Área de Conocimiento 07, Gestión de las Comunicaciones

1. Chapter
8:
Project
Communica3ons
Management
Stevbros
Training
&
Consultancy
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Management
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registered
marks
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the
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Management
Ins9tute,
Inc.

2. Overview
Ini$a$ng
process
group
Planning
process
group
Execu$ng
process
group
Monitoring
&
controlling
process
group
Closing
process
group
• Plan
Communica3ons
Management
• Manage
Communica3ons
• Control
Communica3ons
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Management
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3. Plan
communica3on
management
• The
process
of
developing
an
appropriate
approach
and
plan
for
project
communica3ons
based
on
stakeholder’s
informa3on
needs
and
requirements,
and
available
organiza3onal
assets.
The
key
benefit
of
this
process
is
that
it
iden3fies
and
documents
the
approach
to
communicate
most
effec3vely
and
efficiently
with
stakeholders.
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Management
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A
Guide
to
the
Project
Management
Body
of
Knowledge,
FiBh
Edi9on
(PMBOK®
Guide)
©2013
Project
Management
Ins9tute,
Inc.
All
Rights
Reserved.
Figure
10-­‐2
Page
289.

4. Inputs
1. Project
Management
Plan
– provides
informa3on
on
how
the
project
will
be
executed,
monitored,
controlled,
and
closed.
2. Stakeholder
Register
– provides
the
informa3on
needed
to
plan
the
communica3on
with
project
stakeholders.
3. Enterprise
Environmental
Factors
– the
structure
of
an
organiza3on
will
have
a
major
effect
on
the
project’s
communica3on
requirements.
4. Organiza3onal
Process
Assets
– lessons
learned
and
historical
informa3on
are
of
par3cular
importance
because
they
can
provide
insights
on
both
the
decisions
taken
regarding
communica3ons
issues
and
the
results
of
those
decisions
in
previous
similar
projects
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Management
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5. Tools
and
techniques(1/5)
1. Communica3on
Requirements
Analysis
– determines
the
informa3on
needs
of
the
project
stakeholders.
Project
resources
should
be
expended
only
on
communica3ng
informa3on
that
contributes
to
the
success
of
the
project
or
where
a
lack
of
communica3on
can
lead
to
failure.
– t h e
t o t a l
n u m b e r
o f
p o t e n 3 a l
communica3on
channels
is
n(n
-­‐
1)/2,
where
n
represents
the
number
of
stakeholders.
For
example,
a
project
with
10
stakeholders
has
10(10
-­‐
1)/2
=
45
poten3al
communica3on
channels.
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Management
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2
)1( −NN

6. Tools
and
techniques(2/5)
2. Communica3on
Technology
– Factors
that
can
affect
the
choice
of
communica3on
technology
include:
• urgency
of
the
need
for
informa3on;
• availability
of
technology;
• ease
of
use;
• project
environment;
• sensi3vity
and
confiden3ality
of
the
informa3on.
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Management
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7. Tools
and
techniques(3/5)
3. Communica3on
Models
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Management
Fundamentals
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A
Guide
to
the
Project
Management
Body
of
Knowledge,
FiBh
Edi9on
(PMBOK®
Guide)
©2013
Project
Management
Ins9tute,
Inc.
All
Rights
Reserved.
Figure
10-­‐4
Page
294.
• To make effective communication, sender/receiver need to be aware of these factors:
- Nonverbal: 55% of all communication is nonverbal
- Para lingual: pitch and tone of voice
- Effective listening

8. Tools
and
techniques
(4/5)
4. Communica3on
Methods
– Interac3ve
communica3on.
Between
two
or
more
par3es
performing
a
mul3direc3onal
exchange
of
informa3on.
It
is
the
most
efficient
way
to
ensure
a
common
understanding
by
all
par3cipants
on
specified
topics,
and
includes
mee3ngs,
phone
calls,
instant
messaging,
video
conferencing,
etc.
– Push
communica3on.
Sent
to
specific
recipients
who
need
to
receive
the
informa3on.
This
ensures
that
the
informa3on
is
distributed
but
does
not
ensure
that
it
actually
reached
or
was
understood
by
the
intended
audience.
Push
communica3ons
include
lebers,
memos,
reports,
emails,
faxes,
voice
mails,
blogs,
press
releases,
etc.
– Pull
communica3on.
Used
for
very
large
volumes
of
informa3on,
or
for
very
large
audiences,
and
requires
the
recipients
to
access
the
communica3on
content
at
their
own
discre3on.
These
methods
include
intranet
sites,
e-­‐learning,
lessons
learned
databases,
knowledge
repositories,
etc.
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Management
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9. 5. Mee3ng
– Plan
or
prepare
the
mee3ng
• Set
a
3me/schedule
and
determine
the
par3cipants.
• Have
a
clear
purpose
for
each
mee3ng
&
communicate
it
in
the
invita3on.
• Create
the
agenda
and
distribute
it
in
advance.
– S3ck
to
the
plan
(discipline)
• Begin
on
3me,
end
on
3me.
• Introduce
the
moderator
and
s3pulate
who
will
keep
the
minutes.
• End
every
agenda
with
a
summary
and
consensus
of
the
par3cipants.
– Good
follow-­‐up
• Send
the
minutes
showing
the
result
along
with
the
to
do
list.
• Get
feedback
from
the
par3cipants.
• Monitor
the
status
of
all
ac3on
items.
Tools
and
techniques
(5/5)
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Management
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10. Outputs
1. Communica3ons
Management
Plan
– describes
how
project
communica3ons
will
be
planned,
structured,
monitored,
and
controlled.
2. Project
Documents
Updates
– include
project
schedule,
and
stakeholder
register.
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Management
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11. Manage
communica3ons
• The
process
of
crea3ng,
collec3ng,
distribu3ng,
storing,
retrieving,
and
the
ul3mate
disposi3on
of
project
informa3on
in
accordance
to
the
communica3ons
management
plan.
The
key
benefit
of
this
process
is
that
it
enables
an
efficient
and
effec3ve
communica3ons
flow
between
project
stakeholders.
Copyright@STEVBROS
Project
Management
Fundamentals
11
A
Guide
to
the
Project
Management
Body
of
Knowledge,
FiBh
Edi9on
(PMBOK®
Guide)
©2013
Project
Management
Ins9tute,
Inc.
All
Rights
Reserved.
Figure
10-­‐5
Page
297.

12. Inputs
1. Communica3ons
Management
Plan
– plan
describes
how
project
communica3ons
will
be
planned,
structured,
monitored,
and
controlled.
2. Work
Performance
Reports
– are
a
collec3on
of
project
performance
and
status
informa3on
that
may
be
used
to
facilitate
discussion
and
to
create
communica3ons
3. Enterprise
Environmental
Factors
– include
organiza3onal
culture
and
structure,
government
or
industry
standards
and
regula3ons,
and
project
management
informa3on
system
4. Organiza3onal
Process
Assets
– include
policies,
procedures,
processes,
and
guidelines
regarding
communica3ons
management;
templates;
and
historical
informa3on
and
lessons
learned.
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Management
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13. Tools
and
techniques(1/2)
1. Communica3on
Technology
(refer
to
previous
process)
2. Communica3on
Models
(refer
to
previous
process)
3. Communica3on
Methods
(refer
to
previous
process)
4. Informa3on
Management
Systems
– include
hard-­‐copy
document
management,
electronic
communica3ons
management,
electronic
project
management
tools.
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Management
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14. Tools
and
techniques(2/2)
5.
Performance
Repor3ng
– repor3ng
is
the
act
of
collec3ng
and
distribu3ng
performance
informa3on,
including
status
reports,
progress
measurements,
and
forecasts.
– Difference
between
status
and
progress
report:
• Status
report:
detailed
report,
provide
detailed
working
status
of
project
to
project
manager,
project
team,
and
other
stakeholders.
• Progress
report:
high
level
report,
provide
high
level
informa3on
of
project
to
management,
sponsor,
customer,
and
other
stakeholders.
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15. Orders Booked
Class A Opportunities & Add-on Sales from SDOD for all Target Organizations
Orders Booked
Add-on Sales in MUS/ONE for Local CU
Comments to Performance Achievements Issues & Risks Actions
Number of open Opportunities & Add-on
Sales
(submitted and/or updated) Jan-June 2011:
– Class A’s: 9
– Class B’s: 19
– Class C’s: 119
– Class D’s: 27
› Discuss with CPM to record
CR into SDOD.
• Low business growth in Q1
and 2.
• New opportunity hard to
come to OB, and long
selling process that de-
motivated people.
• Low SOG/AoS value
• Put more effort on SOG/
AoS from EP and KAM.
• Put more effort on AoS CR
from CPM.
.00 MSEK .00 MSEK.00 MSEK.00 MSEK .00 MSEK1.95 MSEK
1.95 MSEK1.95 MSEK
MSEK
5 MSEK
10 MSEK
15 MSEK
20 MSEK
25 MSEK
30 MSEK
35 MSEK
40 MSEK
45 MSEK
50 MSEK
J F M A M J J A S O N D
.06 MSEK .06 MSEK .06 MSEK .36 MSEK .36 MSEK
2.30 MSEK 2.39 MSEK 2.47 MSEK
MSEK
5 MSEK
10 MSEK
15 MSEK
20 MSEK
25 MSEK
30 MSEK
35 MSEK
40 MSEK
45 MSEK
50 MSEK
J F M A M J J A S O N D
Year
End
Es9mate
Current Status
CLASS A YTD AUG
Opportunity 9 2
Add-on Sales 0 0
OB Value (MSEK) 2.47 0.07
R&R Paid (MSEK) 0 0
No. of 4070 FTE
Progress
Report

16. Status
Report
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17. Outputs
1. Project
Communica3ons
– involves
the
ac3vi3es
that
are
required
for
informa3on
to
be
created,
distributed,
received,
acknowledged,
and
understood.
Project
communica3ons
may
include
performance
reports,
deliverables
status,
schedule
progress,
and
cost
incurred.
2. Project
Management
Plan
Updates
3. Project
Documents
Updates
– include
issue
log,
project
schedule,
and
project
funding
requirements.
4. Organiza3onal
Process
Assets
Updates
– include
stakeholder
no3fica3ons,
project
reports,
project
presenta3ons,
project
records,
feedback
from
stakeholders,
lessons
learned
documenta3on.
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Management
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18. Control
communica3ons
• The
process
of
monitoring
and
controlling
communica3ons
throughout
the
en3re
project
life
cycle
to
ensure
the
informa3on
needs
of
the
project
stakeholders
are
met.
The
key
benefit
of
this
process
is
that
it
ensures
an
op3mal
informa3on
flow
among
all
communica3on
par3cipants,
at
any
moment
in
3me.
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Management
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A
Guide
to
the
Project
Management
Body
of
Knowledge,
FiBh
Edi9on
(PMBOK®
Guide)
©2013
Project
Management
Ins9tute,
Inc.
All
Rights
Reserved.
Figure
10-­‐7
Page
303.

19. Inputs
1. Project
Management
Plan
– describes
how
the
project
will
be
executed,
monitored,
controlled,
and
closed
2. Project
Communica3ons
– include
deliverables
status,
schedule
progress,
and
costs
incurred.
3. Issue
Log
4. Work
Performance
Data
– organizes
and
summarizes
the
informa3on
gathered,
and
presents
the
results
of
compara3ve
analysis
to
the
performance
measurement
baseline.
5. Organiza3onal
Process
Assets
– such
as
report
templates;
policies,
standards,
and
procedures
that
define
communica3ons;
specific
communica3on
technologies
available;
allowed
communica3on
media;
record
reten3on
policies;
and
security
requirements.
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Management
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20. Tools
and
techniques
1. Informa3on
Management
Systems
– provides
a
set
of
standard
tools
for
the
project
manager
to
capture,
store,
and
distribute
informa3on
to
stakeholders
about
the
project’s
costs,
schedule
progress,
and
performance
2. Expert
Judgment
– judgment
is
olen
relied
upon
by
the
project
team
to
assess
the
impact
of
the
project
communica3ons,
need
for
ac3on
or
interven3on,
ac3ons
that
should
be
taken,
responsibility
for
taking
such
ac3ons,
and
the
3meframe
for
taking
ac3on
3. Mee3ngs
– to
determine
the
most
appropriate
way
to
update
and
communicate
project
performance,
and
to
respond
to
requests
from
stakeholders
for
informa3on
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Management
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21. Outputs(1/2)
1. Work
Performance
Informa3on
– organizes
and
summarizes
the
performance
data
gathered.
This
performance
data
typically
provides
status
and
progress
informa3on
on
the
project
at
the
level
of
detail
required
by
the
various
stakeholders
2. Change
Requests
– olen
results
in
the
need
for
adjustment,
ac3on,
and
interven3on
such
as:
• New
or
revised
cost
es3mates,
ac3vity
sequences,
schedule
dates,
resource
requirements,
and
analysis
of
risk
response
alterna3ves;
• Adjustments
to
the
project
management
plan
and
documents;
• Recommenda3ons
of
correc3ve
ac3ons
that
may
bring
the
expected
future
performance
of
the
project
back
in
line
with
the
project
management
plan;
and
• Recommenda3ons
of
preven3ve
ac3ons
that
may
reduce
the
probability
of
incurring
future
nega3ve
project
performance.
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Management
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22. Outputs
3. Project
Management
Plan
Updates
– Control
Communica3ons
process
may
trigger
updates
to
the
communica3ons
management
plan
as
well
as
other
components
of
the
project
management
plan
(e.g.
stakeholders
and
human
resource
management
plans).
4. Project
Documents
Updates
– Include
forecasts,
performance
reports,
and
issue
log.
5. Organiza3onal
Process
Assets
Updates
– Include
report
formats
and
lessons
learned
documenta3on.
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Management
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23. Communica3on
concepts
• The
communica3on
ac3vi3es
involved
in
these
processes
may
olen
have
many
poten3al
dimensions
that
need
to
be
considered,
including:
– Internal
(within
the
project)
and
external
(customer,
vendors,
other
projects,
organiza3ons,
the
public);
– Formal
(reports,
minutes,
briefings)
and
informal
(emails,
memos,
ad-­‐hoc
discussions);
– Ver3cal
(up
and
down
the
organiza3on)
and
horizontal
(with
peers);
– Official
(newslebers,
annual
report)
and
unofficial
(off
the
record
communica3ons);
and
– Wriben
and
oral,
and
verbal
(voice
inflec3ons)
and
nonverbal
(body
language).
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24. Summary
• Calculate
number
of
communica3on
channels
• Communica3on
models
• Communica3on
methods
• Communica3on
types
• Report
types
• Issue
log
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25. Ques3ons
for
review
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• You
did
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good
job
at
this
chapter.
Please
complete
ques3ons
for
review
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