Project communication management involves planning, collecting, distributing, and managing project information. The key processes are:
1. Plan Communications Management - Developing a communication plan based on stakeholder needs and a communication requirements analysis.
2. Manage Communications - Creating, distributing, and storing project information according to the communication plan using various communication methods and technology.
3. Control Communications - Monitoring and controlling communications throughout the project to ensure stakeholder information needs are met. This includes reviewing performance reports, issues logs, and work performance data.
This document discusses project communication management. It defines project communication management as ensuring timely generation, collection, distribution, storage, retrieval and disposition of project information. Good communication is important for project success and career advancement for IT professionals. The document then outlines the key processes for project communication management: communication planning, information distribution, performance reporting, and stakeholder management. It provides details on developing communication plans, using different media for information distribution, reporting performance, and resolving stakeholder issues. Finally, it discusses using software tools to facilitate virtual project communications.
The document discusses the evolution of project management offices (PMOs) from a traditional execution focus to a modern business focus. Traditionally, PMOs focused on project execution metrics like budgets, deadlines, and deliverables. However, PMOs now need to align more closely to business strategy, outcomes, and portfolio management. A modern PMO helps drive organizational agility by understanding desired outcomes before implementing solutions and ensuring investments achieve their intended results.
The document discusses project communications management. It describes determining communication needs, developing a communications management plan, and managing communications according to the plan. The key processes are planning communications, managing communications, and controlling communications to ensure stakeholder information needs are met. Techniques include communication requirements analysis, using appropriate communication technology and models, and distributing information through various methods and management systems. The overall benefit is enabling efficient and effective communication between project stakeholders.
Project communication management involves planning, collecting, distributing, and managing project information. The key processes are:
1. Plan Communications Management - Developing a communication plan based on stakeholder needs and a communication requirements analysis.
2. Manage Communications - Creating, distributing, and storing project information according to the communication plan using various communication methods and technology.
3. Control Communications - Monitoring and controlling communications throughout the project to ensure stakeholder information needs are met. This includes reviewing performance reports, issues logs, and work performance data.
This document discusses project communication management. It defines project communication management as ensuring timely generation, collection, distribution, storage, retrieval and disposition of project information. Good communication is important for project success and career advancement for IT professionals. The document then outlines the key processes for project communication management: communication planning, information distribution, performance reporting, and stakeholder management. It provides details on developing communication plans, using different media for information distribution, reporting performance, and resolving stakeholder issues. Finally, it discusses using software tools to facilitate virtual project communications.
The document discusses the evolution of project management offices (PMOs) from a traditional execution focus to a modern business focus. Traditionally, PMOs focused on project execution metrics like budgets, deadlines, and deliverables. However, PMOs now need to align more closely to business strategy, outcomes, and portfolio management. A modern PMO helps drive organizational agility by understanding desired outcomes before implementing solutions and ensuring investments achieve their intended results.
The document discusses project communications management. It describes determining communication needs, developing a communications management plan, and managing communications according to the plan. The key processes are planning communications, managing communications, and controlling communications to ensure stakeholder information needs are met. Techniques include communication requirements analysis, using appropriate communication technology and models, and distributing information through various methods and management systems. The overall benefit is enabling efficient and effective communication between project stakeholders.
The document discusses the fundamentals of creating a successful communications plan, including setting goals and objectives, developing a strategy using appropriate tactics, measuring outcomes, and using research to inform the plan. It provides examples from the National Portrait Gallery, which doubled its entry goal for a portrait competition, and the ASPCA, which exceeded goals for media coverage, website traffic, and new registered users from a campaign. The key lessons are that objectives must support business goals, measurement is essential, and research and measurement should inform strategy.
The document discusses project communication management. It describes communication management as including processes to ensure the information needs of the project and stakeholders are met through developing artifacts and activities that achieve effective information exchange. It notes communication management has two parts - developing a strategy and implementing the strategy. It then lists various communication techniques and considerations for effective management, such as interactive, push, and pull communication, as well as monitoring communications to meet information needs as defined in the communications management plan.
This document summarizes a webcast on creating effective communication plans for colleges and universities. The webcast discusses that communication plans should focus on meaningful dialogue rather than monologue, be flexible rather than static, and be about prospective students rather than the school. It also emphasizes the importance of measuring goals and considering all channels like social media, as well as addressing costs clearly and telling compelling stories. Overall, the document stresses that communication plans must focus on fostering connections and conversations rather than just pushing out information.
This document discusses project communication management. It emphasizes that project managers spend most of their time communicating with stakeholders, and that effective communication is vital. It outlines various communication methods, both formal and informal, written and oral. It also describes planning communications management, including developing a communications management plan that identifies information needs, responsible parties, and communication methods for stakeholders. The plan is implemented during the manage communications process, which involves status reporting, project records, and ensuring optimal information flow. Communication is controlled by monitoring information flow and triggering improvements to planning or management of communications.
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) 001155E-Mail: ahmad.maharma@gmail.com
The document provides an overview of project management. It discusses key concepts in project management including the differences between projects, programs, and portfolios. It also summarizes several common project management methodologies like PRINCE2 and PMBOK. PRINCE2 focuses on principles, themes, processes, and tailoring. It emphasizes continued business justification, learning from experience, and managing by exception. PMBOK includes five process groups (initiating, planning, executing, monitoring/controlling, closing) and ten knowledge areas. It provides standard processes, inputs/outputs, and tools/techniques for managing projects.
Given at the 2011 Project World conference in Orlando, Florida with a focus on right-sizing a portfolio management (PPM) implementations and processes.
This document outlines a stakeholder analysis process that includes identifying stakeholders, analyzing them, creating a management plan, and engaging with stakeholders. It defines a stakeholder as anyone affected by or able to influence an organization, strategy, or project. The document recommends identifying stakeholders through mind mapping and categorization, then analyzing their needs, interests, and potential impact. It suggests choosing engagement approaches tailored to each stakeholder and developing a communication plan that addresses information needs, frequency of updates, and communication channels for all stakeholders. The goal is to understand stakeholders and manage them in a way that promotes project success.
The document discusses project management and outlines key aspects of planning and executing projects. It defines project management as planning, scheduling, directing and controlling resources to complete goals and objectives. It describes characteristics of projects, the project management lifecycle consisting of 5 phases, and lists essential qualities of a project manager including leadership, communication skills, and time management. It also provides details on various project planning activities such as defining goals, deliverables, schedules, supporting plans like human resources and risk management.
The document discusses project management offices (PMOs) and their role and value within organizations. It notes that PMOs standardize project management processes, prioritize projects to support business objectives, and report project progress to stakeholders. PMOs also create documentation, track metrics, and offer training to support best practices. The popularity of PMOs among Saudi Arabian companies has grown significantly in recent years, especially among large enterprises and industries like healthcare, finance, and IT. However, PMOs can face challenges like proving their value and overcoming perceptions that they create unnecessary overhead. When effective, PMOs have been shown to increase the number of projects delivered on budget, better align projects with objectives, and improve customer satisfaction and productivity.
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
The document discusses scope creep, providing cases and preventative actions. It defines scope and scope creep, noting that scope creep is a common issue on many projects that can lead to going over budget and missing deadlines. The document then provides tips for controlling scope creep such as thoroughly understanding requirements, having a well-defined WBS, using change control forms, and expect some scope creep to occur. It encourages sharing lessons learned from experience to help improve projects and careers.
Smart project management - Best Practices to Manage Project effectivelyChetan Khanzode
Best Practices to Manage project effectively.It gives overview of all five groups and ten PM knowledge areas.
Emphasis more important aspects of Project Management
Het nieuwe communiceren, interne communicatie bij HNWHuib Koeleman
Het Nieuwe Communiceren, interne communicatie bij Het Nieuwe Werken. Tijd- en plaats ongebonden werken heeft gevolgen voor kennis delen en binding. Wat kan interne communicatie bijdragen om die kennisuitwisseling te bevorderen?
The document discusses the fundamentals of creating a successful communications plan, including setting goals and objectives, developing a strategy using appropriate tactics, measuring outcomes, and using research to inform the plan. It provides examples from the National Portrait Gallery, which doubled its entry goal for a portrait competition, and the ASPCA, which exceeded goals for media coverage, website traffic, and new registered users from a campaign. The key lessons are that objectives must support business goals, measurement is essential, and research and measurement should inform strategy.
The document discusses project communication management. It describes communication management as including processes to ensure the information needs of the project and stakeholders are met through developing artifacts and activities that achieve effective information exchange. It notes communication management has two parts - developing a strategy and implementing the strategy. It then lists various communication techniques and considerations for effective management, such as interactive, push, and pull communication, as well as monitoring communications to meet information needs as defined in the communications management plan.
This document summarizes a webcast on creating effective communication plans for colleges and universities. The webcast discusses that communication plans should focus on meaningful dialogue rather than monologue, be flexible rather than static, and be about prospective students rather than the school. It also emphasizes the importance of measuring goals and considering all channels like social media, as well as addressing costs clearly and telling compelling stories. Overall, the document stresses that communication plans must focus on fostering connections and conversations rather than just pushing out information.
This document discusses project communication management. It emphasizes that project managers spend most of their time communicating with stakeholders, and that effective communication is vital. It outlines various communication methods, both formal and informal, written and oral. It also describes planning communications management, including developing a communications management plan that identifies information needs, responsible parties, and communication methods for stakeholders. The plan is implemented during the manage communications process, which involves status reporting, project records, and ensuring optimal information flow. Communication is controlled by monitoring information flow and triggering improvements to planning or management of communications.
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) 001155E-Mail: ahmad.maharma@gmail.com
The document provides an overview of project management. It discusses key concepts in project management including the differences between projects, programs, and portfolios. It also summarizes several common project management methodologies like PRINCE2 and PMBOK. PRINCE2 focuses on principles, themes, processes, and tailoring. It emphasizes continued business justification, learning from experience, and managing by exception. PMBOK includes five process groups (initiating, planning, executing, monitoring/controlling, closing) and ten knowledge areas. It provides standard processes, inputs/outputs, and tools/techniques for managing projects.
Given at the 2011 Project World conference in Orlando, Florida with a focus on right-sizing a portfolio management (PPM) implementations and processes.
This document outlines a stakeholder analysis process that includes identifying stakeholders, analyzing them, creating a management plan, and engaging with stakeholders. It defines a stakeholder as anyone affected by or able to influence an organization, strategy, or project. The document recommends identifying stakeholders through mind mapping and categorization, then analyzing their needs, interests, and potential impact. It suggests choosing engagement approaches tailored to each stakeholder and developing a communication plan that addresses information needs, frequency of updates, and communication channels for all stakeholders. The goal is to understand stakeholders and manage them in a way that promotes project success.
The document discusses project management and outlines key aspects of planning and executing projects. It defines project management as planning, scheduling, directing and controlling resources to complete goals and objectives. It describes characteristics of projects, the project management lifecycle consisting of 5 phases, and lists essential qualities of a project manager including leadership, communication skills, and time management. It also provides details on various project planning activities such as defining goals, deliverables, schedules, supporting plans like human resources and risk management.
The document discusses project management offices (PMOs) and their role and value within organizations. It notes that PMOs standardize project management processes, prioritize projects to support business objectives, and report project progress to stakeholders. PMOs also create documentation, track metrics, and offer training to support best practices. The popularity of PMOs among Saudi Arabian companies has grown significantly in recent years, especially among large enterprises and industries like healthcare, finance, and IT. However, PMOs can face challenges like proving their value and overcoming perceptions that they create unnecessary overhead. When effective, PMOs have been shown to increase the number of projects delivered on budget, better align projects with objectives, and improve customer satisfaction and productivity.
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
The document discusses scope creep, providing cases and preventative actions. It defines scope and scope creep, noting that scope creep is a common issue on many projects that can lead to going over budget and missing deadlines. The document then provides tips for controlling scope creep such as thoroughly understanding requirements, having a well-defined WBS, using change control forms, and expect some scope creep to occur. It encourages sharing lessons learned from experience to help improve projects and careers.
Smart project management - Best Practices to Manage Project effectivelyChetan Khanzode
Best Practices to Manage project effectively.It gives overview of all five groups and ten PM knowledge areas.
Emphasis more important aspects of Project Management
Het nieuwe communiceren, interne communicatie bij HNWHuib Koeleman
Het Nieuwe Communiceren, interne communicatie bij Het Nieuwe Werken. Tijd- en plaats ongebonden werken heeft gevolgen voor kennis delen en binding. Wat kan interne communicatie bijdragen om die kennisuitwisseling te bevorderen?
De roep vanuit de samenleving om online de dialoog aan te gaan met merken en organisaties is luider dan ooit. Tegelijkertijd krijgen communicatieprofessionals te maken met hele nieuwe communicatie-instrumenten, elk met hun eigen dynamiek. Dat roept vragen op. Hoe integreer je social media in je communicatiestrategie? Welke instrumenten gebruik je? En wanneer zet je ze in tijdens een verhuur- of verkooptraject. Welke doelstellingen koppel je er aan en hoe maak je de bijdrage van social media meetbaar? Na afloop kunt u bovenstaande vragen beantwoorden.
A quick guide to Value Stream Mapping.
For explaination of the sheets, please visit:
http://www.panview.nl/en/lean-production-lean-toolbox/value-stream-mapping-vsm
The document outlines the key aspects of communication planning according to a four phase model: analysis, strategy, implementation, and evaluation. It discusses analyzing problems and audiences, setting goals, developing messaging strategies and concepts, selecting communication channels, creating budgets, and evaluating impact. Throughout, it emphasizes the importance of thorough analysis, adaptive planning, clear goals, and assessing outcomes.
Communicatie bij nieuwe vormen van (samen) werken vergt aanpassing bricks, bytes, behaviour. Gedragsverandering dient versterkt te worden door adequate aanpassingen aan fysieke omgeving en aanbod up to date apparaten (devices)
1. Interne Communicatie – kick off JAAR 2 PERIODE 4 Doelstellingen, aanpak en eerste college
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3. Interne communicatie analyse 12 (CCOICT12R2) Gezamenlijke tentamentraining en vragenuur op 24 juni op een nader te bepalen tijdstip w26 Tentamentraining 8 Hoofdstuk 7, 8 slides via N@tschool w25 Plannen maken, analyse van successen en mislukkingen uit de praktijk 7 Hoofdstuk 13, 14, 15 en 16 w24 Trends en ontwikkelingen 6 Hoofdstuk 12 w23 Verandering en voorbeelden van verandering 5 Hoofdstuk 5, Hoofdstuk 17, 18 w22 Inzet van middelen in een mediamix 4 Hoofdstuk 10, 11, Hoofdstuk 19, 20, 21 w21 Organisatie van de interne communicatie en effectmeting 3 Hoofdstuk 4 en 6, slides over internal branding w20 Afstemming met harde en zachte aspecten van de organisatie 2 Hoofdstuk 10 Hoofdstuk 1, 2, 3 Hoofdstuk 7, 8 w19 Kennismaking met IC en beroepsprofiel, maatschappelijke context, basisstructuur stroomlijnen en beleidskader formuleren. 1
4. Interne communicatie praktijk 12 (ICP12R2) Op aanvraag (in week 25) - bespreking van eerder ingeleverd verslag / presentatie w26 Ic-plan feedback 8 1) Inleveren portfolio individuele opdrachten 2) Eindpresentatie incl. inleveren beoordeling organisatie/opdrachtgever. w25 IC-plan 7 Aanbevelingen w24 Diverse fasen ic-plan 6 Verbeteringen bepalen w23 Diverse fasen ic-plan 5 Analyse w22 Mediamix 4 Analyse w21 Organisatie van de IC en effectmeting 3 1) Tijdens consult: per groep presentatie in powerpoint van situatieschets/ probleemstelling en plan van aanpak 2) Individuele opdracht uitgifte (2x) w20 Analyse/PvA 2 Groepsindeling, opdrachtgever, werkafspraken w19 Inventariseren organisatie 1
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7. Interne communicatie als functie (H10) Medewerkers Middenkader Directie Structuur Interne Media Advisering Directie Beleidskader Agendasetting Ondersteuning ‘ Vertaling’ naar lokale organisatie Afstemming Communicatieve vaardigheden bevorderen Bron van HRM-informatie Directie Verkoop Contract Support Communicatie USA EU Communicatie Mode Events HRM
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15. Functies van interne communicatie (H2) Organisatie : richten Mensen : motiveren & verbinden Kennis : optimaal gebruik van ervaring Werkprocessen : van idee naar klant Logistiek Productie R&D Verkoop HRM Marketing Financieel Communicatie Inkoop
22. Communicatierichtingen en -kanalen Directie Verkoop Contract Support Communicatie USA EU Mode Events HRM Mode Events Parallelle Communicatie, via o.a. bijeenkomsten, AV, digitale media Diagonale communicatie Horizontale Communicatie (top down / bottom up) Persoonlijke communicatie via de lijn
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24. Snel, actueel, tweerichting Digitaal Duur, arbeidsintensief per bereikt persoon Combinatie horen en zien, grote impact Audiovisueel Eenrichting, imago van medium, onbekend of ontvanger info leest Snel, grote afstanden overbruggen, herleesbaar in eigen tempo, iedereen zelfde info Schriftelijk Minder goed onthouden,vertekening duur Meest effectief, tweerichting. Persoonlijk NADEEL: VOORDEEL: KANAAL:
29. Stappenplan voor bijstelling communicatiestructuur (H7) 1: Opstellen lijst huidige kanalen en middelen 2.1: Vaststellen knelpunten en mogelijkheden 3. Uitwerken nieuwe communicatiestructuur 4: Opstellen implemen- tatieplan 5.1 Invoeren nieuwe communicatie 2.2 Vaststellen info-behoefte en wensen doelgroepen 5.2 Verwijderen oude communicatie Gebruik en beheer nieuwe opzet Belanghebbenden informeren en betrekken bij de verandering “ Quick fix”
35. Voorbeeld: Knelpunten? Mogelijkheden? X X X Stafoverleg X Werkoverleg X Management- overleg X X Nieuwsbrief X X X X X Intranet X X Management- nieuws Medewerker Middenkader Management
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40. Formuleren van een beleidskader (H8) Doel Visie IC Doel- groep Opstellen jaarplan Basisstructuur van de interne Communicatie stroomlijnen 1: Opstellen lijst huidige kanalen en middelen 2.1 / 2.2: Vaststellen knelpunten en Mogelijkheden / info-behoefte 3. Uitwerken nieuwe communicatiestructuur 4: Opstellen implemen- tatieplan 5.1 Invoeren nieuwe communicatie 5.2 Verwijderen oude communicatie ESH check H8.6 Organisatie van de communicatie Beheer H8.7