Communication is the Key ,without tons of it is very hard to succeed. Lack of Communication is one of the greatest factors of project failures.

1. 8-Communication Management
Project Management Training,
Qais Ur Rehman Rasooli, PMP

2. What is Communication?
• Communication is the transfer of information from one
person to another
• A way of transferring ideas, facts, thoughts ,feelings
• Bridge of meaning over the river of misunderstanding
• Communication is key , PM should spends 90% of his
time communicating,
• Two way communication Process (8 steps)
Develop idea Encode Transmit Receive Decode Understand/Accept Use
Bridgeof
meaning Message
Feedback

3. Communication management
• Include process that are required to ensure timely and
appropriate:
Planning,Collection,creation,distribution,storage,retrieval,
management,control,monitoring and ultimate disposition
of project information,
• Can be internal or external, verbal or written, formal or
informal,Verticle or horizontal
• Carried out in three steps: Plan , Manage and Control
Communications

4. 1 - Plan Communication Management,
2 – Manage Communications
3 – Control Communications

5. Plan Communication Management
• Process of developing an appropriate approach
and plan for project communications,
• Based on
- stakeholder information needs and requirements,
- Available OPAs, and Project complexity
• Inadequate communication planning can lead to
delay in message delivery, communication to
wrong audience, misunderstanding,
misinterpretation, insufficient communication
• Communication need to be effective and efficient

6. Types of Communication
• Type of communication include:
Formal,informal,verbal, written and a combination of these
Communication type Situation used
Formal Written Complex Issues, PMP,Charter,Scope statement,
communicating over long distances
Formal Verbal Presentation, Speeches
Informal Written Email, text messaging,
Informal Verbal Meetings, discussions

7. Communication Models
• Three main parts:
Message, Sender and receiver
• Factors like receiver environment , language , experience,
culture affect the way the receiver decodes the message
• Communication disturbed by Noise,
• Effective Communication:
Encode message carefully, select the appropriate
communication model to send it, confirm the receipt and
understanding,
• Pay attention to these factors: Nonverbal, Para lingual,

8. Effective listening
• Watch the speaker to capture facial expression and body
language,
• pay attention to the tone of voice,
• Focus on the content of the message without judgement,
distraction, interpretation,
• Think before responding
• Receiver confirms s/he is listening, express agreement or
disagreement and asks for clarification,
• 7 Steps of effective listening by Mark Horstman: Stop what
you are doing, face the speaker, make eye contact, Smile, nod
and take notes

9. Communication technology
• Part of planning communications it to identify how to
communicate each item
• Examples include: Face to face interactions, by
telephone, email, instant messaging, blogs, fax,
• To determine the right technology to use for your
communications think of:
What technology works best in this instance,
effectiveness?
What technology is the team very much familiar with
and is easy for them to use?
urgency and confidentiality of the information to be
communicated

10. Communication Methods
• Interactive Communication (converstions,meetings,instant
messaging, conference calls)
• Push communication (Status reports, emailed updates ,blogs
and company memos)
• Pull communication (Communicating large amount of data to a
large number of users)

11. Meetings
• Meetings are used during communication planning for the
What,when,how,how often of communication,
• Meetings will be used on the project for exchange of informations,
• Plan effective meetings, to have effective ones during the project,
• Set specific timing for the meeting, set reoccurrence,
• Meet with team regularly, based on needs,
• Have an agenda ready for the meeting and distribute it beforehand,
Stick to the AGENDA,
• Bring the right people together,
• Record Action items, decisions and postponed items,
• Distribute to all the attendees of the meeting and ask for questions
additions or omissions.

12. Communication channels
• Meetings are used during communication planning for the
What,when,how,how often of communication,
• Meetings will be used on the project for exchange of informations,
• Plan effective meetings, to have effective ones during the project,
• Set specific timing for the meeting, set reoccurrence,
• Meet with team regularly, based on needs,
• Have an agenda ready for the meeting and distribute it beforehand,
Stick to the AGENDA,
• Bring the right people together,
• Record Action items, decisions and postponed items,
• Distribute to all the attendees of the meeting and ask for questions
additions or omissions.

13. Roles & Responsibilities – Functional
Managers
• Responsibility dependent on the Org Structure,
• Avoid conflict by coordinating need of resources with PM
• Let the PM know how other project will impact resources,
• Provide subject matter expertise,
• Contribute to planning and estimating,
• Approve final PMP,
• Recommend changes,
• Improve staff utilization and influence productivity,
• Assist with problem of team member performance and
development

14. Roles & Responsibilities – Project
Managers
• Manages the project to meet project objectives
• On big projects they have a team to help them out,
• Responsibilities dependent on the Org structure,
• Read the list on page 342 of Rita PMP Exam prep.

15. Roles & Responsibilities – Program
Managers
• Works on project and program goals,
• Manages related projects toward program goal,
• Ensure selected project support strategic goals,
• Adjust projects for the program benefits,
• Guiding and supporting individual project manager’s efforts

16. Roles & Responsibilities – Portfolio
Managers
• Works on project and program to meet strategic goals,
• Responsible for governance at the executive level ,
• Ensure value added by unrelated projects and programs
• Working with senior executives to gather support for projects
and programs,
• Getting the best return from resources invested

17. Exercise

18. Plan Human Resource Management
• Process of identifying and documenting project roles and
responsibilities,
• Required skills,
• Reporting relationships,
• Staffing management Plan
Inputs include,
PMP, EEF, OPA, Org charts and Position descriptions, these
include:
RAM, RACI Chart

19. Plan Human Resource
Management- Tool & Techniques
• Responsibility Assignment Matrix (RAM),
• RACI Chart
• OBS,
• RBS,

20. Output- Plan Human resource
management
• Human Resource Management Plan:
- Roles and Responsibilities
- Project Org Charts,
- Staffing Management Plan
• Staffing Management Plan: Answer questions like,
Where will the staff come from?
Resource Calendars, Staff release plans, trainings required,
What are the Rewards and Recognitions and their criteria?,
how will resources comply with any HR rules?
What are the safety requirements

21. 1 - Plan Human Resource Management,
2 – Acquire Project team
3 – Develop Project team
4- Manage Project team

22. Develop Project Team
• Improve team members’ competencies and interaction,
• Improve overall team environment, encourage team work
• PM should provide opportunities and challenges,
• PM provides support and feedback whenever required,
• PM should recognize and reward good performance
• Use of soft skills (mentoring, leadership, negotiation,
emotional intelligence, empathy etc.)
• Communicate effectively, honestly and timely with team
• Capitalize on cultural differences,
• Hold team building activities and encourage good decision
making

23. Develop Project Team – Tools and
Techniques
Team building Activities:
• Build trust among team members,
• WBS is a team building tool,
• Tuckman's ladder model of team building
Forming, Storming, Norming, Perform
Adjourning,
• Team building is planned before team is created and
implemented all the way through the end of the project,
• Includes things like: taking classes together, milestone
parties, holiday and birthday celebrations, WBS Creation,
outside of work trips, involving in planning.

24. Develop Project Team – Tools and
Techniques
Ground rules:
• Help establish standards and expectations for the team,
• Honesty, conflict resolution techniques,
• methods to coordinate and approve changes to team
members calendars,
• How meetings will be held
Colocation,
Recognition and Reward,
Output:
Team Performance assessment (Team Effectiveness)

25. 1 - Plan Human Resource Management,
2 – Acquire Project team
3 – Develop Project team
4- Manage Project team

26. Manage Project Team
• Tracking team member’s performance and providing
feedback,
• Resolving issues and conflicts,
• Manage team changes to optimize team performance,
• Inputs include: HRM Plan, Project staffing, Team
performance assessment, Issue log, Work performance
report, PA

27. Management and Leadership Styles
• No one way fits all, every situation asks for a specific style,
• Underlying factors are personal style, skill and expertise of
team members and complexity of the project,
• Directing: tell others what to do
• Facilitating: coordinates input from others
• Coaching: helps team member achieve their goals
• Supporting: provides assistance along the way
• Autocratic: Top down approach, power lies with the manager
• Consultive; bottom up approach, uses influence to achieve
results
• Consultive-Autocratic:solicits input but retains decision making

28. Management and Leadership Styles
• Consensus: Problem solving and decision making based on
group agreement,
• Delegating
• Bureaucratic: procedure focused- appropriate for work where
details are very important
• Charismatic: Energizes and encourages team
• Democratic: encourages team participation in decision-making
• Laissez-faire: Allow to act – used for skilled resources
• Analytical: Interview style communication make tech decisions
• Driver: constantly giving directions
• Influencing: emphasizes teamwork, team building, team DM

29. Conflict Management
• PM can
avoid many conflicts by:
Informing the team,
Clearly assigning work
Making work assign-
ments interesting,
Following good project management
• Sources of conflict:
Schedules, Project Priorities, Resources, Technical Opinions,
Administrative procedures and Personality

30. Conflict resolution techniques
• Collaborating (Problem
Solving) – Win-win situation
• Compromising
(Reconciling) – Lose-lose
situation
• Withdrawal (Avoidance)
• Smoothing
(Accommodating)
• Forcing (Directing)

31. Problem solving method
Identify
Solutions
Analyze the
problem
Define the real or
Root problem , not
the TIP OF THE
ICEBERG
Pick a solution and Implement the solution
Review the solution , and make sure the solution
solved the problem
Lessons
Learned
YesNo

32. Motivation Theories
• McGregor’s Theory of X and Y:
Theory X: people need to watched every minute, employees
are incapable, avoid responsibility , and avoid work whenever
possible,
Theory Y: People are working willing to work without
supervision and want to achieve, employees can direct their
own efforts.
• Maslow’s Hierarchy of needs: people are not most motivated
by money instead they most motivated by contribution and use
of their skills,

33. Motivation Theories
• Herzberg’s Two factor Model
-Hygiene/Maintenance factors
-Motivational Factors
Self actualization
and Fulfillment
Esteem and Status
Belonging and Social
needs
Safety and Security
Physiological needs
ModelofMaslow’sHierarchyofneeds
Self actualization
and Fulfillment and
Responsibility
Advancement
Recognition,
Professional growth
Relation with
supervisors , peers,
quality of supervision
Company policy and
pay
Working Conditions
Herzberg’smotivationand
maintenanceModel

34. Motivation Theories
David McClelland’s Theory of needs:
• Affiliation (Seek approval and work better when cooperating)
• Achievement (prefer challenges and recognition)
• Power: need of power socially oriented, are effective leaders ,
like to organize and influence others.

35. The Active PMP Learner
Research “Supportive leadership and Servant Leadership”

36. PM Quote of the day
Without open communication, without
tons of it, you won’t succeed…
~David Deleo