7- Project Communication Management

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40. 40 Thank you

5. 5 Eng.elsaka 09 @gmail.com

1. Project Communications Management Unit 10 Eng.elsaka 09 @gmail.com

23. 23 Questions . Eng.elsaka 09 @gmail.com

14. 14 Plan Communications ( 10.2 ) Eng.elsaka 09 @gmail.com

35. 35 6 ) Inputs to plan communications include all the following EXCEPT? A ) Stakeholder register B ) project scope statement C ) Organizational process assets D ) forecasts

37. 37 7 ) The major reason why a project manager should use written instead of oral communication is : A ) documentation B ) feedback C ) cost D ) barrier elimination

33. 33 5 ) When a project manager is engaged in negotiations, nonverbal communication skills are of : A ) Little importance. B ) Major importance C ) important only when cost and schedule objectives are involved. D ) Important only to ensure you win the negotiation

21. Control Communications ( 10.3 ) 21 Control Communications is the process of monitoring and controlling communications throughout the entire project life cycle to ensure the information needs of the project stakeholders are met. Eng.elsaka 09 @gmail.com

28. 28 3 ) If a project manager wants to report on the actual project results vs. planned results, he would use a : A ) trend report B ) forecasting report C ) status report D ) variance report Eng.elsaka 09 @gmail.com

29. 29 3 ) If a project manager wants to report on the actual project results vs. planned results, he would use a : A ) trend report B ) forecasting report C ) status report D ) variance report Eng.elsaka 09 @gmail.com

34. 34 6 ) Inputs to plan communications include all the following EXCEPT? A ) Stakeholder register B ) project scope statement C ) Organizational process assets D ) forecasts Eng.elsaka 09 @gmail.com

36. 36 7 ) The major reason why a project manager should use written instead of oral communication is : A ) documentation B ) feedback C ) cost D ) barrier elimination Eng.elsaka 09 @gmail.com

38. 38 8 ) Which of the following is NOT a type of performance reporting? A ) progress report B ) status report C ) benchmark reporting D ) forecasting Eng.elsaka 09 @gmail.com

39. 39 8 ) Which of the following is NOT a type of performance reporting? A ) progress report B ) status report C ) benchmark reporting D ) forecasting Eng.elsaka 09 @gmail.com

32. 32 5 ) When a project manager is engaged in negotiations, nonverbal communication skills are of : A ) Little importance. B ) Major importance C ) important only when cost and schedule objectives are involved. D ) Important only to ensure you win the negotiation Eng.elsaka 09 @gmail.com

26. 26 2 ) All of the following are part of the communication management plan EXCEPT? A ) names of the stakeholders who can talk to the project manager B ) Names of those receiving a telephone call when the system crashes C ) Methods used to collect and store information D ) Names of the stakeholders and instructions on sending project status to them Eng.elsaka 09 @gmail.com

27. 27 2 ) All of the following are part of the communication management plan EXCEPT? A ) names of the stakeholders who can talk to the project manager B ) Names of those receiving a telephone call when the system crashes C ) Methods used to collect and store information D ) Names of the stakeholders and instructions on sending project status to them Eng.elsaka 09 @gmail.com

30. 30 4 ) Project A has had ineffective project meetings since its inception. There have been complaints that information does not get to the right people, some people are talking too much during the meeting, and the right people are not there to resolve issues. What is MOST likely missing from this project? A ) A project scope management plan B ) A staffing management plan C ) A communication management plan D ) A process improvement plan Eng.elsaka 09 @gmail.com

31. 31 4 ) Project A has had ineffective project meetings since its inception. There have been complaints that information does not get to the right people, some people are talking too much during the meeting, and the right people are not there to resolve issues. What is MOST likely missing from this project? A ) A project scope management plan B ) A staffing management plan C ) A communication management plan D ) A process improvement plan Eng.elsaka 09 @gmail.com

8. 8 • Stakeholder Register (Input) • Project management plan(Input) • Enterprise Environmental Factors (Input) • Organizational Process Assets (Input) Plan Communications Management ( 10.1 ) Eng.elsaka 09 @gmail.com

16. 16 Manage Communications ( 10.2 ) • Communications Management Plan(Input) • Work Performance Reports (Input) • Enterprise Environmental Factors (Input) • Organizational Process Assets (Input) Eng.elsaka 09 @gmail.com

17. 17 Communication Technology (Tools& Techniques) Communication Models (Tools& Techniques) Communication Methods (Tools& Techniques) Information Management Systems (Tools& Techniques) Manage Communications ( 10.2 ) Eng.elsaka 09 @gmail.com

24. 24 1 ) Originally the project had four team members. Now the scope has expanded, and there are a total of six people in the project team. How many communication channels does the project have? A ) 6 B ) 9 C ) 12 D ) 15 Eng.elsaka 09 @gmail.com

25. 25 1 ) Originally the project had four team members. Now the scope has expanded, and there are a total of six people in the project team. How many communication channels does the project have? A ) 6 B ) 9 C ) 12 D ) 15 Eng.elsaka 09 @gmail.com

10. 10 Communication Methods (Tools & Techniques) • Interactive communications • Push communications • Pull communications The project manager decides what, how, and when Communication methods are to be used in the project Plan Communications ( 10.1 ) Eng.elsaka 09 @gmail.com

4. 4 What is Project Communication Management? • Project communications management processes provide the critical links among people and information that are necessary for successful communications. • Everyone involved in the project should understand how communications affect the project as a whole. • 90 % of a Project Manager's job is spent acquiring and communicating information. • Project Manager must keep the customer and top management informed of project status. Eng.elsaka 09 @gmail.com

2. 2 Project Communication Management Includes the processes required to insure timely and appropriate generation, collection, distribution, storage, retrieval, and ultimate disposition of project information. 10.1 Plan Communications Management The process of determining the project stakeholder information needs. 10.2 Manage Communications The process of making relevant information available to project stakeholders. 10.3 Control Communications The process of monitoring and controlling communications throughout the entire project life cycle to ensure the information needs of the project stakeholders are met. Eng.elsaka 09 @gmail.com

18. 18 Report Performance (Tools& Techniques) ( 10.2 ) The process of collecting and distributing performance information, including status reports, progress measurements, and forecasts. • Analysis of past performance • Current status of risk and issues • Work completed during the period • Work to be completed next • Summary of change approved in the period Eng.elsaka 09 @gmail.com

7. 7 • The process of determining the project stakeholder information needs and defining a communication approach. • Who needs what information, when they will need it, how it will be given to them, and by whom. • A communication plan allows the project manager to document the approach to communicate most efficiently and effectively with stakeholders. • Effective communication means that the information is provided in the right format, at the right time, and with the right impact. • Efficient communication means providing only the information that is needed. Plan Communications ( 10.1 ) Eng.elsaka 09 @gmail.com

9. 9 Communication Requirements Analysis (Tools & Techniques) • All project stakeholders have some form of communications requirements. • Communications scope, effort and complexity increases substantially with the number of Stakeholders. • As the number of people involved in the communications increases the number of communications channels increases geometrically. • Formula to compute the number of communication channels: No. of channels = n(n - 1 )/ 2 n = number of stakeholders Plan Communications ( 10.1 ) Eng.elsaka 09 @gmail.com

11. 11 Communication Technology (Tools & Techniques) The methods used to transfer information among project stakeholders can vary significantly. Factors that can affect the project include: • Urgency of the need for information. Is project success dependent upon having frequently updated information? • Availability of technology. Are appropriate systems already in place or do project needs warrant change? • Expected project staffing. Are the proposed communication systems compatible with the participants? • Duration of the project. Is the available technology likely to change before the project is over? • Project environment. Does the team meet on a face - to - face basis or in a virtual environment? Plan Communications ( 10.1 )

15. 15 Manage Communications ( 10.2 ) Manage Communications is the process of creating, collecting, distributing, storing, retrieving, and the ultimate disposition of project information in accordance to the communications management plan. • Sender - receiver models. Feedback loops and barriers to communication. • Choice of media. Situation specifics of when to communicate in writing versus orally, when to write an informal memo versus a formal report. • Writing style. Active versus passive voice, sentence structure, and word choice. • Meeting management techniques. Preparing an agenda and dealing with conflicts. • Presentation techniques. Body language and design of visual aids. Eng.elsaka 09 @gmail.com

19. 19 Organizational Process Assets updates (Outputs) The organizational process assets which may be updated include, but are not limited to: • Stakeholder notifications. Information may be provided to stakeholders about resolved issues, approved changes, and general project status • Project reports. Include lessons learned, issues logs, project closure reports, and outputs from other Knowledge Areas • Project records. Include correspondence, memos, meeting minutes, and other documents describing the project. • Project presentations. • Feedback from stakeholders. • Lessons learned documentation. Manage Communications ( 10.2 ) Eng.elsaka 09 @gmail.com

12. 12 Communications Management Plan (Outputs) 1. Stakeholder communication requirements; 2. Information to be communicated, including language, format, content, and level of detail; 3. Reason for the distribution of that information; 4. Time frame and frequency for the distribution of required information; 5. Person responsible for communicating the information; 6. Person or groups who will receive the information; 7. Methods or technologies used to convey the information, such as memos, e - mail, and/or press releases; 8. Resources allocated for communication activities, including time and budget; Plan Communications ( 10.1 ) Eng.elsaka 09 @gmail.com

6. 6 Basic Model of Communication • Key components of a basic model of communication include: – Encode - to translate thoughts or ideas into a language that is understood by others – Message - output of encoding – Medium - method used to convey the message – Noise - anything that interferes with the transmission and understanding of the message – Decode - translate the message back into meaningful thoughts or ideas Encode decode decode encode sender receiver Noise Noise medium Massage Feedback - massage

13. 13 inputs 1 . Stakeholder register 2 . Project management plan 3 . Enterprise environmental factors 4 . Organizational process assets Tools & techniques 1 . Communication requirements analysis 2 . Communication technology 3 . Communication models 4 . Communication methods 5 . Meeting outputs 1 . Communication management plan 2 . Project document updates Plan Communications ( 10.1 ) Eng.elsaka 09 @gmail.com

22. 22 inputs 1 . Project management plan 2 . Project communications 3 . Issue log 4 . Work performance data 5 . Organizational process assets Tools & techniques 1 . Information management systems 2 . Expert judgment 3 . Meetings outputs 1 . Work performance information 2 . Change requests 3 . Project management plan updates 4 . Project document updates 5 - Organizational process assets updates Control Communications ( 10.3 ) Eng.elsaka 09 @gmail.com

20. 20 inputs 1 . Project management plan 2 . Performance reports 3 . Organizational process assets 4 . Enterprise environmental factors Tools & techniques 1 . Communication Technology 2 . Communication models 3 . Information management systems 4 .communication methods 5 .Performance reporting outputs 1 . Project Communications 2 . Project management plan Updates 3 . Project documents updates 4 .Organizational process assets updates Manage Communications ( 10.2 ) Eng.elsaka 09 @gmail.com

3. 3 Process Group Initiating Planning Executing Monitoring & Controlling Closing Knowledge Area Integratio n Develop Project C harter Develop Project Management Plan Direct & Manage Project Execution Monitor & Control Project Work Close Project or Phase Perform Integrated Change Control Scope Plan Scope Management Collect Requirements Validate Scope Define Scope Control Scope Create WBS Time Plan Schedule Management Define Activities Control Schedule Sequence Activities Estimate Activity Resource Estimate Activity Duration Develop Schedule Cost Plan Cost Management Estimate Costs Control Costs Determine Budget Quality Plan Quality Management Perform Quality Assurance Control Quality HR Develop HR Plan Acquire Project Team Develop Project Team Manage Project Team Comm. Plan Communication management Manage Communications Control Communication Risk Plan Risk Management Control Risks Identify Risks Perform Qualitative Analysis Perform Quantitative Analysis Plan Risk Responses Procurem ent Plan Procurements Conduct Procurements Control Procurements Close Procurements Stakehold er Identify Stakeholders Plan Stakeholder Management Manage Stakeholder Engagement Control Stakeholder Management

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