I am Continuously seeking to improve my competencies and skills to provide first class professional Project Management training courses; and develop my scope experience in Project Management functions. I am confident that my innovative and results-focused approach would make significant contribution to the continued success of your organization. this is the first presentations uploaded to Slide Share, For more information do not hesitate to contact me. Ahmad H. Maharma - PMP® Ramallah, Palestine Phone: + (972) (2) 2968644 Mobile: + (972) (599) 001155 E-Mail: ahmad.maharma@gmail.com

1. CHAPTER 10
PROJECT COMMUNICATIONS MANAGEMENT
PROJECT COMMUNICATIONS MANAGEMENT
Ahmad H. Maharma
PMP®

2. PM Knowledge Areas & Process Groups
PM Process Initiating Process Planning Process Group Executing Process Monitoring & Controlling Closing
Groups / Group Group Process Group Process
Knowledge Group
Area Processes
Project Develop Project Charter Develop Project Management Direct and Manage Project Monitor and Control Project Work Close Project
Management Plan Execution Integrated Change Control
Integration
Project Scope Collect requirements Verify Scope
Management Define Scope Control Scope
Create WBS
Project Time Define Activity Schedule Control
Management Sequence Activity
Estimating Resource
Estimating Duration
Develop Schedule
Project Cost Estimating Cost Control Cost
Management Budgeting Cost
Project Quality Quality Planning Perform Quality Assurance Perform Quality Control
Management
Project HR Human Resources Planning Acquire Project Team
Management Develop Project Team
Manage Project Team
Project Identify Stakeholders Plan Communications Distribute Information Performance Reporting
Communications Manage stakeholders
Management expectations
Project Risk Plan Risk Management Risk Monitoring and Control
Management Risk Identification
Qualitative / Quantitative Risk
Analysis
A l i
Risk Response Planning
Project Plan procurement Conduct procurement Administer Contract Close
Procurement procurement
Management

3. Project Communication Management
Monitoring &
Controlling Processes
Planning
Processes
Enter phase/ Initiating Closing Exit phase/
Start project Processes Processes End project
Executing
Processes
Process
Knowledge Area Monitoring &
g
Initiating
I iti ti Planning
Pl i Executing
E ti Closing
Cl i
Contol
Distribute Information
Indentify Plan Report
Communication Communication
C i ti
Manage Stakeholders -
g
Performance
P f
Stakeholder
St k h ld
Expectations

4. Project Communication Management
• The process required to ensure timely and appropriate generation,
collection, distribution, storage, retrieval, and ultimate disposition of
project information.
j i f i
• Project managers spend the majority of their time to communicate.
• Some potential dimensions of communication activity:
– Internal – external
– Formal –
Formal informal
– Vertical – horizontal
– Official – unofficial
– Written – oral
– Verbal –non‐verbal

5. Stakeholder Analysis
• A technique of systematically gathering and analyzing
quantitative & qualitative information to determine whose
interests should be taken into account throughout the project.
i t t h ld b t k i t t th h t th j t
High
•F •D
• Step 1: Identify all potential Keep Manage
Satisfied Closely
project stakeholders and relevant
j t t k h ld d l t
information •C •G •A
Power
• Step 2: Identify the potential •H
impact or support each Monitor
•B
Keep
(Minimum Effort)
stakeholder could generate and Informed
classify them so as to define an •E
approach strategy.
approach strategy
Low
Interest High
• Step 3: Assess how key
stakeholder are likely to react or Sample grid showing classification model
respond in various situation

6. Output of Identify Stakeholder
• Stakeholder Register
Role in
Contact
C Department/
D / Attitude b
A i d about
Name Project Company Impact Influence Main expectations Major requirement
Information Supervisor the project
• Stakeholder Management Strategy
- Defines an approach to increase the support and minimize negative impacts of
stakeholder.
- The information could be too sensitive to be shared.
- A common way of representing is by using a stakeholder analysis matrix.
Stakeholder Stakeholder interest(s) in Assessment of impact Potential strategies for gaining
the project support or reducing obstacles

7. Communication Requirement Analysis
• Includes communicating in all directions • Consider the number of potential
communication channels or paths
Customer, sponsor, Functional
managers,
managers and Team Members
Other Thee
Project
P j t Other
Managers Project Projects
Other
Stakeholders
• Determine and limit who will communicate • Formula:
with whom and who will receive what
information.
N ( N − 1 )
2

8. Communication Model
• Basic Communication Model
– The components in the model need to be taken into account when discussing project
communications.
comm nications
– The sender is responsible for making information clear and complete so that the
receiver can receive it correctly, and for confirming that it is properly understood.
Noise
Encode Encode
Sender Mediu Sender
m
Decode Decode
Noise
• To make effective communication, sender/receiver need to be aware of these factors:
- Nonverbal: 55% of all communication is nonverbal
- Paralingual: pitch and tone of voice
- Effective listening

9. Communication Methods
• Interactive Communication
– Most efficient way to ensure a common understanding
–EE.g. meetings, phone calls, video conferencing
i h ll id f i
• Push Communication
– Does not certify that it reached or understood
– E.g. letters, email, press release, faxes, voice mail
• Pull communication
– Used for very large information volumes, very large
Used for very large information volumes, very large
audiences
– E.g. intranet site, e‐learnin communications but should try to control to
Project manager cannot control all
prevent miscommunication, unclear directions, and scope creeps.

10. Communication Management Plan
Sample

11. Managing Stakeholder Expectations
• Actively managing the expectation of stakeholders.
– Increase the likelihood of project acceptance by negotiating
Increase the likelihood of project acceptance by negotiating.
– Influencing their desire to achieve & maintain project goals.
• Add
Addressing concerns that have not become issues yet
i th t h tb i t
(anticipation).
• Clarifying and resolving issues that have been identified.

12. Exercise
Situation Communication Type
Updating the project plan Formal Written
Presentations to management Formal Verbal
Trying to solve a complex problem Formal Written
Making notes regarding a telephone conversation Informal Written
Making changes to a contact
g g Formal Written
Informing a team member of poor performance (first notice) Informal Verbal
Informing a team member of poor performance (second notice) Formal Written
Scheduling a meeting Informal Written
Clarifying a work package Formal Written
Requesting additional resources Informal Verbal
Trying to discover the root cause of a problem Informal Verbal
Sending an email to ask for clarification of an issue Informal Written
Holding a milestone party Informal Verbal
Conducting a bidder conference Formal Verbal
Table taken from PMP Exam Prep 6th Edition, Rita Mulcahy.

13. PM Skills
• Interpersonal skills
• Leadership • Political & cultural
Political & cultural
• Team building awareness
• Motivation • Negotiation
• Communication • Et
Etc.
• Influencing
• Decision making
• Management skills
• Presentation skills
• Negotiation
• Writing skill
• Public speaking
Public speaking
• Etc.

14. Effective Meeting
• Plan or prepare the meeting
– Set a time/schedule and determine the participants.
– Have a clear purpose for each meeting & communicate it in the invitation.
p p g
– Create the agenda and distribute it in advance.
• Stick to the plan (discipline)
– Begin on time, end on time.
– Introduce the moderator and stipulate who will keep the minutes.
– End every agenda with a summary and consensus of the participants.
• Good follow‐up
– Send the minutes showing the result along with the to do list.
– Get feedback from the participants.
– Monitor the status of all action items.

15. Project Communications Management
Project Communications Management includes the processes
required to ensure timely and appropriate generation, collection,
distribution, storage, retrieval, and ultimate di
di t ib ti t ti l d lti t disposition of
iti f
project information.
Project managers spend the majority of their time communicating with team
members and other project stakeholders, whether they are internal (at all
organizational levels) or external to the organization.
Effective communication creates a bridge between diverse stakeholders
involved in a project connecting various cultural and organizational
project,
backgrounds, different levels of expertise, and various perspectives and
interests in the project execution or outcome.

16. Project Communications Management Processes
10.1 ldentify Stakeholders ‐ The process of identifying all people or
organizations impacted by the project, and documenting relevant
information regarding their interests, involvement, and impact
g g , , p
on project success.
10.2 Plan Communications ‐ The process of determining the project
stakeholder information needs and defining a communication
approach.
10.3 Distribute lnformation ‐ The process 0f making relevant
information available to project stakeholders as planned
planned.
10.4 Manage Stakeholder Expectations‐The process 0f communicating
and working with stakeholders t0 meet their needs and
addressing issues as they occur
occur,
10.5 Report Performance‐The process 0f collecting and distributing
performance information, including status rep0rts, progress
measurements, and forecasts.

17. Project Communications Management
Communication activity has many potential dimensions,
including:
• lnternal (within the project) and external (customer other
(customer,
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),
peers)
• Official (newsletters, annual report) and unofficial (off the
record communications),
• Written and oral, and
• Verbal and non‐verbal (voice inflections, body language).

19. Project Communications Management
Most communication skills are common for general management and project
management, such as, but not limited to:
• Listening actively and effectively,
• Questioning, probing ideas and situations to ensure better understanding,
• Educating to increase team s knowledge so that they can be more
Educating to increase team's knowledge so that they can be more
effective,
• Fact‐finding to identify or confirm information,
• Setting and managing expectations,
Setting and managing expectations
• Persuading a person or organization to perform an action,
• Negotiating to achieve mutually acceptable agreements between parties,
• Resolving conflict to prevent disruptive impacts, and
• Summarizing, recapping, and identifying the next steps.

20. 10.1 Identify Stakeholders
Identify Stakeholders is the process of identifying all people or organizations
impacted by the project, and documenting relevant information regarding
their interests, involvement, and impact on project success.
Project stakeholders are persons and organizations such as customers,
sponsors, the performing organization, and the public that are actively
involved in the project, or whose interests may be positively or negatively
affected by the execution or completion of the project.
They may also exert influence over the project and its deliverables.
Stakeholders may be at different levels within the organization and may
possess different authority levels, or may be external to the performing
organization for the project.
p j y y p j
It is critical for project success to identify the stakeholders early in the project,
and to analyze their levels of interest, expectations, importance and
influence.

23. 10.1.1 ldentify Stakeholders: lnputs
.1 Project Charter:
The project charter can provide information about internal
and external parties involved in and affected by the project,
such as project sponsors, customers, team members, groups
and departments participating in the project, and other
p p p g p j ,
people or organizations affected by the project
.2 Procurement Documents:
If a project is the result of a procurement activity or is based
on an established contract, the parties in that contract are key
on an established contract the parties in that contract are key
project stakeholders. 0ther relevant parties, such as suppliers,
should also be considered as part of the project stakeholders
list.

24. 10.1.1 ldentify Stakeholders: lnputs
.3 Enterprise Environmental Factors:
The enterprise environmental factors that can influence the
ldentify Stakeholders process include, but are not limited to:
• Organizational or company culture and structure, and
• Go ernmental or ind str standards (e g reg lations
Governmental or industry standards (e.g. regulations,
product standards).
.4 0rganizational Process Assets:
g
The organizational process assets that can influence the
ldentify Stakeholders process include, but are not limited to:
• Stakeholder register templates,
• Lessons learned from previous projects, and
• Stakeholder registers from previous projects
Stakeholder registers from previous projects.

25. 10.1.2 ldentify Stakeholders: Tools and Techniques
.1 Stakeholder Analysis:
Stakeholder analysis is a process of systematically gathering
and analyzing quantitative and qualitative information to
determine whose interests should be taken into account
throughout the project.
g p j
lt identifies the interests, expectations, and influence of the
stakeholders and relates them to the purpose of the project.
It also helps identify stakeholder relationships that can be
leveraged to build coalitions and potential partnerships to
enhance the project's chance of success.
project s
Stakeholder analysis generally f0llows the steps described
next:

26. 10.1.2 ldentify Stakeholders: Tools and Techniques
Step 1: ldentify all potential project stakeholders and relevant
information, such as their roles, departments, interests,
knowledge l l expectations, and i fl
k l d levels, t ti d influence l l
levels.
Key stakeholders are usually easy to identify.
They include anyone in a decision‐making or management role
who is impacted by the project outcome, such as the sponsor,
the project manager, and the primary customer.
• ld tif i other stakeholders i usually d
ldentifying th t k h ld is ll done b i t i i
by interviewing
identified stakeholders and expanding the list until all potential
stakeholders are included.

28. 10.1.2 ldentify Stakeholders: Tools and Techniques
Step 2: ldentify the potential impact or support each stakeholder could generate, and
classify them so as to define an approach strategy.
ln large stakeholder communities, ii is important to prioritize the key stakeholders to
ensure the efficient use of effort to communicate and manage their expectations
expectations.
There are multiple classification models available including, but not limited to:
• Power/interest grid grouping the stakeholders based on their level of authority
grid,
("power") and their level or concern ("interest") regarding the project outcomes;
• Power/influence grid, grouping the stakeholders based on their level of authority
( power )
("power") and their active involvement ("influence") in the project;
( influence )
• lnfluence/impact grid, grouping the stakeh0lders based on their active involvement
("influence") in the project and their ability to effect changes to the project's
planning or execution ("impact"); and
• Salience model, describing classes of stakeholders based on their power (ability to
impose their will), urgency (need for immediate attention), and legitimacy (their
involvement is appropriate).

29. 10.1.2 ldentify Stakeholders: Tools and Techniques
Step 3: Assess how key stakeholders are likely to react or
respond in various situations, in order to plan how to influence
them to enhance their support and mitigate potential negative
th t h th i t d iti t t ti l ti
impacts.

30. 10.1.2 ldentify Stakeholders: Tools and Techniques
.2 Expert Judgment
To ensure comprehensive identification and listing of
stakeholders, judgment and expertise should be sought from
stakeholders judgment and expertise should be sought from
groups or individuals with specialized training or knowledge
on the subject area such as:
• Senior management,
• 0ther units within the organization,
• ld ifi d k
ldentified key stakeholders,
k h ld
• Project managers who have worked on projects in the
same area (directly or through lessons learned),
same area (directly or through lessons learned),
• Subject matter experts (SMEs) in business or project area,
• lndustry groups and consultants, and
• Professional and technical associations.

31. 10.1 .3 ldentify Stakeholders: Outputs
.1 Stakeholder Register:
The main output of the ldentify Stakeholders process is the
stakeholder register This contains all details related to the
identified stakeholders including, but not limited to:
• ldentification information: Name organizational position
Name, position,
location, role in the project, contact information;
• Assessment information: Major requirements, main
expectations, potential influence in the project, phase in
the life cycle with the most interest; and
• Stakeholder Classification: lnternal/external
Stakeholder Classification: lnternal/external,
supporter/neutral/resistor, etc.

32. 10.1 .3 ldentify Stakeholders: Outputs
.2 Stakeholder Management Strategy:
The stakeholder management strategy defines an approach to
increase the support and minimize negative impacts of
stakeholders throughout the entire project Iife cycle.
lt includes elements such as:
• Key stakeholders who can significantly impact the project,
• Level of participation in the project desired for each
p p p j
identified stakeholder, and
• Stakeholder groups and their management (as groups).
A common way of representing the stakeholder
management strategy is a stakeholder analysis matrix. An
example of a blank matrix with column headers is provided
p p
in Figure 10‐5.

33. 10.2 Plan Communications
Plan Communications is the process of determining the project
stakeholder information needs and defining a communication
approach.
h
The Plan Communications process responds to the information
and communications needs of the stakeholders; for example,
who needs what information, when they will need it, how it will
be i
b given to them, and b whom.
h d by h
While all projects share the need to communicate project
information, the informational needs and methods of
distribution vary widely. Identifying the information needs of the
stakeholders and d
k h ld d determining a suitable means of meeting those
bl f h
needs are important factors for project success.

35. 10.2 Plan Communications
improper communication planning will lead to problems such as delay in
message delivery, communication of sensitive information to the wrong
audience, or lack of communication to some of the required stakeholders.
A communication plan allows the project manager to document the approach
to communicate most efficiently and effectively with stakeholders.
Effective communication means that the information is provided in the right
format, at the right time, and with the right impact.
, g , g p
Efficient communication means providing only the information that is
needed.
The Plan Communications process is tightly linked with enterprise
environmental factors since the organization's structure will have a major
factors, organization s
effect on the project's communications requirements.

36. 10.2.1 Plan Communications: lnputs
.1 Stakeholder Register:
The stakeholder register is described in Section 10.1 .3.1 .
.2 Stakeholder Management Strategy
Stakeholder management strategy is described in Section
10.1 .3.2
.3 Enterprise Environmental Factors
All enterprise environmental factors are used as inputs for this
All enterprise environmental factors are used as inputs for this
process since communication must be adapted to the project
environment.

39. 10.2.1 Plan Communications: lnputs
.4 Organizational Process Assets:
All organizational process assets are used as inputs for the
Plan Communications process.
0f these, lessons learned and historical information are of
particular importance because they can provide insights on
both the decisions taken regarding communications issues
and the results of those decisions in previous similar projects.
These can b used as guiding i f
Th be d idi information to plan the
i l h
communication activities for the current project.

40. 10.2.2 Plan Communications: Tools and Techniques
.1 Communication Requirements Analysis:
The analysis of the communication requirements determines the information
needs of the project stakeholders.
d f h k h ld
These requirements are defined by combining the type and format of information
needed with an analysis of the value of that information Project resources are
information.
expended only on communicating information that contributes to success, or
where a lack of communication can lead to failure.
The project manager should also consider the number of potential communication
channels or paths as an indicator of the complexity of a project's communications.
The total number of potential communication channels is n(n‐1)/2,wherer n
represents the number of stakeholders.
Thus, a project with 10 stakeholders has 10(10‐1)/2 = 45 potential communication
channels. A k component of planning th project's actual communications,
h l key t f l i the j t' t l i ti
therefore, is to determine and limit who will communicate with whom and who
will receive what information,

41. 10.2.2 Plan Communications: Tools and Techniques
Information typically used to determine project communication requirements
includes:
• 0rganization charts,
• Project organization and stakeholder responsibility relationships,
• Disciplines, departments,
Disciplines departments and specialties involved in the project
project,
• Logistics of how many persons will be involved with the project and at
which locations,
• Internal information needs (e g communicating across organizations)
(e.g., organizations),
• External information needs (e.g., communicating with the media, public, or
contractors), and
• St k h ld i f
Stakeholder information f
ti from th stakeholder register and th stakeh0lder
the t k h ld it d the t k h0ld
management strategy.

42. 10.2.2 Plan Communications: Tools and Techniques
.2 Communication Technology:
The methods used to transfer information among project
stakeholders can vary significantly.
For e ample a project team ma use techniq es from brief
example, may se techniques
conversati0ns all the way through to extended meetings, or
from simple written documents to material (e.g., schedules
and databases) that is accessible online as methods of
communication.

43. 10.2.2 Plan Communications: Tools and Techniques
Factors that can affect the communication requirements of a project include:
• Urgency of the need for information. Is project success dependent upon
g y p j p p
having frequently updated information available on a moment's notice, or
would regularly issued written reports suffice?
• Availability of technology. Are appropriate systems already in place or do
y gy pp p y y p
project needs warrant change?
• Expected project staffing. Are the proposed communication systems
compatible with the experience and expertise 0f the project participants,
p p p p j p p ,
or is extensive training and learning required?
• Duration of the project. ls the available technology likely to change before
the project is over?
p j
• Project environment. Does the team meet and operate on a face{o‐face
basis or in a virtual environment?

44. 10.2.2 Plan Communications: Tools and Techniques
.3 Communication Models:
A basic model of communication, shown in Figure 10‐8, demonstrates how
information is sent and received between two parties, defined as the
sender and the receiver. The key components of the model include:
• Encode. To translate thoughts or ideas into a language that is
g g g
understood by others.
• Message and feedback‐message. The output of encoding.
• Medium. The method used to convey the message.
• Noise. Anything that interferes with the transmissi0n and understanding
of the message (e.g., distance, unfamiliar technology, lack of
background information).
• Decode. To translate the message back into meaningful thoughts or
ideas.

45. 10.2.2 Plan Communications: Tools and Techniques
Figure 10‐8 is a basic communication model:
lnherent in the model is an action to acknowledge a message message.
Acknowledgement means that the receiver signals receipt of the message,
but not necessarily agreement with the message.
Another action is the response to a message, which means that the receiver
has decoded, understands, and is replying to the message.
As
A part of th communications process, th sender i responsible f making
t f the i ti the d is ibl for ki
the lnformation clear and complete so that the receiver can receive it
correctly, and for confirming that it is properly understood.
The receiver is responsible for making sure that the information is received in
its entirety, understood correctly, and acknowledged. A failure in
communication can negatively impact the project
project.

47. 10.2.2 Plan Communications: Tools and Techniques
.4 Communication Methods:
There are several communication methods used to share
information among project stakeholders. These methods can
be broadly classified into:
• lnteractive communication Between two or more parties
communication.
performing a multidirectional exchange of information. lt is
the most efficient way to ensure a common understanding
by ll
b all participants on specified topics, and i l d meetings,
i i ifi d i d includes i
phone calls, video conferencing, etc.

48. 10.2.2 Plan Communications: Tools and Techniques
• Push communication. Sent to specific recipients who need to
know the information. This ensures that the information is
distributed but does not certify th t it actually reached or was
di t ib t d b t d t tif that t ll h d
understood by the intended audience. Push communication
includes letters, memos, reports, emails, faxes, voice mails,
, , p , , , ,
press releases etc.
• Pull communication. Used for very large volumes of
information, or f very l
i f i for large audiences, that requires the
di h i h
recipients to access the communication content at their own
discretion. These methods include intranet sites, e‐learning,
and knowledge repositories, etc.
The project manager decides, based on communication
requirements, what, how,
requirements what how and when communication methods
are to be used in the project.

49. 10.2.3 Plan Communications: 0utputs
.1 Communications Management Plan:
The communications management plan is contained in or is a
subsidiary of the project management plan (Section 4.2‐3. 1).
The communications management plan can be formal or
informal, highly detailed or broadly framed, and based on the
, g y y ,
needs of the project.
The communications management plan can also include
guidelines and templates for project status meetings, project
team meetings, e‐meetings, and e‐mail. The use of a project
e meetings, e mail.
website and project management software can also be
included if they are used in the project.

50. 10.2.3 Plan Communications: 0utputs
The communications management plan usually provides:
• Stakeholder communication requirements;
• lnformation to be communicated, including language, format,
content, and level of detail;
• Reason for the distrib tion of that information
distribution 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;
• Methods or technologies used to convey the information
information,
such as memos, e‐mail, and/or press releases;

51. 10.2.3 Plan Communications: 0utputs
• Resources allocated for communication activities, including
time and budget;
• Escalation process identifying time frames and the
management chain (names) for escalation of issues that
cannot be resolved at a lower staff level;
;
• Method for updating and refining the communications
management plan as the project progresses and develops;
• Glossary of common terminology;
• Flow charts of the information flow in the project, workflows
with possible sequence of authorization list of reports and
authorization, reports,
meeting plans, etc.; and
• Communication constraints, usually derived from specific
legislation or regulation, technology, and organizational
policies, etc.

52. 10.2.3 Plan Communications: 0utputs
.2 Project Document Updates
Project documents that may be updated include but are not
limited to:
• Project schedule,
• Stakeholder register and
Stakeholder register, and
• Stakeholder management strategy.

53. 10.3 Distribute lnformation
Distribute information is the process of making relevant
information available to pr0ject stakeholders as planned. See
Figures 10 9 and 10 10
Fi 10‐9 d 10‐10.
lt is performed throughout the entire project life cycle and in all
management processes The focus here is mainly in the
processes.
execution process, which includes implementing the
communications management plan, as well as responding to
unexpected requests for information

54. 10.3 Distribute lnformation
Effective information distribution includes a number of techniques including:
• Sender‐receiver models. Feedback loops and barriers to communication,
• Choice of media. Situation specifics of when to communicate in writing
versus orally when to write an informal memo versus a formal report and
orally, report,
when to communicate face‐to‐face versus by e‐mail.
• Writing style. Active versus passive voice, sentence structure, and word
choice,
• Meeting management techniques. Preparing an agenda and dealing with
conflicts.
• Presentation techniques Body language and design of visual aids
techniques. aids.
• Facilitation techniques. Building consensus and overcoming obstacles.

55. 10.3.1 Distribute Information: lnputs
.1 Project Management Plan:
The project management plan (Section 4.2.3. 1) contains the
communications management plan described in Section 10.2.3,1 .
.2 Performance Reports:
Performance reports are 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.
Forecasts are updated and reissued based on work performance
measurements provided as the project is executed.
Forecast information is often generated using earned value methods, but
may use other methods such as analogy with past projects,
re‐estimating remaining work, inclusion of impact of external events in the
schedule, and others.

57. 10.3.1 Distribute Information: lnputs
.3 0rganizational Process Assets:
The organizational process assets (see Section 2.4.3)that can
influence the Distribute lnformation process include, but are
not limited to:
• Policies procedures and guidelines regarding information
Policies, procedures, and guidelines regarding information
distribution,
• Templates, and
• Historical information and lessons learned.

59. 10.3.2 Distribute lnformation: Tools and Techniques
.1 Communication Methods:
lndividual and group meetings, video and audio conferences, computer
chats, and other remote communications methods are used to distribute
,
information.
.2 lnformation Distribution Tools:
2
Project information can be distributed using a variety of tools, including:
• Hard‐copy document distribution, manual filing systems, press releases,
and shared access electronic databases;
shared‐access
• Electronic communication and conferencing tools, such as e‐mail, fax,
voice mail, telephone, video and web conferencing, websites and web
publishing; and
• Electronic tools for project management, such as web interfaces to
scheduling and project management software, meeting & virtual office
support software portals and collaborative work management tools
software, tools.

60. 10.3.3 Distribute lnformation: 0utputs
.1 Organizational Process Assets Updates:
The organizational process assets which may be updated
include,
include but are not limited to:
• Stakeholder notifications. lnformation may be provided to stakeholders
about resolved issues, approved changes, and general project status.
• Project reports. Formal and informal project reports describe project
status and include lessons learned, issues logs, project closure reports,
and outputs from other Knowledge Areas .
• Project presentations. The project team provides information formally
or informally to any or all of the project stakeholders. The information
and presentation method should be relevant to the needs of the
audience.

61. 10.3.3 Distribute lnformation: 0utputs
• Project records. Project records can include correspondence, memos,
meeting minutes, and other documents describing the project. This
information should, to the extent possible and appropriate, be maintained
in
i an organized manner. P j
i d Project team members can also maintain records
b l i i d
in a project notebook or register, which could be physical or electronic.
• Feedback from stakeholders. information received from stakeholders
concerning project operations can be distributed and used to modify or
improve future performance of the project.
• Lessons learned documentation. Documentation includes the causes of
issues, reasoning behind the corrective action chosen, and other types of
lessons learned about information distribution. Lessons learned are
documented and distributed so that they become part of the historical
database for both the project and the performing organization.

62. 10.4 Manage Stakeholder Expectations
Manage Stakeholder Expectations is the process of
communicating and working with stakeholders to meet
their needs and addressing issues as they occur.
Manage Stakeholder Expectations involves communication
activities directed toward project stakeholders to influence their
expectations, address concerns, and resolve issues, such as:
• Actively managing the expectations of stakeholders to
increase the likelihood of project acceptance by negotiating
and influencing their desires to achieve and maintain the
project goals

63. 10.4 Manage Stakeholder Expectations
• Addressing concerns that have not become issues yet, usually
related to the anticipation of future problems. These concerns
need t b uncovered and di
d to be d d discussed, and th risks need t b
d d the i k d to be
assessed, and
• Clarifying and resolving issues that have been identified. The
y g g
resolution may result in a change request or may be
addressed outside of the project, for example, postponed for
another projector phase or deferred to another organizational
entity.
The project manager is responsible for stakeholder expectations
management. Actively managing stakeholder expectations
decreases the risk that the project will fail to meet its g0als and
objectives due to unresolved stakeholder issues and limits
issues,
disrupti0ns during the project.

66. 10.4.1 Manage Stakeholder Expectations: lnputs
.1 Stakeholder Register:
The stakeholder register (see Section 1 0.1 .3.1) is a list of the
relevant stakeholders for the project. It is used to ensure that
all stakeholders are included in the project communications.
.2 Stakeholder Management Strategy:
An understanding of stakeholder goals and objectives is used
g g j
to determine a strategy to manage stakeholder expectations.
The strategy is documented in the stakeholder management
strategy document (see Section 10.1 .3,2).
strategy document (see Section 10 1 3 2)

67. 10.4.1 Manage Stakeholder Expectations: lnputs
.3 P j
3 Project M
Management Pl Plan:
The project management plan (Section 4.2.3.1) contains the
communications management plan described in Section 10.2.3.1 .
Stakeholder requirements and expectations provide an
understanding of stakeholder goals, objectives, and level of
communication required during the project.
q g p j
The needs and expectations are identified, analyzed, and
documented in the communications management plan, which is a
subsidiary of the project management plan
plan.
.4 lssue Log:
An issue l0g or action item log can be used t0 document and monitor
the resolution of issues. It can be used to facilitate communication
and ensure a common understanding of issues. Issues do not usually
rise to the importance of becoming a project or activity but are
usually addressed in order to maintain good, constructive working
relationships among various stakeholders, including team members.

68. 10.4.1 Manage Stakeholder Expectations: lnputs
.5 Change Log:
A change Iog is used to document changes that occur during a
project. These changes and their impact to the project in
terms of time, cost, and risk, must be communicated to the
appropriate stakeholders.
pp p
.6 Organizational Process Assets:
The organizational process assets that can influence the
Manage Stakeholder Expectations process
include, but are not limited to:
• OOrganizational communication requirements,
i ti l i ti i t
• lssue management procedures,
• Change control procedures and
Change control procedures, and
• Historical information about previous projects.

69. 10.4.2 Manage Stakeholder Expectations: Tools and Techniques
.1 Communication Methods:
The methods of communication identified for each
stakeholder in the communications management
plan are utilized during stakeholder management.
.2 Interpersonal Skills:
2 Interpersonal Skills
The project manager applies appropriate interpersonal skills
to manage stakeholder expectations.
g p
For example:
• Building Trust,
• Resolving conflict,
• Active listening, and
• Overcoming resistance to change.
h

70. 10.4.2 Manage Stakeholder Expectations: Tools and Techniques
.3 Management Skills:
Management is the act 0f directing and controlling a group of
people for the purpose of coordinating and harmonizing the
group towards accomplishing a goal beyond the scope of
individual effort.
Management skills used by the project manager include but
are not limited to:
• Presentation skills,
• Negotiating,
• W iti skills, and
Writing kill d
• Public speaking,

71. 10.4.3 Manage Stakeholder Expectations: 0utputs
.1 0
1 0rganizational P
i ti l Process A t U d t
Assets Updates:
Organizational process assets that may be updated include, but are not
limited to:
• Causes of issues,
• Reasoning behind corrective actions chosen, and
• Lessons learned from managing stakeholder expectations.
.2 Change Requests:
Managing stakeholder expectations may result in a change request t0 the
product or the project. It may also include corrective or preventive actions
as appropriate.
.3 Project Management Plan Updates:
Elements of the project management plan that may be updated include include,
but are not limited to, a communications management plan. This is
updated when new or changed communication requirements are
identified.

72. 10.4.3 Manage Stakeholder Expectations: 0utputs
.4 Project Document Updates:
Project documents that may be updated include, but are not
limited to:
• Stakeholder management strategy. This is updated as a result of
addressing concerns and resolving issues‐ For example, it may be
determined that a stakeholder has additional informational needs.
• Stakeholder register. This is updated as information on stakeholders
change, when new stakeholders are identified or if registered
stakeholders are no longer involved in or impacted by the project, or
other updates for specific stakeholders are required.
• lssue log. This is updated as new issues are identified and current issues
are resolved.

73. 10.5 Report Performance
Report Performance is the process of collecting and distributing
performance information, including status reports, progress
measurements, and f
t d forecasts. S Fi
t See Figures 10 13 and '10 14
10‐13 d '10‐14.
The performance reporting process involves the periodic
collection and analysis of baseline versus actual data to
understand and communicate the project progress and
performance as well as to f
f ll forecast the project results.
h j l
Performance reports need to provide information at an
appropriate level for each audience.
The format may range from a simple status report to more
elaborate reports.

74. 10.5 Report Performance
More elaborate reports may include:
• Analysis of past performance,
• Current status of risks and issues,
• Work completed during the period,
• Work to be completed next,
• Summary of changes approved in the period, and
• Other relevant information which must be reviewed and
Other relevant information which must be reviewed and
discussed
A complete report should also include forecasted project
completion (including time and cost). These reports may be
prepared regularly or on an exception basis.

77. 10.5.1 Report Performance: lnputs
.1 Project Management Plan:
The project management plan provides information on project
baselines.
baselines
The performance measurement baseline is an approved plan for
the project work to which the project execution is compared, and
deviations are measured f management control.
d d for l
The performance measurement baseline typically integrates scope,
schedule, and cost parameters of a project, but may also include
, p p j , y
technical and quality parameters.
.2 Work Performance lnformation:
Information f
f from project activities is collected on performance
ll d f
results such as:
,
• Deliverables status,
• Schedule progress, and
• Costs incurred.

78. 10.5.1 Report Performance: lnputs
.3 Work Performance Measurements:
Work performance information is used to generate project
activity metrics to evaluate actual
activity metrics to evaluate actual
progress compared to planned progress. These metrics
include, but are not limited to:
• Planned versus actual schedule performance,
• Planned versus actual cost performance, and
• Planned versus actual technical performance.
.4 Budget Forecasts:
Budget forecast information from the Control Cost (7.3.3.2 )
B d tf ti f ti f th C t l C t (7 3 3 2 )
provide information on the additional funds that are expected
to be required for the remaining work, as well as estimates for
the completion of the total project work.

79. 10.5.1 Report Performance: lnputs
.5 0rganizational Process Assets:
The organizational process assets ihat can influence the
Report Performance process include, but are not limited to:
• Report templates,
• Policies and proced res that define the meas res and
Policies and procedures that define the measures and
indicators t0 be used, and
• 0rganizationally defined variance limits.
g y

80. 10.5.2 Report Performance: Tools and Techniques
.1 Variance Analysis:
Variance analysis is an after‐the‐fact look at what caused a
difference between the baseline and the actual performance. The
process for performing variance analysis may vary depending on the
application area, the standard used, and the industry. Common
steps are:
• Verify the quality of the information collected to ensure that it is
complete, consistent with past data, and credible when
comparing with other project or status information
information,
• Determine variances, comparing the actual information with the
project baseline and noting all differences both favorable and
unfavorable to the project outcome. Earned value management
uses specific equations to quantify variances.
• Determine the impact of the variances in the project cost and
p p j
schedule as well as in other areas of the project (i.e., quality
performance adjustments and scope changes, etc.).

81. 10.5.2 Report Performance: Tools and Techniques
.2 Forecasting Methods:
Forecasting is the process of predicting future project
performance based on the actual performance to date date.
Forecasting methods may be classified in different categories:
• Time series methods. Time series methods use historical data as the basis
for estimating future outcomes. Examples of methods in this category may
include earned value, moving
average, extrapolation, linear prediction, trend estimation, and growth
curve.
• Causal/econometric methods. Some forecasting methods use the
/ g
assumption that it is possible to identify the underlying factors that might
influence the variable that is being forecasted, For example, sales of
umbrellas might be associated with weather conditions.

82. 10.5.2 Report Performance: Tools and Techniques
• Judgmental methods. Judgmental forecasting methods incorporate
intuitive judgments, opinions, and probability estimates. Examples of
methods in this category are composite forecasts, surveys, Delphi method,
scenario building, technology f0recasting, and forecast by analogy.
• Other methods. 0ther methods may include simulation, probabilistic
forecasting, and ensemble forecasting.
.3 Communication Methods:
Status review meetings can be used to exchange and analyze
information about the project progress and performance. The
project manager generally uses a push communication
technique as d fi d i 10 2 2 41 to di ib
h i defined in 10.2.2.41 distribute performance
f
reports.

83. 10.5.2 Report Performance: Tools and Techniques
.4 Reporting Systems:
A reporting system provides a standard tool for the project
manager to capture, store, and distribute information to
stakeholders about the project cost, schedule progress, and
p
performance.
Software packages allow the project manager to consolidate
reports from several systems and facilitate report distribution
to the project stakeholders.
h j k h ld
Examples of distribution formats may include table
reporting,
reporting spreadsheet analysis and presentations Graphic
analysis, presentations.
capabilities can be used to create visual representations of
project performance information.

84. 10.5.3 Report Performance: Outputs
.1 Performance Reports:
Performance reports organize and summarize the information
gathered, and present the results of any analysis as compared
t0 the performance measurement baseline.
Reports should provide the status and progress information
information,
at the level of detail required by various stakeholders, as
documented in the communications management plan.
Common f
C formats f performance reports i l d b
for f include bar
charts, S‐curves, histograms, and tables. Variance analysis,
earned value analysis, and forecast data is often included as
pan of performance reporting. Figure 10‐1 5 gives a tabular
view of earned value data (Section 7.3.2.1 ).

85. 10.5.3 Report Performance: Outputs
More elaborate reports may include:
• Analysis of past performance,
• Current status of risks and issues,
• Work completed during the reporting period,
• Work to be completed during the next reporting period,
• Summary 0f changes approved in the period,
• Results of variance analysis
Results of variance analysis,
• Forecasted project completion (including time and cost), and
• Other relevant information to be reviewed and discussed.
Other relevant information to be reviewed and discussed.

86. 10.5.3 Report Performance: Outputs
.2 Organizational Process Assets Updates:
The organizational process assets that can be updated
include, but are not limited to, report formats and lessons
learned documentation, including the causes of issues,
reasoning behind the corrective action chosen, and other
g ,
types of lessons learned about performance reporting.
Lessons learned are documented so that they become part of
the historical database for both this project and the
performing organization.

88. 10.5.3 Report Performance: Outputs
.3 Change Requests:
Analysis of project performance often generates change
requests. These change requests are processed through the
Perform lntegrated Change Control process (Section 4.5) as
follows:
• Recommended corrective actions include changes that
bring the expected future performance of the project in line
with the project management plan, and
ih h j l d
• Recommended preventive actions can reduce the
probability of incurring future negative project
performance.

89. For more information do not hesitate to
contact me.
Ahmad H. Maharma ‐ PMP®
• Ramallah, Palestine
• Phone: + (972) (2) 2968644
• Mobile: + (972) (599) 001155
E‐Mail: ahmad.maharma@gmail.com