14 Executing Communication1 1

Project Management Professional (PMP) Training Course 488 | P a g e

Smart Management Consultants SMC 2010-2012

10.2 Distribute Information

Planning Executing M & Closing

Quality

Human Resource

CommunicationsDistribute

Information

Risk

Procurement

Distribute Information

The process of making relevantinformation available to projectstakeholders as planned.

Distribute Information processinvolves implementing thecommunications managementplan

It is performed throughout theentire project life cycle, and in allmanagement processes.

Execution

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Distribute information.

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The focus here is mainly in the execution process, which includes implementing the communications management plan, as well as responding to unexpected requests for information.



Distribute Information

Effective information distribution includes a number of techniques including:

Sender-receiver models

Choice of media:

Writing style:

Meeting management techniques:

Presentation techniques:

Facilitation techniques:

Execution

&Communications


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Distribution InformationExecuting

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Distribute

Information.

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.2 Performance Reports

Reports should be prepared by the project team detailing activities, milestones, accomplishment, identified issues, and problems.

Status reports can be used to report the key information, including but not limited to:

Current status

Significant accomplishments for the period

Scheduled activates, and

Issues.

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.1 Communications Management Plan

The communications management plan usually provides: Stakeholder communication requirements;

Information to be communicated, including format, content, and level of detail;

Person or groups who will receive the information;

Methods or technologies used to convey the information, such as memos, e-mail, and/or press releases;

Time frame and frequency for the distribution of required information;

Escalation process identifying time frames and the management chain (names) for escalation of issues that cannot be resolved at a lower staff level;

Flow charts of the information flow in the project, workflows with possible sequence of authorization, list of reports, and meeting plans, etc.; and

Communication constraints, usually derived from specific legislation or regulation, technology, and organizational policies, etc.

What Needs to be

Communicated

Why

Between

Whom

Best Method for Communica

tion

Responsibility for

sending

When and How often



Communication Methods Communication Methods are how you actually share

the information with your stakeholders.

Individual and group meetings, video and audio conferences, computer chats, and other remote communications methods are used to distribute information.

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Type

Formal Written Project Management plans, project charter, memos, communicating over long distance

Formal Verbal Presentation , speeches

Informal Written E-mail , handwritten notes

Informal Verbal Meeting , conversations

Formal Written Any time youre singing a legal documents , contract or preparing formal documentation for your project. Blueprints, specifications and all other project documentations.

Informal Written if you drop someone a quick email or leave them a memo or a sticky note, thats informal written communication.

Formal Verbal If you ever have to give a presentation to update people on you project, thats formal verbal communication. Speeches and prepared talks and formal verbal

Informal Verbal Meetings , hallway chats, and planning sessions. Just calling somebody up to chat about your projects.



Effective Communication

Nonverbal Communication means your gestures , facial expressions, and physical appearance.

Nonverbal Communication

55 %

Para-lingual Communication is the tone and pitch of your voice when youre talking to people.

Para-lingual Communication

Feedback is when you respond to communication. Prove listening though feedback.

Feedback

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Active Listening Executing&

Communications

Distribution information.

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Active Listening

Dont over talk

Be Empathetic

Make Eye contact

Exhibit Affirmative

Nods

Ask Questions

Avoid Distracting Gestures

Paraphrase

Avoid Interrupting Speaker



Managing Meeting Set a time limit , and keep to it.

Schedule recurring meetings in advance.

Meet with the team regularly , but not too often.

Have a purpose of each meeting.

Create an agenda with team input

Distribute the agenda before hand

Stick to the agenda

Let people know their responsibilities in advance.

Bring the right people together

Chair and lead the meeting with a set of rules

Assign deliverable and time limits for all work assignments that result from meeting.

Documents and publish meeting minutes.

Executing

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.2 Information Distribution Tools

HARD-COPY DOCUMENT DISTRIBUTION

ELECTRONIC COMMUNICATION AND CONFERENCING TOOLS

ELECTRONIC TOOLS FOR PROJECT MANAGEMENT

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HARD-COPY DOCUMENT DISTRIBUTION Manual filing systems, and shared-access electronic databases.

ELECTRONIC COMMUNICATION AND CONFERENCING TOOLS e-mail, fax, voice mail, telephone, video and web conferencing, and web publishing.

ELECTRONIC TOOLS FOR PROJECT MANAGEMENT web interfaces to scheduling and project management software, meeting and virtual office support software, portals, and collaborative work management tools.



1. Organizational Process Assets Updates (OPA+)

1. Processes and Procedures

Formal and Informal Plans

Policies , guidelines and Templates

Change Control Procedures

Configuration Management

.2 Corporate Knowledge Base

lessons learned

historical information

Learning from previous projects

completed schedules, risk data, and earned value data

Updates

Stakeholder Notifications

Project Reports

Project Presentations

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Updates

Project Records

Feedback from Stakeholders

Lesson Learned Documentations

10.4 Manage Stakeholder Expectations

Initiating Planning Executing

Quality

Human Resource

CommunicationsManage

Stakeholders Expectations

Risk

Procurement



Managing Stakeholder Expectations involves communication activities such as:

Actively managing the expectations of stakeholders

To increase the likelihood of project acceptance by negotiating and influencing.

Addressing concerns that have not become issues yet.

These concerns need to be uncovered and discussed, and the risks

Clarifying and resolving issues that have been identified may initiate change request

Executing

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Manage stakeholder Expectations

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Manage Stakeholder Expectations is the process of communicating and working with stakeholders to meet their needs and addressing issues as they occur.

Manage Stakeholder Expectations

The project manager is responsible forstakeholder expectationsmanagement.

Actively managing stakeholderexpectation's decrease the risk thatthe project will fail to meet its goalsand objectives due to unresolvedstakeholder issues , and limitsdisruptions during the project.

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This enables them to be active supporters of the project and to help with risk assessment of project choices. By anticipating peoples reaction to the project, preventive actions can be taken to win their support or minimize potential negative impacts.



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A change Log is used to documents changes that occur during a project.

These changes , and their impact to the project in terms of time , cost, and risk must be communicated to appropriates stakeholders.

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.5 Change Log

Id In. Date In. By

Change Request

Scopebaseline

Time Baseline

Cost Baseline

Quality Baseline

Status



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The project manager decides, based on communication requirements, what, how, and when communication methods are to be used in the project. The Project manager applies appropriate interpersonal skills to manage stakeholder expectations

Building trust, Resolving conflict, Active listening , and Overcoming resistance to change.

.3 Management SkillsExecuting

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Management is the act of directing and controlling a group of a people for the purpose of coordinating and harmonizing the group towards accomplishing a goal beyond the scope of individual effort.

Management Skills

Presentation skills

Writing skills

Public speaking.



2. Organizational Process Assets Updates (OPA+)

1. Processes and Procedures

Formal and Informal Plans

Policies , guidelines and Templates

Change Control Procedures

Configuration Management

.2 Corporate Knowledge Base

lessons learned

historical information

Learning from previous projects

completed schedules, risk data, and earned value data

Updates

Causes of Issues

Reasoning behind corrective actions

Actions Chosen and Lesson Learned from Managing Stakeholder Expectation

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Change requests are issued during Execution which may expand, adjust, or reduce project scope to modify project policies or procedures, to modify project cost or budget, or to revise the project schedule.

Other change requests cover needed preventive or corrective actions to forestall negative impact later in the project.

.3 Change Requests

Direct Indirect

Optional Legal/ Contractual

ExternalInternal

Corrective actions.

Preventive actions.

Defects. Updates.

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.3 Project Document UpdatesExecuting

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Project documents that Updated

Requirements documents

Stakeholder register

forecasts,

Performance reports and

Project logs ( Issue, assumption, etc.)

.4 Project Management Plan Updates

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Elements of the project management plan that may be updated :

Communication management plan. This is updated with new or changed methods of communication method is ineffective, it may be replaced by another method.