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Presented by Stebby Mutobola Hon. BSc. Production and Operations Management (Copperbelt University – Zambia) Studying towards – MSc. Project Management (University of Pretoria – Republic of South Africa) Introduction Learning Outcomes Define communication in a project management context Evaluate the significance of communication Discuss the various phases and processes of project communication management List and explain the typical steps in communication planning Describe the importance of proper project documentation management Communication is just as crucial in Projects as it is in any institution during normal course of business. Timely communication when required is critical This requires a communication plan Communication forms the basis for understanding This requires efficient and effective communication Communication is a broader discipline and involves a substantial body of knowledge that is not unique to the project context.. For example: Sender –receiver models ( feedback loops, barriers to communication etc.) Choice of media communicating in writing or orally, formal or informal reports) Writing style (active versus passive voice, sentence structure, word choice Presentation techniques (body language, design of visual aids etc.) Management techniques (preparing an agenda, dealing with conflict, etc. ) In project management context, communication focuses on: How the project team communicates with one another. How the project manager communicates with senior management. Distribution of information to all types of project stakeholders (app. media and tech.) Planning and compilation of the project communication plan Project-related documentation ( business plan, progress reports, etc.) Oral Written Graphical Numerical Electronic Before the advent of technology graphics were produced manually. With improved data-bases software technology we can draw and plot graphics of reasonable quality. Colour charts can also be produced. Basic level (Users happy with basic time schedules, bar charts and reports). Can be used to produce diagrams and locate milestones) “Housekeeping’ data is needed to produce calendars, display options etc. General level Project is not complicated, but has quite a few people Basic resource information and time data Understanding how to use resources need study to learn how the software expects to define resources E.g.. Cost per unit, if the resource is ‘resource driven’ or ‘duration driven’ Advanced level The project at this level is most likely a complex development Most activities are timed in man-hours Different shifts for different engineering specialisations used on tasks In all project management software, the PERT/CPM drives all reports Factors determining good quality project management information produced by the software: Structure of activity network How it has been developed from smaller projects, if it is a large project How much work to be invested in estimating duration or man-hours Level of understanding of project mechanisms and interrelationships with other projects and external organisations Clear communication protocol is crucial Clear lines of authority and responsibility Project team members communicate with the project Formal lines of communication Thus projects are managed strategically in agreement with the project plan. The project team communicates with project manager and line managers Such existing lines of communication should be used as far as possible. Dual purpose of project communication: To cause action or agreement to take place Make a record for future use Communication inefficiencies can affect schedule severely thus reducing chances of success. Large project projects generate huge quantities of information Cost estimating and cost control Scheduling and schedule control Contract management Quality assurance Planning Documentation management Communication should carter for expectations and thus remove surprises ( Proper communication) Defining and planning A definition of what the project is meant to achieve. Individual tasks are listed Which communication tasks and when should communication take place, The resources and media required should be specified. Implementation Communication role of each member should be clarified and the project manager has to ensure each member has resources Evaluation and closure It is important to evaluate success of the communication Determining information and communication needs of stakeholders Who needs what, when and how it will be given. Informational needs will lead to identification of a suitable method for communication Compiling a communication plan. What Who/Target Purpose When/ Frequency Type/Method Initiation meeting All stakeholders Gather information for initiation First before project start date Meeting Distribute plan to alert all stakeholders of project scope to gain buy-in Before kick-off meeting. Before project start date Distribute plan initiation All stakeholders Status Reports All stakeholders and project stakeholders Update stakeholders on progress of project Regularly. Monthly, on larger projects is recommended Team Meetings Entire project team To review detailed plans, tasks assignments and action items Regularly scheduled. Weekly is recommended Document distributed via hardcopy or electronically or may be posted on the project website. Document distributed via hardcopy or electronically or may be posted on the project website. Meeting. PPM templates. Detailed plans The PM should analyse stakeholders in terms of influence and power Defined as any system of information which is used by project managers and participants in planning and execution of projects. Thus the PMIS must be defined in terms of content and what it does. It should contain information on: INFORMATION CONTAINED Activities Procedures Data technology PURPOSE OF Collection of relevant data Storage until it is required Processing to provide answers to specific questions Communication of resulting information to decision makers Cost estimating and cost control Schedule and schedule control Contract management Purchasing Quality assurance Planning Documentation management Project business plan submission and approval is usually compulsory before resources are made available. The project manager should: clearly define the target population Determine the plan’s requirements Decide on likely length of plan Identify all main issues to be addressed A brief introduction- background and structure A summary of few pages A main body containing chapter broken into numbered sections and sub sections Appendices containing tables, detailed information and exhibits referred to in the document. PROGRESS /STATUS REPORTS Items in a progress report: Accomplishments Current status of project performance Progress toward resolution of previous problems Problems or potential problems since last report Planned corrective actions Milestones expected to be reached during next reporting period FINAL REPORTS This is a summary of the project and includes: Customers; original need Original project objective Customer’s original requirements Actual versus anticipated benefits to customers Degree to which original objective was met Brief description of project Future considerations A list of all deliverables USEFUL REPORTS Make them concise Write as you speak Most important points first Use graphs where possible ( A picture is worth a thousand words) Pay equal attention to content and format TYPES OF PROJECT MEETINGS Status review meetings Problem solving meetings Technical design review meetings Status Review Meeting Primary Purpose is to: Inform Identify problems Identify action Possible content Accomplishments since the last meeting Cost, schedule, and work scope (status) Cost, schedule and work scope (trends) Cost, schedule and work scope ( forecast) Cost, schedule and work scope ( variances) Risk assessment update Corrective action Opportunities for improvement Action item assignment Problem solving meeting The purpose is to: Identify and resolve problems as far as possible for a project to be successful Problem solving approach: Develop a problem statement Identify potential causes of the problem Gather data and verify the most likely causes Identify possible solutions Determine the best solution Revise the project plan Implement the solution Determine whether the problem has been solved Technical design review meetings Projects that involve design phase like information system project or development of a new marketing brochure may require one or more technical design review meetings so that the customer can agree with or approve the design approach developed by the contractor Two types of design review meetings are: A preliminary design review meeting A final design review meeting Steps to effective meetings Start the meeting on time Designate a note taker Review the purpose of the meeting and the agenda Facilitate, do not dominate the meeting Summarise the meeting results Do not overrun the scheduled meeting time Evaluate the meeting process Start the meeting on time Designate a note taker Review the purpose of the meeting and agenda Facilitate, do not dominate the meeting Summarise the meeting results Do not overrun the scheduled meeting time Evaluate the meeting process PREPARATION Purpose Understand audience Make outline of presentation Practice, and have some hand outs Get feel of venue before hand Monitor time Develop a strong conclusion DELIVERY Expect a bit of nervousness; all speakers experience it Know your opening lines Use the 3- t approach Tell your audience what you are going to tell them Tell them Tell them what you told them Talk to the audience Speak clearly and confidently Use appropriate animation to help make a point Do not stand in front of your visual aids Keep to the key points in your presentation Sum up your points Know your closing lines The project manager has been often described as a conflict manager Conflicts are a way of life in projects This results from conflicting objectives To handle conflicts, it is important to understand why they occur. Each identified project must have at least one objective. The objectives must be made known to all project personnel and all managers. . Most common types of conflicts involve: Manpower resources Equipment and facilities Capital expenditures Costs Technical opinions and trade-offs Priorities Administrative procedures Scheduling responsibilities Personality clashes Problem solving Withdrawal Smoothing Compromise Forcing Confrontation Problem Solving: Involves the use of logical thinking to understand the problem. In this conflict resolution technique, you will need to understand the view point of all conflicting parties. The problem-solving technique is the best for conflict resolution. It also helps in developing trust in the team, since each party collaboratively tries to explore possible solutions. By using the problem-solving technique, you can achieve a win-win situation for all conflicting parties. Compromise: This technique involves reaching an agreement by each of the conflicting parties giving something. Therefore, both parties don’t get exactly what they want. Hence, compromise is sometimes also known as a lose-lose solution. However, in some cultures compromise is perceived as a win-win solution. These cultures, such as Asian and African, value the relationship between the parties more than the outcome. Compromise is very useful when you have not succeeded with the problem-solving conflict resolution technique. Note that humans do not compromise on values and basic needs. Forcing: Forcing, a win-lose situation, involves using your authority or power to decide on the outcome of a conflict regardless of the opinion of the participants. In project management, forcing can lead to low morale and low ownership. However, forcing is very useful when you need to resolve a conflict in the shortest possible time. If you use forcing, make sure you discuss the reasoning with the team at a later team meeting, such as in the Daily Team Meeting. You can also use the Daily Team Meeting to gauge the morale of the team. Smoothing: This conflict resolution technique involves playing down the issue. The key focus is simply on the positive aspects. By using the Smoothing technique, a party would not confront the issue; rather the party will treat the problem like it never exists. Avoid using this conflict resolution technique. Withdrawal: This technique is actually not a conflict resolution technique. Withdrawal simply means to avoid the problem altogether. It is an escapist’s approach to conflicts. Though it doesn’t solve the problem, Withdrawal is useful when there is a heated conflict resolution session on and all parties need some time out to gather their senses. Conflicts are one of the reasons that lead to project management failure. A confrontation is the direct expression of one's view (thoughts and feelings) of the conflict situation and an invitation for the other party to express her or his views of the conflict. Confrontations involve: Describing behaviour and one's reactions to that behaviour. Clarifying and exploring issues in the conflict (substantive, relational, procedural). The nature and strength of the parties' interests, needs, and concerns. Disclosure of relevant feelings Introduction Learning outcomes Understand project risk management Identify risks associated with your project Assess the identified risks Identify risk trigger events Do effective planning Develop a project risk management plan Definitions Risk management - Includes processes concerned with identifying, analysing and responding to project risks. Impact events are minimised Likely positive outcomes are maximised The expected loss ( economic, time infrastructure or resources) that a particular phenomenon might cause Can be defined as the extent to which the risk event is likely to occur ( chance of occurrence) Number of times a particular risk can impact on a project e.g. interruption of a building project by rain The impact of a risk on a project. Mostly quantified in monetary terms, although other measuring tools can be used Market / price risk Interest risk Country risk Liquidity Legal Reputational risk Operational risk Identification, Quantification, Evaluation of risk events and impact of the risk events on a project and developing responses (risk treatment) Questions: What can go wrong, how likely is this to happen, if it dies not happen what are the consequences etc. A rare or extreme event, or possibility of an occurrence in the natural or human-made environment, that adversely affect successful completion of the project to the extent that it may cause economic, time, time infrastructure or resource loss. This is the degree of loss to a given element ( economic, time infrastructure or resource) that is a possible risk from the impact of a hazard of a given severity. The process involve: Risk management planning Identification of risks Performing Qualitative Risk Analysis Performing Quantitative Risk analysis Planning Risk responses L i k e l i h o o d Risk Assessment Very Low Low Medium High Very Low Low Medium High Very high Impact Very High Eliminate the risk – avoid risk completely Mitigate the risk – Minimise or reduce risk Deflect the risk – Transfer risk to third party e.g. contract, client retention, performance bond through the bank and or insurance Accept the risk – accept and mage a contingency plan. Continuous monitoring Ten Golden Rules Make risk management part of your project Identify risks early in your project Communicate about risks Consider both threats and opportunities Clarify Ownership issues Prioritise risks Analyse risks Plan and implement risk responses Register project risk Track risks and associated Tasks NOTE that disaster recovery is managed as a project Questions?