Project 2
moyd.azhaiuddxn2
PROJ6003M4-W9-CommunicationManagement_2021.pdf
Module 4 Communication Management
Week 9
PROJ6003 – PROJECT EXECUTION AND CONTROL
Dr Ibrahim Abdallah [email protected]
Learning Facilitator
Master of Global Project Management
Today’s Schedule
What is Communication?
The communication process
Communication requirements and influencing factors
Project Communications Management
- Considerations
- Methods
- Maturity
Risk & Communication
Final Group Activity
• Exchanging information – sending and receiving it – can be intentional or
involuntary.
Communication is Exchange of Information
3
We are communicating all the time through:
• Written form
• Spoken
• Body language
• Facial Expressions
• Tone of voice
• Media (pictures, actions)
• Choice of words
Communication activities and
artifacts:
• Plans, policies
• Meetings
• Status and Progress Reports
• Charts
• Contracts
• Presentations
• Informal conversations
• Project Managers spend most of their time communicating… with everyone,
about anything! So communication skills is a critical asset for PMs.
• It is the job of the PM to ensure that the information is regular, explicit, clear,
and complete.
• Effective communication builds a bridge between diverse stakeholders who
may have different cultural and organisational backgrounds as well as different
levels of expertise, perspectives, and interests.
• Successful communication is dependent on two parts:
• The first part is developing a strategy to ensure communication is effective for
both stakeholders and project’s needs.
• The second part is carrying out the activities necessary to implement the
communication strategy.
Communication is 90% of the PM’s work!
4
• Listening actively
• Awareness of cultural and personal differences
• Identifying, setting, and managing stakeholder
expectations
• Enhancement skills of the team members:
• Persuasion
• Motivation
• Coaching
• Negotiation
• Resolving conflict
Key Communication Skills
5
To communicate
effectively, project
managers must have
a good understanding
of the
communications
process.
6
Understanding Communication Process
PMI (2017, p. 373)
The Shannon and Weaver model
• Communication as a process consisting of two parties (sender/receiver). This model
is concerned with ensuring that the message is delivered rather than understood.
Basic Communication Models: Transmission
7
Transaction: A meaning-oriented model of communication
• This model takes a more
holistic approach. It accounts
for the fact that identical
messages will not necessarily
lead to the same result,
whether they are sent to
different receivers or to the
same receiver at different
times.
• The receiver brings her own
ideas, assumptions, biases and
perceptions to the negotiation
of meaning.
Basic Communication Models: Transaction
8
Comparison between Models
9
The fundamental attributes to develop effective communication are:
• Clarity on the purpose of the communication
• Understanding as much as possible about the receiver of the communications,
meeting needs, and preferences
• Monitoring and measuring the effectiveness of communication.
What do we need for effective communication, then?
10
• Stakeholders will need
different types of information,
depending on their interest in
project and the priority of the
project.
• The project manager will
need to complete the analysis
of the identified stakeholders
to determine what information
they actually need as well as
how often the information is
needed.
Identifying Communication Requirements
Identify the 5Ws and 1H
11
Urgency of the information:
Urgency, frequency, and format. For some projects, information should be readily available, while other projects are less demanding.
Technology: Availability, compatibility and reliability of technology. Because of the demands of the project, technology changes may be needed to fulfil the project request.
Ease of use: Choice of communication method also depends on the ability of its users. The project manager should evaluate the abilities of the project team to determine if appropriate levels of competency exist to fulfil the communication requirements or if training will be required for the project team.
Project length: The length of the project can have an influence on the project technology. Advances in technology may replace a long-term project's communication model.
Project environment:
How a team communicates often depends on its structure. Consider a collocated team versus a virtual team. Each type can be effective, but there will be differing communication demands for each type of team.
Factors affecting choice of Communication Methods and
Technology
12
Barriers to Effective Communication
Large number of audience
Too many intermediaries
Inarticulateness
Terminology
Intellectual
LanguageCustoms
Defensiveness
Hostility
Conflicting opinions
Hidden agendas
STRUCTURAL
VERBAL
WRITTEN
CULTURAL
EMOTIONAL
Communication Barriers
13
14
• Eye contact and voice intonation can be used intentionally to enforce certain
words or phrases…
• In groups, practice different intonation for each words in this sentence for each
time you say it out loud:
• “I didn’t say we should kill him”
Holistic Communications Practice
▪ Discuss your groups what’s the meaning of the
sentence for each time.
▪ Did it change?
15
Project Communications Management
16
Considerations for the Communications Plan
17
• There are several communication methods that are used to share information
among project stakeholders. These methods are broadly classified as follows:
Communication Methods
18
In te
ra c
ti v e
c o
m m
u n
ic a ti
o n
.
• Multidirectional exchange of information in real time.
• E.g. meetings, phone calls, instant messaging, some forms of social media, and videoconferencing.
P u
s h
c o
m m
u n
ic a ti
o n
.
• To specific recipients who need to receive the information. This ensures that the information is distributed but does not ensure that it actually reached or was understood by the intended audience.
• E.g. letters, memos, reports, emails, faxes, voice mails, etc.
P u
ll c
o m
m u
n ic
a ti
o n
.
• For large complex information sets, or for large audiences, and requires the recipients to access content at their own discretion subject to security procedures. These methods include web portals, intranet sites, e-learning, lessons learned databases, or knowledge repositories.
Elements in Communication Management Plan
Stakeholder communication requirements
Information to be
communicated
Reason for the distribution
Distribution timeframe and
frequency
Responsible person for
communication
Responsible person for
authorisation
Communication audience
Communication methods and technologies
Resources allocated for
communication activities
Communication control process
Communication update process
Glossary Flow charts of
information Communication
constraints
19
20
Project Communications Management Maturity
Level 1 – Initial Process
Level 2 - Structured
Process and Standards
Level 3 – Organisational Standards and Institutionalize
d Process
Level 4 – Managed Process
Level 5 – Optimising
Process
21
Management utilizes an ad hoc communications process whereby project status is reported informally.
Plan Communications
No established standards for communications planning are in place. Status reports are provided when required.
Manage Communications
Communications are managed in an ad hoc manner, usually as responses to specific requests or questions about projects.
Control Communications
Performance reporting is handled on an ad hoc basis.L
e v e
l 1
– In
it ia
l P
ro c e
s s
22
A basic communications management process is established. Project status and progress reports are distributed regularly and stakeholders are notified of phase and project completion activities.
Plan Communications
Communication requirements are defined. A communication plan is developed to include needs, reviews, lessons learned and analysis of technology factors.
Manage Communications
Information is distributed via electronic medium or hard-copy documentation. Basic retrieval and distribution processes are in place. Stakeholders are directed to a specific shared site.
Control Communications
Three types of summary reports covering status, progress, and phase completion are generated. Project baselined and actual data are collected. There are acknowledgement of project deliverable acceptances and a formal sign-off.
L e
v e
l 2
– S
tr u
c tu
re d
P ro
c e
s s
a n
d
S ta
n d
a rd
s 23
The communications management process has been institutionalised and formal communications management plans are expected for most projects. Management is involved actively in project performance reviews. Key management is involved in approving all changes that impact the triple constraints.
Plan Communications
Communications plans are expected to be generated for all projects.
Manage Communications
A formal information retrieval system allows project stakeholders to retrieve information from a repository. Project managers regularly confirm stakeholder satisfaction with information dissemination.
Control Communications
Performance reporting contains graphics, histograms and tables accompanying narrative reports of project status and progress. Informal variance and trend analyses are conducted. Performance reviews are conducted to assess project status or progress.
L e v e l 3 –
O rg
a n
is a ti
o n
a l
S ta
n d
a rd
s a
n d
In
s ti
tu ti
o n
a li s e d
P ro
c e s s
24
Communications management plans are mandated for all projects. Communications plans are integrated into corporate communication structure.
Plan Communications
There is a method for updating and refining the communications management plan as a project progresses and develops and is incorporated into corporate information systems.
Manage Communications
The organisation maintains an automated information retrieval system. The information distribution system includes varying formats and multimedia distribution. Project management confirms stakeholder access and satisfaction with the information dissemination system.
Control Communications
All projects are expected to capture performance measurement. Formal variance and trend analysis is conducted on projects.
L e
v e
l 4
– M
a n
a g
e d
P ro
c e
s s
25
A process is in place to continuously improve project communications management. Lessons learned are captured, incorporated into improvement initiatives, and documented into repeatable processes. Management is involved actively in project reviews and process enhancement. Value-added data on project progress is communicated.
Plan Communications
Communications planning documentation and lessons learned are analysed for value- added impacts. Communication planning is linked with organisational planning.
Manage Communications
Total documentation for each project is available for review. Project stakeholders have been educated to access all required project-related information in a timely fashion. Effective information is collected for use in future projects.
Control Communications
Performance metrics are utilised to define efficiency and effectiveness metrics for projects including measures of stakeholder satisfaction with the communication processes. Lessons learned are analysed to support the processes for continuous enhancements and future reference.
L e
v e
l 5
– O
p ti
m is
in g
P ro
c e
s s
26
Linking Risk & Communication Management
27
Risk Communication Example
29
Complete Risk Register Example (Zoomed in)
30
Group Activity Practice for Assessment 3
31
Risk & Communication
London Olympic Games
Final part…
• With the risk response strategies and activities planned for the identified risks…
• Identify stakeholders to be engaged in the risk management activities.
• Apply communication methods and tools to support the activities.
• Add this information to your Risk Register.
• Present it to class!
Assessments Overview
Assessments Timeframes
Assessment Task Overview Weight Due Date
Assessment 1 – Change Management Plan
Integrated Change Report (Individual Assessment) 40% End of Module 3
(Week 6)
Assessment 2 – Risk and Communication Management
Risk Management Report (Group Assessment) 40% First Half of Module 5
(Week 9)
Assessment 3 – Project Status Reporting
Module 4-5 Discussion Forum (Individual Assessment) 20% First Half of Module 6
(Week 11)
Total for Subject: 100%
34
You will use it for all your Assessments…
Have you had a chance to read it for a discussion?
PROJ6003_Assessment Case Study_The Case of IV Pumps in a Health Care Centre
Case Study
35
Assessment 2
36
Assessment 2 – Task Summary
In this assessment, you will further analyse the case study that was introduced in Assessment
1. You are required to write a group report of 1500 words per student (excluding tables,
figures, graphs) demonstrating your understanding of Risk and Communication Management
by:
• Identifying risks from the given case study and critically analysing their impact on the project
• Using a Probability & Impact Matrix to assess these risks
• Propose response strategies and actions to manage the identified risks
• And identifying how stakeholders will be communicated about the risk management strategy.
A complete Risk Register should also be submitted attached to the report demonstrating how
the team developed and applied this key output of project risk management.
The intention of this assessment is that you take a practical approach by considering that this
risk report will be submitted to key stakeholders of given case study, as well as it allows you to
practice the soft skills required to work effectively in a team. Negotiation of roles and
responsibilities within the group are the responsibility of students.
Please refer to the Task Instructions for details on how to complete this task.
37
Assessment 2 – Groups
38
GROUP No TEAM MEMBERS
1
2
3
4
5
6
7
8
9
10
…
Assessment 2 – Key Requirements
The report should encompass a practical approach in addressing the following requirements:
• Risk Identification and Impact Assessment
a) Identify possible risks for the case study and critically analyse the impact of these risks.
b) Use a Risk Probability and Impact matrix to rate and prioritise risks.
c) Develop appropriate response strategies, including a proposed course of action, to
effectively manage each identified risk.
d) Create a complete Risk Register for the case study.
• Risk Management Reporting
e) Identify and explain how stakeholders will be communicated and engaged on the project’s
ongoing risk management activities.
Note: The Learning Facilitator will advise a minimal number of risks to be managed
throughout the report according to the group/class size.
39
Risk Management Process used - Flowchart
Identify risks
Assess risks (P&I)
- P&I Matrix - P&I Matrix Definitions
Develop Risk Responses - Strategy
- Course of Action
Communication with
Stakeholders - Identify
Stakeholders - Communication
Methods - Link with each
Risk
Provide the entire Risk Register
containing all previous steps
Submission Instructions
Only one submission per group is required.
Nominate a group leader within your group and this group leader will submit the
assessment on behalf of the group.
Use the link available on Groups (go to your assigned group and click on Group
Assignment) to submit your assessment. Once a submission within the group has been
completed, this will close off the submission for the rest of the group members.
If opting for submitting directly from the main navigation menu:
Submit Assessment 2 via the Assessment link in the main navigation menu in PROJ6003 –
Project Execution and Control. The Learning Facilitator will provide feedback via the Grade
Centre in the LMS portal. Feedback can be viewed in My Grades.
If submitting more than one document:
Please note during the submission process: If you would like to include appendix items in your
submission, once your first item has been uploaded, click ‘Browse Your Computer’ to attach
your extra documents as an appendix. Then click Final Submit button.
41
Submission of your Assessments 2
▪ There is only ONE submission allowed.
▪ Once you submit the assessment, you cannot resubmit it.
Any Questions or Concerns?
PROJ6003 – PROJECT EXECUTION AND CONTROL
Don’t forget!
I’m here to facilitate your journey, the rest is up to you!
But, when in need, don’t hesitate to contact me via the
Ask the Facilitator Forum or [email protected]
.
