PMP Exam Preparation Workshop Project Communications Management

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1 PMP Exam Preparation Workshop 1

2 Learning Objectives By the end of this session you will understand: The importance of communication for the success of a project; The communication processes as described in PMBOK Guide Fifth Edition; How to approach PMP Exam questions on communication. 2

3 Agenda Overview; Project Communication Management Processes; Plan Communications Management, Manage Communications, Control Communications. Supporting Information; Sample Exam Questions. 3

4 Communication is the largest single factor influencing a project s quality, effectiveness, satisfaction, and productivity. Important because of: Project uniqueness, Matrix organizations, Overlapping responsibilities, Changing scope and constraints, Complex integration, Interface requirements, Decentralized decision making, Potential for conflicts. 4

5 Effective communication enables: An understanding of team roles and responsibilities; Productivity and quality; Collaboration and problem solving; Co-operative working relationships; Job satisfaction; A sense of personal achievement. 5

6 The Project Manager s importance as a communicator is: To create an environment of open communication and trust. Openness in a project environment allows communication about: Project goals, Tasks, Interactions. Creates team spirit; Enhances productivity; Project managers must lead by example. 6

7 Overview PMBOK V5 Ref # Fig

8 10.1 Plan Communications Management Developing an appropriate approach and plan for project communications based on stakeholder s information needs and requirements, and available organizational assets. PMBOK V5 Ref # Fig

9 10.1 Plan Communications Management PMBOK V5 Ref # Fig

10 10.1 Plan Communications Management Fundamental questions: With whom do I need to communicate? What do I need to communicate? When do I need to communicate? How often do I need to communicate? Will my communication needs change throughout the project cycle? Where the information should be stored? What format? Retrieved? Whether time zone, language barriers, and cross-cultural considerations need to be taken into account. 10

11 10.1 Plan Communications Management When should communication planning be done? Very early in project life cycle phases; Reviewed regularly; Revised for applicability. Why should communications planning be done? Information needs and methods differ between projects; Meeting the communication needs of project stakeholders is crucial. 11

12 Plan Communications Management - Inputs Project Management Plan; Stakeholder Register; Enterprise Environmental Factors; Organizational Process Assets. 12

13 Plan Communications Management - Tools & Techniques Communication Requirements Analysis; Communication Technology; Communication Models; Communication Methods; Meetings. 13

14 Plan Communications Management - Tools & Techniques Communications Requirements Analysis Analyse information requirements of project stakeholders; Examine for value to project success; Consider methods and technologies; Avoid wasting resources on: Unnecessary information, Inappropriate technology. 14

15 Plan Communications Management - Tools & Techniques Defining Requirements Sources for Defining Communication Requirements: Project organization; Stakeholder responsibility relationships; Project participants; Disciplines, departments, specialties. Logistics; How many, which locations. External information needs (e.g. Media, customers.); Stakeholder information and communication requirements from within the stakeholder register. 15

10.1.2 Plan Communications Management - Tools

16 Plan Communications Management - Tools & Techniques Information needs in a Project 16

17 Plan Communications Management - Tools & Techniques Internal Stakeholders 17

18 Plan Communications Management - Tools & Techniques External Stakeholders 18

19 Plan Communications Management - Tools & Techniques Who needs What, When? 19

of people involved in the communication increases, the

20 Plan Communications Management - Tools & Techniques Communication Channels Note: As the number of people involved in the communication increases, the number of communication channels increases geometrically. 20

21 Plan Communications Management - Tools & Techniques Communication Technology Methods for transferring information among project stakeholders: Written, verbal, electronic. Technology factors include: Urgency, frequency and format of information required for project success; Availability of technology; Project staffing technology experience and expertise (ease of use); Project environment; Sensitivity and confidentiality of the information. 21

22 Plan Communications Management - Tools & Techniques Communication Models Models for transferring information among project elements; Sequence of steps in a basic communication model: Encode Transmit Message Decode Acknowledge Feedback/Response PMBOK V5 Ref # Fig

23 Plan Communications Management - Tools & Techniques Communication Models 23

24 Plan Communications Management - Tools & Techniques Sending the Message The Sender s responsibility: Transmission of the message; Ensure the information being communicated is clear and complete; Confirm the communication is correctly understood. Receiving the Message The Receiver s responsibility: Ensure that the information is received in its entirely; Understood correctly; Acknowledged or responded to appropriately. 24

25 Plan Communications Management - Tools & Techniques Total Message Impact 25

26 Plan Communications Management - Tools & Techniques Making an Impact: We absorb or retain: 26

27 Plan Communications Management - Tools & Techniques Communication Bottlenecks: 27

28 Plan Communications Management - Tools & Techniques Communication Methods: 28

29 Plan Communications Management - Tools & Techniques Meetings Required discussion and dialogue with project team; Commonly facilitated through meetings (face to face or online, and in different locations): Resolving problems, or Making decisions. Most project meetings are more formal: Prearranged time, place, and agenda. 29

30 Plan Communications Management - Outputs Communications Management Plan How project communications will be planned, structured, monitored and controlled; Project Document Updates Updating all project documents that may require updating (Project Schedule, Stakeholder register, Stakeholder management strategy, etc.). 30

31 Plan Communications Management - Outputs Communications Management Plan Communications Management Plan is / can be: Formal or informal, detailed or summarized, dependent on needs of project; A collection and filing structure which details methods for gathering and storing updates; Procedures for collecting and disseminating updates. 31

32 10.2 Manage Communications Creating, collecting, distributing, storing, retrieving, and the ultimate disposition of project information in accordance to communications management plan. PMBOK V5 Ref # Fig

33 10.2 Manage Communications PMBOK V5 Ref # Fig

34 10.2 Manage Communications Fundamental questions: Who needs what information, and who is authorized to access that information? When they will need the information? Where the information should be stored? What format the information should be stored in? How the information can be retrieved? Whether time zone, language barriers, and cross-cultural considerations need to be taken into account? 34

35 Manage Communications - Inputs Communications Management Plan: How communications are planned / structured / monitored and controlled. Work Performance Reports: Facilitate discussion and to create communications. Enterprise Environmental Factors: Organizational culture and structure; Government or industry standards and regulations; Project management information systems. Organizational Process Assets: Policies, procedures, processes and guidelines; Templates; Historical information and lessons learned. 35

36 Manage Communications Tools & Techniques Communication Technology Methods used to transfer information among project stakeholders Communication Models Facilitate communications and the exchange of information Communication Methods Interactive communication; Push communication; Pull communication. 36

37 Manage Communications Tools & Techniques (continue) Information Management Systems Hard-copy document management; Electronic communications management; Electronic project management tools Performance Reporting Act of collecting and distributing performance information; Involves the periodic collection and analysis of baseline vs. actual data to understand and communicate the project progress and performance as well as to forecast the project results; Needs to provide information at an appropriate level for each audience. 37

38 Manage Communications Outputs Project Communications Performance reports / deliverables status / schedule progress / costs incurred Project Management Plan Updates Project baselines, communications management, and stakeholder management Project Documents Updates Issue log; Project schedule; Project funding requirements. 38

39 Manage Communications Outputs (continue) Organizational Process Assets Updates Stakeholder notifications; Project reports; Project presentations; Project records; Feedback from stakeholders; Lessons learned documentation. 39

40 10.3 Control Communications Monitoring and controlling communications throughout the entire project life cycle to ensure the information needs of the project stakeholders are met. PMBOK V5 Ref # Fig

41 10.3 Control Communications PMBOK V5 Ref # Fig

42 Control Communications - Inputs Project Management Plan Stakeholder communication requirements, Reason for the distribution of the information, Timeframe and frequency for the distribution of required information, Individual or group responsible for communication of the information, Individual or group receiving the information Project Communications Deliverables status, Schedule progress, Costs incurred. 42

43 Control Communications Inputs (continue) Issue Log Work Performance Data Organizational Process Assets Report templates; Policies, standards, and procedures that define communications; Specific communication technologies available; Allowed communication media; Record retention policies; Security requirements. 43

44 Control Communications Tools & Techniques Information Management Systems Capture, store, and distribute information to stakeholders Expert Judgement Applied to technical and/or management details; May be provided by: other units within organization, consultants, stakeholders, professional and technical associations, industry groups, subject matter experts, and PMO Meetings 44

45 Control Communications Outputs Work Performance Information Change Requests New or revised cost estimates, activity sequences, schedule dates, resource requirements, risks response alternatives; Adjustments to the project management plan and documents; Recommendations of corrective actions; Recommendations of preventive actions Project Management Plan Updates Project Documents Updates Forecasts, Work performance reports, and Issue log Organizational Process Assets Updates 45

46 PMP Exam Preparation Sample Test Questions 46

47 Question #1 The major process of project communications management are: A. Communication requirements, information distribution, performance reporting and administrative procedures. B. Plan communications management, manage communications and control communications. C. Communication planning, progress reporting, information distribution and manage stakeholder. D. Communications planning, information distribution, performance reporting and stakeholder analysis. Answer: 47

48 Question #2 Five people are involved in a project that requires significant communication between all project participants. The number of lines of communication existing on this project are: A. B. C. D Answer: 48

49 Question #3 Information required to determine project communication requirements typically includes all of the following EXCEPT: A. Project organization and stakeholder responsibility relationships. B. Logistics of how many individuals will be involved with the project and at which locations. C. External information needs, disciplines, departments, and specialties involved in the project. D. The availability of technology in place at the project location. Answer: 49

50 Question #4 A communications management 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. B. What information will be gathered, how it will be gathered, and how often it will be gathered. C. Methods for accessing information between scheduled communications. D. All memos, correspondence, reports, and documents related to the project from all personnel. Answer: 50

51 Question #5 The three principle reasons for maintaining good document control are: A. Timely communication, collection of performance appraisal data, and assuring proper disposal of sensitive documents. B. Timely communication, maintaining proper approvals, and communication cost control. C. Effective communication, ability to reconstruct why decisions were made, and historical value. D. Security, change management, and procedural documentation. Answer: 51

52 Question #6 Ways to improve listening ability include all of the following EXCEPT: A. Focusing on concepts and ideas; B. Listening to feedback; C. Providing feedback; D. Performing other activities while the speaker is talking. Answer: 52

53 Question #7 Communication barriers between the sender and receiver can include all of the following EXCEPT: A. Cultural differences; B. Differences in motivation; C. Shared assumptions; D. Unclear expectations. Answer: 53

54 Question #8 Statements such as "it's never been done before" or "it will cost a fortune" are examples of: A. Feedback; B. Communication blockers; C. Conflict generators; D. Forcing. Answer: 54

55 Question #9 The communication "expediter" of a project team is: A. The MIS subject matter expert; B. A project manager; C. A database manager; D. A project secretary. Answer: 55

56 Question #10 All of the following aid in achieving consensus EXCEPT: A. Avoiding conflict; B. Maintaining a focus on the problem, not each other; C. Avoiding voting, trading, or averaging; D. Avoiding self-oriented behavior. Answer: 56

57 Question #11 Inputs to plan communications include: A. Stakeholder register, project management plan, enterprise environmental factors, organizational process assets. B. Stakeholder requirements, enterprise environmental factors, scope statement, constraints and assumptions. C. Stakeholder analysis, enterprise environmental factors, organizational process assets. D. Communication requirements, project organization chart, and communication technology. Answer: 57

58 Question #12 All of the following are communication tools EXCEPT: A. Memos; B. Videos; C. Body Language; D. Inputting data into spreadsheet. Answer: 58

59 Question #13 Manual filing systems, electronic text databases, and project management software are examples of: A. Information distribution systems; B. Communications technology; C. Internal communication systems; D. Information gathering and retrieval systems. Answer: 59

60 Question #14 Most project managers spend about % of their work time engaged in some form of communications. A. B. C. D. 10% 30% 90% 70% Answer: 60

61 Question #15 Communication is the PRIME responsibility of a Project A. Expediter; B. Coordinator; C. Manager in a weak matrix environment; D. Manager in a strong matrix environment. Answer: 61

62 Question #16 Communications technology factors include all of the following EXCEPT: A. Expected staffing levels; B. Project length; C. Executive requirements; D. Availability of technology. Answer: 62

63 Question #17 The best overall effective method of resolving conflict in a project environment is: A. Smoothing; B. Withdrawal; C. Problem solving; D. Compromise. Answer: 63

64 Question #18 Tools and techniques for manage communications include all of the following EXCEPT: A. Communication technology; B. Status reporting; C. Communication models; D. Performance reports. Answer: 64

65 Question #19 The sender is responsible for: A. Scheduling communication exchange; B. Ensuring the receiver agrees with the message; C. Confirming message is correctly understood; D. Presenting the message in the most favorable manner. Answer: 65

66 Question #20 You are a project manager for the IT Project. Your project has 13 members. You have been informed that next week your project will receive the seven additional members you requested. How many channels of communications will you have next week? A. 1 B. 78 C. 190 D. 201 Answer: 66

67 Question #21 Poor communication and unresolved conflicts are indicative of: A. A complex project; B. A crashed schedule; C. An ineffective project team; D. Undefined team roles. Answer: 67

68 Review Objectives You should Understand: The Communications Management processes Their associated process groups The inputs, tools and techniques, and outputs of communications management Updates 68

69 Recommended Reading PMBOK Chapter 10 Team Building for Project Managers Principles of Project Management - John R. Adams Organizing Projects for Success - Vijay K. Verma (1995)- Chapter 2 Bibliography Project Management Body of Knowledge (PMBOK Guide) Fifth Edition Principles of Project Management, John R. Adams, et Al Human Resource Skills for the Project Manager, V.K. Verma Managing the Project Team, V.K. Verma Organizing for Projects for Success, V.K. Verma 69

70 Additional Reference Material Project Manager s Desk Reference, James P. Lewis Project Management, A Managerial Approach, Jack R. Meredith, Samuel J. Mantel. JR. Project Management, A Systems Approach to Planning, Scheduling and Controlling, Harold Kerzner 70

71 PMP Exam Preparation End of Session 71

For the PMP Exam using PMBOK. PMI, PMP, PMBOK Guide are registered trade marks of Project Management Institute, Inc.

For the PMP Exam using PMBOK. PMI, PMP, PMBOK Guide are registered trade marks of Project Management Institute, Inc. For the PMP Exam using PMBOK For the PMP Guide Exam 5 th Edition using PMBOK Guide 5 th Edition PMI, PMP, PMBOK Guide are registered trade marks of Project Management Institute, Inc. 1 Contacts Name: Khaled