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28 views24 pages

Chapter 7 Group3ppt

Uploaded by

ridshukur
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© © All Rights Reserved
We take content rights seriously. If you suspect this is your content, claim it here.
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Chapter seven

Project communications Management


7.1. What Is Project Communication?
•Effective communication is one of the most important factors Project
communication is the exchange of project-specific information with
the emphasis on creating understanding between the sender and the
receiver.
•contributing to the success of a project.

•is a key aspect of project management that focuses on ensuring that


information is effectively and efficiently communicated to all

stakeholders involved in a project.


• Project Communication Management is the
knowledge area that employs the processes
required to ensure timely and appropriate
generation, collection, distribution, storage,
retrieval and ultimate disposition of project
information.
Communication activity has many potential
dimensions, including:
 Internal (within the project) and external (customer,
other projects, the media, the public),
 Formal (reports, memos, briefings) and informal (emails,
ad-hoc discussions),
 Vertical (up and down the organization) and horizontal
(with peers),
 Official (newsletters, annual report) and unofficial (off
the record communications),
 Written and oral, and
 Verbal and non-verbal (voice inflections, body language)
The importance of project communication management

The three major factors related to software development project


success, i.e.,
 User involvement,

 Executive management support, and

 A clear statement of requirement. all are dependent on having good


communications skills.

• The goal of project communications management is to ensure


timely and appropriate generation, collection, dissemination,
storage, and disposition of project information.
Four main processes in project communications management:

1. Communications planning: involves determining the information and


communications needs of project stakeholders.
 Communications planning attempts to answers the following

questions:

• How will information be stored?

• How will knowledge be stored?

• What information goes to whom, when, and how?

• Who can access what information?

• Who will update the information and knowledge?

• What media of communication is best?


An effective communications plan should contain these principles:

1. Identify your audience and their communication needs. It is important


to talk to the project's stake holders and ask them what they need to
know and how often they need to know it. For example, senior
managers may want detailed reports, while end users may only want
short messages.

2. Determine the most effective means for communicating with this


audience. The basic question is how do the project stakeholders want
to receive this information.
An effective communications plan should contain these principles:

In general, the most effective way to communicate is face-to-face,


followed by
phone conversations.
3. Decide who should deliver the message. It is important to assess
how well, or how poorly, the IT project team members
communicate with the business people.
Four main processes in project communications management:

2. Information distribution: involves making needed information

available to project stakeholders in a timely manner.

To complete the project communications plan, the project manager

and team must determine how and when the required information

will be provided to the various stakeholders.

Although a variety of media exist, most communication will involve:

1. Face-to-Face Meetings: A great deal can be learned from face-to-

face meetings. Such meetings may range from informal

conversations to more formal meetings and presentations.


Cont
• The advantage of face-to-face meetings is that one can see other
people's expressions and body language. Sometimes the way
someone says something can be more expressive than what they
say.
2. Telephone, Electronic Mail, and other Wireless Devices
Four main processes in project communications management:

3. Performance reporting: involves collecting and


disseminating performance information, including status reports,
progress measurement, and forecasting.
Once the project data have been collected, the project manager can
use it to update the project plan.
. The primary goal is to provide stakeholders with insights into the
project's performance so that corrective actions can be taken, if
needed, and to keep everyone aligned with the project's goals and
objectives.
project reporting tends to fall under one of the following categories:

a. Reviews: Project reviews may be formal or informal meetings that


include various project stakeholders.

• These reviews may focus on specific deliverables, milestones, or

phases.

• The purpose of a review is to not only show evidence that the

project work has been completed, but also that the work has been

completed according to certain standards or agreed upon

requirements.
cont
b. Status Reporting: A status report describes the present state of the
project.
• In general, a status report compares the project's actual progress to
the baseline plan.
c. Progress Reporting: A progress report tells us what the project
team has accomplished. This report may compare the activities or
tasks that were completed to the activities or tasks outlined in the
original project network.
d. Forecast Reporting: A forecast report focuses on predicting the
future status or progress of the project.
4. Administrative closure: involves generating, gathering, and
disseminating information to formalize phase or project
completion.
These processes interact with each other and with processes in the
other Knowledge Areas.
. Administrative closure ensures that the project is closed in an
orderly manner and that all relevant documentation, approvals,
and records are completed, archived, and handed over as
necessary.
7.2. Communication planning
• A communications management plan is a document that
guides project communications, as part of the overall project.
• The main parts included in a communications plans are as
follows:
 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 production 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
 A stakeholder communications analysis.
• The stakeholder communications analysis is an important document
that shows which stakeholder should get which written
communications.

• The main advantage of creating a communications plan and


reviewing it with the project stakeholders early in the project, helps

prevent or reduce later communications problems.


7.3 Information distribution

• Information distribution is about getting project information to the


right people at the right time, and in a useful format
There are some major considerations for information distribution such
as
 The use of technology( intranet , extranet ,internet, cloud
computing )
 Formal and informal communications, and
 Understanding human and individual communications Needs
 The complexity of communications.
Determining the number of communication channels

• With the increasing of the number of people involved in a project,


the number of communication channels also increase, which can be
determined by the following formula
Nc = n(n − 1)
2
 Where Nc denotes the number of communication channels, and
 n is the number of people involved.
•Note In some situations such as virtual projects, people involved
in a project cannot have opportunities to meet face-to-face.
Tools and Techniques for Information Distribution
• Project Management Software
• Document Sharing Platforms
• Email:
• Reports and Dashboards
• Meetings and Briefings
• Stakeholder Feedback:
7.4 Performance reporting

• . Performance reporting keeps stakeholders informed about


how resources are being used to achieve project objectives
• The main inputs to performance report are the project plan and
work results

• It involves collecting and disseminating information regarding


the progress of a project, comparing it with the planned
objectives, and communicating the results to relevant

stakeholders.
• The main outputs include
 Status reports: describe where the project stands at a specific
point in time in terms of meeting scope, time, and cost goals
 Progress reports: describe what the project team has
accomplished during a certain period
 Project forecasting: predicts future project status and progress
based on past information and trends.
 Change request
7.5 Administrative closure
• Final phase of a project is closure.
• Administrative closure consists of verifying and documenting
project results.
The main outputs of administrative closure are :
 Project archives: include a complete set of organized project
records.
 Formal acceptance: a document that the project’s stakeholders
signs to confirm acceptance of the project products
 Lessons learned: statements written by project managers and
their team members About the different occasions of the project .
7.6 Suggestions for improving project communications

some issues that all the project managers and project team members
should consider in their quests to improve project communications
include:

 Using communication skills to manage conflict


 Developing better communication skills
 Running effective meetings
 Using e-mail effectively
 Developing a communications infrastructure
The End!!!

Thank You!!!

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