Apply Communication Management Techniques Project Communication Processes – Part 1 Certificate IV in Project Management 17871 Qualification Code BSB41507.

Apply Communication Management Techniques Project Communication Processes – Part 1 Certificate IV in Project Management Qualification Code BSB41507 Unit Code BSBPMG406A

Project Communication Management Processes
PMBOK Project Communication Management Processes - 10.1 Identify Stakeholders 10.2 Plan Communications 10.3 Distribute Information 10.4 Manage Stakeholder Expectations 10.5 Report Performance Related processes from Project Integration Management – 4.2 Develop Project Management Plan PMBOK 4th Edition

Project Communication Management Processes – Part 1
PMBOK Project Communication Management Processes - 10.1 Identify Stakeholders 10.2 Plan Communications 10.3 Distribute Information 10.4 Manage Stakeholder Expectations 10.5 Report Performance Related processes from Project Integration Management – 4.2 Develop Project Management Plan PMBOK 4th Edition

Learning Objectives – Part 1
Understand of the processes required to manage communication processes on a project Explain the project communication planning process and describe the contents of a Project Communication Plan Understand how to identify project stakeholders and their communication requirements Understand effective communication and different communication techniques

Reading – Communication Processes Part 1
Please take some time to review the PMBOK Chapters 4.2, 10.1, 10.2 and 10.3 This could take 30 to 45 minutes

4.2 Develop Project Management Plan
This is the process of defining and documenting the actions necessary to prepare and integrate all subsidiary plans for each of the 8 key knowledge areas of project management. The planning processes for all project management key knowledge areas are normally performed at the same time this process, or expanded upon shortly afterwards The Project Communication Plan (10.2) for a project is developed concurrently with the development of the Project Management Plan (4.2) Initiation Planning Execution Close Monitor Control Adapted from PMBOK 4th Edition

The Project Management Plan – can be composed of subsidiary plans for each of the 8 key knowledge areas or these planning elements can be included into one integrated end product can be either high level or detailed depending on the characteristics of the project and the project management methodology that is being applied Can only be changed via a Change Request once it has been baselined defines how all aspects of the project are to be undertaken through the Execution Phase establishes the mechanisms and processes to Monitor and Control the project defines how the project is to be Closed Initiation Planning Execution Close Monitor Control Adapted from PMBOK 4th Edition

Inputs into the Project Management Plan – Project Charter Subsidiary plans developed in other planning processes Industry standards and regulations Organisational policies and procedures Project management methodology Project management tools Planning templates Knowledge from past projects Expert judgement and advice Initiation Planning Execution Close Monitor Control Adapted from PMBOK 4th Edition

Common inclusions in the Project Management Plan – Project lifecycle and project management processes Selected tools and techniques Project objectives and how these will be achieved Change Management Plan Baselines for Scope, Time and Cost Performance measurement and status reporting processes Governance structure Team structure Subsidiary plans if required Initiation Planning Execution Close Monitor Control Adapted from PMBOK 4th Edition

10.1 Identify Stakeholders
The process of identifying all people and organisations involved in or impacted by the project Stakeholder information is gathered including their interests, involvement and potential impact on project success Includes diverse groups such as customers, sponsors, impacted management, impacted staff, external organisations and sometimes even the public or press Stakeholders can positively or negatively impact the project Occurs during Planning Initiation Planning Execution Close Monitor Control Adapted from PMBOK 4th Edition

Definition of Project Stakeholders
Stakeholders are persons or organisations who are actively involved in the project or whose interests may be positively or negatively affected by the performance or completion of the project. Stakeholders may also exert influence over the project, its deliverables and the project team members. The project management team must identify both internal and external stakeholders in order to determine the project requirements and expectations of all parties involved. The Project Manager must manage the influence and expectations of the various stakeholders to ensure a successful project outcome.

Stakeholders and the Project
Operations Manager Other Stakeholders Project Stakeholders Functional Managers Portfolio Manager Project Sponsor Program Manager Business Partners Project Team Project Management Team Project Team Project Manager Customers Project Management Office The Project PMBoK Guide – Fourth Edition, figure 2.6

Stakeholder Identification
Identifying stakeholders and understanding their relative influence on a project is critical. It can be difficult Stakeholders can change over time and new ones can be identified during the project Stakeholder expectations and power can also change during the project

Internal and External Stakeholders
Suppliers Business Partners Other Stakeholders Customers Government Sub Contractors Competitors Public External Stakeholders The Project Internal Stakeholders Functional Managers Project Management Office Other Stakeholders Program Manager Portfolio Manager Operations Manager

Inputs to Identify Stakeholders - Project Charter Procurement Documents and Contracts Enterprise Environmental Factors Organisation culture and structure Government regulations Industry standards and Organisational Process Assets Stakeholder register templates Lesson learned from previous projects Stakeholder Registers form previous projects Tools and techniques to Identify Stakeholders – Stakeholder Analysis Expert Judgement Adapted from PMBOK 4th Edition

Stakeholder Analysis The process of systematically gathering and analysing information to determine whose interests should be taken into account throughout the project It identifies the interests, expectations and influence of the stakeholders Looks at stakeholders with positive and negative feelings towards the project Step 1 - Identify all potential project stakeholders Step 2 – Identify Power and Impact of each stakeholder Step 3 – Assess likely stakeholder reactions and plan to get support Adapted from PMBOK 4th Edition

Steps in Stakeholder Analysis
Identify all potential stakeholders and information about them Understand their role and authority levels Identify their interest and expectations Key stakeholders are easily identified as they appear in the project governance and structure chart Key stakeholders include anyone in a decision-making or management role that will be impacted by the project Interview key stakeholders to identify more stakeholders Positive stakeholders can be leveraged to enhance project success Negative stakeholders need to be encouraged to support the project, or at least be neutral

Identify Stakeholder Power and Interest Classify stakeholders Plan approach to stakeholder management depending on their power and interest Identify stakeholder communication requirements Complete the Stakeholder Power & Interest Grid It is critical to understand their roles or positions, interests, expertise, expectations and levels of influence

Assess likely stakeholder reactions Identify stakeholder related risks Monitor and control stakeholder related risks Develop risk management plans and mitigation strategies to reduce negative impacts Complete the Stakeholder Register and determine management strategy Positive stakeholders can be leveraged to enhance project success Negative stakeholders need to be encouraged to support the project, or at least be neutral

Stakeholder Power & Interest Grid
High Keep Satisfied Manage Closely Power Monitor (minimum effort) Keep Informed Low Low High Interest PMBoK Guide – Fourth Edition

Expert Judgement Stakeholders are normally uncovered through discussions with the key stakeholders and the list should be expanded until all potential stakeholders are identified – eg staff or customers impacted by the project, third party suppliers, finance and legal departments It can be difficult to identify all the stakeholders Different experts who should be consulted includes - Subject Matter Experts Senior Management Key Stakeholders Other Project Managers Industry Groups Professional Associations PMO Consultants

Outputs of this process include – Stakeholder Register Identification information Assessment information Stakeholder Classification Stakeholder Management Strategy Defined approaches to increase support or decrease negative impacts Stakeholder Analysis Matrix Takes the results of the above and the Power and Interest assessment Summarises and organises into a register or table Includes potential strategies to gain support or reduce negative impacts Adapted from PMBOK 4th Edition

Stakeholder Register or Stakeholder Analysis Matrix
First step in communication planning Includes expectations (interests) and management approach (strategies) Content can be very sensitive Discretion is required regarding access to the document and distribution lists Stakeholder Stakeholder Interests in the Project Assessment of Impact and Authority Potential strategies for gaining support and reducing objections Stakeholder name and position title Specific actions planned to gain support and reduce objections, leverage supporters and neutralise detractors Areas of interest – functional, operational, specific project outcome or key knowledge area Using the Power and Interest Grid to determine level of authority and also level and type of impact (positive or negative) Adapted from PMBOK 4th Edition

10.2 Plan Communications The process of determining the project stakeholder information needs and defining a communication approach Plan Communication determines – who needs what information, when they will need it, how it will be given to then, and by whom Informational needs and communication mechanisms vary widely from project to project A complex process that is critical to project success, and unfortunately, often under valued Occurs during Planning Initiation Planning Execution Close Monitor Control Adapted from PMBOK 4th Edition

10.2 Plan Communications Inputs into Plan Communications –
Stakeholder register Stakeholder management strategy Enterprise environmental factors Project Management maturity helps to determine the type and frequency of communication Organisational process assets Relevant policies and procedures Lessons learned from past projects Organisation charts Adapted from PMBoK Guide – 4th Edition

10.2 Plan Communications Tools and techniques to Plan Communications –
Requirements Analysis Communication Channels Communication Technology Communication Media Communication Methods Adapted from PMBOK 4th Edition

Communication Requirements Analysis
Information used to determine specific project communication requirements includes – Organisation charts Project Organisation and Governance Charts Stakeholder responsibilities Disciplines, departments and specialisations involved in the projects eg. Finance, legal, risk Logistics of communication – how many people, location Internal information needs – across organisation External information needs – media, contractors, public Stakeholder register and stakeholder management strategies

Communication Technology
Information used to determine specific project communication requirements includes – Organisation charts Project Organisation and Governance Charts Stakeholder responsibilities Disciplines, departments and specialisations involved in the projects eg. Finance, legal, risk Logistics of communication – how many people, location Internal information needs – across organisation External information needs – media, contractors, public Stakeholder register and stakeholder management strategies

Communication Media and Channels
Traditional Vs Electronic Informal Vs Formal Group briefings One on One Meetings Steering Committee Presentations Presentations Team Meetings Stakeholder Meetings Status Reports Collaboration Sites Push Vs Pull Newsletters

Communication Methods
Interactive Two or more parties Multi directional exchange of information Efficient way to ensure common understanding Meetings Phone calls and teleconferences Video conferences Push Sent to specific recipients Need to know basis Doesn’t check understanding Letters, memos. Reports s, faxes Voice mail Press releases Pull Used for large volumes of information Large audiences can self serve Can’t determine understanding Access at own discretion Intranet sites E-learning Knowledge repositories Collaboration sites

10.2 Plan Communications Outputs of this process include –
Communications Management Plan Stakeholder Communication requirements Resources allocated to communication activities – including time and cost Escalation, approval information flow processes Glossary of terms Project Document Updates Project schedule Stakeholder register Stakeholder management strategy Project risk register Risk Management Plan Target Audience Communication Needs Messenger Approval Media/Channel Frequency Who to What Who from Who approves How When

10.3 Distribute Information
The process of making relevant information available to project stakeholders as per the Communication Plan It is performed throughout the entire project lifecycle and is part of all management processes Closely related to Monitor and Control processes as it also covers the distribution of status and performance reporting information The Communication Plan is implemented during Execution, although information is distributed throughout all phases Also unexpected requests for information Initiation Planning Execution Close Monitor Control Adapted from PMBOK 4th Edition

The inputs into Distribute Information are – Project Management Plan Performance Reports and Status Reports Communications Plan Stakeholder Register Stakeholder Communication Requirements Organisational Process Assets Information distribution policies and procedures Existing communication channels and media - eg. Intranet, Share Point, internal TV broadcasts etc Templates Lessons learned Initiation Planning Execution Close Monitor Control Adapted from PMBOK 4th Edition

Tools and techniques to Distribute Information include - Information Distribution Tools Presentation Techniques Sender-receiver Models Writing Style Communication Methods Meeting Management Techniques Facilitation Techniques Communication Media Adapted from PMBOK 4th Edition

Information Distribution Tools – Hard copy document distribution and manual filing systems Shared access electronic databases, knowledge management and collaboration tools Electronic communication and conferencing tools – , voice mail, telephone messages, video conferencing, web publishing Electronic project management tools Sender-receiver Models - Including feedback loops and barriers to communication – covered in Introduction to Project Communications Adapted from PMBOK 4th Edition

Writing Style – Active versus passive voice Formal versus informal Sentence structure and word choice Meeting Management Techniques - Preparing an agenda, distributing action items, documenting decisions, resolving conflict – covered in Introduction to Project Communication Presentation and Facilitation Techniques - Body language and design of visual aids – covered in Introduction to Project Communication Building consensus, resolving conflict and negotiation skills – covered in Introduction to Project Communication Adapted from PMBOK 4th Edition

Outputs of this process include – Stakeholder notifications Project reports Project presentations and briefings Steering Committee presentations Project records Correspondence Meeting minutes and action items Memos Feedback from Stakeholders Lessons Learned Adapted from PMBOK 4th Edition

Document Management and Control
It is possible that all documents issues during a project could be subject subpoena to be used as evidence in litigation Document Management and Control is critical – Project documents must be easily found and retrieved Specific versions of documents as particular dates must be identifiable It must be clear that everyone is working from the correct version of the document

Document Management Process
Requires formal standards and process flow All project staff need to adhere to standards for – Document storage and archival Document format Details of author, reviewers and authorisers Document identification and naming Document revisions and version control Document distribution processes Document security

Stakeholder Analysis Take some time to reflect on different stakeholders that have impacted your projects. Have you experienced impacts to your projects due to key stakeholders that were not identified at the beginning of the project? Comment on the specific stakeholders that you have encountered who have had both positive and negative impacts on project success. Go to the Forum on Stakeholder Analysis and provide comment on the questions that are posed. You can also respond the comments and observations made by other learners in the course. Research Practice Comment

Next Steps Please proceed to Communication Management Processes Part 2 in the Learning Program. Best of Luck! 41

Apply Communication Management Techniques Project Communication Processes – Part 1 Certificate IV in Project Management 17871 Qualification Code BSB41507.

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