the expectations around meeting start and finish times Be clear about your expectations – eg. Always start on time and finish on time vs Start 5 minutes late and finish 5 minutes early Reschedule the meeting if key contributors are not present Agree key contributors and minimum attendees 4. Pay attention and actively listen If it is important enough to attend then it is important enough to listen carefully. Be engaged and present, you never know what you might find out. Confirm understanding

5. Suggest options Don't be afraid to challenge what is put in front of you. Suggest alternatives if this will achieve the outcome more effectively 6. Summarise Recap decisions and actions at the end of the meeting Be specific about who is to do what by when Clarify that outcomes have been achieved and assess understanding Ask for feedback and confirm agreement

7. Confirm and confirm again Always confirm appointments the day before Leave nothing to chance Be prepared to reschedule immediately if there are issues with the timeslot 8. Document agreed actions and decisions Formal meetings should have formal minutes including action items and major decisions Informal meetings can be followed up with a brief outlining outcomes and action items Maintain a Decision Register and an Action item Register, review with the group regularly

Meetings vs Workshops Meetings Workshops Small or large groups
Specific plan of the outcomes Standing agenda distributed prior to meeting Room to accommodate additional business Formal minutes, action items and decision register Good meeting practices Active listening Small or large groups Require strong facilitation skills Very detailed plan for the sessions Room for flexibility if valuable information being obtained Specific objectives but less defined outcomes Good to generate ideas, gain understanding, problem solve

Formal vs Informal Meetings
Small or large groups Specific plan of the outcomes Standing agenda distributed prior to meeting Room to accommodate additional business Formal minutes, action items and decision register Good meeting practices Active listening One on one or small group Scheduled in advance or ad-hoc High level plan of outcomes Flexible agenda Standing agenda or topics agreed at start of meeting Optional confirmation of agreements, decisions and actions via Active listening

Effective Presentations
Very few people enjoy giving presentations Some are even more afraid of giving presentations that they are of dying! Speeches are being replaced by PowerPoint presentations PowerPoint is only an aid, to be effective attention must be applied to the content as well as the performance aspects of the presentation Audience expectations are often very high People demand to be enlightened, informed and entertained Skilled presenters can transfer information, influence the audience and inspire action Adpated from PMBoK Guide – Fourth Edition

Planning Presentations
1. Have a strong introduction Plan an engaging introduction eg – provocative question, impressive fact, quotation, recall an anecdote 2. Consider your listener Frame the presentation as though you are sitting in the audience Understand the specific needs, wants and emotions of your audience 3. Ensure your audience knows what's in it for them Be clear about what is in it for the audience – WIIFM – What’s in it for me! Tailor your presentations to the needs of the audience 4. Begin with the end in mind Let them know what to expect, how they can use the information and the direct benefits to them Define the outcome and plan the messages Prepare a storyboard and remove unnecessary content

5. Establish credibility Be confident in your movements, speech and what you are saying Mention your background, skills and experience Get the audience emotionally engaged 6. Plan the flow of your argument Be clear on the outcome and your intentions Lead the listener through Obtain agreement along the way Summarise key points

7. Speak as if to one individual Deliver your speech as though each person was the only one in the room Make the presentation personal 8. Practise your presentation style Include three different styles - audio, visual and kinaesthetic Plan how you transition between these elements It pays to practise with someone you trust and then to ask for their comments 9. Strong conclusions Summarise key points Call the audience to action 10. Ask for feedback Be open and calm Take it on board if appropriate for future presentations

Win the audiences attention Gain their interest Create a desire
AIDA – A Simpler Model Win the audiences attention Gain their interest Create a desire Stimulate action or agreement

Tips for Using PowerPoint
Keep it simple PowerPoint is an aid not the main attraction Avoid cheesy clip art, animation and fancy backgrounds Use ‘slide master’ for consistent formatting Presentations - 6 points per slide Practice your interaction with the slides and other media Report Format – can be very detailed and small font if designed to be printed out Lectures can break the rules as they are a combination of presentation and detailed notes

10.5 Report Performance The process of collecting and distributing performance information, including status reports, progress measurements and forecasts Involves the periodic collection and analysis of actual data versus baseline data for Time, Cost, Scope and Quality Performance reports provide different levels of information for different audiences Undertaken during Monitoring and Control Initiation Planning Execution Close Monitor Control Adapted from PMBOK 4th Edition

10.5 Report Performance The inputs into Report Performance are –
Project Management Plan Work Performance Information and Measurements Deliverable status Planned versus actual schedule performance Planned versus actual cost performance Planned versus actual technical performance Budget Forecasts Organisational Process Assets Project Reporting policies and procedures Report templates Defined variance and tolerance limits Initiation Planning Execution Close Monitor Control Adapted from PMBOK 4th Edition

10.5 Report Performance Tools and techniques to Report Performance include - Variance Analysis Forecasting Methods Communication Methods Reporting Systems Status Reports Steering Committee Meetings Adapted from PMBOK 4th Edition

10.5 Report Performance Variance Analysis –
After the fact look at what caused a difference between the baseline and actual performance Common steps are - Verify the quality of the information Determine the variances, comparing actual information with the project baseline Determine impact and resolution options Adapted from PMBOK 4th Edition

10.5 Report Performance Forecasting Methods -
The process of predicting future project performance based on the actual performance to date Time Series Methods – use historical data to predict future outcomes Causal or Econometric Methods – underlying factors that might influence the deliverable are used to predict future performance Judgemental Methods – incorporate intuitive judgements, opinions and probability Adapted from PMBOK 4th Edition

10.5 Report Performance Reporting Systems – Status Reports -
Standard tool for the Project Manager to capture, store and distribute information to stakeholders about budget, timelines and performance Enables data and report consolidation and distribution - different levels of information can be distributed to different audiences according to different timeframes Status Reports - Manual production of status reports by the Project Manager normally using some form of standard template Differing levels of information and timeframes depending on the audience Can be a very intensive process, proceeded by status meetings and capturing of performance data Adapted from PMBOK 4th Edition

10.5 Report Performance Steering Committee Meetings –
Steering Committees are commonly part of the project governance structure and require particular reporting and status updates Senior stakeholders may not have time to read and interpret detailed status reports and often convene monthly meeting where the status is presented along with risks, issues and change requests for assistance and decision making purposes Often requires the preparation of a high level status report, status update presentation, action items and decision logs Adapted from PMBOK 4th Edition

10.5 Report Performance Outputs of this process include –
Performance Reports or Status Reports Status and progress information Steering Committee Presentations and Updates Standard agenda Status Report and Presentation Actions Items Decision Log Meeting Minutes Organisational Process Assets Reporting formats Lessons learned Causes and resolution of issues Change Requests Recommended corrective and preventative actions required to bring project back on track Adapted from PMBOK 4th Edition

Project Reporting Project reporting is an essential aspect of project management Key to stakeholder expectation management and tailored to their requirements and expectations Preparing a Project Status report is more than the time taken to type up the report, it also involves monitoring and controlling the project, risk review, financial review etc This should be negotiated at the start of project and included in the Project Communication Plan

Project Status Reports
Performance against plans needs to be assessed and reported at regular intervals to suit the project and stakeholders Frequency and detail included depend on project characteristics such as – Project Size – Timeframe and Budget Established organisational project governance processes Risk Level Specific Audience Reporting Cycles – weekly vs monthly

Project Status Reports
Always include the following standard content and then variations based on stakeholder expectations – Project Name, Project Manager and reporting period Progress against plan for deliverables and timeframes Project budget tracking Explanation of variances Major Risks, major issues and change requests Summary status indicators such as traffic lights etc

Example Project Status Reports
Refer to Templates and Examples in the Learning Program

Steering Committee Meetings
Regular meetings with the Project Sponsor, major client and key senior stakeholders Hybrid between a presentation and a report Decision Log Standard Agenda PowerPoint Presentation Action Items Minutes Status Report

Steering Committee Agenda
Flexible depending on type of project and style of organisation, typically includes – Key Messages Project Status – Time & Costs Summary Performance Metrics Scope Management and Change Control Risks and Issues Decisions Required Optional appendices with more detail – Project Structure Detailed Performance Metrics Detail to support decisions Change Control Impact Assessments

Steering Committee Outputs
Minutes Attendees Summary of discussion Action Items Action item progress from last meeting New action items assigned at meeting Decision Log All key decisions made at all meetings New decisions made at this meeting

Team Assignment Criteria
Components Marks Basic Competency Higher Competency Stakeholder Identification 5 Stakeholder Analysis Matrix detailing major stakeholders One stakeholder management strategy per stakeholder Stakeholder Analysis Matrix detailing extensive internal and external stakeholders Several stakeholder management strategies per stakeholder Stakeholder Analysis 10 Power and Interest Grid with basic rationale for stakeholder placement Power and Interest Grid with detailed rationale for stakeholder placement Communication Matrix 7 Communication Matrix covering major stakeholder Includes – Target audience, Messenger, Purpose, Media/Channel, Frequency Communication Matrix covering extensive internal and external stakeholders Several different media and channels considered for each stakeholder Project Performance Reporting 8 Mock up of a Project Status Report Template for Steering Committee Meeting presentation Total 30 19.5 to 25 25.5 to 30

Individual Assignment Criteria
Components Marks Basic Competency Higher Competency Stakeholder Identification 10 Stakeholder Analysis Matrix detailing major stakeholders One stakeholder management strategy per stakeholder Stakeholder Analysis Matrix detailing extensive internal and external stakeholders Several stakeholder management strategies per stakeholder Stakeholder Analysis Power and Interest Grid with basic rationale for stakeholder placement Power and Interest Grid with detailed rationale for stakeholder placement Communication Plan Communication Plan covering major stakeholder Communication Plan covering extensive internal and external stakeholders Project Performance Reporting Mock up of a Project Status Report Template for Steering Committee Meeting presentation Communications Management Procedures 20 Basic Communication Management Procedures including standards, escalation processes, version control, process to update the Communications Plan Advanced Communication Management Procedures including Glossary of Terms, Flowcharts for communication, communication constraints and policies Total 60 40 to 50 51 to 60

Apply Communication Management Techniques Introduction to Communication Certificate IV in Project Management 17871 Qualification Code BSB41507 Unit Code.

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