Apply Communication Management Approaches Project Communication Processes – Part 2 Certificate IV in Project Management 17871 Qualification Code BSB41507.

Name: Apply Communication Management Approaches Project Communication Processes – Part 2 Certificate IV in Project Management 17871 Qualification Code BSB41507.
Uploaded: 2017-08-10T03:41:45+00:00
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Description: Apply Communication Management Approaches Project Communication Processes – Part 2 Certificate IV in Project Management 17871 Qualification Code BSB41507.

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

Learning Objectives – Part 2
Understand the processes required to manage stakeholder expectations on a project Understand reasons for conflict on projects and basic techniques to manage conflict Understand the importance of project reporting

Reading – Communication Processes Part 2
Please take some time to review the PMBOK Chapters 10.4 and 10.5 This could take 30 to 45 minutes

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

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

Project Communication
Take some time to reflect on the communication that has occurred on projects that you have been a part of, what aspects were good and which areas could have been improved. Do you think that project success would have been improved is more communication planning had been carried out and then effectively executed? Then go to the Forum on Project Communication and provide comment on the questions that are posed. You can also respond the comments and observations made by other learners in the course. Research Practice Comment

Assessment Activities
Please proceed to Tests & Tasks and take the Project Communication Quiz. Be sure that you participated in the Forums. Best of Luck! These are all due at the end of Week 12 in the Course Delivery Schedule 39

Apply Communication Management Approaches Project Communication Processes – Part 2 Certificate IV in Project Management 17871 Qualification Code BSB41507.

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