Pmi - Pmp Exam Preparation Study Guide - Project Communication Management

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PROJECT COMMUNICATIONS MANAGEMENT

STUDY NOTES
PMBOK 2000 based, Version 6

In Preparation For PMP® Certification Exam

IBM Education and Training Worldwide Certified Material

Publishing Information This publication has been produced using Lotus Word Pro 96.

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The following are trademarks of International Business Machines Corporation in the United States, or other countries, or both: IBM Lotus, Lotus Notes, Lotus Word Pro, and Notes are trademarks of Lotus Development Corporation in the United States, or other countries, or both. Microsoft, Windows, Windows NT, and the Windows logo are trademarks of Microsoft Corporation of the United States, or other countries, or both. The following are certification, service, and/or trademarks of the Project Management Institute, Inc. which is registered in the United States and other nations: “PMI” is a service and trademark, PMI® Logo and "PMBOK", are trademarks, “PMP” and the PMP® logo are certification marks. Other company, product, and service names may be trademarks or service marks of others.
Disclaimer PMI makes no warranty, guarantee, or representation, express or implied, that the successful completion of any activity or program, or the use of any product or publication, designed to prepare candidates for the PMP® Certification Examination, will result in the completion or satisfaction of any PMP® Certification eligibility requirement or standard., service, activity, and has not contributed any financial resources. Initially Prepared By: Kim Ulmer Edited By: Peter Dapremont October 2002 Edition The information contained in this document has not been submitted to any formal IBM test and is distributed on an “as is” basis without any warranty either express or implied. The use of this information or the implementation of any of these techniques is a customer responsibility and depends on the customer’s ability to evaluate and integrate them into the customer’s operational environment. While each item may have been reviewed by IBM for accuracy in a specific situation, there is no guarantee that the same or similar results will result elsewhere. Customers attempting to adapt these techniques to their own environments do so at their own risk.
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Project Communications Management

Project Communications Management Study Notes

Reference Material to study:
ü A Guide to the Project Management Body of Knowledge (PMBOK® Guide), Chapters 2 and 10 (2000 edition) ü Human Resource Skills for the Project Manager, Verma, Vijay K., 1996, Chapter 1 ü PMP® Exam Practice Test and Study Guide, 4th Edition, by Ward, J. LeRoy, PMP®, 2001 ü PMP® Exam Prep, 3rd Edition, by Mulcahy, Rita, PMP®, 2001 ü ESI PMP® Challenge!, 3rd Edition, Communications Section, Ward, J. LeRoy, 2001 What to Study? ü The PMBOK® phases of Project Communications Management: Communications Planning, Information Distribution, Performance Reporting, and Administrative Closure (Be familiar with Inputs, Tools and Techniques, and Outputs for each phase) ü Know the difference between the general management skill of communicating and Project Communications Management. The general management skill of communicating is the broader subject and involves knowledge such as: sender-receiver models, choice of media, writing style, presentation techniques, and meeting management techniques. ü Be familiar with the goals of interpersonal communication. ü Understand how interpersonal communication works. (sender-receiver model) ü Know the different methods of communication. (written, verbal, and non-verbal including body language) ü Be familiar with the barriers to successful communication. ü Be familiar with communication channels and links. Know the formula for communications channels: (N*(N-1))/2 ü Be familiar with effective listening techniques. ü Be familiar with the barriers to effective listening and the guidelines for active listening. ü Know the four major communication styles: concrete-sequential, abstract-sequential, concrete-random, and abstract-random. ü Know the amount of time project managers spend communicating

"PMBOK" is a trademark of the Project Management Institute, Inc. which is registered in the United States and other nations. “PMI” is a service and trademark of the Project Management Institute, Inc. which is registered in the United States and other nations.

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Project Communications Management

“PMP” and the PMP logo are certification marks of the Project Management Institute which are registered in the United States and other nations.

Key Definitions
Active Listening Is engaged listening. It requires patience, self-control, empathy, and a willingness to understand the other person’s perspective. Helps facilitate the development of mutual trust, respect, and good working relationships thus improving the overall performance of the team. Note: Active Listening is a part of Effective Listening The medium by which information is transmitted. Obstacles that impede communications. For example: limited communication channels, distance, noise, cultural differences, organizational climate, perceptions, limited information, withholding of information, terminology, number of communication links, manipulation (hidden agenda), etc. Communications requirements are the sum of the information requirements of the project stakeholders. The originator of the message. The source of the communication. Also known as the Sender. Is the ability to recognize the importance of verbal and nonverbal listening behaviors including body language. It’s also the ability to utilize gestures and body language consciously (with consideration for cultural differences) to put people at ease and enhance communication. Information on how well the message was received. Occurs when a large portion of the message is lost from the sender to the receiver. Generally caused by problems of language, culture, semantics, knowledge base, etc. Filtering can be deliberate and positive as in the case of upward communications where the subordinate “filters” information that the superior does not need or want to know. Sensory data that is encoded by the communicator (sender) and decoded by the receiver (recipient). Noise: Any interference or disturbance that confuses the message. The person for whom the message is intended. Refers to bringing together all the project team members into one location or in close proximity.

Channel Communication Barriers

Communications Requirements Communicator Effective Listening

Feedback Filtering

Message Noise Receiver (Recipient) Tight Matrix

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Project Communications Management

Project Communications Management Processes
Project Communications Management:
Ÿ Ÿ Ÿ Ÿ Includes the processes required to ensure timely and appropriate generation, collection, dissemination, storage, and ultimate disposition of project information. Provides the critical links among people, ideas, and information that are necessary for success. The project team must understand how the communications in which they are involved as individuals affect the project as a whole. The general management skill of communicating is related to, but not the same as, project communications management. Communicating is the broader subject and involves a substantial body of knowledge that is not unique to projects. Communicating includes: ž Sender-receiver models: feedback loops, barriers to communications, etc. ž Choice of media: when to communicate in writing, when to communicate orally, when to write an informal memo versus formal report, etc. ž Writing style: active versus passive voice, sentence structure, word choice, etc. ž Presentation techniques: non-verbal communication (including body language), design of visual aids, etc. ž Meeting management techniques: preparing an agenda, dealing with conflict, etc.

Communications Planning (10.1): (Process Group: Planning)
Ÿ The process of determining the information and communications needs of the project stakeholders: ž Who needs what information? ž When will they need it? ž How will it be given to them? ž Who will give it to them? While all projects share the need to communicate project information, the needs and methods of distribution can vary. Identifying the informational needs of the stakeholders and determining a suitable means of meeting those needs is an important factor for project success. Communications planning is often tightly linked with organizational planning since the organizational structure will have a major effect on the project’s communications requirements. The majority of communications planning is usually done in the early phases of the project; however, the process results should be regularly reviewed and revised as appropriate.

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Project Communications Management

Project Communications Management Processes, cont.
Ÿ Inputs include: ž Communications requirements: – Sum of the information requirements of the project stakeholders. – Requirements are defined by combining the type and format of required information with an analysis of the value of that information. – Project resources should be expended only on communicating information that contributes to success or where a lack of communication can lead to failure. – Information used to determine communication requirements includes: project organization and stakeholder responsibility relationships; involved disciplines, departments, and specialties; logistics related to project team size and location(s); external information needs such as the media. ž Communications technology: – The technologies or methods used to transfer information back and forth among stakeholders can vary significantly: from brief conversations to extended meetings; from simple written documents to online accessible schedules and databases. – Factors that may affect the project include: frequency need of the information, available technology, expected project staffing, and length of the project. ž Constraints: factors that will limit the project management team’s options. ž Assumptions: factors that will be considered true, real, or certain for planning purposes. Methods used during communications planning: Stakeholder analysis. ž Is done to obtain the information needs of the various project stakeholders. ž Should consider methods and technologies suited to the project that will provide the information needed. ž Care should be taken to avoid wasting resources on unnecessary information or inappropriate technology. Outputs include: Communications management plan. Includes: ž What methods will be used for gathering and storing various information. ž Who should receive the information and how will it be sent. ž A description of the information to be distributed including formats, content, level of detail, and conventions/definitions to be used. ž Schedules showing when each type of communication will be produced. ž A method for updating the communications plan. ž The Communications Management Plan is a subsidiary element of the overall project plan. It may be formal/informal, highly detailed or broadly framed depending on project needs.

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Project Communications Management

Project Communications Management Processes, cont.
Information Distribution (10.2): (Process Group: Executing)
Ÿ Ÿ Ÿ Ÿ The process of making needed information available to project stakeholders in a timely manner. It includes implementing the communications management plan, as well as responding to unexpected requests for information. Inputs include: work results, communications management plan, project plan. Methods used during information distribution are: ž Communication skills: – Used to exchange information. The sender is responsible for clarity, accuracy, completeness of information, and for ensuring that the message is understood. The receiver is responsible for ensuring the information is received in its entirety and correctly understood. – The many dimensions of communication include: written and oral, listening and speaking; internal and external to the organization; formal and informal; vertical and horizontal. ž Information retrieval systems: Methods for sharing information include: – Manual filing systems – Electronic databases – Project management software – Systems allowing access to technical documentation such as specifications, test plans, drawings, etc. ž Information distribution systems: Methods for distributing project information include: – Hard copy documents – Shared access to networked, electronic databases – Fax – Electronic mail – Voice mail – Video-conferencing – Project intranet Outputs include: ž Project records: – Includes correspondence, memos, and documents describing the project. – Should be appropriately maintained in an organized fashion. – Project team members may often maintain personal records in a project notebook. ž Project reports: formal reports on project status and/or issues. ž Project presentations: – Information distributed formally or informally to any or all of the project stakeholders.
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Project Communications Management



The information is relevant to the needs of the audience and the method of presentation is appropriate.

Performance Reporting (10.3): (Process Group: Controlling)
Ÿ The process of collecting and disseminating performance information to provide stakeholders with knowledge of how resources are being used to achieve project objectives. This includes: ž Status reporting: where the project currently stands ž Progress reporting: what has been accomplished versus what is in process ž Forecasting: where the project is going. Inputs include: ž Project plan: Contains various baselines used to access project performance. ž Work results: Which deliverables have been fully or partially completed, what costs (and/or resources) have been incurred or committed ž Other project records. Methods used during performance reporting include: ž Performance reviews: reviews held to assess project status and progress. Typically used in conjunction with one or more of the performance-reporting techniques such as variance, trend, and/or earned value analysis. ž Variance analysis: comparing actual project results to planned or expected results. Cost and schedule variances are the most frequently analyzed, but variances from the plan in scope, resource, quality, and risk are often of equal or greater importance. ž Trend analysis: examining project results over time to determine if performance is improving or deteriorating. ž Earned value analysis: The most commonly used method of performance measurement in its various forms. It integrates scope, cost (or resource), and schedule to help the project management team assess project performance. Earned value (EV) involves calculating three key values for each activity: – The Planned Value (PV) is that portion of the approved cost estimate planned to be spent on the activity during a given period. – The Actual Cost (AC) is the total of costs incurred in accomplishing work on the activity during a given period. – The Earned Value (EV) is the value of the work actually completed. – The above three values are used in combination to provide measures of whether or not work is being accomplished as planned. These include the Cost Variance (CV=EV-AC) and the Schedule Variance (SV=EV-PV). – The cost and schedule variances (CV and SV, respectively) can be converted to efficiency indicators to reflect the cost and schedule performance of any project. – The most commonly used cost-efficiency indicator is the Cost Performance Index (CPI = EV/AC). The cummulative CPI (the sum of all individual EV budgets divided by the sum of all individual AC’s) is widely used to forecast project costs at completion.

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Project Communications Management –

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The Schedule Performance Index (SPI = EV/PV) is sometimes used in conjunction with the CPI to forecast the project completion estimates. Information distribution tools and techniques

Outputs include: ž Performance reports: gantt charts, s-curves, histograms, and tables. ž Change requests

Administrative Closure (10.4): (Process Group: Closing)
Ÿ Ÿ Ÿ Ÿ Ÿ The process of generating, gathering, and disseminating information to formalize phase or project completion. Consists of verifying and documenting project results to formalize acceptance of the product of the project by the sponsor, client, or customer Should not be delayed until the end of the project, each phase should be properly closed to ensure that important and useful information is not lost Employee skills in the staff pool database should be updated to reflect new skills and proficiency increases. Inputs include: ž Performance measurement documentation: All documentation produced to record and analyze project performance, including the planning documents that established the framework for performance measurement, must be available for review during closure. ž Product documentation: Documents produced to describe the product of the project must be available for review during closure. These may include plans, specifications, technical documentation, drawings, electronic files, etc. ž Other project records The methods used during administrative closure: performance reporting tools and techniques, project reports, and project presentations. Outputs from administrative closure: ž Project archives: A complete set of indexed project records should be prepared for archiving by the appropriate parties. Any project-specific or program-wide historical databases should be updated. When project are done under contract or involve significant procurement, particular attention must be paid to the archiving of financial records. ž Project closure: Confirmation that the project has met all customer requirements for the product of the project. ž Lessons learned

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Project Communications Management

Project Communications Management Concepts
(From Verma’s Human Resource Skills for the Project Manager) Importance of communication:
Ÿ Ÿ Ÿ By using communication skills, project managers help to plan, direct, control, and coordinate their operations throughout the project life cycle. Peter Drucker states that the communicating ability is essential for success and is perhaps the most important of all the skills an individual should possess. In project management, Sievert emphasizes the importance of communication by stating that a high percentage of the friction, frustrations and inefficiencies in working relationships are traceable to poor communication.

Goals of Interpersonal Communication:
Ÿ Ÿ Ÿ Ÿ Understanding the exact meaning and intent of others. Being understood by others. Gaining acceptance for yourself and/or your ideas. Producing action or change.

Interpersonal Communication:
Ÿ Ÿ Ÿ Ÿ To ensure messages are received and understood, two-way communication is necessary. When communicating in a project environment, both the sender and receiver have a duty to understand and to be understood. This is accomplished through feedback. Interpersonal communication is the process of sharing information with others. Three basic elements of interpersonal communication: ž The sender (or encoder) of the message. ž The signal or the message. ž The receiver (or decoder) of the message. Process of interpersonal communication: (Wilbur Schramm) ž Sender determines what information to share and with whom and encodes the message. ž Sender transmits the message as a signal to the receiver. ž The receiver receives the message. ž The receiver decodes the message to determine its meaning and then responds accordingly. ž Communication is successful if the decoded message is the same as the sender intended. ž Utilizing experience, the sender anticipates how the message will be decoded and encodes the message, accordingly.

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Project Communications Management

Project Communications Management Concepts, cont.
(From Verma’s Human Resource Skills for the Project Manager) Methods of Interpersonal Communication:
Ÿ Ÿ Project managers must have the ability to think logically and communicate effectively. Three forms are: Verbal: ž Advantages: – Timely exchange of information – Rapid feedback – Immediate synthesis of message – Timely closure ž Disadvantages: – Technical jargon especially in complex projects may make verbal communication difficult for non-technical people and other stakeholders. – No paper trail. ž Three stages of effective verbal communication and presentation: – The introduction: Tell them what you’re going to tell them. – The explanation: Tell them. – The summary: Tell them what you just told them. Non-verbal: ž Encoding a message without using words. Includes gestures, vocal tones, facial expressions, environmental settings, manner of dress, and body language. ž Generally, a receiver’s interpretation of a message is based not only on the words in the message, but also on the nonverbal behaviors of the sender. ž In an interpersonal communication situation in projects, nonverbal factors generally have more influence on the total impact of a message than verbal factors. ž Total Message Impact = Words (7%) + Vocal tones (38%) + Facial expressions (55%) (Albert Meharabian) ž Project managers may use nonverbal ingredients to complement verbal message ingredients whenever possible but must be careful that contradictory messages are not presented. ž Project managers should avoid sending ambiguous messages by “walking the talk” (mean what you say and say what you mean). Written communication (or graphic): ž In a project environment, written communication includes reports, plans, proposals, standards, policies, procedures, letters, memoranda, legal documents, and other forms of information to be transmitted. ž The main aim of business writing is that it should be understood clearly when read quickly. The message should be well planned, simple, clear, and direct. ž Major steps to writing: – Establish the basic purpose of the message. – Collect and organize material. – Prepare draft.
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Project Communications Management

Project Communications Management Concepts, cont.
(From Verma’s Human Resource Skills for the Project Manager) – Check the overall structure. – Send the message. Determine when to put the message in writing. Written communication is effective in the following cases: – When conveying complex information or data. – When requiring future action from team members. – When it is the receiver’s preferred communication style. – When communicating company policies or changes to policies. – When conveying a message that could be misunderstood either accidentally or intentionally. Make messages easy to read. Project managers and others can increase their personal power or influence by developing a “power” vocabulary when writing executive summaries, cover letters, bid proposals, project reports, marketing strategies, presentations, etc. – Front-load the message – Use concise language and stick to the point – Use powerful visual language and persuasive language – Own the message and display confidence

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ž ž

Macro-Barriers to Successful Communication:
Ÿ Ÿ Ÿ Ÿ Ÿ Macro-barriers are elements of the communication environment that hinder successful communication in a general sense. Information overload: ž Keep messages simple and direct. ž Provide sufficient information - keep it simple and short. Lack of subject knowledge: ž Must have sufficient knowledge to send message. ž Must know level of understanding of receiver. Cultural differences: ž Meanings and interpretations may vary among different cultures. ž Encourage team members to learn each other’s cultures. Organizational climate: ž Minimize the differences associated with status and ego within the organization. ž Create an atmosphere of openness and trust by talking with people. Avoid talking down to people. Number of links: ž Reduce the number of transmission links. ž The more links, the more opportunity for distortion in the message. ž Be aware of entrophy. 23-27% of message is lost in upward communication. (from PMI)

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Project Communications Management

Project Communications Management Concepts, cont.
(From Verma’s Human Resource Skills for the Project Manager)

Micro-Barriers to Successful Communication:
Ÿ Ÿ Micro-barriers are elements of the communication environment that obstruct successful communication in a specific sense. Perceptions: ž Sender’s view of the receiver: senders communicate differently depending on how they perceive the receiver’s level of knowledge and ability to understand the message. Senders should be careful not to imply any negative attitudes towards the receiver through communication behavior. ž Receiver’s view of the sender: How the receiver personally feels about the sender may influence how carefully the receiver listens. If negative, these feelings may cause the receiver to ignore the message. If overly positive, these feelings may inhibit the receiver’s judgment. Message competition: ž Communicate only when you have the total attention of the recipient. ž Try to minimize noise or other factors contributing to message interference. Project jargon and terminology: ž Define project terminology used in messages. ž Be aware of the use of project terminology and the intended audience.

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Types of Project Communications:
Ÿ Interpersonal communication: ž Listening, self-presentation, problem solving, decision making, negotiating, and conflict management. ž Necessary skills for interacting with the project team and with the client on a daily basis. Communication with public and community: ž Includes all public relations efforts necessary to encourage community involvement, enhance public understanding of the project, break down resistance, gain acceptance, and be a project spokesperson. ž May involve public speaking, making presentations, dealing with media representatives, and producing written publicity or PR materials. Formal communication: ž Is carried out through traditional responsibility and relationship channels. Includes strategic plans, project planning systems, standards, policies, procedures, proposals, letters, etc. ž Most effectively done in written form. Informal communication: ž Done through informal groups in which relationships are dependent upon common ties such as interests, hobbies, kinship, friendship, social status, etc. ž Project managers must identify the strengths and limitations of informal communications and explore strategies to increase overall project effectiveness through informal communications.

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Project Communications Management

Project Communications Management Concepts, cont.
(From Verma’s Human Resource Skills for the Project Manager)

Managing Meetings Effectively:
Ÿ Ÿ Ÿ Ÿ Ÿ Meetings provide a means to exchange and share messages, ideas and information. Meetings require a great deal of time and effort and therefore should be called only when necessary. Meetings should not take the place of project managers resolving problems and issues by working individually with the team members via the telephone, personal discussion, or e-mail. Avoid calling a meeting just for the sake of calling a meeting. Meetings should be productive. Guidelines for effective meetings: ž Before the meeting: Determine purpose, set ground rules for discussion, determine necessary attendees, notify participants in advance of location and agenda, start and end on time. ž During the meeting: Identify the specific objectives of the meeting, gather input from participants, stick to the agenda, use visual aids to illustrate points, periodically summarize the results of the discussion, assign action items as appropriate, and stick to the specified time limit. ž After the meeting: Follow up on individual action items, distribute concise minutes and use the minutes at the next meeting to measure results.

Communication Channels and Links:
Ÿ Ÿ The project manager must recognize and understand the project’s formal communication channels. Three basic channels of communication in the project environment: ž Upward communication (vertically or diagonally): – Information provided to upper management for their purposes of evaluating the overall performance of the projects for which they are responsible, or to refine organizational strategy. – Project managers may use the “by exception” format for project status. This feedback helps top management assess priorities and make organizational modifications to effectively meet project goals and objectives and be more effective in the future. ž Downward communication (vertically or diagonally): – Provides direction and control for project team members and other employees. – Contains job-related information focusing on scope and definition, quality, schedule, implementation, and evaluation and feedback. – May include statements of organizational philosophy, policies, project objectives, schedules, budgets, and constraints, position descriptions and other written information relating to the importance, rationale and interrelationships and interactions of various departments projects, and jobs in an organization.
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Project Communications Management

Project Communications Management Concepts, cont.
ž (From Verma’s Human Resource Skills for the Project Manager) Lateral communication (horizontally): – Information exchange between the project manager and his/her peers: functional managers, staff personnel, contractors, other project managers, etc. – Involves negotiating resources, schedules, and budgets; coordinating activities between groups, as well as developing plans for future operating periods. – Is vital to the success of a project and is also the most important factor for survival and growth in a highly competitive and turbulent environment. – Requires diplomacy and experience. – If managed properly, it creates a harmonious, cooperative environment based on trust and respect for one another. – If poorly managed, it may lead to conflict, blame, and failure to meet project objectives.

High Performance Communication:
Ÿ Ÿ Ÿ Ÿ A project manager’s performance depends upon how well he/she works with the project team in planning, implementing, coordinating, interfacing, integrating, and controlling the project. Self-awareness is key. Project managers must be aware of their own communication strengths and weaknesses. The project manager achieves project objectives by using effective communication to inspire high team performance. Key requirements for achieving high team performance include: ž Openness in communication ž Development of trust (so that accuracy of communication is achieved) ž Continuous support and counseling

Effective Listening:
Ÿ Ÿ Ÿ Effective listening is one of the most important skills for a project manager to acquire and practice. It is essential for successful project management. Improves communication and helps develop mutual respect, rapport, and trust among project participants. Verbal listening behaviors: ž Asking questions to clarify and gather more information. Questions should be probing and constructive. ž Paraphrasing what the speaker has said. ž Summarizing at intervals what the speaker has said to confirm what you have understood. ž Asking the speaker for examples. ž Ascertaining the speaker’s feelings and acknowledging them. (“You seem angry.”) ž Directing the speaker to the most appropriate listener. (“George can best help you with that.”) Or, just listen if the person needs to let off steam.
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Project Communications Management

Project Communications Management Concepts, cont.
(From Verma’s Human Resource Skills for the Project Manager) Ÿ Non-verbal listening behaviors: Actions that reinforce the message or undermine it. Includes: ž Making eye contact. (indicates honesty and openness) ž Being expressive and alert. (indicates interest - motivates speaker to be open) ž Moving closer to the speaker. (establishes friendly environment) ž Listening for the intention behind the speaker’s communication. (sometimes the real message is not what’s said, but how it is said) ž Facial expressions, touching, use of personal space, use of time. ž Body language (a subset of non-verbal) accounts for 55 percent of communication) It includes facial expressions, touching, and body positioning.

Barriers to Effective Listening:
Ÿ Ÿ The mismatch between our speed of talking (100-400 words per minute) and our speed of thinking (approx. 600 words per minute) makes effective listening tough. Some of the personal and environmental barriers that influence the overall effectiveness of communication include: ž Poor listeners: People do not talk freely when they know the audience isn’t listening. This inhibits effective communications. ž Resistance to the message: People don’t like to listen to something that is contrary to their preconceived ideas. When they should be listening, they are concentrating on their response or defense, instead. ž Physical distractions: telephone calls, people coming in and out of office/meetings, etc. Also, environments that create feelings of inequality in status discourage effective listening. ž Perceptual differences: Can influence the behavior of people which in turn can affect communications. For example, when perceptual differences occur, people tend to: – Jump to conclusions – Confuse facts with opinions – Make frozen evaluations (those that cannot be easily changed) Project managers must be aware of these barriers to effective listening that might be caused by interpersonal conflict, distractions, management response to new ideas or the overall project climate. Project managers should try to minimize barriers by nurturing better understanding and good working relationships necessary to effective communication among project participants. Use of “I” messages instead of “you” messages assists the speaker with delivery of a nonjudgmental, non-critical message while still conveying the speaker’s points. Checking perceptions and asking for clarification from speaker of intended message helps facilitate effective communications.

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Project Communications Management

Project Communications Management Concepts, cont.
(From Verma’s Human Resource Skills for the Project Manager)

Guidelines for Active Listening: (part of effective listening)
Ÿ Ÿ Ÿ Ÿ Ÿ Effective listening requires paying attention to the task, relationship and environmental dimensions of communication. Effective listening requires being genuinely concerned for the individual as a person, practicing neutrality, and taking an objective approach. It requires patience, mutual trust and respect. Active listeners empathize with the speaker, ask questions to clarify the message, and provide frequent feedback so that the sender can evaluate the accuracy of his or her message. Active listeners are equally aware of the influence of vocal tones, facial expressions and other nonverbal components in addition to the verbal component of communications. Some practical guidelines for active listening include: ž Stop talking! ž Show the speaker you are ready to listen: – Silence: signals you are ready to listen. – Few distractions: shut the door, put the phone on hold, refrain from impatient mannerisms, etc. – A receptive attitude: empathize with the speaker’s point of view. Listen for total meaning, not just for points of opposition.

Communication Styles:
Ÿ Ÿ The project manager uses communication more than any other skill set to manage the project throughout its life cycle and to ensure that team members are working cohesively and resolving problems. Two dimensions of thinking and action include: ž The thinking and decision-making approach which varies from logical (sequential) to intuitive (random) ž The action style which varies from hands-on (concrete) to research based (abstract) When the two dimensions are combined, the results are four major communication styles all of which are applicable at various times in the project life cycle. The styles are: ž Concrete-sequential: (Mr./Ms. Fix-it) – Person likes to focus on ideas and tasks, thinks systematically and predictably. – Person wants to complete tasks and minimize change.

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Project Communications Management Concepts, cont.
(From Verma’s Human Resource Skills for the Project Manager) ž Abstract-sequential: (Organizer) – Person who relies on logical analysis and systematic planning to solve problems. – These communicators are people and task-oriented, which makes them effect team builders. – These communicators prefer to have all information before making a decision, and they know how to control resources and information. Concrete-random: (Explorer/entrepreneur) – Person relies on people and technology, finds practical use for theories and models. – These communicators make decisions after thorough analysis and evaluation and excel at facilitating planning sessions, discussions, and changes. Abstract-random: (Intuitive free thinker) – Person views experiences from different perspectives and sees the big picture and the long-term vision. – These communicators make good brainstormers because they can listen actively and enjoy the process of generating new ideas.

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How Project Managers Spend their Time:
(from PMI) Ÿ Approximately 75-90% of project manager’s time is spend communicating. ž Of the PM’s time spend communicating, approximately 45% is spent listening. ž Another 30% is spent speaking. ž Approximately 10% is spent reading; another 10% writing, and 5% other. Project managers spend 50% of their time in meetings.

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Project Communications Management

Sample Problem
1. How many communication channels are added when three additional people are assigned to a four person team?

Answer: 15 communication channels are added. No. of channels for a 4 person team: (n*(n-1))/2 (4*3)/2 = 6 No. of channels for a 7 person team: (7*6)/2 = 21 Therefore, adding 3 people to a 4 person team increases the no. of communication channels by 15. (21-6)

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Project Communications Management Course materials may not be reproduced in whole or in part without the prior written permission of IBM.

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Project Communications Management

Sample Questions
1. Which of the following is not a process of Project Communications Management?
A. Administrative Closure

B. Performance Reporting C. Conflict Resolution D. Communications Planning 2. Which of the following is an output of the Communications Planning process? A. Project records B. Communications management plan C. Performance reports D. Formal acceptance 3. Referring to the process of interpersonal communication as defined by Wilbur Schramm which of the following statements is false? A. The process of encapsulating information into a message and then transmitting the message is called decoding. B. The destination decodes the message to determine its meaning and then responds accordingly. C. Communication is considered successful if the message decoded is the same as the sender intended. D. Perceptual differences can influence the way the message is decoded. 4. How much time does the typical project manager spend communicating both formally and informally? A. 40-60% B. 50-70% C. 60-80% D. 75-90% 5. In the general management skill of communicating, to assimilate through the mind or senses is the process of: A. Receiving B. Decoding C. Comprehending D. Understanding 6. The sending or conveying of information from one place to another is the process of: A. Networking B. Transmitting C. Encrypting D. Promoting

7-20 Project Communications Management Course materials may not be reproduced in whole or in part without the prior written permission of IBM.

© Copyright IBM Corp. 2002

Project Communications Management

Sample Questions, cont.
7. Which of the following types of body signals is generally associated with a person feeling uncertainty? A. Sighing B. Bending forward C. Concealing mouth with hands D. Crossed arms 8. In Albert Meharabian’s interpersonal communication dynamics formula of Total Message Impact = Words + Vocal tones + Facial expressions, words make up what percentage of the total message impact? A. 20% B. 55% C. 7% D. 38% 9. All of the following are outputs from the Performance Reporting process EXCEPT: A. Trend analysis B. “S” curves, histograms, bar charts, and tables C. Performance reports D. Change Requests 10. All of the following aid in achieving consensus EXCEPT: A. Maintaining a focus on the problem, not each other. B. Avoiding conflict. C. Seeking facts. D. Avoiding voting, trading, or averaging. 11. A person who is visionary and enjoys being a catalyst for organizational change, but prefers the conceptual phase over the implementing phase is most likely to have a preference for which communication style? (choose the best answer) A. Concrete-sequential B. Abstract-sequential C. Abstract-random D. Concrete-random 12. Which of the following is not an example of an effective verbal listening behavior? A. Paraphrasing what the speaker has said B. Asking the speaker for examples C. Use of personal space D. Acknowledging the speaker’s feelings 13. A tight matrix is: A. A balanced matrix organization. B. Where all team members are brought together in one location. C. Where functional managers operate in a dual reporting structure reporting to both their own departments and to the project manager. D. a and c

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Project Communications Management Course materials may not be reproduced in whole or in part without the prior written permission of IBM.

7-21

Project Communications Management

Sample Questions, cont.
14. The sender is responsible for: A. Confirming the message is understood. B. Ensuring the receiver agrees with the message. C. Scheduling communication exchange. D. Presenting the message in the most agreeable manner

15. What are the four parts of the communications model? A. Sending, Receiving, Decoding, and Comprehending B. Sender, Message, Medium, Receiver C. Communicator, Message, Receiver, Decoder D. Communicating, Transmitting, Receiving, Comprehending 16. A leadership style in which the project manager shares problems with team members and formulates solutions as a group is called: A. Autocratic B. Consultation in a group C. Consensus D. One-to-one consultation 17. Which of the following communications management processes is considered core and controlling? A. Performance Reporting B. Administrative Closure C. Communications Planning D. Information Distribution 18. A cell phone ringing during a meeting is an example of: (choose the best answer) A. A perpetual difference B. Resistance to the message C. Poor listening D. A physical distraction 19. Formal acceptance by the client or sponsor of the project should be prepared and distributed during which process? A. Information Distribution B. Administrative Close-out C. Organizational Planning D. Performance Reporting 20. In which of the following organizations is the project manager role likely to be part-time? A. Weak matrix B. Functional C. Balanced matrix D. a and b

7-22 Project Communications Management Course materials may not be reproduced in whole or in part without the prior written permission of IBM.

© Copyright IBM Corp. 2002

Project Communications Management

Sample Questions, cont.
21. A communication plan details all of the following except:
A. To whom information will flow and what methods will be used to distribute various types

of information W hat information will be gathered, how it will be gathered and how often it will be gathered C. Methods for accessing information D. All memos, correspondence, reports and documents related to the project from all personnel.
B.

22. Which of the following is not an output of a projects administrative closure?
A. B. C. D.

Project archives Formal acceptance Lessons learned Contract file

23. Among the most common pitfalls in effective communication is:
A. Not selecting the correct medium B. Not considering the position of the receiver C. Assuming that because a message is sent, it has been received in the same form it

was sent
D. Being overly judgmental in communicating.

E. All of the above 24. Which of the following statements regarding contract close-out and administrative closure is true ?
A. Administrative closure is part of Procurement Management and Contract Close-out is

part of Communications Management
B. Contract Close-out is similar to administrative closure because both processes involve

product verification
C. The contract file is an input to both processes D. Administrative closure is synonymous with contract close-out

25. Which of the following techniques is used in the communications planning process?
A. B. C. D. Stakeholder analysis

Executive interviews PMIS analysis Channel evaluation

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Project Communications Management Course materials may not be reproduced in whole or in part without the prior written permission of IBM.

7-23

Project Communications Management

Sample Questions, cont.
26. Communication barriers may result in:
A. B. C. D. Trust and cooperation among the project team members High levels of conflict A more enjoyable work environment for the project manager Projects that are completed on time and within budget

27. You are chairing a meeting in which you are using experts to identify the best solution to a very critical problem facing your project. A conflict has arisen between some team members who are anxious for closure and others who wish to consider more alternatives. As project manager and meeting chairperson, you should ____________. Choose the best answer.
A. Conclude meeting because more discussion is a waste time B. Allow people who are anxious for closure to leave meeting and continue meeting with

remaining team members
C. Facilitate continued discussion of alternatives while being cognizant of the impact of

delays D. Smooth conflict by telling attendees which alternative to take 28. A formal written response is most suitable when _________. Choose the best answer.
A. B. C. D.

Discussing work assignments Directing the contractor to make changes The interpreter has a short memory Contacting the client is necessary

29. Five people are involved on a project that requires significant communication between all project participants. How many lines of communication exist on this project ?
A. B. C. D. 5 6

8 10

30. A cumulative SPI of less than one most likely indicates:
A. B. C. D.

Time for a team celebration. The project is ahead of schedule. The project is behind schedule. a or b

7-24 Project Communications Management Course materials may not be reproduced in whole or in part without the prior written permission of IBM.

© Copyright IBM Corp. 2002

Project Communications Management

Answer Sheet

1. 2. 3. 4. 5. 6. 7. 8. 9. 10. 11. 12. 13. 14. 15.

a a a a a a a a a a a a a a a

b b b b b b b b b b b b b b b

c c c c c c c c c c c c c c c

d d d d d d d d d d d d d d d

16. 17. 18. 19. 20. 21. 22. 23. 24. 25. 26. 27. 28. 29. 30.

a a a a a a a a a a a a a a a

b b b b b b b b b b b b b b b

c c c c c c c c c c c c c c c

d d d d d d d d d d d d d d d

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Project Communications Management Course materials may not be reproduced in whole or in part without the prior written permission of IBM.

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Project Communications Management

Answers
1 2 3 4 5 6 7 8 9 C B A D A B C C A PMBOK®, pg 117 PMBOK®, pg 118 Verma’s Human Resource Skills for the Project Manager, pgs. 17-18 PMI Decoding is deciphering a message once assimilated. Verma’s Human Resource Skills for the Project Manager, pgs. 17-18 Verma’s Human Resource Skills for the Project Manager, pg. 43 Verma’s Human Resource Skills for the Project Manager, pg. 19 PMBOK®, pgs. 123-124. The outputs are change requests and performance reports. Option B provides examples of the formats for performance reports. Trend analysis is a tool and technique of performance reporting. In the modern view, conflict is inevitable and is a natural result of change. If managed properly, conflict is frequently beneficial. Withdrawal tends to minimize conflict but also fails to resolve the issue. Reference Verma, “Human Resource Skills for the Project Manager”, pg. 49 The abstract-random communicator is a brainstormer and visionary. Use of personal space is a non-verbal listening behavior

10 B

11 C 12 13 14 15 16 17 C B A B C A

18 D

19 B 20 D 21 D

Reference Verma, “Human Resource Skills for the Project Manager”, Chapter 1 Reference Verma, “Human Resource Skills for the Project Manager”, pg. 218 PMBOK®, pg. 38. Performance Reporting is usually done regularly and consistently. Physical distraction is the best answer. The receiver may very well be listening to the sender but the communication link is interrupted with a physical occurrence such as a ringing phone. PMBOK®, pgs. 125-126 PMBOK®, pg 120 The communications plan details a plan for storing important memos, documents, etc. related to the project, but does not contain the actual documents itself. PMBOK®, pg. 159 PMBOK®, Project Communications Management and Project Procurement Management PMBOK® p 118 Reference Verma, “Human Resource Skills for the Project Manager”, Chapter 1 PMBOK®, general reading and experience PMBOK®, general reading and experience The formula used to compute the total number of communications channels between N persons is: N(N-1))/2. In this case the answer is 10. PMBOK® p 123 and Project Cost Management, SPI = EV/PV. An SPI < 1 would indicate that planned value is greater than earned value which would be an indicator that the project is behind schedule.

22 D 23 E 24 B 25 26 27 28 29 A B C B D

30 C

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© Copyright IBM Corp. 2002

Project Communications Management

PMP® Certification Exam Preparation What did I do wrong ?

I would have answered a larger number of questions correctly if I had ___________.
1. Read the question properly and identified the keywords 2. Read the answer properly and identified the keywords 3. Read ALL the answers before answering the question 4. Used a strategy of elimination 5. Known the formula 6. Known the PMBOK® definition 7. Checked the mathematics 8 Used the PMI® rather than my own perspective 9. Reviewed my answer after reading the other questions 10. NOT rushed to finish Total

Number

_________

_________ _________ _________ _________ _________ _________ _________ _________ _________ _________

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