Project Communication

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Pharos University Pharos University Faculty of Engineering Faculty of Engineering Architecture Department Architecture Department Project Management Project Management (AE342) level 5 (AE342) level 5 Spring Spring 2012-20132012-2013

C

ommunication

M

anagement

Presented by : Merna Nabil Presented by : Merna Nabil

Presented to : Dr. Riham Ragheb Presented to : Dr. Riham Ragheb

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Introduction to Project Communication

The importance of Project Communication is reiterated by the presence of The importance of Project Communication is reiterated by the presence of Communication Management as one of the knowledge areas in the PMBOK. Communication Management as one of the knowledge areas in the PMBOK. Communication Management describes the processes involved in generating, collecting, Communication Management describes the processes involved in generating, collecting, disseminating, storing and final delivery of the project information, in a timely and disseminating, storing and final delivery of the project information, in a timely and adequate

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Project Management Methodology

Communication

Communication plays an integralplays an integral role in keeping a project on task. role in keeping a project on task. The project manager is charged The project manager is charged with guiding all aspects of the with guiding all aspects of the project, including the

project, including the communication plan. The communication plan. The specifics of communication, specifics of communication, including the method and including the method and frequency, vary depending on frequency, vary depending on your project's needs.

your project's needs.

Understanding the purpose of the Understanding the purpose of the project communication plan helps project communication plan helps a manager realize the plan's

a manager realize the plan's goals.

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Project Communication Management

Knowledge Area Knowledge Area

Process Process

Initiating

Initiating Planning Planning ExecutingExecuting Monitoring &Monitoring & Contol

Contol ClosingClosing

Communication

Communication IndentifyIndentify

Stakeholder Stakeholder Plan Plan Communication Communication Distribute Information Distribute Information Manage Stakeholders Manage Stakeholders -Expectations Expectations Report Report Performance Performance Enter phase/ Enter phase/ Start project Start project Exit phase/ Exit phase/ End project End project Initiating Initiating Processes Processes Closing Closing Processes Processes Planning Planning Processes Processes Executing Executing Processes Processes Monitoring & Monitoring & Controlling Processes Controlling Processes

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Communication

The sharing of information between two or more individuals or groups to reach a common understanding.

Transmission phase in which

information is shared by two or more people.

Feedback phase in which a common understanding is assured.

Phases of the Communication

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Processes and steps required ensuring timely and appropriate generation, collection, dissemination, storage, and ultimate disposition of project information is included in this area. Determining the information and communication needs of all the stakeholders will be planned. The information is collected

by-• Customer research Plan • Voice of Customer

• Interviews • Focus Groups • Surveys

• Observations

Information is disseminated via regularly scheduled status meetings, progress reports, and other mechanisms. We will also tailor the communications process to meet our individual customer needs.

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Project Communications Management Processes

Communications planning: Determining the information and communications needs of the stakeholders.

Information distribution: Making needed information available to project stakeholders in a timely manner.

Performance reporting: Collecting and disseminating performance information, including status reports, progress measurement, and forecasting.

Managing stakeholders: Managing communications to satisfy the needs and expectations of project stakeholders and to resolve issues

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• The process of determining the project stakeholder information needs and defining a communication approach.

Inputs

1. Stakeholder register 2. Stakeholder management strategy 3. Enterprise environmental factors 4. Organizational process assets

Tools & Techniques

1. Communication requirement analysis 2. Communication technology 3. Communication models 4. Communication methods

Outputs

1. Communication management plan 2. Project document updates

90% of project manager’s time is spent for communication

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Communications Planning

Every project should include some type of communications management plan, a document that guides project communications.

Creating a stakeholder analysis for project communications also aids in communications planning.

Information distribution: Getting project information to the right people at the right time in a useful format

Performance reporting: Keeps stake holders informed about how resources are being used to achieve project objectives

Administrative closure: Verifying and document project results. Formalizes customer acceptance of project products

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Communication Management Plan

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Communications Management Plan Contents

 Stakeholder communications requirements.

 Information to be communicated, including format, content, and level of detail.  The people who will receive the information and who will produce it.

 Suggested methods or technologies for conveying the information  Frequency of communication.

 Escalation procedures for resolving issues.

 Revision procedures for updating the communications management plan.  A glossary of common terminology.

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Communication Networks in Groups and Teams

The Customer

•Uses the product or services •May be internal or external •Provides requirements

•May have multiple categories

Project Sponsor

•Also shares responsibility for project

success

•Has authority to make decisions and

may provide funding

•Overcome political and organizational

obstacles

Working Committee

•Line managers who are responsible for

delivering business results once the project is completed

Steering Committee

•Group of stakeholders who approve

and agree on: •Project scope •Schedule •Budgets •Plans •Changes Functional Managers

•May manage or supply people that

work on the team

•Need to be communicated with

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Communication Networks in Groups and Teams

Some potential dimensions of communication activity:

Internal

_–

external Formal

_–

informal

Vertical

_–

horizontal Official

_–

unofficial

Written

_–

oral Verbal

_–

non-verbal

Our values

Our Beliefs

(self esteem

and self image)

Our thoughts

Effective

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• The process of identifying all people or organizations impacted by the project, and

documenting relevant information regarding their interest, involvement, and impact on project success.

Inputs

1. Project charter 2. Procurement documents 3. Enterprise environmental factors 4. Organizational process assets

Tools & Techniques

1. Stakeholder analysis 2. Expert judgment

Outputs

1. Stakeholder register 2. Stakeholder management strategy

Identify Stakeholder

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• Includes communicating in all directions

• Determine and limit who will communicate with

whom and who will receive what information.

2

) 1

( N

_

N

• Consider the number of potential communication channels or paths

• Formula:

Customer, sponsor, Functional managers, and Team Members

Other Project Managers Other Projects Other Stakeholders

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Director Fellow

Manager Manager Associate

Supervisor Project Manager Consultant

Section Engineer Project Engineer Senior Engineer

Staff Engineer

Engineer Director Vice President

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• Basic Communication Model

– The components in the model need to be taken into account when discussing project

communications.

– The sender is responsible for making information clear and complete so that the

receiver can receive it correctly, and for confirming that it is properly understood.

Sender Sender Encode Decode Encode Decode Noise Noise Medium

• To make effective communication, sender/receiver need to be aware of these factors:

- Nonverbal: 55% of all communication is nonverbal - Paralingual: pitch and tone of voice

- Effective listening

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Communication Method

• Interactive Communication

– Most efficient way to ensure a common understanding – E.g. meetings, phone calls, video conferencing

• Push Communication

– Does not certify that it reached or understood – E.g. letters, email, press release, faxes, voice mail • Pull communication

– Used for very large information volumes, very large audiences – E.g. intranet site, e-learning

Project manager cannot control all communications but should try to control to prevent miscommunication, unclear directions, and scope creeps.

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Manage Stakeholder Expectations

• The process of communicating and working with stakeholders to meet their

needs and addressing issues as they occur.

Inputs

1. Stakeholder register 2. Stakeholder management strategy 3. Project management plan 4. Issue log 5. Organizational process assets

Tools & Techniques

1. Communication methods 2. Interpersonal skills 3. Management skills

Outputs

1. Organizational process assets updates 2. Change requests 3. Project management plan updates 4. Project document updates

• Actively managing the expectation of stakeholders.

– Increase the likelihood of project acceptance by negotiating. – Influencing their desire to achieve & maintain project goals. • Addressing concerns that have not become issues yet (anticipation). • Clarifying and resolving issues that have been identified.

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Distribute Information

• The process of making relevant information available to project stakeholders

as planned.

Inputs

1. Project management plan 2. Performance reports 3. Organizational process assets

Tools & Techniques

1. Communication methods 2. Information distribution tools

Outputs

1. Organizational process assets updates

Make sure the information are received, effective and efficient.

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Information Distribution

Getting the right information to the right people at the right time and in a useful format is just as important as developing the information in the first place.

Important considerations include:

Using technology to enhance information distribution. Formal and informal methods for distributing information.

Distributing Information in an Effective and Timely Manner

Don’t bury crucial information.

Don’t be afraid to report bad information.

Oral communication via meetings and informal talks helps bring important information — good and bad—out into the open.

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Report Performance

• The process of making relevant information available to project stakeholders

as planned.

Inputs

1. Project management plan 2. Quality metrics 3. Quality checklist 4. Work performance measurements 5. Approved change requests 6. Deliverables 7. Organizational process assets

Tools & Techniques

1. Cause and effect diagrams 2. Control charts 3. Flowcharting 4. Histogram 5. Pareto chart 6. Run chart 7. Scatter diagram 8. Statistical sampling 9. Inspection 10.Approved change request s reviews

Outputs

1. Quality control measurements 2. Validated changes 3. Validated deliverables 4. Organizational process updates 5. Change requests 6. Project management plan updates 7. Project document updates

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Importance of Face-to-Face Communication

Research says that in a face-to-face interaction:

58 percent of communication is through body language.

35 percent of communication is through how the words are said. 7 percent of communication is through the content or words that are spoken.

Pay attention to more than just the actual words someone is saying. A person’s tone of voice and body language say a lot about how he or she really feels.

Short, frequent meetings are often very effective in IT projects.

Stand-up meetings force people to focus on what they really need to communicate.

Some companies have policies preventing the use of e-mail between certain hours or even entire days of the week.

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Understanding Group and Individual Communication Needs

People are not interchangeable parts.

As illustrated in Brooks’ book The Mythical Man-Month, you cannot assume that a task originally scheduled to take two months of one person’s time can be done in one month by two people.

Nine women cannot produce a baby in one month!

Other Communication Considerations

Rarely does the receiver interpret a message exactly as the sender intended. Geographic location and cultural background affect the complexity of project communications.

Different working hours Language barriers

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Performance Reporting

Performance reporting keeps stakeholders informed about how resources are being used to achieve project objectives.

Status reports describe where the project stands at a specific point in time.

Progress reports describe what the project team has accomplished during a certain period of time.

Forecasts predict future project status and progress based on past information and trends.

Project managers must understand and work with various stakeholders. Need to devise a way to identify and resolve issues.

Two important tools include:

Expectations management matrix

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Communication Skills for Managers as Senders

• Send clear and complete messages.

• Encode messages in symbols the receiver understands.

• Select a medium appropriate for the message and, importantly, one that is monitored by

the receiver.

• Avoid filtering (holding back information) and distortion as the message passes through

other workers.

• Include a feedback mechanism is in the message. • Provide accurate information to avoid rumors.

•Pay attention to what is sent as a message. •Be a good listener: don’t interrupt.

•Ask questions to clarify your understanding.

•Be empathetic: try to understand what the sender feels.

•Understand linguistic styles: different people speak differently. •Speed, tone, pausing all impact communication.

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Effective Communication

Effective

Communication

Productive

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Verbal, vocal and visual

Verbal :

The message that we deliver Vocal :

The voice that we convey Visual :

Our body language

Communication

Studies tell 70 % of mistakes in the workplace are a direct

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Communication failures can cause…..

• Loss of business

• Mistakes, inefficiencies • Lowered productivity

• Poor coordination and cooperation • Damaged personal or company image • Frustration, hostility

• Dissatisfaction with others • Lowered morale

• Loss of team spirit

• High employee turnover • Conflict and arguments

• Drop in self esteem and confidence • Loss of friendship

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• As the project progresses, open and honest communication between the project

managers and the project team and other stakeholders is critical. Communication must occur daily or weekly, and when teams are geographically dispersed, requires onsite meetings on a regular basis to ascertain true status. When such project communication is missing mainly due to the lack of a project communication management plan, it creates significant project risks.

• The management style of a project manager has a major impact on project

communication within a team. For example, the authoritarian and coercive management style of a project manager can create a barrier that prevents open channels of communication within the project team.

• The inability of IT project managers to talk about technology in business terms.

Such lack of business perspective often leads to poor project communication between the project managers and the key project stakeholders on the business side.

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Reasons for Poor Project Communication in Project Teams.

• Project managers who are poor communicators can result in miserable project

experience and low morale for everyone on the team. Project teams with a low morale often tend to have poor communication channels (Mochal, October 2002).

• When the team members each have a different views on how things are supposed

to work, it results in misaligned expectations. Most often it is over roles, responsibilities and authority. Such misaligned expectations have a negative impact on project communications.

• Other reasons for poor project communication include loss of project momentum,

lack of commitment among the key stakeholders and the project team, dissatisfaction and unconscious incompetence within the project staff.

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• Communications failures top the list of reasons IT projects fail, according to poll

results from the Computing Technology Industry Association. About 28% of 1,000 respondents identified poor communications as the main cause of project failure.

• Failing to initiate ‘crucial conversations’ may be the single biggest cause of project

failure, according to preliminary findings of a study on project management. The study, conducted by training firm Vital Smarts found that the inability of project managers to talk to people about five often-occurring negative situations:

– Setting arbitrary deadlines and inadequate resources that “set up a project to

fail”.

– Failing to provide the necessary leadership, political clout or energy for a

project.

– Skirting or manipulating the project priority-setting process.

– An unwillingness by team members to support projects as required.

– Failing to acknowledge project problems until it’s too late for remedial action.

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Ways to Give a Good Information

Six C of giving good

information

Clear

Concise

Courteous

Complete

Correct

Concrete

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• What is Communications Planning?

In IT projects, all communication should take place in the context of an overall communications strategy and plan.

• Determining the information and communications needs of stakeholders: – Who needs information?

– What information do they need?

– When will they need that information?

– What options do you have to give them the information

and which way(s) are best?

• Developing a structured Communication Management Plan as part of the overall

Communication Planning effort is essential to ensure the information and communication needs of the stakeholders are adequately addressed. Communication Planning

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• Project Communication management is one of the essential functions that can

dramatically affect the outcome of a project.

• Project managers must create and effectively use a communication management

plan that performs two principle functions: collect the right data and disseminate appropriate information in a timely manner.

• To do this effectively, it is required to identify the appropriate audiences, develop

appropriate communication media, establish a communication schedule, and manage the flow of information in and out of the project team.

• Preparing the project communication management plan assists the project team

in identifying internal and external stakeholders and enhances communication among all parties involved in the project.

• The project team writes a communication plan to ensure that an effective

communication strategy is built into the project delivery process.

• The plan is a framework and should be a living, evolving document that can be

revised when appropriate. The communication plan is part of the project management plan.

Using a Communication Management Plan

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Using a Communication Management Plan

Steps to Improve Project Communication

• Communication Management Plan: addresses how the project ensures timely

and appropriate generation, collection, dissemination, storage, and disposition of project information (Brimberry, nd).

Includes: Descriptions of how project stakeholder communications requirements will be/were determined and met, including its planning methodology, assumptions and decisions. Special attention should be given to earned value management (EVM) as an integrating practice and technique for project control and performance reporting.

Major Artifacts: Based on a stakeholders’ needs analysis, the major artifacts are the

– Control Data & Reporting Requirements – Performance Reporting Specifications – Communications Management Plan.

Management Processes, include 1) communication planning, 2) information distribution, 3) performance reporting, and 4) managing stakeholders.

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Developing a Communication Management Plan

Steps to Improve Project Communication

Stakeholder

/Audience

Information

Needed

Frequency

Medium/

Channel

Who Delivers

The Message

Output:

• A comprehensive Communication Plan to support the entire project management process.



Champion



Team



Customer



Budget



Schedule



Change



Lessons

Learned



Daily



Weekly



Approval



Presentations



Meetings



Reports



Email



Blog/Wiki



Leader



Champion



Process

Owner

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Dealing Effectively with Project Team and stakeholders

Steps to Improve Project Communication

• A project manager can utilize the following to improve project communication

within a project team and with project stakeholders:

– Communication (written and oral) – Leadership – Negotiation – Listening – Conflict resolution – Motivation – Mentoring – Coaching – Interviewing skills

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Type of Communication used During this phase

In this phase, the Project Manger needs a high level of interpersonal communication ability. In this phase “specifications of the project are defined, project objectives are established; teams are formed; major responsibilities are assigned”. In this phase the Project Manager will be “obtaining

resources and establishing a vision” (Cagle). In order to do this, he or she will need to use “communication that is aimed at producing one or more of the following:

1) Understanding the exact meaning and intent of others (be a good listener).

2) Being understood by others (be a good communicator).

3) Gain acceptance for himself/herself and his/her ideas.

4) Produce an action”.

Initiation Phase

Method of Communication During this phase

For “effective verbal communication during this phase the Project Manager needs:

1) Timely exchange of information. 2) Rapid feedback.

3) Immediate synthesis of messages. 4) Timely closure.”

“To achieve successful interpersonal communication, project mangers should use nonverbal communication ingredients to complement verbal message

ingredients whenever possible.”

“Written communication in a project environment includes a wide variety of forms of communication; such as reports, plans, proposals, policies, letters, etc. The main steps in effective written communication is: 1) Establish the basic purpose of the message.

2) Collect & organize the material. 3) Prepare a draft.

4) Check the overall structure. 5) Send the message”.

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Major Attributes/Emphasis:

Participative/acceptance and commitment. Because of the emphasis listed above in

this phase – the types of communication needed would be interpersonal

communication, communication with

public & community, and formal communication. In this phase the Project Manager will be “identifying critical activities and time orders” (Cagle). In order to do this he or she will need to enlist different types of communication. An important type of

communication during this phase would be formal communication. “It deals with organizational design, strategic plans, project planning systems, standards, policies, procedures, proposals, letters, and other forms of information. It is most effectively done in a written form”.

Developing/Planning Phase

Communication with the public & community for the Tent City Project would involve public speaking, making presentations, dealing with the media representatives, and producing written publicity The methods of communication needed during this phase are verbal communication, nonverbal

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Major Attributes/Emphasis:

Re-alignment and organization.

Teamwork and synergy.

Trust.

Because of the emphasis listed above in this phase – the types of communication needed would be interpersonal communication, communication with public & community, formal communication, and informal communication.

In this phase the Project Manager will be

“monitoring, leading, and managing (Cagle). In order to do this he or she will need to enlist different types of communication. An important type of

communication during this phase is informal

communication. Informal communications can build relationships among project members/volunteers. “The informal communication of information is

inevitable in a project environment” and face-to-face interaction is the primary way people communicate informally.

Execution Phase

Tools used to keep information current would include:

1) A shared project calendar .

2) Telecommunications including cell phones, walkie-talkies, and wireless networking.

3) Weekly meetings and status reports with the governor and mayor.

4) Bi-weekly press releases with status for citizens. The methods of communication needed during this phase are verbal communication, nonverbal

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Here again a high level of interpersonal

communication ability, communications with public & community, and formal communication are

important in this phase.

Interpersonal communication and formal

communication are perhaps the most important in this phase. This phase “includes two activities: delivering the project product to the customer and redeploying project resources. Delivery of the project might include customer training and transferring documents. Redeployment usually involves releasing project equipment/materials to other projects and finding new assignments for team members” .

In this phase the Project Manager will be “maintaining support and reporting successes/failures” (Cagle).

Closure/Finishing Phase

The methods of communication needed during this phase

are verbal communication, nonverbal communication, and

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Step 1: Identify the Message. Your Communications Plan will identify the communications messages that need to be distributed, to keep your stakeholders informed of the project's progress. Throughout the project, the Project Manager should review this plan to identify

which messages need to be distributed, how and when.

Step 2: Target the Audience. Now that you have identified what it is that needs to be communicated, the next step is to identify who it is that the message needs to be communicated to. The audience for each message needs to be confirmed.

Step 3: Decide the Timing. Identify the timing and frequency of the communications

message. In some cases, regular communications, such as weekly Project Status Reports or monthly newsletters, may be necessary. In other cases, a one-off communication event, such as a project change notification, may be more appropriate.

Step 4: Confirm the Format. With content, audience and timing decided, the format of the communication message can be effectively chosen. There are a number of different types of formats to choose from, including verbal presentations, written reports, memos, letters and emails.

Step 5: Create the Message. You should document a first draft of the message content. The Project Manager will then review it and they may suggest changes. When a final draft is completed it is submitted for approval and release.

Step 6: Communicate the Message. Once approved, the message is communicated to the target audience. The Project Manager may need to seek the Project Sponsor's approval

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How Important Are Communication Plans for Project Managers?

1-

Expectations

The project communication plan sets the standards for how and when

communication takes place. As the project manager, you want to set the tone for all communication concerning the project. This allows you to maintain control of the project and ensure all stakeholders receive the necessary information. Set standards for how participants communicate, including email, meetings, phone calls and

memos. For regular communication such as meetings, timing is another

consideration. Schedule weekly project meetings to keep participants updated on progress.

weekly meeting, for example, instead of through a steady stream of daily emails, memos, phone calls and meetings throughout the day.

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How Important Are Communication Plans for Project Managers?

2- Consistency

A solid communication plan increases the consistency of how the project is handled. The participants who follow the plan should communicate consistently with one

another. You also need to ensure that all stakeholders have the same information on the project requirements and changes. If some stakeholders aren't informed of changes, you risk mistakes or delays in the project work.

3- Productivity

Regular communication allows the employees working on the project to remain

productive. When they are kept in the loop on project happenings, employees will feel more comfortable with their duties. They are equipped with the necessary information to keep working rather than stopping frequently to seek out information they are

missing. The employees are also better able to work together with proper

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How Important Are Communication Plans for Project Managers?

4- Outcome

A communication plan enables you as the project manager to lead the team to the

desired project outcome. Without proper communication with all stakeholders, you might fail to meet the requirements of the project. You need clear communication from the

stakeholders to figure out exactly what they want and need from the project. For example, if you are developing a software program for a third party, regular

communication with the third party is imperative to figure out exactly how they want the software to work. Continued communication ensures that the final product will meet the expectations when it is delivered.

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Effective Meeting

• Plan or prepare the meeting

– Set a time/schedule and determine the participants.

– Have a clear purpose for each meeting & communicate it in the invitation.

– Create the agenda and distribute it in advance.

• Stick to the plan (discipline)

– Begin on time, end on time.

– Introduce the moderator and stipulate who will keep the minutes.

– End every agenda with a summary and consensus of the participants. • Good follow-up

– Send the minutes showing the result along with the to do list. – Get feedback from the participants.

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Project Management Skills

• Interpersonal skills • Management skills • Presentation skills • Negotiation • Writing skill • Public speaking • Etc. • Leadership • Team building • Motivation • Communication • Influencing • Decision making

• Political & cultural awareness • Negotiation

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Exercise

Situation Communication Type

Updating the project plan Presentations to management Trying to solve a complex problem

Making notes regarding a telephone conversation Making changes to a contact

Informing a team member of poor performance (first notice) Informing a team member of poor performance (second notice) Scheduling a meeting

Clarifying a work package

Requesting additional resources

Trying to discover the root cause of a problem Sending an email to ask for clarification of an issue Holding a milestone party

Conducting a bidder conference

Formal Written Formal Verbal Formal Written Informal Written Formal Written Informal Verbal Formal Written Informal Written Formal Written Informal Verbal Informal Verbal Informal Written Informal Verbal Formal Verbal

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 Every phase in the Communication Plan involves some type and method of

communication. It is imperative that the Project Manager be a good and effective communicator in all phases!

 “Communication carries a special importance in project management, since most of the problems in a project environment can be traced to some kind of communication problem” (Verma 51).

”Project Managers must maintain frequent contact with key stakeholders to keep abreast of developments, assuage concerns, engage in reality testing, and focus attention on the project” (Gray et al. 340).

The Project Manager is the important/vital link among all internal & external

stakeholders, communication, plans, and all information that is necessary for success of the Tent City Project.