08_0_Communications_100206

nullUNIT 8: Communications ManagementUNIT 8: Communications ManagementOverviewOverviewUse “common sense” “If you know which end of the phone to talk into, you can pass this section”.“Does not include cell phones?”ProcessesProcessesCommunication Planning Information Distribution Performance Reporting Manage StakeholdersCommunications ManagementCommunications ManagementThe processes required to ensure timely generation collection dissemination storage disposition of project information 2. Communications Model2. Communications ModelSender Message Medium Receiver Encode Thought Phone DecodeWhere is that Status Report?What report?A little noise2. Communications Model2. Communications ModelEffective listeningSender Message Medium ReceiverAsk for clarificationWhat kind of report are you needing?2. Communications Model2. Communications ModelConfirmationSender Message Medium Receiver Decode (Noise) EncodeRepeating what you heardYou want the Status Report?Communications ManagementCommunications ManagementAccording to PMI survey’s PM’s spend as much as 90% for their time in some form of communications. 90% CommunicationsOther1. Communication Planning1. Communication PlanningInvolves Determining the information needs of the stakeholdersCustomerSponsorUsersTeamManagement1. Communication Planning1. Communication PlanningInputs Organizational Process Assets Lessons Learned EX. State of Florida, Documentation of police records project, Customer given detailed plan Historical Information Communications plan from a similar project1. Communication Planning1. Communication PlanningInputs Project Scope Statement Scope StmtUsed for confirming agreement among the stakeholders1. Communication Planning1. Communication PlanningTool Communications Requirements Analysis Stakeholder analysis (Who needs what and when?) Focus on information really needed Communications ChannelsFormula?N(N-1)/2Handout p. 56H1. Communication Planning1. Communication PlanningTool Communications Technology Urgency Current Technology Expected Staffing (Staff and technology compatible?) Eaton Project (Use of MS Project for Multiple Projects) 1. Communication Planning1. Communication PlanningOutput Communications Management Plan Subsidiary of Project Plan Includes Stakeholder requirements Information to be communicated Senders and receivers Methods and technology FrequencyWhoWhatWhenHowWhere2. Information Distribution2. Information DistributionGetting information to the project stakeholders Implementing the Communications Plan Responding to unplanned request for information2. Information Distribution2. Information DistributionInputs Communications Plan Tools Communications Skills Sender (clear message, confirmation) Receiver (entire message, feedback) (formal/informal, written/oral, etc)2. Information Distribution2. Information DistributionEffective listening Watch for body language Crossed arms Not paying attention Maintaining eye contact In some cultures this may be deemed as threatening2. Information Distribution2. Information DistributionTools Information Gathering and Retrieval Systems Manual files Electronic databases PM Software Information distribution methods Meetings Paper documents Virtual office sofwarePM(MSP) - Internet (Server) – Team Member (Project Server) 2. Information Distribution2. Information DistributionOutputs Organizational Process Assets Updates Lessons Learned Project records, reports and presentations3. Performance Reporting3. Performance ReportingInvolves collecting and disseminating performance information Status Reports Progress Reports Forecasting Status ReportStatus ReportRepresents a snap shot of the project at a given point in time. What are the Schedule and Cost variances?Progress ReportProgress ReportRepresents the work completed on the project. How much work has been done compared to what was planned to be accomplished?ForecastForecastWhere will we be at the end of the project based on what we know today? How much of a cost variance can be expected?3. Performance Reporting3. Performance ReportingInputs Work Performance Information What has been done Performance measurements What was expected Forecast completion When will it be completed 3. Performance Reporting3. Performance ReportingTools Information Presentation tools Presentation Software (Powerpoint) Performance Information Gathering and Compilation Information sources Status Review Meetings Variance Analysis (Cost, Schedule, etc) Trend Analysis Earned Value Analysis Software Tools – Earned Value3. Performance Reporting3. Performance ReportingOutputs Performance Reports Gantt Charts S-Curves Histograms Tables Trend AnalysisTrend AnalysisPlanActualVariance AnalysisVariance AnalysisPlanActualVarianceException ReportsException ReportsPlanActualTolerance + or - 5%Gantt ChartGantt Chart A B C D ETimePerformance ReportingPerformance ReportingGantt Charts Activity A Activity BCurrent ScheduleBaseline ScheduleMilestone ChartMilestone Chart Design Phase Complete Coding Phase Complete TimeS-CurveS-CurveCost BaselineHistogramHistogramPerformance ReportingPerformance ReportingTables Activity A Activity B Project PV EV AC CV SV 400 400 600 -200 0 200 300 200 100 100 600 700 800 -100 100Performance ReportingPerformance ReportingTables (Project Situation) Activity A Activity BPV = 600 EV = 700 AC = 800 CV = -100 SV = 100 4004006002003004. Manage Stakeholders4. Manage StakeholdersInvolves identifying and satisfying their needs4. Manage Stakeholders4. Manage StakeholdersInputs Communications Management Plan Expectations and needs are documented in this plan 4. Manage Stakeholders4. Manage StakeholdersTools Communications Methods For handling stakeholder issues PMI: Face-to-face meetings most effective. Distance: Phone or E-mail Issues Log Document and monitor issues 4. Manage Stakeholders4. Manage StakeholdersOutputs Resolved Issues Log should document the agreed resolution Organizational Process Assets Updates Lessons learned database Project Management Plan Updates Changes to Communications Plan Barriers to CommunicationsBarriers to CommunicationsCultural differences Lack of clear communications channels Physical distance Technical language Distraction environment noise temperature Poor attitudesEffective Team CommunicationsEffective Team CommunicationsEffective communicator Communications expeditor Avoid using Communications blockers Use a “Tight Matrix” Provide a “War Room” That will never work!Making meetings effectiveMaking meetings effectiveCommunicate the Purpose Length Location Create an agenda and follow it Include team building Assign action items Issue minutes Roles of meeting chairpersonRoles of meeting chairpersonEncourage participation Handle differences of opinion Prevent drift and disruptions Summarize often DocumentationDocumentationGood documentation is associated with successful projects Important regardless of project size Key Project Documentation Project Plan Progress Reports CommunicationsCommunicationsOrganizational Structure PMI: Communications and information flows are believed to be the most complex in a matrix environment organizational structure.