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Week 12 - Intro To PM - Project Communication Management

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Wael S. Aldandashi
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19 views12 pages

Week 12 - Intro To PM - Project Communication Management

Uploaded by

Wael S. Aldandashi
Copyright
© © All Rights Reserved
We take content rights seriously. If you suspect this is your content, claim it here.
Available Formats
Download as PPTX, PDF, TXT or read online on Scribd
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INTRO TO PROJECT

MANAGEMENT
WEEK 12: PROJECT COMMUNICATION MANAGEMENT
PROJECT COMMUNICATIONS MANAGEMENT

• PROJECT COMMUNICATIONS MANAGEMENT INCLUDES THE PROCESSES NECESSARY


TO ENSURE THAT THE INFORMATION NEEDS OF THE PROJECT AND ITS
STAKEHOLDERS ARE MET THROUGH DEVELOPMENT OF ARTIFACTS AND
IMPLEMENTATION OF ACTIVITIES DESIGNED TO ACHIEVE EFFECTIVE INFORMATION
EXCHANGE.

PROJECT COMMUNICATIONS MANAGEMENT CONSISTS OF TWO PARTS:


• THE FIRST PART IS DEVELOPING A STRATEGY TO ENSURE COMMUNICATION IS
EFFECTIVE FOR STAKEHOLDERS.
• THE SECOND PART IS CARRYING OUT THE ACTIVITIES NECESSARY TO IMPLEMENT
THE COMMUNICATION STRATEGY.
PROJECT COMMUNICATION MANAGEMENT
PROCESSES
THE PROJECT COMMUNICATIONS MANAGEMENT PROCESSES ARE:

• PLAN COMMUNICATIONS MANAGEMENT: THE PROCESS OF DEVELOPING AN


APPROPRIATE APPROACH AND PLAN FOR PROJECT COMMUNICATION ACTIVITIES
BASED ON THE INFORMATION NEEDS OF EACH STAKEHOLDER OR GROUP,
AVAILABLE ORGANIZATIONAL ASSETS, AND THE NEEDS OF THE PROJECT.

• MANAGE COMMUNICATIONS: THE PROCESS OF ENSURING TIMELY AND APPROPRIATE


COLLECTION, CREATION, DISTRIBUTION, STORAGE, RETRIEVAL, MANAGEMENT,
MONITORING, AND THE ULTIMATE DISPOSITION OF PROJECT INFORMATION.

• MONITOR COMMUNICATIONS: THE PROCESS OF ENSURING THE INFORMATION NEEDS


OF THE PROJECT AND ITS STAKEHOLDERS ARE MET.
PROJECT
COMMUNICATION
MANAGEMENT
PROCESSES
KEY CONCEPTS FOR PROJECT
COMMUNICATIONS MANAGEMENT
• COMMUNICATION IS THE EXCHANGE OF INFORMATION, INTENDED OR INVOLUNTARY.
• THE INFORMATION EXCHANGED CAN BE IN THE FORM OF IDEAS, INSTRUCTIONS, OR EMOTIONS.

THE MECHANISMS BY WHICH INFORMATION IS EXCHANGED CAN BE IN:


• WRITTEN FORM. EITHER PHYSICAL OR ELECTRONIC.
• SPOKEN. EITHER FACE-TO-FACE OR REMOTE.
• FORMAL OR INFORMAL (AS IN FORMAL PAPERS OR SOCIAL MEDIA).
• THROUGH GESTURES. TONE OF VOICE AND FACIAL EXPRESSIONS.
• THROUGH MEDIA. PICTURES, ACTIONS, OR EVEN JUST THE CHOICE OF WORDS.
• CHOICE OF WORDS. THERE IS OFTEN MORE THAN ONE WORD TO EXPRESS AN IDEA; THERE CAN BE
SUBTLE DIFFERENCES IN THE MEANING OF EACH OF THESE WORDS AND PHRASES.
KEY CONCEPTS FOR PROJECT
COMMUNICATIONS MANAGEMENT
• COMMUNICATIONS DESCRIBE THE POSSIBLE MEANS BY WHICH THE INFORMATION CAN
BE SENT OR RECEIVED, EITHER THROUGH COMMUNICATION ACTIVITIES, SUCH AS
MEETINGS AND PRESENTATIONS, OR ARTIFACTS, SUCH AS EMAILS, SOCIAL MEDIA,
PROJECT REPORTS, OR PROJECT DOCUMENTATION.

• PROJECT MANAGERS SPEND MOST OF THEIR TIME COMMUNICATING WITH TEAM


MEMBERS AND OTHER PROJECT STAKEHOLDERS, BOTH INTERNAL (AT ALL
ORGANIZATIONAL LEVELS) AND EXTERNAL TO THE ORGANIZATION.

• EFFECTIVE COMMUNICATION BUILDS A BRIDGE BETWEEN DIVERSE STAKEHOLDERS


WHO MAY HAVE DIFFERENT CULTURAL AND ORGANIZATIONAL BACKGROUNDS AS WELL
AS DIFFERENT LEVELS OF EXPERTISE, PERSPECTIVES, AND INTERESTS.
KEY CONCEPTS FOR PROJECT
COMMUNICATIONS MANAGEMENT
COMMUNICATION ACTIVITIES HAVE MANY DIMENSIONS, INCLUDING BUT NOT LIMITED TO:

• INTERNAL. FOCUS ON STAKEHOLDERS WITHIN THE PROJECT AND WITHIN THE


ORGANIZATION.
• EXTERNAL. FOCUS ON EXTERNAL STAKEHOLDERS SUCH AS CUSTOMERS, VENDORS,
OTHER PROJECTS, ORGANIZATIONS, GOVERNMENT, THE PUBLIC, AND ENVIRONMENTAL
ADVOCATES.
• FORMAL. REPORTS, FORMAL MEETINGS (BOTH REGULAR AND AD HOC), MEETING
AGENDAS AND MINUTES, STAKEHOLDER BRIEFINGS, AND PRESENTATIONS.
• INFORMAL. GENERAL COMMUNICATIONS ACTIVITIES USING EMAILS, SOCIAL MEDIA,
WEBSITES, AND INFORMAL AD HOC DISCUSSIONS.
KEY CONCEPTS FOR PROJECT
COMMUNICATIONS MANAGEMENT

COMMUNICATION ACTIVITIES HAVE MANY DIMENSIONS, INCLUDING BUT NOT


LIMITED TO:

• HIERARCHICAL FOCUS. THE POSITION OF THE STAKEHOLDER OR GROUP WITH


RESPECT TO THE PROJECT TEAM WILL AFFECT THE FORMAT AND CONTENT OF
THE MESSAGE, IN THE FOLLOWING WAYS:

• UPWARD. SENIOR MANAGEMENT STAKEHOLDERS.


• DOWNWARD. THE TEAM AND OTHERS WHO WILL CONTRIBUTE TO THE WORK OF THE
PROJECT.
• HORIZONTAL. PEERS OF THE PROJECT MANAGER OR TEAM.
KEY CONCEPTS FOR PROJECT
COMMUNICATIONS MANAGEMENT
COMMUNICATION ACTIVITIES HAVE MANY DIMENSIONS, INCLUDING BUT NOT
LIMITED TO:

• OFFICIAL. ANNUAL REPORTS; REPORTS TO REGULATORS OR GOVERNMENT BODIES.


• UNOFFICIAL. COMMUNICATIONS THAT FOCUS ON ESTABLISHING AND
MAINTAINING THE PROFILE AND RECOGNITION OF THE PROJECT AND BUILDING
STRONG RELATIONSHIPS BETWEEN THE PROJECT TEAM AND ITS STAKEHOLDERS
USING FLEXIBLE AND OFTEN INFORMAL MEANS.
• WRITTEN AND ORAL. VERBAL (WORDS AND VOICE INFLECTIONS) AND
NONVERBAL (BODY LANGUAGE AND ACTIONS), SOCIAL MEDIA AND WEBSITES,
MEDIA RELEASES.
TAILORING CONSIDERATIONS
EACH PROJECT IS UNIQUE. THE PROJECT TEAM WILL NEED TO TAILOR THE WAY THAT PROJECT
COMMUNICATIONS MANAGEMENT PROCESSES ARE APPLIED. CONSIDERATIONS FOR TAILORING INCLUDE BUT
ARE NOT LIMITED TO:

• STAKEHOLDERS. ARE THE STAKEHOLDERS INTERNAL OR EXTERNAL TO THE ORGANIZATION, OR BOTH?


• PHYSICAL LOCATION. WHAT IS THE PHYSICAL LOCATION OF TEAM MEMBERS? IS THE TEAM COLLOCATED?
IS THE TEAM IN THE SAME GEOGRAPHICAL AREA? IS THE TEAM DISTRIBUTED ACROSS MULTIPLE TIME
ZONES?
• COMMUNICATIONS TECHNOLOGY. WHAT TECHNOLOGY IS AVAILABLE TO DEVELOP, RECORD, TRANSMIT,
RETRIEVE, TRACK, AND STORE COMMUNICATION ARTIFACTS? WHAT TECHNOLOGIES ARE MOST
APPROPRIATE AND COST EFFECTIVE FOR COMMUNICATING TO STAKEHOLDERS?
• LANGUAGE. LANGUAGE IS A MAIN FACTOR TO CONSIDER IN COMMUNICATION ACTIVITIES. IS ONE
LANGUAGE USED? OR ARE MANY LANGUAGES USED? HAVE ALLOWANCES BEEN MADE TO ADJUST TO THE
COMPLEXITY OF TEAM MEMBERS FROM DIVERSE LANGUAGE GROUPS?
• KNOWLEDGE MANAGEMENT. DOES THE ORGANIZATION HAVE A FORMAL KNOWLEDGE MANAGEMENT
CONSIDERATIONS FOR AGILE/ADAPTIVE
ENVIRONMENTS
• PROJECT ENVIRONMENTS SUBJECT TO VARIOUS ELEMENTS OF AMBIGUITY AND
CHANGE HAVE AN INHERENT NEED TO COMMUNICATE EVOLVING AND EMERGING
DETAILS MORE FREQUENTLY AND QUICKLY.

• THIS MOTIVATES STREAMLINING TEAM MEMBER ACCESS TO INFORMATION,


FREQUENT TEAM CHECKPOINTS, AND COLLOCATING TEAM MEMBERS AS MUCH AS
POSSIBLE.

• IN ADDITION, POSTING PROJECT ARTIFACTS IN A TRANSPARENT FASHION, AND


HOLDING REGULAR STAKEHOLDER REVIEWS ARE INTENDED TO PROMOTE
COMMUNICATION WITH MANAGEMENT AND STAKEHOLDERS.
REFERENCES

PROJECT MANAGEMENT INSTITUTE. (2017). A GUIDE TO THE PROJECT MANAGEMENT


BODY OF KNOWLEDGE (PMBOK GUIDE) (6TH ED.). PROJECT MANAGEMENT
INSTITUTE.

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