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Module Four: Communications Management

To communicate effectively, project managers need to analyze stakeholder and participant needs and condense items of interest as they lead these groups through constructive discussions and interactions. They should avoid flooding busy stakeholders with more information than they need or spending excessive time or money creating or printing reports. However, the ability to communicate appropriately with stakeholders and to distribute information as needed is a large factor in a project manager's ability to complete a project as planned.

Learning Outcomes

After completing this module, you should be able to:

1. Understand how to communicate project information to relevant stakeholders effectively 2. Compare types of information flow and calculate the number of communication channels for a project 3. Identify and summarize the ways that technology can support communication for virtual and adaptive teams 4. Properly distribute information to a team and stakeholders

4-1 Module Four Pre-test

Module Four Pre-test

Click "Next" to access the Module Four Pre-test

4-2 Project Communications Management

Project Communications Management

Communication is a major component of a project manager's job role. But good communication doesn't just happen—it has to be organized and coordinated. Project managers need to determine what should be communicated, who should be communicated with, how communications should occur, and when and how often information should be communicated.

Project managers need to evaluate the context and environment in which the communication will take place:

What kind of relationships exist among stakeholders? Are interactions friendly, or are they more formal and business-like? What is the organization's typical communication style (informal discussions, formal reports, etc.)? What technology is available (email, Web pages, videoconferencing, etc.)? Are there any resources available for adding new technology, and will this new technology require training to be used effectively?

Communicating Effectively

To communicate effectively, one has to provide the right information to the right people at the right time in the right format.

People transmit ideas, instructions, and emotions (commonly referred to as "information") either formally or informally, using specific word choices, and via writing, speaking, gestures, or media. Whether we realize it or not, we make choices every time we communicate. Because project managers coordinate with so many people, they are constantly communicating. For example, project managers communicate when fact-finding (e.g., identifying whether the customer has a preference for the color of a project deliverable) and when resolving conflicts (e.g., settling a dispute between team members on the design of a deliverable).

In these respective cases, the project manager could communicate internally (e.g., by calling Annette from Sales) or externally (e.g., by consulting with the customer directly to see which design she prefers). These communication activities can be illustrated as a bridge, as seen below. Throughout the project, the project manager and project team cross this bridge to accomplish certain objectives, making communication decisions with every step.

Click on each of the boxes under the bridge for more information.

Senior management stakeholders have an upward hierarchical focus, which impacts the message's content and format.

The project team and other project contributors have a downward hierarchical focus, which impacts the message's content and format.

Peers of the project manager and team have a horizontal hierarchical focus, which impacts the message's content and format.

Formal communications activities include reports, formal meetings, and stakeholder briefings. Informal communications activities include emails, social media, and websites. Official communications include formal activities (such as annual reports) geared toward accomplishing project objectives.

Unofficial communications include informal activities geared toward building the project's recognition or building relationships within the project team.

Internal communications focus on stakeholders internal to the project and/or organization. External communications focus on stakeholders external to the project and/or organization, such as customers, vendors, or the public.

Written communications include social media, websites, and reports. Oral (or verbal) communications include words, tone of voice, and vocal inflections. Nonverbal communications include gestures, body language, and actions.

4-3 Exercise: Communication Activities

Exercise: Communication Activities

4-4 Developing a Communications Management Plan

Developing a Communications Management Plan

The communications management plan is a component of the project management plan that describes how project communications will be planned, structured, implemented, and

monitored for effectiveness.

—PMBOK® Guide

Developing an effective communication procedure during the planning stages of a project is a critical component for project success. One of the most effective tools to ensure proper communication is a communications management plan. This plan should be created and agreed to by each stakeholder toward the beginning of the relationship at the project's inception. A communications management plan helps the team answer the following questions:

Click on each of the numbered boxes below for more information.

What needs to be communicated?

Who will communicate the information?

Who will receive the information?

How will information be communicated?

This information can be presented within the communications management plan in the following format:

Information Communication Sender Intended Audience Communication Mode Timing

Process change Project manager Plant manager In a presentation during weekly management meeting October 10

Process change Plant manager Affected employees During team meeting and through email detailing specific process change October 15

Instructions for new equipment use Training facilitator Affected employees In one-on-one training sessions October 19

Project managers should consider numerous factors when devising a communications management plan:

How is the organization structured, and what kinds of relationships exist among stakeholders? What is the culture of the organization, and what are its prevailing communication styles? What technologies are available for communication (email, Web pages, blogs, videoconferencing, etc.)? Are there any resources available for adding new technology? Is there a need for training on communications or related technology? What frequency of communication is required, based on the above-referenced factors, as well as the project's duration and complexity?

Elements of a Communications Management Plan

Click on each of the headings below for more information.

4-5 Communication Forms and Models

Communication Forms and Models

To develop the best communications management plan possible, it is important to understand the distinction between communication forms and communication models. Although these two concepts are interrelated, there are differences that should be pointed out to ensure full understanding.

Communication Forms

The three most common communication forms are described as follows:

Click on each of the headings below for more information.

Sender/Receiver

The simplest form of communication is between sender and receiver. This form is considered a linear form, where information is transmitted in one direction—from the sender to the receiver.

Interactive

A more interactive form of communication involves a sender, receiver, and feedback. In this form, a "loop" is created as feedback from the receiver is transmitted back to the sender.

Cross-cultural

The most complex form of communication is the cross-cultural form, which incorporates the idea that messages are influenced by the culture, knowledge, biases, etc. of the parties who send and receive them.

Communication Models

Communication forms are often expressed through the use of a communication model. The basic communication model is explained in the following slideshow:

Click on the next and previous buttons to progress through the slideshow.

Slide 1

The basic communication model shows the transmission of a message from a sender to a receiver through a medium.

Slide 2

Communication expectations

Expectations are crucial and should be understood by all stakeholders. They include format, frequency, style of content, level of detail, person(s) responsible for communication, and intended recipients. The technologies to be used in the project are also outlined here.

Progress communications

The process for communicating about project progress should be clearly spelled out. This section should describe common types of project communications, including project summary and review reports, status reports, and performance reports.

Status meetings

Status meetings information (such as time, frequency, location, and content) might be carved out separately, due to the importance of status meetings as face-to-face forums for project progress reporting and issue resolution.

Stakeholder requirements

A project manager should highlight any differences in how groups of stakeholders (such as critical versus non-critical) are expected to communicate throughout the project. The section should also address the preferred medium, style, and frequency for stakeholder feedback, which is crucial to project planning and execution as well as for gaining support for the project.

Escalation process

When issues cannot be resolved, whether they be conflicts or simply logistical issues, they must reach the project manager in a systematic way. This section outlines the escalation process, including stating time frames for escalation process activities.

Communication changes process

Project changes will occur, perhaps as an extension of the previously mentioned resolution of issues. For example, a major vendor to the project may get replaced; this information must then be communicated as a project change. In such cases, the project manager would need a system for this type of communication.

Lessons learned process

The plan should explain how lessons learned are communicated and stored during the project and archived at the close of the project.

Glossary of project terminology

People communicate best when they are on the same page. The project manager should record any terms that he or she wants the team to be familiar with, to smooth conversations. These terms might include acronyms and their explanations, technologies, aspects of processes, and even management or project management terms.

Step 1: The sender recognizes an occasion to communicate. He or she thinks about what needs to be said and the desired effect on the receiver.

Slide 3

Step 2: The sender encodes the message, taking into account the following:

the message he or she needs to send the conventions and limitations of the medium he or she decides is best for the message how the receiver may best understand the message

Slide 4

In the global economy, encoding can very literally involve translating the message into the receiver's language or using a medium to allow team members to communicate while working in various time zones.

Slide 5

For example, if a design team in Charlotte needs to discuss recent performance concerns with an outsourced development team in India, the Charlotte team might choose a videoconference. But, because the workdays in Mumbai and Charlotte do not overlap, the meeting might have to take place at 9:00 PM in Charlotte—which would be 7:30 AM in Mumbai.

Slide 6

On the other hand, if the design team just needs to apprise the development team of some project specifications, sending a clearly written email might be the best medium.

Slide 7

Step 3: The message is sent to the receiver.

Slide 8

Step 4: If the sender has made the correct choices about how to send the message, the receiver then decodes the message.

Slide 9

Step 5: In the interactive model of communication, the receiver may acknowledge, or signal, to the sender that the message was received. The receiver then provides feedback on the message by encoding his or her own response and transmitting it to the sender.

Slide 10

Step 6: The sender decodes the feedback response and the communication event is complete.

Slide 11

Anything that interferes with a message is called noise. Noise can be the crackle of a bad telephone signal or the splotches in text created when a printer is low on toner. But noise can also come from the message itself. For instance, using too much jargon or describing technical issues in too much detail can create worse noise in a message than a bad telephone connection.

Images in the slideshow are adapted from Project Management Institute, A Guide to the Project Management Body of Knowledge (PMBOK ® Guide) — Sixth Edition , 2017, Page 373.

Communication forms and models can be combined with communication methods (which will be explained in a subsequent assignment) to better understand communication processes and to keep all project practitioners and participants informed and engaged throughout the project. By incorporating these concepts as they develop their communications management plans, project managers can ensure that communications will continue to be as efficient and effective as possible.

Review Checkpoint

To test your understanding of the content presented in this assignment, please click on the Questions icon below. Click your selected response to see feedback displayed below it. If you have trouble answering, you are always free to return to this or any assignment to re-read the material.

1. True or False?

In the basic communication model, the last step occurs when the receiver provides feedback to the sender.

a. True

Incorrect. Try again.

b. False

Correct. This is a false statement. In the last step of the basic communication model, the sender decodes the feedback response from the receiver to complete the communication event.

2. The interactive communication form differs from the basic sender/receiver communication form because, in the interactive form, __________.

a. the sender transmits a message to the receiver

Incorrect. Try again.

b. the receiver must decode the transmitted data

Incorrect. Try again.

c. the receiver provides a response/feedback

Correct. The basic sender/receiver communication form does not include feedback, so communication only occurs linearly, from the sender to the receiver.

d. the culture, biases, emotions, etc. of the sender and receiver must be taken into account

Incorrect. Try again.

4-6 Exercise: Ordering the Communication Model

Exercise: Ordering the Communication Model

4-7 Communication Methods and the 5Cs of Written Communication Communication Methods and the 5Cs of Written Communication

As mentioned in a previous assignment, communication forms and communication models can be combined with communication methods to enhance the transfer of information among project participants.

There are three different methods of communication—push communication, pull communication, and interactive communication. Each method had its advantages and disadvantages, as described below.

The Benefits of Pull Communication

Busy project managers should consider providing important information on a "pull" basis rather than on a "push" basis. Pull communication allows interested parties to "pull" the information they need when they need it; they don't have to wait for a report or message to be sent to them—they can access data on demand when they need it. One way to achieve this is by uploading all important project information to a company database or intranet that people can access with a password or code. Whenever they have a question (about project costs, schedules, risks, etc.), they can simply turn to this database—at any time of day—and find what they need.

(Conversely, push communication requires an email, voicemail, or other type of report that is sent to interested parties. With push communication, people have to wait to receive information from the person (or people) who possess that information; they have no way of accessing the information they want until it is sent to them.)

Pull communication is especially helpful when it's not practical for a project team to compile information and "push" it to the receiver or to initiate interactive communication with the many parties involved. To be effective, pull communication tools need to be updated regularly to ensure that they contain the latest information. If stakeholders find that information is not current, they will bypass these tools and interrupt project work asking for updates to project status and information.

Kanban Boards

Another tool that can be used to allow for pull communication is the Kanban board. A Kanban board is a story board that lists the user stories in each phase of a project and shows how much work is involved in the different parts of the project life cycle at any given time.

Tasks and activities are written on sticky notes, which are then moved across the board as work is completed. Interested stakeholders can access information quickly to see how much work is "planned," "in progress," "in trouble," or "completed" at any point in time. Because the Kanban board shows how many activities are in each part of a project, it quickly reveals any bottlenecks that result from having too much work in any single part of the project.

The 5Cs of Written Communications

Because a large portion of project information is communicated through writing, it is essential for project managers to remember the 5Cs of written communications (described below), regardless of the communication method chosen.

Click on each of the headings below for more information.

Correctness Use correct spelling and grammar to avoid distracting or confusing the reader.

Conciseness Write concisely, eliminating unnecessary words to keep the reader's focus and reduce confusion.

Clarity of purpose Clearly address the reader's interests and requirements.

Coherence Write coherently, using strategies like section headers to organize your work.

Control of flow Control the flow of your thoughts and ideas, perhaps including text summaries or graphics.

Review Checkpoint

1. True or False?

A Kanban board is a tool used for push communication.

a. True

Incorrect. Try again.

b. False

Correct. This is a false statement. A Kanban board is a communication tool that allows for pull communication.

2. Section headers or subheads would aid in addressing which of the 5Cs of written communication?

a. control of flow

Incorrect. Try again.

b. coherence

Correct. Section headers and subheads help to organize written communications, so they address the communication's coherence.

c. conciseness

Incorrect. Try again.

d. clarity of purpose

Incorrect. Try again.

4-8 Exercise: Push, Pull, and Interactive Communication

Exercise: Push, Pull, and Interactive Communication

4-9 Calculating Communication Channels

Calculating Communication Channels

As part of their communications planning, it will be especially helpful for project managers to determine how complex their project's communications will be by analyzing the communication paths among their stakeholders. The number of potential communication paths among stakeholders can be calculated with the formula:

where n is the number of people participating on a project. The following slideshow illustrates how the formula can be applied to projects with four and six stakeholders.

Click the previous and next buttons to advance through the slideshow.

Slide 1

Slide 2

A general rule of thumb is that project communications should be expended on communicating information when it will contribute to project success or when a lack of communication might lead to project failure. But the greater the number of stakeholders, the larger the number of communication paths and the more complex the project's communications will be. For example, calculating the number of communication pathways for a project with eight participants would suggest:

But adding just two more stakeholders to the project would increase the number of pathways to:

By adding two people to the project, the number of pathways (and the resulting complexity) increases dramatically; there are now 17 additional pathways that will need to be considered and accounted for in the communications plan.

Review Checkpoint

1. Michael has 15 team members and 23 stakeholders on his project. How many communication pathways will his project have?

a. 38

Incorrect. Try again.

b. 173

Incorrect. Try again.

c. 253

Incorrect. Try again.

d. 703

Correct. With 38 people on a project, the number of pathways would be 38(38−1)/2, or 703 pathways

2. What happens to the number of communication pathways if the number of participants decreases from 36 to 32?

a. it increases by 4

Incorrect. Try again.

b. it quadruples

Incorrect. Try again.

c. it decreases by 134

Correct. The number of pathways decreases from 630 to 496 so there are 134 fewer pathways.

d. it decreases by 496

Incorrect. Try again.

4-10 Communication Requirements Analysis

Communication Requirements Analysis

With the number of communication pathways in mind, project managers and their teams should conduct a communications requirements analysis to identify the type and format of the information that needs to be communicated, as well as to stipulate the flow of information.

Project management teams tend to structure informational flow to mimic organizational structure; therefore, organizational charts can help them align the authority of communication and decision-making with the current pathways of authority in the organization. Moreover, because the number of communication pathways in a project can increase with every stakeholder added, flowcharts may be a useful tool for identifying the appropriate information channels, which often note who has the authority to release information in those channels.

Free Information Flow

The flowchart below shows a free information flow with many-to-many communications paths, where every participant can send and receive information to/from every other participant. This example shows the maximum number of possible communication channels between 11 stakeholders is 55 pathways [11(11-1)/2 = 55].

Controlled Information Flow

The flowchart below shows a controlled information flow with both one-to-one and one-to-many communications paths, where a single participant transmits information to either one additional participant (e.g., blue to red) or multiple ("many") other participants (e.g., one blue to three purples, one purple to three yellows, and one purple to three greens). A controlled information flow has much fewer pathways than a free information flow, allowing for points in the flow where decisions about the project and its information can be authorized. These decreased pathways also diminish the effects of noise on the system.

Review Checkpoint

1. True or False?

A free information flow includes one-to-one and one-to-many communication paths.

a. True

Incorrect. Try again.

b. False

Correct. This is a false statement. "One-to-one" and "one-to-many" describes a controlled information flow. A free information flow includes many-to-many communications paths.

2. True or False?

A free information flow has more pathways than a controlled information flow.

a. True

Correct. This is a true statement. A controlled information has fewer pathways than a free information flow, which allows for clearer decision points and also diminishes noise.

b. False

Incorrect. Try again.

4-11 Virtual Teams & Communication Technology

Virtual Teams & Communication Technology

As technology improves, virtual teams have become increasingly popular. Project operations no longer necessarily need to take place in a single office location. Such technology has enabled project practitioners to work remotely from home offices, satellite offices, and cafes—basically, anywhere with mobile connectivity.

By reducing the amount of staff in-office, a project team can attract more diverse, skilled employees, without having to incur costs of relocation or travel. Additionally, projects can be carried out in locations that are not in direct proximity to the project sponsor or stakeholders, allowing transnational and global relationships to grow and enabling the sponsors and project managers to have more choice in picking a performing organization and team members that suit their needs. However, the distributed or dispersed nature of these types of teams can affect team unity and project communications, so project managers need to develop ways to improve interactions among virtual team members and colleagues.

Team performance can be enhanced by utilizing communication technology. Especially because virtual teams are not colocated, this technology assists in team development and makes collaboration more accessible. While these tools can be especially helpful within the parameters of a virtual team, they are also employed by colocated teams in order to enhance performance and stay organized while completing project objectives.

Click on each of the icons below for more information.

A shared portal is a type of communication technology used for storing project information. This can be a website, intranet, or other type of collaborative software that allows teams to store files, share calendars, and access other relevant project information.

Videoconferencing can be an effective alternative to meeting in person as it allows meeting attendees to simulate the experience, making meetings more natural and efficient, as well as helping team members understanding body language and facial cues. Virtual team members can videoconference from a growing number of devices, including laptops, tablets, and smartphones. Common software include Skype, WebEx, Google Hangouts, and FaceTime, among others.

Audio conferencing using phones or similar technology is still a popular option for communication among team members. Phone calls are a quick, low pressure way for team members to get to know one another and to touch base on matters concerning the project.

Email/chat allows team members to frequently and effectively stay in contact. Written communication between team members can be a helpful way to get in touch, especially when it may not be possible to audio or videoconference. Additionally, email and chat allow team members to share files with one another and to maintain a written record of project communications.

Using Technology To One's Advantage

The technology used to distribute information can be either simple or complex depending on how frequently the sender needs to update and provide information to the receiver. Project blogs and wikis allow immediate access and can be very helpful to keep internal stakeholders up-to-date on project problems and projects, especially when the team's ability to meet in person is limited. Project managers might also consider holding frequent meetings to communicate relevant information. For example, Agile teams hold daily 15-minute meetings to provide quick progress reports; more in-depth project reviews and retrospectives are also held periodically to present results and evaluate data with stakeholders.

The Right Technology

Once the team decides which information should be available on an interactive, push, or pull basis and identifies the proper communication channels for the project, it will have to decide on the third

variable in the efficiency equation: the proper technology (or medium) for the message. The choice of medium will depend on many factors:

How frequently the information will need to be updated Whether the systems already in place to support information distribution are easy to use How much time or money will be spent training staff to use the information technology Whether staff are available to meet with each other in person Whether security measures need to be included to safeguard sensitive or confidential information

However, communications experts claim that people absorb information at surprisingly low rates, and therefore, it is usually best to transmit information using multiple technologies or mediums, i.e., holding a meeting to discuss information that is also distributed in a written outline.

4-12 Adaptive Approaches to Communication

Adaptive Approaches to Communication

Communication is a critical aspect of successful adaptive projects. Effective adaptive project teams communicate continuously, sharing knowledge, clarifying project objectives, and addressing issues. Adaptive teams spend a large amount of their time on communication activities, ensuring that information is widely distributed and that participants are kept up to date on all project objectives.

The Project Manager's Toolbox

Project managers may use a number of Agile communication tools and techniques. These practices help project managers ensure that information is quickly and efficiently conveyed throughout the team; however, they also reflect Agile's preference for simple, unadorned practices.

Click on each of the headings below for more information.

Two-way Communication

One of the most effective forms of communication for Agile teams is two-way communication. Two-way communication allows for interaction and collaboration among participants as both of the parties in the conversation work together to make themselves heard and understood. (This can be contrasted with one-way communication, in which information is presented with little chance for clarification and explanation.)

Two-way communication can be classified as coincident or asynchronous.

Two-way communication is considered one of the most trustworthy forms of communicating (because the interaction allows for interpretations of body language, facial expressions, and other indicators of the reliability and sincerity of the speaker) as well as one of the more efficient forms (because any misunderstanding can be quickly explained and resolved). It provides clear, concise, conversation-driven communication and decreases the possibility for ambiguity because questions can be immediately posed to ensure comprehension for all involved.

Active Listening

An important aspect of effective two-way communication is active listening. Also known as reflective listening, active listening involves stating back to the person speaking—in one's own words— what one thinks the other has said. The idea is to not only seek understanding but, at times, to acknowledge the tone of that person's statement (an idea also known as empathic listening). Other suggestions for active listening include refraining from interrupting others, listening without thinking about a response, asking clarifying questions, and maintaining eye contact with the speaker.

Information Radiator

On many Agile projects, pertinent information is posted on a wall in a simple, yet highly visible manner to "radiate out" to interested parties. These information radiators (sometimes referred to as big visible charts) could include accomplishments for the prior day or week, burn charts, listings of current problems, or progress made on a current iteration or project.

Information radiators should be updated regularly to present the most recent data in a simple, easy-to-read format and should be displayed in a common location (preferably a team room) for everyone to see.

Team Space

Teams tend to be more productive if they are co-located (some research suggests team members should be located no farther than 50 feet away) but Agile's collaborative nature almost requires that the entire team be in close proximity. Setting up a team space for all team members to work in helps to minimize substantial project communication constraints.

A collective team space minimizes miscommunication by allowing team members to directly interact in face-to-face conversations, rather than through email or phone calls. Communication delays are also reduced if team members can walk across a room to collaborate with other team members in their work space.

If a combined team space is not possible, a common area should be made available for collaboration, meetings, and the posting of an information radiator. If the team is geographically dispersed or distributed rather than co-located, an online "virtual team room," fishbowl window, or remote pairing should be used to meet some of these same needs.

Osmotic Communication for Co-located and/or Distributed Teams

When teams work in close proximity, they tend to hear spillover discussions from other team members that they may find helpful. Often, when two team members are discussing a potential design problem, a third team member may overhear the conversation and join in to share information or to learn something that will help solve a problem of their own. This mode of sharing information—called osmotic communication—is only possible because team members inhabit a shared work space that allows the spillover conversation to be heard.

Obviously, osmotic communication is easier for co-located Agile teams than for geographically separated teams, but distributed or dispersed teams can develop tools to create an environment that allows for this type of information sharing. For example, distributed/dispersed teams may set up web cameras or microphones that share images or discussions among non-co-located team members. Although not ideal, these tools help foster interaction and allow team members an opportunity to capture information they would otherwise miss.

Social Media-Based Communication

The quick pace of an Agile cycle often calls for communication forums that allow for the rapid dissemination of information or a rapid team response to changing project environments. As such, the project team may need alternative ways to interact or reply to pressing project needs immediately.

One option would be to use social networking sites that would allow project participants to relay important information in a timely manner. These networking sites—especially ones that are geared toward business interactions—allow instant communication among team members on any issues that need immediate attention. The sites will allow team members to share ideas quickly, ask questions, or update the status of their work. In some cases, these sites can also be used to simulate the daily stand-up (the limits imposed on message length would force participants to keep their messages clear and concise, just like they would during their 15-minute daily meetings) but would allow distributed and dispersed teams to follow the meeting from wherever they happened to be.

Feedback Methods

Classification Interaction Interpretation Examples

Coincident Communicating parties interact in real time Rate and tone of speech can be easily expressed and understood

Face-to-face meetings; phone conversations; instant messaging

Asynchronous Communicating parties send messages but must wait for a response

Rate and tone of speech can be misinterpreted or misunderstood

Email messages; blog posts; office memos; letters

A project team may find that communication is enriched and enhanced as it gathers feedback from key project participants. The consultations and discussions that occur during product demonstrations, evaluations, reviews, and retrospectives not only provide important content information, they also reinforce relationships and strengthen feelings of openness and trust among practitioners, colleagues, and customers. And as meeting participants work together to present ideas and resolve problems, interactions and communications often become more candid and direct, which can be helpful in other aspects or portions of a project as it continues toward completion.

4-13 Exercise: Adaptive Communication

Exercise: Adaptive Communication

Complete the crossword by clicking on each section of the puzzle to open up the corresponding clue. You can also click on the Across or Down tabs to access the clues.

4-14 Module Feedback

Module Feedback

[feedback|module]

Module Four: Communications Management

Module Four: Communications Management
Learning Outcomes

4-1 Module Four Pre-test

Module Four Pre-test

4-2 Project Communications Management

Project Communications Management

Communicating Effectively

4-3 Exercise: Communication Activities

Exercise: Communication Activities

4-4 Developing a Communications Management Plan

Developing a Communications Management Plan

Elements of a Communications Management Plan

Glossary of project terminology
Stakeholder requirements

4-5 Communication Forms and Models

Communication Forms and Models

Communication Forms
Communication Models

Slide 1
Slide 2
Slide 3
Slide 4
Slide 5
Slide 6
Slide 7
Slide 8
Slide 9
Slide 10
Slide 11

Review Checkpoint

4-6 Exercise: Ordering the Communication Model

Exercise: Ordering the Communication Model

4-7 Communication Methods and the 5Cs of Written Communication

Communication Methods and the 5Cs of Written Communication

The Benefits of Pull Communication
Kanban Boards

The 5Cs of Written Communications
Review Checkpoint

4-8 Exercise: Push, Pull, and Interactive Communication

Exercise: Push, Pull, and Interactive Communication

4-9 Calculating Communication Channels

Calculating Communication Channels

Slide 1
Slide 2

Review Checkpoint

4-10 Communication Requirements Analysis

Communication Requirements Analysis

Free Information Flow
Controlled Information Flow

Review Checkpoint

4-11 Virtual Teams & Communication Technology

Virtual Teams & Communication Technology

Using Technology To One's Advantage

The Right Technology

4-12 Adaptive Approaches to Communication

Adaptive Approaches to Communication

The Project Manager's Toolbox

4-13 Exercise: Adaptive Communication

Exercise: Adaptive Communication

4-14 Module Feedback

Module Feedback