Leading & Managing Project Teams

Session- 6
Project Communications (Part-2)

Resource Person-Syed Abbas Raza

August 2, 2022
Lahore Business School (LBS)
 Complex information and communication
network between construction project members

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 Creating Successful Communications
The most common type of communication between a sender and a receiver is verbal
communication. When verbal communication is involved, the project manager should
remember that half of every communication is listening. This means the project manager
must confirm that the receiver understands the message being sent. The confirmation of the
sent message can be expressed in the recipients’ body language, feedback, and verbal
confirmation of the sent message. Five terms are used to describe the process of
communicating:
 Paralingual The tone, and variations in the sender’s voice affect the message being sent.
 Feedback The sender confirms that the receiver understands the message by directly
asking for a response, questions for clarification, or other confirmation of the sent
message.
 Active listening The receiver confirms the message is being received through feedback,
questions, prompts for clarity, and other signs of confirmation.
 Effective listening The receiver is involved in the listening experience by paying
attention to visual signs from the speaker and paralingual characteristics, and by asking
relevant questions.
 Nonverbal Non verbal signs affect the message being communicated. Facial expressions,
hand gestures, and body language contribute to the message.
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 Optimizing Project Communications
 Note that the encoded message in the example makes this clear by specifically asking
for a response. The original sender can then decide whether the message has been
understood in the way that they expected. If it has not, they can do something about it
before it becomes a problem.
These methods can be broadly classified into ‘interactive’, ‘push and ‘pull’.
 Interactive communication includes meetings, phone calls and video- conferencing.
This is between two or more parties, if there is multidirectional exchange of
information. This is the most common and most effective of the communication
methods.
 Push communication includes emails, minutes, reports, voice mails and press releases
sent to stakeholders who need to know the information. This ensures that the
information is distributed but does not certify that it actually reached or was understood
by the intended audience.
 Pull communication approach is generally used for large volumes of information, or
for a large audience set that can access communications at their discretion. This can
include intranet sites, e- learning sites, commercial databases, knowledge sources, etc.
  The project manager decides, based on communication requirements, what, how, and
when communication methods are to be used in the project. This process requires
discussion and dialogue with the project team to determine the most appropriate way to
5 update and communicate project information, and to respond to requests from various
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stakeholders for that information.
 Creating Successful Communications
 The medium in communication can help or hinder the message. For example, when a
project manager talks to a stakeholder in person, the stakeholder has the advantage not
only of hearing the message and tone but also of seeing the communicator’s body
language.
 Remove body language from a conversation, and the message is interpreted by just the
words and tone. Always be aware of the downsides of various non direct communication
modalities: e-mail, reports, memos, and letters.

 Electronic communications are more prevalent now than ever before: e-mail, texting,
chats, collaborative software, and network meetings. All of these forms of
communications are evolving daily, and the rules of how you communicate with these
tools change just as quickly.

 It’s important for the project manager and the project team to establish ground rules for
communication when it comes to electronic communication. The project type may
dictate what type of communication is appropriate or official and when to use electronic
communication versus face-to-face communication.

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 Creating Successful Communications
Depending on the project and the message, different methods can be used to
communicate:
 Interpersonal communication Individuals communicating, often face-to-
face

 Small group communication Three to six people communicating

 Public communication Sometimes called a one-to-many approach, in which

one person is communicating out to many people

 Mass communication No real connection between the sender and receiver,

such as a press release or web site

 Network and social communications Social media–like presence for

communicating project information with and among stakeholders
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 Creating the Communications Management Plan
Based on stakeholder analysis, the project manager and the project team can determine
what communications are needed, to whom communications are to be sent, and who will
be responsible for the communication.
There’s no advantage to supplying stakeholders with information that isn’t needed or
desired, and the time spent creating and delivering such information is a waste of
resources.

A communications management plan can organize and document the methods, types,
and expectations of communications. It provides the following:

 The stakeholder communications requirements to communicate the appropriate

information as demanded by the stakeholders.

 Information on what is to be communicated, including the expected format, content,

and detail—think project reports versus quick e-mail updates.

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 Creating the Communications Management Plan
 Details on how needed information flows through the project to the appropriate
individuals. The communication structure documents where the information will
originate, to whom the information will be sent, and in what modality the information is
acceptable. This is especially important when dealing with the public, the media, or with
sensitive information.

 Methods for communicating including e-mails, memos, reports, and even press releases.
 Schedules of when the various types of communication should occur. Some
communication, such as status meetings, should happen on a regular schedule, while other
communications may be prompted by conditions within the project.

 Escalation processes and time frames for moving issues upward in the organization when
they can’t be solved at lower levels.
 Methods of retrieving information as needed.
 Instructions on how the communication management plan can be updated as the project
progresses.

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 Creating the Communications Management Plan

 Flowchart of how the communication should flow in the project.

 Communication constraints based on organization policies, regulations, or technology.

 Project glossary.

 Because communication planning can happen throughout the project, the

communications management plan may need to be updated throughout the project.
Changes to the project management plan, including the communication management
plan, will follow the project’s change control process (this can also include changes to
the stakeholder engagement plan).

 There might also be updates to the project schedule for planned communication events
and updates to the stakeholder register as stakeholders enter and leave the project.

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 Managing Project Communications
 The process of managing project communications includes gathering project
information, distributing project information, and archiving project communications for
later retrieval if needed.

 At the heart of this process, however, is the actual distribution of the information to the
appropriate parties. Information distribution ensures that the proper stakeholders get the
appropriate information when and how they need it.

 Essentially, it’s the implementation of the communication management plan. The

communication management plan details how the information is to be created and
dispersed—and also how the dispersed information is archived.

Five elements serve as inputs to managing the project communications:

 Project management plan This plan serves as the guide for communicating project
issues within the performing organization. You’ll rely on the resource management plan,
communication management plan, and the stakeholder engagement plan from the overall
project management plan.

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 Managing Project Communications
 Project documents Project documents will help you determine what information needs
to be communicated based on what’s happening in the project. Specifically, the change
logbook, issue logbook, lessons learned register, quality report, risk report, and the
stakeholder register will help manage communication.

 Work performance reports The work performance reports document how the project is
performing on cost, schedule, quality, and other key performance indicators. Work
results, good or bad, serve as inputs to communication because they show progress (or
lack of progress), quality issues, and other relevant information.
 Enterprise environmental factors The organization’s internal requirements may affect
how the project manager and the project team are allowed to communicate and with
whom. Regulatory and government requirements will also likely affect how and with
whom the project manager can communicate.

 Organizational process assets The organization may have forms, procedures, templates,
and electronic workflows established for the project manager and the project team to
follow in communications. These elements are all part of organizational process assets
that can assist and structure the communications.
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 Exploring Communication Technology and Methods
 Many different technologies are available to communicate and manage communications. There must
be clarification as to which communication modality will be used and in what scenario. How you
communicate should be in alignment with the communication message, the technology must be
available and reliable, and the stakeholders need to know in what technology they can expect
communications from you. Consider e-mail, paper documents, and texting: Which method is
acceptable, preferred, and required?

 The PMIS can help organize and automate communications. Network spots for the project can help
distribute and collect information, information portals can enable searches and sharing of
information, and shared tools can help the project team communicate with one another. But what
good is information if no one can find it?

 An information retrieval system allows for fast and accurate access to project information. It can be a
simple manual filing system, an advanced database storehouse, or a full-bodied project management
software set. Whatever the approach, the information must be accessible, organized, and secure.
 The project team, the project manager, and other stakeholders may need access to design specs,
drawings, plans, and other project information. A good information retrieval system is reliable and
easy to navigate, and it is updated as new information becomes available.

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 Exploring Communication Technology and Methods
 The PMBOK Guide lists seven tools and techniques for managing communications:

 Communication technology Using the agreed-upon technology to communicate

 Communication methods Meeting communications expectations as set forth in the
communication management plan

 Communication skills Communication competence, feedback, nonverbal

communication, and presentations
 Project management information system The automation, provisioning, and collection
of information handled through the PMIS (e-mail, fax, voice, social media, and so on)

 Project reporting Meeting the reporting requirements and expectations of the

stakeholders
 Interpersonal and team skills Includes active listening, conflict management, cultural
awareness, meeting management, networking, and political awareness
 Meeting management Important to successful project management, you’ll meet often
with the project team and stakeholders
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 Project Management &Information System (PMIS)

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 Distributing Information
Throughout the project, the project manager, the project sponsor, the project team, and
other stakeholders are going to need information from and to supply information to one
another. The methods used for distributing information can vary, but the best modality is
the one that’s most appropriate to the information being conveyed. In other words, an e-
mail may not be the appropriate format in which to share adjustment information
regarding project costs.
Information can be distributed through some of the following methods, given project
demands and available technology:
 Project meetings
 Hard-copy documentation
 Databases
 Faxes
 E-mails
 Telephone calls
 Videoconferences
 Project web site

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 Examining the Results of Communication Management
Communications management results in the following:
 Project communications All of the project communications are part of the organizational process
assets. These include e-mails, memos, letters, and faxes. In some instances, the project team can also
contribute by keeping their records in a project notebook.

 Project management plan updates Changes to the project management plan will follow the
integrated change control process for the project. Specifically, you may need to update the
communication plan and the stakeholder engagement plan.
 Project document updates Project documents that can be updated as a result of communications
management include the issue logbook, schedule, risk register, stakeholder register, and lessons
learned register. When lessons learned sessions are completed, they’re available to be used and
applied in the current project. They are now part of the organization’s process assets.

 Organizational process assets updates Reports are formal communications on project activities,
their status, and conditions. Management, customers, and policies within the performing organization
may have differing requirements regarding when reports are needed.
 Presentations are useful in providing information to customers, management, the project team, and
other stakeholders. The delivery and degree of formality of the presentation should be appropriate for
the conditions and information being delivered within the project.

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 Monitoring Project Communications
 The project manager must know the quality being communicated among the project team, the
project customers, the vendors, and even among the public. Good communication skills are a key
asset for the project manager and his team, but this involves more than just being able to speak with
stakeholders.

 Monitoring the project communications is an integral part of the project manager’s daily role. The
project manager needs to examine, on a regular basis, the effectiveness of what’s being
communicated in the project, who needs to be informed of the project events, and how the
information is packaged, delivered, and protected.

 Monitoring the project communications doesn’t mean that only the project manager reads every
communication about the project. It means that the project manager is responsible for the
effectiveness of communications—he ensures that actions are taken so that the appropriate project
stakeholders communicate with one another.

 Of course, the project manager will issue the most communications regarding the project, but he
must also coordinate bringing stakeholders together so that the parties can contribute to the project
information. A good project manager is a good communicator, but also a good facilitator.

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 Preparing for Communications Monitoring
It takes some foresight to monitor how project communications take place, and part
of this comes from project planning. By thinking through the strengths and
weaknesses of project communications, the project manager and the project team
can identify appropriate strategies for ensuring that the correct stakeholders get
the correct information at the correct time. Following are the inputs for
communication monitoring:

 Project management plan The project management plan ensures that the project
information will be communicated to meet the stakeholder expectations for
communication in all areas of the project. This includes the frequency of the
communications, the parties that need to be involved in the communications, and
the modality of the communications. You’ll need the resource management plan,
the communication management plan, and the stakeholder engagement plan from
the project management plan.

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 Preparing for Communications Monitoring
 Project documents The project’s issue log documents known issues, their effect on the
project, issue owners, dates for resolution, and the outcome of known issues. The issue
log is needed in the monitor communications process because the known issues will need
to be discussed and monitored until they are resolved.
 You’ll also rely on the lessons learned register and the existing project communications.
Existing communications, such as performance reports, status reports, schedule updates,
costs, and risks, affect how the project manager communicates, how the news is
communicated, and the sensitivity of the communication.

 Work performance data The health of the project will affect the project
communications. Consider any variance in costs, schedule, and scope and how the project
manager must react to, communicate, and monitor this information.
 Enterprise environmental factors The organizational culture and politics,
communications channels, technologies, geographical location, and the communication
trends and habits all are inputs to monitoring communications.
 Organizational process assets The organization may rely on templates, forms, and
standardized approaches to communicate and monitor the communications in the project.
Consider archival practices, through the PMIS, security of the documentation, policies,
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 Reviewing the Monitoring Communications Tools and Techniques
There are five tools and technique for monitoring communications in a project:
 Expert judgment You’ll use experts to monitor communications internally and
externally.
 PMIS The PMIS can help you capture and store communications within the project,
and to make certain communications are read, distributed, and properly accessed within
the project.

 Data representation You can use a stakeholder engagement matrix to gauge how
engaged stakeholders are now and create goals for future engagements.

 Interpersonal and team skills Discussion with the project team, requests from
stakeholders, observation, and conflict resolution are all parts of monitoring
communications.
 Meetings Of course there will be meetings with the project team, management, and
other relevant stakeholders.

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 Reporting Project Performance
 Throughout the project stakeholders will need updates on the project performance. The work
performance information, the status of what’s been completed and what’s left to do, is always at the
heart of performance reporting. Stakeholders want to be kept well-informed of how the project is
performing.

 Performance reporting is the process of collecting, organizing, and distributing information on how
project resources are being used to complete the project objectives. In other words, the people affected
by the outcome of the project need some confirmation that things are going the way the project
manager has promised.

 Performance reporting covers more than just cost and schedule, though these are the most common
concerns. Another big issue is the influence of risks on the project’s success. The project manager and
the project team must continue to monitor and evaluate risks, including pending risks and their impacts
on the project’s success.

 Another major concern with reporting is the level of quality. No one will praise the project manager
and the project team for completing the project on schedule and on budget if the quality of the work is
unacceptable. In fact, the project could be declared a failure and cancelled as a result of poor quality, or
the project team may be forced to redo the work, business could be lost, or individuals could even be
harmed as a result of the poor quality of the project work.

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 Reviewing Project Performance
 The project manager will host performance review meetings to ascertain the progress and level of
success the project team is having with the project work. Performance review meetings focus on the
work that has been completed and how the work results measure up to the schedule and cost
estimates.

 In addition, the project manager and the project team will evaluate the project scope to protect it
from change and creep. The project manager and the project team will also examine quality and its
effect on the project as a whole.

 Finally, the project manager must lead a discussion on pending or past risks and then determine any
new risks, as well as the overall risk likelihood and its potential impact on the project’s success.

Completing Trend Analysis

 Picture this: You’re a project manager for a long-term project. You’d like to examine the project’s
performance for the past few years to predict what the upcoming performance will be like. You’re
doing trend analysis, an approach that studies trends in past performances in order to predict what
upcoming experiences might resemble. It is great for long projects, analysis of team performance,
and predicting future activities.

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 Examining the Results of Performance Reporting
The goal of performance reporting is to share information regarding the project performance
with the appropriate stakeholders. Of course, performance reporting is not something that
occurs only at the end of the project or after a project phase. Instead, it is done according to
a regular schedule, as detailed in the communication plan or as project conditions permit.
Outputs of performance reporting include such things as the following:
 Performance reports These are the results and summation of the project performance
analysis. The communication management plan will detail the type of report needed
based on the conditions within the project, the timing of the communication, and the
demands of the project stakeholders.

 Forecasting Will the project end on schedule? Will the project be on budget? How much
longer will it take to complete the project? And how much more money will this project
need to finish?

 Change requests Performance results may prompt change requests to some area or areas
of the project. The change requests should flow into the change control system for
consideration and then be approved or denied.
 Recommended corrective actions Corrective actions bring future project performance
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