Project management communications mp

• 1. Project Management Communications Framework Recap on Project management fundamentals Communication management Communication Issues & Project Organizations

2. PMI Processes Groups KNOWLEDGE AREAS INITIATING PLANNING EXECUTIO N MONITORING & CO NTROL CLO SE O UT INTEGRATION 1 1 2 2 1 SCO PE 4 2 TIME 6 1 CO ST 3 1 Q UALITY 1 1 1 HUMAN RESO URCES 1 3 CO MMUNICATIO N 1 1 1 RISK 5 1 PROCUREMENT 1 1 1 STAKEHO LDERS 1 1 1 1 2 24 9 11 1 PROCESS GRO UP 3. Projects & Project Management Project: A project is a temporary endeavor undertaken to create a unique product, service, or result. Project Communication Processes required to ensure timely and appropriate planning, collection, creation, distribution, storage, retrieval, control and monitoring and ultimate disposal of project information Communication Information Logistics Right Information, right time, right place, right people, right method. Management PDCA communications oil in the engine 4. Communication Influence on a Project WBS /CBS / RBS /OBS / TBS Organizational Structure to deliver (management teams, contractors, supervision, suppliers) People make projects and need to knowthrough communication. Communication channels enable information flow so we can manage the project. Need to know / nice to know Risk BaseRisk Base 5. Communications the Important Link Internal & ExternalELEMENTS OF PROJECT MANGEMENT (after PMBOK, 1996) INTERNAL CONTROL _________________________________________________________________________________________________________ EXTERNAL INFLUENCES Increasing Risk Decreasing Control RISK HUMAN RESOURCES COMMUNICATIONS PROCUREMENT SCOPE STAKEHOLDERS INTEGRATION 6. PMI - Scope Process Inputs Tools Outputs Communications Management Plan (Plan) Project Management Plan, stakeholder register, organizational assets Communication requirements, communication technology, meetings, models/methods Plans & Updates. Manage Communications (Do) Project Charter Stakeholder Register Interviews Workshops Observations Experience Requirements documentation, management plan and traceability Control Communications (Check / Action) Project Charter, Requirements documentation, Organizational Assets Expert Judgment, Product analysis, Alternatives, Workshops Scope statement, documentation updates 7. Communications Interaction and interfacing between Project Team members. Creating a bridge between the Project and its Stakeholders. Overcoming or dealing with: Organizational / national / cultural differences Varying levels of expertise Different perspectives / interests Internal and external conflict. 8. Communications Management Plan Communications developing an appropriate plan based on project need and requirements and organisational assets. (Contracts / records) Manage Communications-collecting, distributing, storing, retrieving and disposing of project information as per plan. (EDMS, Filing / Records) Control Communications monitoring and controlling communications to ensure information needs are met. Control of misinformation rumours. 9. Communications Planning What - information is needed Why is information needed (RACI) When is information needed (including time zones) How is information to be transmitted Where is information available / stored / archived Who needs and who is authorised 10. Communications - Types Internal Formal Vertical / Horizontal Official Written words / images / drawings Oral / Verbal Non verbal (body language) Unofficial rumours, media, external views 11. Communication Model 12. Communication Reality SENDER (Person / Situation) INITIATOR RECEIVER UNDERSTANDING OR MISUNDERSTANDINGUNDERSTANDING OR MISUNDERSTANDING ANALYSED (Person, Situation) DECODE (Translation/ Language) Filters Language, Knowledge, ReferenceFilters Language, Knowledge, Reference FrameFrame Filters Language, Knowledge, ReferenceFilters Language, Knowledge, Reference FrameFrame ENCODE (Ideas, Speech, Records) SEND (Verbal / Written) RECEIVES (Hear, See, Read) Lack of Attention, disrupt, interrupt 13. Transmitting without Receiving 14. Understanding I know that you believe that you understood what you think I said, but I am not sure you realize that what you heard is not what I meant -- Robert McCloskey, U.S. State Department spokesman, at a press briefing during the Vietnam War 15. Human Senses faster than the speed of thought? Sight 100,000,000 bits /second (40 bits/s) Hearing 100,000 bits/second (30 bits /s) Speak 250 words / min Hear 500 words / min (listening is optional) Think 750 words / min (understanding is optional) Look ??? (seeing is optional) We see and think faster than we hear and speak and form opinions faster than analysing the actual communication. 16. Thinking Telepathy is not a recognised form ofTelepathy is not a recognised form of CommunicationCommunication 17. Channels & Confusion (n(n-1)/2) two people two channels, 10 people equates to 45! Larger projects / meetings can lead to greater confusion The same can be true of long communication chains 18. Communications - This is a little story about four people named Everybody, Somebody, Anybody, and Nobody. There was an important job to be done and Everybody was sure that Somebody would do it. Anybody could have done it, but Nobody did it. Somebody got angry about that because it was Everybody's job. Everybody thought that Anybody could do it, but Nobody realized that Everybody wouldn't do it. It ended up that Everybody blamed Somebody when Nobody did what Anybody could have done 19. Result of Poor Communication 20. Food for Thought Is communication a one way street? Is silence or no response acceptance? Receiving a communication does not mean that it is either understood or accepted. Good communication requires feedback to demonstrate understanding, acceptance etc. Understand the other partys reference frame 21. Send reinforcements were going to advance Send reinforcements were going to our aunts Send these endorsements were going to France Send three & fourpence were going to a dance! 22. Historical Quote The single biggest problem in communication is the illusion that it has taken place. George Bernard Shaw (1856 1950 23. Organizational Communication Functional silos but disciplined by name and by nature Matrix multiple channels, many sources, many interpretations. 24. Communication Channels Projectized Organisation CONFLICT OR COOPERATION Specialist Staff Project Team Project Team Project Team Project Manager Project Manager Specialist Staff Specialist Staff Specialist Staff Specialist Staff Specialist Staff Specialist StaffSpecialist Staff Specialist Staff Functional Manager Functional Manager Functional Manager Manager of PMs CHIEF EXECUTIVE Project Manager Working co-operation but priority /Working co-operation but priority / loyalty issuesloyalty issues Working co-operation but priority /Working co-operation but priority / loyalty issuesloyalty issues ComomnGoalComomnGoalComomnGoalComomnGoal ???????????????? Priorities / resource Priorities / resource Priorities / resource Priorities / resource 25. Conflict Types of Conflict Symptoms Priorities Administration Technical Opinion & Performance Matters Resources Cost Schedules Personalities Harmony no conlict Minor Disagreement & Misunderstandings Overt Questioning & Challenging Passive Aggressive Assertive Verbalisation Threats & Ultimatums Physical Attacks Overt Destruction / Sabotage 26. Conflict Treatment Treatment Effectiveness Withdraw / avoid (ignore) Failure to treat wounded warriors, discontent, indecision Smoothing No definitive solution, divides opinions / loyalties. Short term fix. Compromising / collaborating Give and take attitude / real issues avoided or not identified. Intermediate term fix. Confronting / Facing Reality Facing conflict and analyzing underlying issues behind problem. Long term fix. Forcing win lose with one party aggrieved. Long term repercussions. 27. Conclusions Communications are an essential part of project management People rely on communications to be able to function Effective Communications can result in less conflict on projects as no / little ambiguity and clarity Effective organisational structure and defined communication channels are also essential. Communications should be unambiguous so there is no confusion. Communication must be closed so that messages (the data transmitted) are understood 28. Remember Historical view was: The single biggest problem in communication is the illusion that it has taken place. Today we have the same problem: I sent an email but did anybody read it / act on it? 29. Questions / Discussion