Chapter 9: Project Communications Management

adopted from PMIs PMBOK 2000 and Textbook : Information Technology Project Management

Contents
Importance of Good Communications Project Communications Management Processes Communications planning (planning phase) Information distribution (executing phase) Performance reporting (control phase) Administrative closure (control phase) Creating a stakeholder analysis

Chapter 9

Importance of Good Communications

The greatest threat to many projects is a failure to communicate
Our culture does not portray IT professionals as being good communicators Research shows that IT professionals must be able to communicate effectively to succeed in their positions Strong verbal skills are a key factor in career advancement for IT professionals

covering processes to ensure timely development, collection, disseminations, storage, and disposition of project information.
major output is the communications management plan.
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Project Communications Management Processes

There are 4 processes in Project Communications Management
Communications planning (planning)
determining the information and communications needs of the stakeholders

Information distribution (execution)

making needed information available in a timely manner

Performance reporting (control)

collecting and disseminating performance information

Administrative closure (closing)

generating, gathering, and disseminating information to formalize phase or project completion
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Communications Planning
14th of 21 planning phase process incorporates all planning required to ensure timely and appreciate development, collection, dissemination, storage, and disposition of project information. 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 Chapter 9

Inputs to Communications Planning

Communications requirement
include who needs what type of information, when they need the information, how to distribute the information (i.e. who, what, when how)

Communications technology
methods and tools used to transfer information among stakeholders face-to-face conversation, knowledge repository database, on-line schedules, email, video-conference, voice mail, stream video, newsletters and web sites.

Constraints
restriction that affect the performance of the project.

Assumptions
factors that for planning purposes
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Tools and techniques

Stakeholder analysis
provides the methods and techniques to determine a systematic and logical view of the information requirements of stakeholders, and how to meet those needs.

Outputs from Communications Planning

Communications management plan (CMP)
An evolving document and a subsidiary component of the project plan, the CMP describes how to handle all communication on the project It can be formal or informal, detailed or high-level, depending on the needs of the project.

CMP Contents
A description of a collection and filing structure for gathering and storing various types of information A distribution structure describing what information goes to whom, when, and how A format for communicating key project information A project schedule for producing the information Access methods for obtaining the information A method for updating the communications management plans as the project progresses and develops
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Information Distribution
4th of 7 executing phase process involves making information that stakeholders need on a timely basis
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

By properly executing the communications management plan

using the information retrieval and distribution tools responding to unexpected requests for information ensure all stakeholders have the information they need. Chapter 9

The Impact of the Number of People on Communications Channels

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Inputs to Information Distribution

Work results
results of activities performed to accomplish the project. Information on work results completed and incomplete scheduled assignments and deliverables, actual and committed budget cost, how QA standards map to the result.

Communications management plan (CMP)

describe all communication on the project is handled.

Project plan
formal, approved document used to guide project execution and control.
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Tools and techniques

Communications skills
skills involving information exchanges. They are also part of the general management skills.

Information retrieval system

tools in information distribution process
simple paper files, bound notebook, or they can be stored electronically as files or in a database

Retrieval systems are either filing system or software.

Commercial products such as Lotus Notes and Microsoft SharePoint are examples of applications software.

Info distribution methods

distribution system (tools) include project meetings, correspondence, databases stored in a data warehouse, and video or audio conferences.
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Outputs from Information Distribution

Project records
organized for easy access
includes correspondence, documents, and memos

Team will keep their own personal records for their assigned areas Their personal records are often more detailed than the official project records.

Project reports
formal reports on status and issues

Project presentations
describe how the reports and records are presented to stakeholders formal or informal. A great deal of a project managers job
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Performance Reporting
6th of 8 controlling phase process
collecting and distributing information to stakeholders on how the project is performing

Performance reporting keeps stakeholders informed about how resources are being used to achieve project objectives
This process involves progress reports, status reports, and forecasts. 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 Project forecasting predicts future project status and progress based on past information and trends Status review meetings often include performance reporting Chapter 9 14

Inputs to Performance Reporting

Project plan
formal, approved document used to guide project execution and control. includes subsidiary plans such as the communications plan, risk management plan, and quality plan. The plan sets a baseline to measure progress.

Work result
results of activities performed to accomplish the project. Information on work results completed and incomplete scheduled assignments and deliverables, actual and committed budget cost, how QA standards map to the result.

Other project records

other documents such as blueprints, technical documents, or specifications documents.
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Tools and techniques

Performance reviews
project meetings are held to evaluate status and progress.

Variance analysis
compares results to planned results. Generally, the analysis is cost- and schedule-related.

Trend analysis
examines project results over the dimension of time to see if pattern show performance improvement or deterioration.

Earned value analysis

Integrates scope, cost and schedule measures. It compares actual results to planned result. Calculations are based on three key measures: Planned value, Actual cost, Earned value.

Info distribution tools & techniques

includes all the tools and technique mentioned in Information distribution process.
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Outputs from Performance Reporting

Performance reports
contain organized and summarized results of project reports, correspondence, documents, and memos If possible, use charts and graphs to summarize information Some key documents are status report, progress report, trend report and forecast report.

Change requests
ask for modifications to some deliverable or objective These formal documents can also involve changes to a contract, even include contract termination.
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Administrative Closure
1st of 2 closing phase process A project or phase of a project requires closure
closing the administrative functions takes place at the end of the project. Because projects are temporary, project closure briefings and lessons-learned documents provide important feedback They keep valuable knowledge inside the organization and contribute to improvements in the next cycle of project.
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Inputs to Administrative Closure

Performance measurements documents
includes all the performance-related documents used to guide, record, and analyze project planning, execution and control Other documents such as status, progress, and forecast report

Product documentation
show result of activities performed to create the product or service that the project was chartered to achieve These include plans, technical documents, design documents, specifications, blueprints, drawings, and electronic files.

Other project records

other related documents
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Tools and techniques

Performance reporting tools and techniques
provide a feedback loop, solving the information needs of the various stakeholders and showing the interaction of all the tools used during the Performance Reporting phase just described. Tools and techniques include performance reviews, variance analysis, trend analysis, and earned value analysis.

Project reports
formal reports on status and issues

Project presentations
describe how the reports and records are presented to stakeholders. It can be formal or informal A great deal of a project managers job involves doing this stakeholder presentation.

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Outline for a Final Project Report

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Sample Template for a Project Web Site

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Outputs from Administrative Closure

Project archives
this is the long-term storage of all project activity records The information should be complete and indexed for easy retrieval.

Formal acceptance
confirms by customer by formally accepts the completion of the project
all requirements have been fulfilled

These require may include staff performance reviews, budget/cost reports, and lessons-learned documents.

Lessons learned
includes detailed information on how common and usual project events were resolved. part of the organizations knowledge base so the information can 23 be applied to future projects.

Suggestions for Improving Project Communications

Manage conflicts effectively Develop better communication skills Run effective meetings Use templates for project communications

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Conflict Handling Modes, In Preference Order

Problem-solving
also known as confrontation directly face a conflict and resolve it at once

Compromise
use a give-and-take approach

Smoothing
de-emphasize areas of differences and emphasize areas of agreement

Forcing
the win-lose approach

Withdrawal
retreat or withdraw from an actual or potential disagreement
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Benefits of Problem-solving
Problem solving often produces important results, such as new ideas, better alternatives, and motivation to work harder and more collaboratively Research by Karen Jehn suggests
task-related conflict often improves team performance emotional conflict often depresses team performance
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Developing Better Communication Skills

Companies and formal degree programs for IT professionals often neglect the importance of developing speaking, writing, and listening skills As organizations become more global, they realize they must invest in ways to improve communication with people from different countries and cultures It takes leadership to improve communication
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Running Effective Meetings

Determine if a meeting can be avoided Define the purpose and intended outcome of the meeting Determine who should attend the meeting Provide an agenda to participants before the meeting Prepare handouts, visual aids, and make logistical arrangements ahead of time Run the meeting professionally Build relationships
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Developing a Communications Infrastructure

A communications infrastructure is a set of tools, techniques, and principles that provide a foundation for the effective transfer of information
Tools include e-mail, project management software, groupware, fax machines, telephones, teleconferencing systems, document management systems, and word processors Techniques include reporting guidelines and templates, meeting ground rules and procedures, decision-making processes, problem-solving approaches, and conflict resolution and negotiation techniques Principles include using open dialog and an agreed upon work ethic
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Using Software to Assist in Project Communications

There are many software tools to aid in project communications The What Went Right? example describes several new web-based and wireless communications tools Microsoft Project 2000 includes several features to enhance communications
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Summary
Importance of Good Communications
lack of good communications is one of the biggest threats to many project strong verbal skill is a key factor

Project Communications Management Processes

Communications planning:determining the information and communications needs of the stakeholders Information distribution: making needed information available in a timely manner Performance reporting: collecting and disseminating performance information Administrative closure: generating, gathering, and disseminating information to formalize phase or project completion
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Summary (2)
Creating a stakeholder analysis Suggestions for Improving Project Communications
Manage conflicts effectively Develop better communication skills Run effective meetings Use templates for project communications Developing a Communications Infrastructure

Tools: e-mail, project management software, groupware, fax machines, telephones Techniques: reporting guidelines and templates, meeting ground rules and procedures Principles: open dialog and work ethic
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