Project Communications Management - Information TechnologyIshan Parekh
This document discusses project communication management processes. It covers communication planning, which determines stakeholder information needs and suitable means of meeting those needs. The communication plan documents the efficient and effective approach. Information distribution is about implementing the communication plan by making relevant information available to stakeholders as planned. This involves using technology like project management systems and selecting appropriate communication mediums. Performance reporting involves collecting and distributing performance information.
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.
Communications management involves four key processes: 1) communications planning which identifies information needs and delivery methods, 2) information distribution which disseminates information according to the plan, 3) performance reporting which provides updates on project progress and changes, and 4) managing stakeholders which resolves issues through meetings, emails and other engagement. The overall goal is to ensure timely and appropriate sharing of project information with all relevant parties.
Project communications management involves determining communication needs, developing a communication plan, distributing project information, and monitoring communications. An effective project manager spends about 90% of their time communicating, with 50% of that spent communicating with the project team. The communication plan identifies what information will be shared, who it will be shared with, how often, and the communication methods. Monitoring communications ensures the right information is reaching stakeholders as defined in the plan.
The document discusses the importance of project communications management. It emphasizes planning, managing, and controlling communications through various formal and informal methods. This includes understanding individual and group communication needs, distributing important information in an effective and timely manner, and using technology to enhance information creation and distribution. The key is having the right communication skills and running effective meetings to optimize the flow of information throughout the project life cycle.
This document discusses project communication management. It describes planning communication by identifying stakeholder information needs, defining the communication approach, and creating a communication management plan. It discusses managing communication through creating, distributing, and storing project information using various communication methods and technology. It also discusses controlling communication to ensure information needs are met and optimal information flow through monitoring work performance data and using meetings and expert judgement.
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.
The document discusses the key aspects of project communications management based on the Project Management Body of Knowledge (PMBOK). It covers the three main processes: (1) plan communications management which involves developing an appropriate communications plan based on stakeholder needs, (2) manage communications which is creating, distributing and storing project information per the plan, and (3) control communications which monitors communications to ensure stakeholder needs are met. It provides details on various communication types, barriers, and tools used in project communications management.
Project Communications Management - Information TechnologyIshan Parekh
This document discusses project communication management processes. It covers communication planning, which determines stakeholder information needs and suitable means of meeting those needs. The communication plan documents the efficient and effective approach. Information distribution is about implementing the communication plan by making relevant information available to stakeholders as planned. This involves using technology like project management systems and selecting appropriate communication mediums. Performance reporting involves collecting and distributing performance information.
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.
Communications management involves four key processes: 1) communications planning which identifies information needs and delivery methods, 2) information distribution which disseminates information according to the plan, 3) performance reporting which provides updates on project progress and changes, and 4) managing stakeholders which resolves issues through meetings, emails and other engagement. The overall goal is to ensure timely and appropriate sharing of project information with all relevant parties.
Project communications management involves determining communication needs, developing a communication plan, distributing project information, and monitoring communications. An effective project manager spends about 90% of their time communicating, with 50% of that spent communicating with the project team. The communication plan identifies what information will be shared, who it will be shared with, how often, and the communication methods. Monitoring communications ensures the right information is reaching stakeholders as defined in the plan.
The document discusses the importance of project communications management. It emphasizes planning, managing, and controlling communications through various formal and informal methods. This includes understanding individual and group communication needs, distributing important information in an effective and timely manner, and using technology to enhance information creation and distribution. The key is having the right communication skills and running effective meetings to optimize the flow of information throughout the project life cycle.
This document discusses project communication management. It describes planning communication by identifying stakeholder information needs, defining the communication approach, and creating a communication management plan. It discusses managing communication through creating, distributing, and storing project information using various communication methods and technology. It also discusses controlling communication to ensure information needs are met and optimal information flow through monitoring work performance data and using meetings and expert judgement.
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.
The document discusses the key aspects of project communications management based on the Project Management Body of Knowledge (PMBOK). It covers the three main processes: (1) plan communications management which involves developing an appropriate communications plan based on stakeholder needs, (2) manage communications which is creating, distributing and storing project information per the plan, and (3) control communications which monitors communications to ensure stakeholder needs are met. It provides details on various communication types, barriers, and tools used in project communications management.
Communication is a two-way process of mutual understanding where participants exchange information, ideas, and feelings to share meaning. For projects, communication is key as it is how management functions and organizations operate. The larger the project, barriers like differing perceptions can challenge communication. Project managers spend 90% of their time communicating to overcome such barriers and ensure understanding across all levels from top-down and horizontally. Effective communication considers mediums like written, verbal, and non-verbal forms to build understanding for project success.
Communication skills for project managerengrawais14
This document discusses communication skills and their importance for project managers. It defines communication as a two-way process of sending and receiving verbal and nonverbal messages to generate shared meaning. The document outlines seven key ingredients of effective communication, or the "7Cs": completeness, conciseness, consideration, concreteness, clarity, courtesy, and correctness. It explains why strong communication skills are essential for project managers to discuss tasks, make decisions, and work with team members. The document notes that 90% of a project manager's time is spent communicating and that poor communication will likely cause project failure.
Importance of Communication in Project Managmentlisamdrake
This document discusses the importance of communication in project management. It provides background on the author and her experience as a project manager at IGT. Effective communication is critical to a project's success and involves generating, collecting, disseminating, storing, and disposing of timely and appropriate information to the right people. Challenges include unclear expectations, different communication methods, listening skills, surprises, and specialized jargon. The document recommends developing a communication plan that identifies stakeholders, expectations, frequency, storage methods, and distribution. It also discusses status reports, progress reports, and common communication forms like blogs, websites, and meetings.
This document discusses managing communication in projects. It emphasizes that effective communication is important for project success and avoiding conflicts. It recommends creating a formal communication plan that identifies stakeholders' needs, distribution methods, schedules, and responsible parties. It also suggests designating communication periods and limiting excessive communication to allow focused work. The document advises tailoring messages for different audiences and choosing appropriate channels based on the message, receivers, and timeliness needed. Project managers should identify proper communication channels to ensure the right information reaches stakeholders while reducing noise. They should also monitor communication flows and address any issues to keep project teams well-informed and aligned.
This document provides information on communication planning for projects. It discusses the importance of communication planning, the objectives and structure of planning communications. It outlines the inputs needed for communication planning such as the project management plan, stakeholder register and environmental factors. Tools and techniques covered include communication requirements analysis, models, methods and meetings. The key outputs are the communications management plan and updates to the project management plan. Effective communication planning is emphasized as important for project success.
This document outlines the key steps in project communication management:
1. Identify stakeholders through interviews and develop a stakeholder registry. Assess how each stakeholder is likely to react in different situations.
2. Plan communications by determining the format, content, timing, recipients, and distribution method for sharing updates and information. Both interactive and push communication methods should be considered.
3. Manage stakeholder expectations by regularly distributing project performance information using time series, causal/econometric, or judgmental reporting methods.
The document outlines a presentation on project communication management. It discusses the importance of communication management, defining it as ensuring timely and appropriate planning, collection, creation, distribution, storage, retrieval, management, control, monitoring, and disposition of project information. It also covers communicating with stakeholders, various communication forms and tools, developing a communication plan, addressing requirements problems, and controlling communications.
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.
How can team members improve overall project communicationadamstepinski
Team members can improve project communication by ensuring communication is shared in a timely manner based on student and teacher needs and feedback. They should advocate for open two-way communication and create an environment where ideas can be constructively challenged. Additionally, communication must be coordinated with project milestones and involve all stakeholders, including parents and administrators when appropriate, and regularly assess the effectiveness of the communication plan and process.
Communication management involves identifying stakeholders, planning communication, and distributing information. It also includes managing stakeholder expectations and reporting performance. The key aspects are:
1) Identifying project stakeholders and their communication needs.
2) Planning communication by determining information to share, format, frequency, and roles for distribution.
3) Distributing clear and concise information to stakeholders using various media and addressing their goals.
All about project communications management.
project communication management process
communication planning
information distribution
performance reporting
administrative closure
improving project communication
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.
لمشاهدة ملفات الفيديو
https://www.youtube.com/watch?v=Yq3nz9YaaUU&index=23&list=PL0CTRdzzWSMuvJ9nKHzyxGAYCapJMQ8_Y
للمتابعة في جروب المذاكرة
https://www.facebook.com/groups/PMP.SG
The document outlines Leamington District Memorial Hospital's (LDMH) communication plan for 2012-2013. The plan aims to:
1) Improve internal and external communication through developing a framework that uses various platforms to communicate with staff and stakeholders.
2) Build awareness of LDMH's role, services, values and strategic goals with both internal audiences like staff and external groups in the community.
3) Manage LDMH's reputation by communicating its current situation, desired future state, and values to key stakeholders to build trust.
The plan details LDMH's communication goals, target audiences, tactics, and frameworks to guide its activities over the fiscal year. Research was conducted with staff and
This document provides an overview of project communications management. It discusses developing a communications strategy and implementation plan, carrying out communication activities, and monitoring communications. Key aspects covered include communication mechanisms, dimensions, skills, emerging practices, considerations for agile projects, and the processes of plan communications management, manage communications, and monitor communications. The inputs, tools and techniques, and outputs of each process are also outlined.
Advanced program management constituency managementMarcus Vannini
The document discusses constituency management for program management. It identifies key constituency groups, developing communication plans and templates, and best practices for communication. The recommendations are to develop a comprehensive communication process including status reports and meetings to inform stakeholders and minimize confusion. It provides templates and examples for a communication matrix, meetings, status reports, and feedback mechanisms.
Project communications management involves planning communication needs, distributing information to stakeholders, reporting on project performance, and closing out the project administratively. Effective communication is critical for project success. Key aspects of project communications include developing communication plans, status reports, distribution methods, and lessons learned documentation. Managing communications requires identifying stakeholder information needs, generating and disseminating timely reports, and resolving conflicts that may arise during the project.
The document discusses Project Communications Management as defined in PMBOK 10.0. It includes three key processes: Plan Communications Management, Manage Communications, and Monitor Communications. These processes fall within the Planning, Executing, and Monitoring & Controlling process groups. The document also covers concepts, trends, tailoring considerations, and considerations for agile environments.
Processes that organize, manage and lead the project team. Project team is comprised of the people with assigned roles and responsibilities for completing the project.
The document discusses communications management for projects. It covers key concepts of communication including mechanisms for information exchange, dimensions of communication activities, and factors that affect communication approaches. It also outlines the processes of planning communications management, managing communications, and monitoring communications. The key outputs are a communications management plan that defines the communication needs for the project and updates to project documents to reflect communication activities.
This document provides an overview of Communications Management from Chapter 10. Communications Management ensures optimal information flow among all communication participants throughout the project life cycle. It has three key processes: 1) Plan Communication Management to determine communication needs and develop a communications plan, 2) Manage Communications to implement the plan and ensure information is distributed as planned, and 3) Control Communications to monitor communications and make adjustments if stakeholders' needs are not being met. Effective communication is critical, as communication issues are a frequent problem, and poor communication can cause major problems and rework on projects.
Communication is a two-way process of mutual understanding where participants exchange information, ideas, and feelings to share meaning. For projects, communication is key as it is how management functions and organizations operate. The larger the project, barriers like differing perceptions can challenge communication. Project managers spend 90% of their time communicating to overcome such barriers and ensure understanding across all levels from top-down and horizontally. Effective communication considers mediums like written, verbal, and non-verbal forms to build understanding for project success.
Communication skills for project managerengrawais14
This document discusses communication skills and their importance for project managers. It defines communication as a two-way process of sending and receiving verbal and nonverbal messages to generate shared meaning. The document outlines seven key ingredients of effective communication, or the "7Cs": completeness, conciseness, consideration, concreteness, clarity, courtesy, and correctness. It explains why strong communication skills are essential for project managers to discuss tasks, make decisions, and work with team members. The document notes that 90% of a project manager's time is spent communicating and that poor communication will likely cause project failure.
Importance of Communication in Project Managmentlisamdrake
This document discusses the importance of communication in project management. It provides background on the author and her experience as a project manager at IGT. Effective communication is critical to a project's success and involves generating, collecting, disseminating, storing, and disposing of timely and appropriate information to the right people. Challenges include unclear expectations, different communication methods, listening skills, surprises, and specialized jargon. The document recommends developing a communication plan that identifies stakeholders, expectations, frequency, storage methods, and distribution. It also discusses status reports, progress reports, and common communication forms like blogs, websites, and meetings.
This document discusses managing communication in projects. It emphasizes that effective communication is important for project success and avoiding conflicts. It recommends creating a formal communication plan that identifies stakeholders' needs, distribution methods, schedules, and responsible parties. It also suggests designating communication periods and limiting excessive communication to allow focused work. The document advises tailoring messages for different audiences and choosing appropriate channels based on the message, receivers, and timeliness needed. Project managers should identify proper communication channels to ensure the right information reaches stakeholders while reducing noise. They should also monitor communication flows and address any issues to keep project teams well-informed and aligned.
This document provides information on communication planning for projects. It discusses the importance of communication planning, the objectives and structure of planning communications. It outlines the inputs needed for communication planning such as the project management plan, stakeholder register and environmental factors. Tools and techniques covered include communication requirements analysis, models, methods and meetings. The key outputs are the communications management plan and updates to the project management plan. Effective communication planning is emphasized as important for project success.
This document outlines the key steps in project communication management:
1. Identify stakeholders through interviews and develop a stakeholder registry. Assess how each stakeholder is likely to react in different situations.
2. Plan communications by determining the format, content, timing, recipients, and distribution method for sharing updates and information. Both interactive and push communication methods should be considered.
3. Manage stakeholder expectations by regularly distributing project performance information using time series, causal/econometric, or judgmental reporting methods.
The document outlines a presentation on project communication management. It discusses the importance of communication management, defining it as ensuring timely and appropriate planning, collection, creation, distribution, storage, retrieval, management, control, monitoring, and disposition of project information. It also covers communicating with stakeholders, various communication forms and tools, developing a communication plan, addressing requirements problems, and controlling communications.
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.
How can team members improve overall project communicationadamstepinski
Team members can improve project communication by ensuring communication is shared in a timely manner based on student and teacher needs and feedback. They should advocate for open two-way communication and create an environment where ideas can be constructively challenged. Additionally, communication must be coordinated with project milestones and involve all stakeholders, including parents and administrators when appropriate, and regularly assess the effectiveness of the communication plan and process.
Communication management involves identifying stakeholders, planning communication, and distributing information. It also includes managing stakeholder expectations and reporting performance. The key aspects are:
1) Identifying project stakeholders and their communication needs.
2) Planning communication by determining information to share, format, frequency, and roles for distribution.
3) Distributing clear and concise information to stakeholders using various media and addressing their goals.
All about project communications management.
project communication management process
communication planning
information distribution
performance reporting
administrative closure
improving project communication
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.
لمشاهدة ملفات الفيديو
https://www.youtube.com/watch?v=Yq3nz9YaaUU&index=23&list=PL0CTRdzzWSMuvJ9nKHzyxGAYCapJMQ8_Y
للمتابعة في جروب المذاكرة
https://www.facebook.com/groups/PMP.SG
The document outlines Leamington District Memorial Hospital's (LDMH) communication plan for 2012-2013. The plan aims to:
1) Improve internal and external communication through developing a framework that uses various platforms to communicate with staff and stakeholders.
2) Build awareness of LDMH's role, services, values and strategic goals with both internal audiences like staff and external groups in the community.
3) Manage LDMH's reputation by communicating its current situation, desired future state, and values to key stakeholders to build trust.
The plan details LDMH's communication goals, target audiences, tactics, and frameworks to guide its activities over the fiscal year. Research was conducted with staff and
This document provides an overview of project communications management. It discusses developing a communications strategy and implementation plan, carrying out communication activities, and monitoring communications. Key aspects covered include communication mechanisms, dimensions, skills, emerging practices, considerations for agile projects, and the processes of plan communications management, manage communications, and monitor communications. The inputs, tools and techniques, and outputs of each process are also outlined.
Advanced program management constituency managementMarcus Vannini
The document discusses constituency management for program management. It identifies key constituency groups, developing communication plans and templates, and best practices for communication. The recommendations are to develop a comprehensive communication process including status reports and meetings to inform stakeholders and minimize confusion. It provides templates and examples for a communication matrix, meetings, status reports, and feedback mechanisms.
Project communications management involves planning communication needs, distributing information to stakeholders, reporting on project performance, and closing out the project administratively. Effective communication is critical for project success. Key aspects of project communications include developing communication plans, status reports, distribution methods, and lessons learned documentation. Managing communications requires identifying stakeholder information needs, generating and disseminating timely reports, and resolving conflicts that may arise during the project.
The document discusses Project Communications Management as defined in PMBOK 10.0. It includes three key processes: Plan Communications Management, Manage Communications, and Monitor Communications. These processes fall within the Planning, Executing, and Monitoring & Controlling process groups. The document also covers concepts, trends, tailoring considerations, and considerations for agile environments.
Processes that organize, manage and lead the project team. Project team is comprised of the people with assigned roles and responsibilities for completing the project.
The document discusses communications management for projects. It covers key concepts of communication including mechanisms for information exchange, dimensions of communication activities, and factors that affect communication approaches. It also outlines the processes of planning communications management, managing communications, and monitoring communications. The key outputs are a communications management plan that defines the communication needs for the project and updates to project documents to reflect communication activities.
This document provides an overview of Communications Management from Chapter 10. Communications Management ensures optimal information flow among all communication participants throughout the project life cycle. It has three key processes: 1) Plan Communication Management to determine communication needs and develop a communications plan, 2) Manage Communications to implement the plan and ensure information is distributed as planned, and 3) Control Communications to monitor communications and make adjustments if stakeholders' needs are not being met. Effective communication is critical, as communication issues are a frequent problem, and poor communication can cause major problems and rework on projects.
Online PMP Training Material for PMP Exam - Communications Management Knowled...GlobalSkillup
Communications Management Knowledge Area in Project management defined by PMBOK 5th Edition by Project Management Institute (PMI). Provided by GlobalSkillup.com towards PMP Certification Exam.
The document discusses project communications management. It covers identifying stakeholders through tools like stakeholder analysis grids. It also discusses planning communications through requirements analysis and choosing communication methods and technology. Finally, it discusses developing a communications management plan to coordinate distributing information to stakeholders.
The document discusses project communication management which includes planning communications, managing communications, and monitoring communications. It aims to ensure information needs are met, deliver the right message to stakeholders, and develop a consistent communications approach. Key aspects include developing a communications plan, following the plan, monitoring if requirements are being met, and updating plans and documents as needed.
Effective communication is essential for project success. Project communication management involves planning communication needs, distributing timely and appropriate information to stakeholders, reporting on project performance, and managing stakeholder expectations. It is important to identify stakeholders, understand their communication requirements, and develop communication channels and methods. Face-to-face communication helps convey information more effectively compared to electronic communication alone. Developing good communication skills, running effective meetings, and using templates can improve a project's communication.
03.stakeholders and communication PMI-RMP Risk Management Professionalnanacyrah
PMI- RMP Risk Management Professional. Self-paced Learning with more than 500 Exam questions. For more details and sample questions, visit http://www.pmvision.ca/shop/pmi-rmp-certification-course/
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Communication is an essential skill for project managers, as they spend 80% of their time communicating. Effective communication requires considering factors like urgency, technology availability, ease of use, and the project environment. Communication techniques may include emails, presentations, meetings, and social media depending on the sensitivity of information and project needs. Developing strong communication competence through clarity, relationships, and leadership is important. Feedback and nonverbal communication such as body language and eye contact also support effective project communication.
The document discusses key aspects of communication including the communication process, perception, communication networks, and skills for effective communication. It covers the encoding and decoding of messages, factors that can interfere with communication like biases and stereotypes, and the importance of selecting the right communication medium based on its information richness. Managers need strong communication skills as both senders and receivers of messages to ensure clear understanding. Technological advances have provided new options but also risks of information overload.
The document discusses the importance of communication for engineers. It provides three key points about communication: 1) Communication is essential for personal and career success, 2) Effective communication does not require perfect sentences but simple clarity, 3) Communication provides information for decision-making, motivation, control, and managing emotions in an organization. The document then outlines the communication process and forms of communication including nonverbal cues, barriers to communication, and techniques for different types of communication within an organization.
The document discusses project communication management. It describes the key processes which include identifying stakeholders, planning communication, distributing information, managing stakeholder expectations, and reporting performance. Effective communication is important as project managers spend 90% of their time communicating. The processes ensure timely generation and distribution of project information to stakeholders.
This document discusses the key aspects of communication including:
1) It defines communication as the exchange of information between two or more people and outlines the basic communication process model.
2) It describes the main characteristics of communication as a two-way process, continuous process, and one that needs proper understanding.
3) The main purposes of communication are conveying the right message, coordinating efforts, developing good relations, and making policies effective.
4) Principles for effective communication include clarity, consistency, attention, timeliness, and obtaining feedback.
The document discusses communication in organizations. It defines communication, identifies its key features and importance, and describes the communication process and principles. It also discusses types of communication, e-communication, barriers to effective communication, and ways to improve communication effectiveness. The objectives are to understand communication, recognize how it works, discuss its role and elements, and identify how to enhance communication.
This unit discusses the forms, types, barriers, and technology used in communication. The main forms of communication are intrapersonal, dyadic, small group, public, and mass. Types include downward, upward, horizontal, oral, written, nonverbal, formal, informal, and grapevine. Barriers can be sender-oriented like poorly expressed messages or receiver-oriented like inattentive listening. Communication technology includes audio, video, and online platforms, with the appropriate platform chosen based on requirements.
The document provides an overview of project communication management. It discusses identifying stakeholders, planning communication, distributing information, managing stakeholder expectations, and reporting performance. Some key points:
- Project managers spend most of their time communicating to identify stakeholders, plan how and what to communicate, distribute information, manage expectations, and report on project performance.
- Identifying stakeholders involves analyzing their interests, impacts, and developing a management strategy. The output is a stakeholder register and management plan.
- Planning communication analyzes requirements and defines an approach. The output is a communication management plan.
- Distributing information shares relevant details as planned. Managing expectations addresses concerns and resolves issues.
- Reporting performance provides
Project communication management includes planning, monitoring, and controlling communications throughout the project life cycle to ensure timely and appropriate information flow between the project team and stakeholders. Key inputs include the communication management plan, work performance reports, and issue log. Meetings and information management systems are used to distribute project documents, performance reports, and make updates or change requests as needed. The goal is optimal information flow and meeting stakeholders' communication needs.
Communications planning is important for determining stakeholder information needs. It is linked to environmental and organizational factors. Project communications management ensures proper information collection and dissemination. The communications management plan outlines information sharing requirements. Performance reports generally cover scope, quality, schedule and cost. Team meetings are an effective way to accelerate project integration. Conflicts can arise from barriers like distance, technical language or attitudes. Effective communications are important for project success.
This document discusses communication, including its definition, process model, characteristics, purposes, principles, scope, limitations, effectiveness evaluation, and barriers. Communication is defined as the exchange of information between two or more people to achieve understanding. The communication process involves a sender encoding a message, transmitting it through a channel, the receiver decoding and understanding the message, and providing feedback. Principles for effective communication include clarity, integrity, consistency, and providing feedback. Barriers can be external, organizational, or personal factors that introduce noise and hinder the communication process.
AssignmentCourse TitleHND in Business Management Studen.docxedmondpburgess27164
Assignment
Course Title:
HND in Business Management
Student Name:
Unit No. &Title:
16–ManagingCommunications, Knowledge & Information
Edexcel No.:
Batch No.
Centre Ref. No.:
Learning Outcomes:
LO1,LO2,LO3 & LO4
E-mail:
Issued Date:
17th August 2017
Learner Declaration
I confirm that the work submitted for this assignment is my own.
Submission:
17th September 2017
Signature:
Assessor:
Ms. Komal Beg
Received by & Date:
Assessment Feedback
Grade
Comments*
Criteria
Achieved
P
M
D
* The assessor has made sufficient comments within the work and brief is mentioned here.
Final Grade Awarded :
Assessor Signature:
Date:
IV Signature:
Date:
Student Agreement:I understand the feedback given to me and agree to carry out the actions in future works as required and indicated.
Student Signature:Date:
Grading Matrix – M & D Criteria (Unit -16 – Managing Communications, Knowledge & Information)
Learning Outcome
Assessment Criteria / Possible Evidence
M1.1 Answers reflect that effective judgements have been made.
1.1Use of specific content and the level of informationshows that an effective approach has been applied and demonstrated. All the steps taken for research are well justified.
2.1 Analyzethe benefits of personal networking to your career.
M2.3 Use multiple sources of information to find different facts and techniques.
All Tasks:
· Any assessment activities you complete should be properly referenced for evidence of competence.
· Sources are summarized & justified.
M3.3Arrange of methods of presentation has been usedand technical language has been accurately used.
3.1Explore and brief the ways World Wide Web can help organization improve better and effective communications. Well-structured and presented using the appropriate methods.
4.1How to increase the productivity of the company via expert systems and artificial intelligence that can help.
D1.1 Conclusions have been arrived at through synthesis of ideas and have been justified.
2.1analyse the modern world opportunities and challenges faced by a new student in business career. Explain how internet has made a your personal network more efficient, effective and successful.
1.1Produce a proper evaluation report for the effectiveness of the given solution and justification shown for solving specific organization problems. Present the relevant information in a clear & easily assimilated manner in writing.
3.2Self explanation of your own learning and improvement in knowledge and skill base.
D2.1 Autonomy / independence has been demonstrated.
All Tasks:
· Clarification in understanding assessment instructions is sought, when required.
· Assessment reviews are completed within agreed time frames.
D3.4 Problems have been solved
4.1Produce a report containing the role of IT for managing this type of organization.Discuss the measure to be taken to provide security and accuracy of data.
3.1List the drawback of the proposed solution and suggestion for improvement.Explain the challe.
Communications Management in Scrum Projects Vered Holzmann.docxclarebernice
Communications Management in Scrum Projects
Vered Holzmann and Ilanit Panizel
Faculty of Management of Technology, Holon institute of Technology ‐ HIT, Holon, Israel
[email protected][email protected]
Abstract: The last decade is characterized, in many IT companies, by changing the system development life cycle
methodology from the classical waterfall or prototype methods to the agile methodology of development. The agile
methodology, developed in the beginning of 2000's, encourages the development of working software within a defined
framework, while accepting changes and keeping the customer involved during the whole project. The present paper
examines the relationship between the project management‐customer's communication and the project success. The agile
software development methodology was introduced in February 2001, when the Agile Manifesto was conceived, based on
four values: (1) Individuals and interactions over processes and tools; (2) Working software over comprehensive
documentation; (3) Customer collaboration over contract negotiation; and (4) Responding to change over following a plan.
The scrum model for developing software applies the agile values and methodology while presenting a framework,
terminology, roles and ceremonies to perform successful projects. The core roles include the development team, the
scrum master, and the product owner who represents the customer and the users. Effective communication with the
various stakeholders in a scrum project, aimed to develop a new product or software, is essential. The scrum method
defines a series of sprints, of two to four weeks, in which the team performs the tasks to be completed. The current paper
presents a quantitative research, where 61 managers and customers of IT scrum projects, answered a reliable
questionnaire. The study investigated the perceived success of agile projects as measured by meeting schedule, budget
and performance requirements, as well as customer satisfaction and long term achievements such as business objectives
and development of core competencies. Findings reveal that effective communication is a dominant factor in a success
scrum project. Furthermore, the communications with the customer was characterized by the following items: face‐to‐face
conversations, telephone and email correspondences, and accepting changes following conversations with the customer.
Analysis of the virtual communication tools effectiveness shows that although the project team members are satisfied with
the use of these communication media tools, the tools are usually not evaluated on an economical basis but rather based
on a convenience of use. The study highlights the importance of communications management in IT project management
as applied these days. Professionals and project managers should be aware to the impact of ...
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2. COMMUNICATIONS
MANAGEMENT
The PMBOK defines Project Communication
Management as…
“The Knowledge Area that employs the processes
required to ensure timely and appropriate
generation, collection, distribution, storage,
retrieval, and ultimate disposition of project
information.”
3. COMMUNICATIONS
MANAGEMENT
SCARY FACT!!!
70% of all failed projects are due to ineffective
communication!!!
4. COMMUNICATIONS
MANAGEMENT
10.1 – Communications Planning
10.2 – Information Distribution
10.3 – Performance Reporting
10.4 – Manage Stakeholders
5. COMMUNICATIONS
MANAGEMENT
10.1 Communication
Planning
Project
10.4 Manage 10.2 Information
Communication
Stakeholders Distribution
Management
10.3 Performance
Reporting
6. COMMUNICATIONS
MANAGEMENT
The art of communications is a broad subject and
involves a substantial body of knowledge
including:
1. Sender-Receiver Models: Feedback Loops and Barriers to
Communication.
2. Choice of Media: Written vs. Oral, Informal vs. Formal, Face-
to-face vs. E-mail/Voicemail.
3. Writing Style: Active vs. Passive, Sentence Structure, and
Choice of Words
4. Presentation Techniques: Body language and Visual aids.
5. Meeting Management Techniques: Preparing an agenda and
dealing with conflict.
8. COMMUNICATIONS
MANAGEMENT
Model Definitions
Encode: To translate thoughts or ideas into a language
that is understood by others.
Message: The output of encoding.
Medium: The method used to convey the message.
Noise: Anything that interferes with the transmission
and understanding of the message.
Decode: To translate the message back into
meaningful thoughts or ideas.
9. COMMUNICATIONS
MANAGEMENT
10.1 Communication Planning
This process determines the information and
communications needs of the stakeholders.
Who needs what information?
When will they need it?
By whom?
11. COMMUNICATIONS
MANAGEMENT
Tools and Techniques
Communications Requirements Analysis
The analysis of the communications requirements in the
sums of the information needs of the stakeholders.
Requirements are defined by combining the type and
format of information needed with analysis of the value
of the information.
Project resources are expended only on communicating
information that contributes to success, or where a lack
of communication can lead to failure.
12. COMMUNICATIONS
MANAGEMENT
Tools and Techniques
Communications Requirements Analysis
This does not mean that “bad news” should not be
shared…
The intent is prevent overwhelming stakeholders with
minutiae.
13. COMMUNICATIONS
MANAGEMENT
Tools and Techniques
Communications Requirements Analysis
The project manager should consider the number
of potential communication channels or paths as
an indicator of the complexity of a project’s
communications.
n(n-1)/2
14. COMMUNICATIONS
MANAGEMENT
Tools and Techniques
Communications Requirements Analysis
“You have a team of four people, how many
communication channels are there?”
15. COMMUNICATIONS
MANAGEMENT
Tools and Techniques
Communications Requirements Analysis
“You have a team of four people, how many
communication channels are there?”
The answer is six
Or…
4(4-1)/2 = 6
16. COMMUNICATIONS
MANAGEMENT
Tools and Techniques
Communications Requirements Analysis
“What if you add one more? How many more
channels would you have?
The answer is 10, right?
WRONG!!!!
17. COMMUNICATIONS
MANAGEMENT
Tools and Techniques
Communications Requirements Analysis
“What if you add one more? How many more
channels would you have?
18. COMMUNICATIONS
MANAGEMENT
Tools and Techniques
Communications Requirements Analysis
“What if you add one more? How many more
channels would you have?
The answer would be four.
Remember to read the exams questions carefully!
19. COMMUNICATIONS
MANAGEMENT
Tools and Techniques
Communications Requirements Analysis
A key component of planning the projects communications
is to determine and limit who will communicate with
whom and who will receive what information.
20. COMMUNICATIONS
MANAGEMENT
Tools and Techniques
Information typically required to determine project
communication requirements are:
1. Organization charts
2. Project organization and stakeholder responsibility relationships
3. Disciplines, departments, and specialties involved in the project
4. Logistics of how many persons will be involved with the project
and at which locations
5. Internal information needs (within an organization)
6. External information needs (with contractors, media, etc.)
7. Stakeholder information
21. COMMUNICATIONS
MANAGEMENT
Effective Communication
Messages should be encoded carefully, determine
what the best communication method is to send,
and to confirm that the message is understood.
22. COMMUNICATIONS
MANAGEMENT
Effective Communication
1. Nonverbal: About 55% of all communications are
nonverbal (based on physical mannerisms)
2. Paralingual: Pitch and tone of voice also helps (and
hinders) the conveyance of a message
3. Feedback: “Do you understand what I’ve
explained?”
23. COMMUNICATIONS
MANAGEMENT
Effective Listening
The receiver should decode the message carefully
and confirm that the message is understood.
24. COMMUNICATIONS
MANAGEMENT
Effective Listening
1. Feedback: “I understand.” or “I’m sure I
understand, can you repeat what you just said?”
2. Active Listening: The receiver confirms that
he/she is listening, confirms agreement, or asks for
clarification.
3. Paralingual
25. COMMUNICATIONS
MANAGEMENT
Communications Technology
The methodologies used to transfer information
among project stakeholders can vary
significantly.
26. COMMUNICATIONS
MANAGEMENT
Communications Technology
Technological factors that can affect a project include:
1. The urgency of the need for information (immediate or in intervals?)
2. The availability of technology (systems in place or is a change needed?)
3. The expected project staffing (system compatible with participants or is
training required?)
4. The length of the project (will the current technology change before the
project closes?)
5. The project environment (is the team co-located or virtual?)
27. COMMUNICATIONS
MANAGEMENT
Communication Technology
Methods
1. Formal Written: Used for complex problems, PM
plans, project charter, long distance communications
2. Formal Verbal: Presentations, speeches
3. Informal Written: Memos, e-mail, notes
4. Informal Verbal: Meetings, conversations
28. COMMUNICATIONS
MANAGEMENT
Communications Technology
Can a project manager control all communications?
No.
Should the project manager try to control all
communications?
Yes.
How much of a PM’s time is spent communicating?
90%
29. COMMUNICATIONS
MANAGEMENT
Communications Management Plan
The inputs and tools and techniques in this process will
yield the
Communications Management Plan
30. COMMUNICATIONS
MANAGEMENT
Communications Management Plan
The communications management plan is contained, or is a subsidiary plan of, the
project management plan.
The communications management plan provides:
1. Stakeholder communication requirements
2. Information to be communicated, including format, content, and level of detail
3. Person responsible for communicating all information
4. Person/groups who will receive the information
5. Methods/technologies used to convey the information (memos, email, etc.)
6. Frequency of communication
7. Escalation process-identifying time frames and the management chain (names) for
escalation of issues that can’t be resolved at a lower staff level.
8. Method for updating and refining the communications management plan as the
project develops.
9. Glossary of common terminology
31. COMMUNICATIONS
MANAGEMENT
10. 2 Information Distribution
This process involves making information available
to project stakeholders in a timely manner.
Distribution of the communications management plan.
Responding to unexpected requests for information
32. COMMUNICATIONS
MANAGEMENT
Information Distribution
Inputs Tools & Techniques Outputs
1. Communication 1. Communications 1. Organizational
Management Plan Skills Process Assets
(Updates)
2. Information
Gathering and 2. Requested Changes
Retrieval Systems
3. Information
Distribution
Methods
4. Lessons Learned
Process
33. COMMUNICATIONS
MANAGEMENT
Tools and Techniques
Communication Skills
Communication skills are part of general management skills
and are used to exchange information.
34. COMMUNICATIONS
MANAGEMENT
Tools and Techniques
Communication Skills
Communicating has many dimensions:
1. Written and oral, listening, and speaking
2. Internal (within the project) and external (customer, media,
public)
3. Formal (reports, briefings) and informal (memos, ad hoc
conversations)
4. Vertical (up and down the organization) and horizontal (peer)
35. COMMUNICATIONS
MANAGEMENT
Tools and Techniques
Information Gathering and Retrieval Systems
Information can gathered and retrieved through a variety
of media including:
1. Manual filing systems
2. Electronic databases
3. PM software
4. Systems that allow access to technical documentation
(blueprints, design specs, etc.)
36. COMMUNICATIONS
MANAGEMENT
Tools and Techniques
Information Distribution Methods
These methods involve information collection, sharing, and
distribution to project stakeholders in a timely manner across the
project life cycle.
1. Project meetings, hard-copy document distribution, manual filing systems,
and shared-access electronic databases.
2. Electronic communication and conferencing tools, such as e-mail, fax,
voicemail, telephone, video and Web conferencing, and Web publishing.
3. Electronic tools for PM, such as Web interfaces to scheduling and PM
software, meeting and virtual office support software, portals, and
collaborative work management tools.
37. COMMUNICATIONS
MANAGEMENT
Lessons Learned
A lessons learned session focuses on identifying project successes and project failures,
and includes recommendations to improve future performance on projects.
Lessons learned provide future project teams with the information that can increase
effectiveness and efficiency of project management.
Lessons learned are so valuable that a project cannot be considered complete unless
the lessons learned are completed.
Continuous Improvement cannot exist without lessons learned
38. COMMUNICATIONS
MANAGEMENT
Tools and Techniques
Lessons Learned
Don’t wait until the project is over to share lessons learned with other
projects!
39. COMMUNICATIONS
MANAGEMENT
Tools and Techniques
Lessons Learned
Specific results from lessons learned include:
Update of the lessons learned knowledge base
Input to knowledge management system
Updated corporate policies, procedures, and processes
Improved business skills
Overall product and service improvements
Updates to the risk management plan
40. COMMUNICATIONS
MANAGEMENT
Lessons Learned
Question…
Lessons learned are BEST completed by:
a. Project manager
b. Team
c. Sponsor
d. Stakeholders
41. COMMUNICATIONS
MANAGEMENT
Lessons Learned
The best answer is STAKEHOLDERS as their
input is critical for collecting all the lessons
learned on each project.
42. COMMUNICATIONS
MANAGEMENT
Information Distribution Outputs
Organizational Process Assets (updates)
Project records
Project reports
Lessons learned documentation
Project presentations
Feedback from stakeholders
Stakeholder notifications
43. COMMUNICATIONS
MANAGEMENT
Information Distribution Outputs
Requested Changes: Changes to the Information
Distribution process should trigger changes to the PM
plan and thecommunications management plan.
44. COMMUNICATIONS
MANAGEMENT
10.3 Performance Reporting
The performance reporting process involves the collection of all
baseline data, and distribution of performance information to
stakeholders.
Generally, this performance information includes how resources are
being used to achieve project objectives and should include
information on scope, schedule, cost, and quality.
45. COMMUNICATIONS
MANAGEMENT
10.3 Performance Reporting
Inputs Tools & Techniques Outputs
1. Work performance 1. Information presentation 1. Performance reports
information tools
2. Forecasts
2. Performance measurements 2. Performance information
3. Requested changes
gathering and compilation
3. Forecasted completion
4. Recommended corrective
3. Status review meetings
4. Quality control measurements actions
4. Time reporting systems
5. PM plan 5. Organizational process
5. Cost reporting systems assets
• Performance
measurement baseline.
6. Approved change requests.
7. Deliverables
46. COMMUNICATIONS
MANAGEMENT
10.3 Performance Reporting
Status reports: Describe where project now stands in terms of cost,
time, and scope, and quality.
Progress reports: Describe what has been accomplished.
Gantt Charts in MS Project
Trend reports: Examine project results over time to see if performance
is improving or deteriorating.
Forecasting reports: Predict future project status and performance
Variance reports: Compare actual results to baselines
Earned value: Integrates scope, cost and schedule measures to assess
project performance (see the Cost Management process in the PMBOK)
Lessons learned
47. COMMUNICATIONS
MANAGEMENT
Inputs
Work Performance Information
Work performance information on the completion status of
the deliverables and what has been accomplished is
collected as part of project execution, and is fed into
the Performance Reporting process.
48. COMMUNICATIONS
MANAGEMENT
Tools and Techniques
PM Plan: Performance Measurement Baseline.
An approved plan for the project work against which project execution
is compared, and deviations are measured for management
control.
The performance measurement baseline typically integrates scope,
schedule, and cost parameters of the project, but may include
technical and quality parameters.
49. COMMUNICATIONS
MANAGEMENT
Tools and Techniques
1. Information Presentation Tools: Software packages that include table
reporting, spreadsheet analysis, presentations, etc. (MS Office)
2. Performance Information Gathering and Compilation: Information can
be gathered and compiled from a variety of media including manual filing
systems, electronic databases, PM software, and systems that allow
technical documentation
3. Status Review Meetings: Regularly scheduled events to exchange
information about the project. Frequency and levels can vary with these.
4. Time Reporting Systems: Record and provide time expended on the
project.
5. Cost Reporting Systems: Record and provide cost expended on the
project.
50. COMMUNICATIONS
MANAGEMENT
Outputs
1. Performance Reports: Organize and summarize the
information gathered, and present the results of any analysis as
compared to the performance measurement baseline.
2. Forecasts: Forecasts are updated and reissued based on work
performance information provided as the project is executed.
3. Requested Changes: Analysis of project performance often
generates requested changes.
4. Recommended Corrective Actions
5. Organizational Process Assets
51. COMMUNICATIONS
MANAGEMENT
Outputs
When completed, performance reporting should result in:
The issuing of reports from other knowledge areas
Feedback from those who received the reports
Lessons learned
Requested changes to both the project and communications
management plan
Reports, forecasts, requested changes and corrective actions and
lessons learned documentation
52. COMMUNICATIONS
MANAGEMENT
10.4 Manage Stakeholders
1. Stakeholder management refers to managing communications to
satisfy the needs of, and resolve issues with, project stakeholders.
2. Actively managing stakeholders:
1. Increases the likelihood that the project will not veer off track due to
unresolved stakeholder issues.
2. Enhances the ability of persons to operate synergistically
3. Limits disruptions during the project
54. COMMUNICATIONS
MANAGEMENT
10.4 Manage Stakeholders
Tools and Techniques
1. Communication Methods
1. Face-to-face meetings are the most effective means for
communicating and resolving issues with stakeholders.
2. If face-to-face meetings aren’t possible or practical
(international projects), telephone calls, e-mail, and other
electronic tools are useful for exchanging information and
dialoguing.
55. COMMUNICATIONS
MANAGEMENT
10.4 Manage Stakeholders
Tools and Techniques
1. Issue Logs
1. A tool that can be used to document and monitor the
resolution of issues.
2. Discussed more in the Human Resource Management process.
56. COMMUNICATIONS
MANAGEMENT
10.4 Manage Stakeholders
Outputs
1. Resolved Issues (placed in the issue log)
57. COMMUNICATIONS
MANAGEMENT
Other Stuff
Communication Blockers
1. Use of slang, jargon, or phraseology that is indigenous to our culture can cause
miscommunication with other cultures.
“What’s your game plan?”
“The nuts and bolts of the…”
“Zero in on the problem”
“Kill the weed”
58. COMMUNICATIONS
MANAGEMENT
Other Stuff
Helpful websites in preparing for the PMP Exam
PMPINABOX: www.pmpinabox.com
PreparePM: www.preparepm.com
PMPrepcast: www.pmprepcast.com