PMP Study Group-Communication Management

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BUCHAREST PM

COMMUNITY
PMP STUDY GROUP- COMMUNICATION
MANAGEMENT

1 © Copyright 2019 HP Development Company, L.P. The information contained herein is subject to change without notice.
AGENDA
• Summary of PMBOK Communication Management
• Additional resources:
Sales Operations Project Management Hub
Change Management Hub- Templates
EMEA SO Storyteller Hub
• Practice Exam questions- RMC
WHAT IS COMMUNICATION MANAGEMENT?

As stated in the PMBOK® Guide – Sixth Edition

Project Communication Management includes the processes necessary to


ensure that the information needs of the project and its stakeholders are met
through development or artifacts and implementation of activities designed to
achieve effective information exchange.
Project Communications Management has 2 parts:
1. Develop a strategy to ensure communication is effective to stakeholders
2. Execute the activities to implement the comms strategy
PROJECT COMMUNICATIONS MANAGEMENT PROCESSES
OVERVIEW

Process Name Process Group Short Description

10.1 Plan Communications Determining project stakeholder information needs and


Planning
Management defining communications approach

Managing project information in accordance with the


10. 2 Manage Communications Executing communications management plan
Monitoring & Ensure the communication needs of the stakeholders
10.3 Control Communications are met
Controlling

NOTE: 90% of PM time is spent communicating


5 © Copyright 2019 HP Development Company, L.P. The information contained herein is subject to change without notice.
COMMUNICATION “MUST KNOWS”
 Key Inputs, Tools & Techniques, and Outputs for Plan Communication Management
 Key Inputs, Tools & Techniques, and Outputs for Manage Communications
 Key Inputs, Tools & Techniques, and Outputs for Control Communications
 Communication dimensions and communication skills
 What a communication management plan is and how it is used
 How much a Project Manager should want to control communication, and how likely it is that it can be controlled
 Calculations for the total number of:
 Communication channels
 Communication channels added or removed because team members are added or removed
 The communication model (Sender, Message, Receiver)
COMMUNICATION DIMENSIONS
Type Description
Formal Legal communication, project documents, complex communication, official situation,
presentations, one-directional communication

Internal Within project

External With customers, other projects, the media, the public

Vertical Up/down the organization

Horizontal With peers

Official On-the-record (newsletters, annual report)

Unofficial Off-the-record communications

Written & Oral

Verbal & Words and more than words (voice inflection, body language)
Non-Verbal

The test will expect you to know which communication dimension is preferred
for a given situation.
COMMUNICATION SKILLS
Commonly used, BUT not limited to:
Active & effective listening

Questioning, probing ideas and situations to enhance understanding

Educating to increase project team’s knowledge so they can be more effective

Fact-finding to identify or confirm information

Setting and managing expectations on ongoing basis

Persuading to elicit desired action

Negotiating to achieve agreement acceptable to all parties

Resolving conflict to prevent negative impacts

Summarizing, recapping, and identifying next steps to ensure that everyone is aligned and understands the
information

Additional information on Communication (Interpersonal Skills) – PMBOK p.515 (X3.4)


10.1 PROCESS NAME: PLAN COMMUNICATIONS
MANAGEMENT
PROCESS GROUP: PLANNING
“…developing an appropriate approach and plan for project communications based on
stakeholders’ information needs and requirements, and available organizational assets. ”

Important for project success – the project manager determines communication needs of all
stakeholders.

Inputs Tools & Techniques Outputs


 Project Management Plan  Communications  Communications
 Stakeholder Register Requirement Analysis Management Plan
 Enterprise Environmental  Communication  Project Document
Factors Technology Updates
 Organizational Process Assets  Communication Models
 Communication Methods
 Meetings
10.1.1 PLAN COMMUNICATIONS MANAGEMENT: INPUTS

1. Project Management Plan


 Provides the info on how the project will be executed, monitored, controlled and closed. See
PMBOK section 4
2. Stakeholder Register
 Provides the info necessary to plan the communication with the stakeholders. See PMBOK
section 13
3. Enterprise Environmental Factors
 All enterprise environmental factors (PMBOK section 2.1.5) are used as inputs for this process
since communication must be adapted to the environment around the project- the structure around
the organization
4. Organizational Process Assets
 All organizational process assets (PMBOK section 2.1.4) are used as inputs for the plan
communications management process.
 Particular importance: lessons learned and historical information from previous similar projects
which provide insights on both the decisions taken regarding communication issues and the results
of those decisions.
10.1.2 PLAN COMMUNICATIONS MANAGEMENT: TOOLS &
TECHNIQUES
1. Communication Requirements Analysis
 Determines the information needs of the project stakeholders
 Requirements are defined by combining the type and format of information
needed with an analysis of the value of that information.
 The Number of potential communication channels/paths are one indicator of
the project complexity.*

Communication channels / paths


*As the number of stakeholders increases,
the number of communication channels increases

Where n = number of stakeholders 4(4-1) = 6 Channels


# of Channels = n(n-1)
2 2
• Will be on the exam
• REMEMBER: the PM is a stakeholder, and should be
included in the channel calculation.
• Read Exam question carefully to determine whether
the question has the PM included in any channel count
10.1.2 PLAN COMMUNICATIONS MANAGEMENT: TOOLS &
TECHNIQUES
2. Communication Technology
 Refers to the methods used to transfer information among project stakeholders. Includes but not limited to:
conversations, extended meetings, written documents, schedules, online materials etc.
 Factors influencing the communications technology selected include, but are not limited to:
 Urgency of the need for information
 Availability of technology
 Ease of use
 Project environment
 Sensitivity and confidentiality of the information
10.1.2 PLAN COMMUNICATIONS MANAGEMENT: TOOLS &
TECHNIQUES
3. Communication Models
 The Basic Model = Information is sent and received between two parties: the sender and the
receiver.
 Key components of the model include:
 Encode: translate thoughts, ideas into language understood by others
 Transmit: the output of the encoding (using a medium)
 Decode: the message translated by the receiver
 Acknowledge: signaling receipt of the message (not necessarily agreement)
 Feedback: thoughts and ideas transmitted back to original sender

No
is eDECODE
ENCODE is e
No

Medium
RECEIVER
SENDER e.g. Phone
No i se
ise No
Responsible for making sure that
Responsible for making sure that
information is received in its
information is clear and complete, and DECODE ENCODE
entirety, understood correctly and
confirming that it is properly
acknowledged
understood
BASIC COMMUNICATION MODEL

Sender Receiver
Noise
Transmit
Encode Decode
Acknowledge

Medium
Decode Encode
Feedback
Noise

Receiver Sender
10.1.2 PLAN COMMUNICATIONS MANAGEMENT: TOOLS &
TECHNIQUES
4. Communication Methods
Method Description

Interactive Between two or more parties in a multidirectional exchange of information. This is the most
efficient way to ensure common understanding by all participants (includes meetings, phone calls,
video conferencing etc.)
Push Information sent to specific recipients who need to know the information. This ensures that
information is distributed but does not certify that it actually reached or was understood by the
intended audience (includes letters, emails, faxes, vmails, press releases etc.)
Pull Used for very large volumes of information or for very large audiences. Requires recipients to
access the communication content at their own discretion (include intranet sites, e-learning,
knowledge repositories etc.)

PM decides which method to use, depending on communication requirements & analysis

5. Meetings
 Can be discussion and dialogue with the project team, or stakeholders coming
together to resolve problems or make decisions; usually formal, beginning with a
list of issues, the resulting information is disseminated to all stakeholders
OTHER COMMUNICATION CONCEPTS/TERMS TO KNOW
 Active Listening:

 the receiver confirms listening by nodding, eye contact and asking questions for clarification.

 Effective Listening:

 the receiver attentively watches the sender to observe physical gestures and facial expressions. In
addition, the receiver contemplates responses, asks pertinent questions, repeats or summarizes what the
sender has sent and provides feedback.

 Feedback:

 affirming understanding and providing information.

 Noise:

 anything that compromises the original meaning of the message.

 Nonverbal Communication:

 about 55% of all communication, based on what is commonly called body language.

 Paralingual Communication:

 optional vocal effects, the tone of voice that may help communicate meaning.
10.1.3 PLAN COMMUNICATIONS MANAGEMENT: OUTPUT
1. Communications Management Plan (Is a component of the project management plan)
 Usually provides:
 Stakeholder communication requirements
 Information to be communicated, including language, format, content, & level of detail
 Reason for the distribution of that information
 Time frame and frequency for the distribution of required information
 Person responsible for communicating the information
 Person responsible for authorizing release of confidential information
 Person or groups who will receive the information
 Method/technologies used to convey the information (email, memos, press release)
 Resources allocated for communication activities, including time and budget
 Escalation process identifying time frames and mgmt chain for issue escalation
 Method for updating and refining the communications mgmt plan as project develops
 Glossary of common terminology
 Flow charts of the project information flow, authorization sequence, list of reports, meeting plans etc.
 Communication constraints, usually due to specific legislation/regulation/technology policies
10.2 PROCESS NAME: MANAGE COMMUNICATIONS
PROCESS GROUP: EXECUTING
“Process of creating, collecting, distributing, storing, retrieving, and the ultimate
disposition of project information in accordance with the communications management
plan.”

Inputs Tools & Techniques Outputs


 Communication  Communication technology  Project Communications
management plan  Communication models  Project management plan
 Work Performance reports  Communication methods updates
 Enterprise environmental  Information Management  Project documents updates
factors Systems  Organizational process asset
 Organizational process  Performance Reporting updates
assets
10.2.1 MANAGE COMMUNICATIONS:
INPUTS
1. Communications Management Plan
 Output from Plan communications management
2. Work Performance Reports
 Used to distribute project performance and status information – should be made available
prior to project meetings and should be as precise and current as possible.
3. Enterprise environmental factors
 Factors that can influence the Manage Communications process include, for example,
organizational culture, industry standards, information systems
4. Organizational process assets (Include but are not limited to)

 Policies, procedures and guidelines regarding information distribution


 Templates for meetings, reports, etc
 Historical information and lessons learned.
10.2.2 MANAGE COMMUNICATIONS: TOOLS &
TECHNIQUES
1. Communication Technology
 Can vary significantly from project to project, or within project
 The choice should be appropriate for the information being communicated
2. Communication Models
 Ensure the choice is appropriate and noise is managed
3. Communication Methods
 Examples: interactive, push, pull
4. Information management systems
 Hard copy distribution, shared-access databases, Electronic communication
tools, meeting and virtual office support, collaborative work management tools
etc.
5. Performance Reporting
 Collecting and distributing performance information
 Communicating project progress
 Provides appropriate level of information for each audience
10.2.3 MANAGE COMMUNICATIONS:
OUTPUTS
1. Project communications
 Deliverable status
 Performance reports
 Schedule progress
 Costs incurred
2. Project management plan updates
 Updates to project baselines, communications management, and stakeholder
management
3. Project documents updates
 Issue log
 Project schedule
 Project funding requirements
4. Organizational process assets updates (not limited to)
 Stakeholder notifications and feedback, project reports, records, and
presentations, and lessons learned
10.3 PROCESS NAME: CONTROL COMMUNICATIONS
PROCESS GROUP: MONITORING & CONTROLLING
“Process of monitoring and controlling communications throughout the entire project life cycle to
ensure the information needs of the project stakeholders are met”

Inputs Tools & Techniques Outputs


1. Project management plan 1. Information Management 1. Work Performance
2. Project Communications Systems information
3. Issue Log 2. Expert Judgment 2. Change requests
4. Work Performance data 3. Meetings 3. Project management plan
5. Organizational process updates
assets 4. Project documents updates
5. Organizational process
asset updates
10.3.1 CONTROL COMMUNICATIONS: INPUTS
1. Project Management Plan
 Provides information on how the project will be executed, monitored, controlled, and closed.
2. Project communications
 Information from project activities such as:
 deliverables, status, schedule progress, costs incurred
3. Issue Log
 Used to document and monitor the resolution of issues (what, who, when, obstacles, a
repository, and a platform for subsequent communications)
4. Work Performance data
 Details about communication distribution, communication feedback, survey results on
communication effectiveness, and other observations during communication activities.
5. Organizational Process Assets
 Include but not limited to:
 Report Templates
 Policies and procedures that define communications
 Record retention policy, security requirements, etc.
10.3.2 CONTROL COMMUNICATIONS: TOOLS &
TECHNIQUES
1. Information Management Systems
 Provides a set of standard tools for the project manager to
capture, store, distribute information to stakeholders about
project progress, cost, schedule, performance.

2. Expert Judgment
 To assess the impact of project communications, a need for action or
intervention, and timeframes. Can be provided by anyone with specialized
training or knowledge; e.g. consultants, stakeholders, subject matter experts,
PMO.
3. Meetings
 To facilitate discussion and dialogues among the team, with stakeholders, at the
project site, with suppliers, etc.
10.3.3 CONTROL COMMUNICATIONS:
OUTPUTS
1. Work Performance Information
 Performance data providing status and progress information, communicated to stakeholders
2. Change requests
 Processed through the “Perform Integrated Change Control” process (section 4.5).
Examples:
 Revised cost estimates, schedule dates, corrective action recommendations bringing
project back in line with project management plan
3. Project management plan updates
 Updates to the communications management plan or other components of the project
management plan
4. Project documents updates
 Forecasts, performance reports, issue logs
5. Organizational process assets updates
 Report formats
 Lessons learned
QUESTIONS?
THANK YOU

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