⚫ The core concept of project communication management - information exchange (P360)
Written Form - Oral Form - Formal or Informal Form - Gestures - Media Forms - Words and Sentences
⚫ Mehrabine Law (7%-38%-55% rule)
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There are three fundamental elements to any face-to-face communication:
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Words 7%
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Tone of voice 38%
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Nonverbal behavior (eg facial expression) 55%
⚫ Two conclusions:
1. Non-verbal elements are more important in communicating feelings and attitudes.
2. Especially when there is conflict: If words and tone of voice, non-verbal behavior conflict, people tend to believe the latter.
⚫ The core concept of project communication management - the division of communication dimensions (P361)
⚫ Core concepts of project communication management (P361, P362)
Communication - Information is sent or received in every possible way, through communication events (such as meetings and presentations), or in the form of artifacts (such as email, social media, project reports, or project documents).
⚫ Project managers spend most of their time communicating with team members, project stakeholders inside and outside the organization.
⚫ Project communication management consists of two parts: 1. Formulate strategies to ensure that communication is effective for relevant parties;
2. Perform the necessary activities to implement the communication strategy.
⚫ In project communication, it is necessary to try to prevent misunderstanding and miscommunication, and to make careful choices from various methods, senders, receivers and messages stipulated in the planning process.
⚫ The core concept of project communication management - 5C principles of traditional written communication (P363)
Correct grammar and spelling - concise expression and no redundant words - clear purpose and expression - coherent thinking logic - controlled sequence of sentences and ideas
➢ 5C principles can alleviate but not eliminate misunderstandings
⚫ Trends and Emerging Practices in Project Communication Management——Changes in Project Management Styles (P364)
◼ Incorporate stakeholders into the scope of project review——Regularly review members of the project stakeholder group to identify whether they are still interested parties, as well as changes in attitudes, and adapt management strategies
◼ Involve interested parties in project meetings - such as daily stand-up meetings in Agile. At the stand-up meeting, the project team and the main stakeholders discussed the achievements and problems of the previous day and the work plan of the day.
◼ Increasing use of social tools - Social media tools not only support information exchange, but also help build deeper trust and community relationships.
◼ Multifaceted approach to communication - considers all available technologies and respects preferences for communication styles that arise from cultural, practical, and personal backgrounds. Use social media and other computer technologies as needed to communicate with interested parties of different generations and cultural backgrounds.
⚫ Factors to consider in an agile or adaptive environment (P365)
1. Simplify the channels for team members to obtain information;
2. Frequent team inspections;
3. Let team members work together
4. Publish project artifacts in a transparent manner for leadership and related parties to guide;
5. Regularly invite relevant parties to review project artifacts and formulate project charters
⚫ One of the project communication management processes "planning communication management" (planning process group) P366
Plan Communications Management—the process of developing appropriate methods and plans for project communications activities based on the information needs of each stakeholder or stakeholder group, available organizational assets, and specific project needs.
The role of this process: According to the needs of relevant parties, the actual conditions of the organization, and the situation of the project, an appropriate project communication plan is formulated to make the project communication efficient and effective.
⚫ In the early stage of the project life cycle, it is necessary to formulate an effective communication management plan in response to the diverse information needs of project stakeholders.
⚫ Throughout the project period, the results of the planning communications management process are regularly reviewed and revised as necessary to ensure their continued applicability.
⚫ Planning Communications Management—Input: Project Documents (P368)
◆ Stakeholder Register - used to plan communication activities with relevant parties.
⚫ Planning Communication Management—Tools and Techniques: Analysis of Communication Needs (P369)
Communication needs analysis----Analyze the communication needs to determine the information needs of the project stakeholders, including the type and format of the required information, and the value of the information to the stakeholders.
Communication channel: Calculation formula ----n(n-1)/2 According to the specific description of the question stem, pay attention to judging whether the project manager is included, and whether it is "increased to" or "increased".
⚫ Planning Communication Management—Tools and Techniques: Communication Techniques (P370)
Communication Technology - Specific tools, systems, or computer programs, etc., used to exchange information and collaborate between project stakeholders.
⚫ Common methods include conversations, meetings, written documents, databases, social media, and websites.
⚫ Factors that may affect the choice of communication technology include: 1. Urgency: the urgency of information needs
2. Availability/reliability: availability of technology
3. Ease of use: Will the project team use the technology
4. Project environment: whether it is a co-located office or a virtual team; time zone, language, culture, etc.
5. Sensitivity and confidentiality: whether additional security measures are required
⚫ Planning Communication Management—Tools and Techniques: Communication Model (P371)
Add picture annotations, no more than 140 words (optional)
⚫ Planning Communication Management—Tools and Techniques: Communication Methods (P374)
Push Communication: Sending information to specific recipients who need to receive it. Used when there is a large amount of information or a large audience. Recipients are required to access information content on their own initiative.
Interactive communication: Real-time multi-directional information exchange between two or more parties. The most efficient way to ensure consensus among all participants.
Pull Communication: Used when the amount of information is high or the audience is large. Recipients are required to access information content on their own initiative.
Interpersonal communication - the exchange of information between individuals, usually face to face; Group communication - within a group of three to six people; Public communication - a single speaker to a group of people.
Mass Communication - The sending person or group has only minimal contact with a large (sometimes anonymous) target audience.
Network and social tool communication - Carry out many-to-many communication with the help of social tools and media.
⚫ Planning Communication Management—Tools and Techniques: Interpersonal and Team Skills (P375)
◼ Communication Style Assessment - Techniques used to assess communication styles and identify preferred communication methods, forms, and content when planning a communication event.
⚫ This technique is often used with interested parties who do not support the project.
⚫ A stakeholder engagement assessment can be conducted first, followed by a communication style assessment.
◼ Political awareness – awareness of formal or informal power relationships, and willingness to work within those relationships.
⚫ Political awareness helps project managers plan communications according to the project context and the political environment of the organization.
◼ Cultural Awareness - Understand the differences among individuals, groups and organizations, and adjust the project's communication strategy accordingly.
⚫ Cultural awareness helps the project manager to plan communication according to the cultural differences and cultural needs of stakeholders and team members Chapter 10 Project Communication Management
⚫ Planning communication management—output: communication management plan (P377)
Project Communications Management Plan—Describes how project communications will be planned, structured, executed, and monitored to improve the effectiveness of communications.
Contains the following content communication management plan
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Communication needs of interested parties
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Information to be communicated, including language, format, content, level of detail
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Timing and frequency of posting information and acknowledgment or response (if applicable);
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Person responsible for authorizing release of confidential information; Person responsible for communicating relevant information
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the persons or groups who will receive the information;
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Glossary of general terms; can include guidelines and templates for user communications.
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The problem escalation procedure is used to stipulate the reporting time limit and reporting path when the lower-level employees cannot solve the problem;
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Resources allocated for communications activities, including time and budget
⚫ Project Communication Management Process 2 "Management Communication" (Execution Process Group) P379
Manage Communications—The process of ensuring that project information is collected, generated, distributed, stored, retrieved, managed, monitored, and ultimately disposed of in a timely and appropriate manner.
What this process does: Enables an effective flow of information between the project team and interested parties.
⚫ Management Communication—Input: Job Performance Report (P382)
Work performance reports are communicated to project stakeholders through this process, as defined in the communications management plan.
Typical examples include status reports and progress reports.
Can include earned value charts and information, trend lines and forecasts, reserve burndown charts, defect histograms, contract performance information, and risk overview information.
Can be in the form of gauge charts, hotspot reports, traffic light charts, or other formats that help draw attention, decision making, and action.
⚫ Management Communication—Tools and Techniques: Release of Project Report (P385)
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Project report publishing is the act of collecting and publishing project information. Project information should be disseminated to a wide range of interested party groups.
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The appropriate level, form, and detail of project information releases should be tailored to each interested party.
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Reports can vary in form from simple communications to exhaustive custom reports and presentations.
⚫ Management Communication—Output: Project Communication Record (P387)
May include: performance reports, status of deliverables, progress on schedule, costs incurred, presentations, and other information required by interested parties.
⚫ Project Communication Management Process 3 "Supervisory Communication" (Monitoring Process Group) P388
Oversee Communications—the process of ensuring that the information needs of the project and its interested parties are met.
The purpose of this process is to optimize the information delivery process as required by the communications management plan and stakeholder engagement plan.
⚫ By monitoring the communication process, it is determined that the communication has indeed improved or maintained the support of the relevant parties for the project.
⚫ The communication results should be carefully evaluated to ensure that the right content is sent to the right person at the right time, through the right channel, and produces the right response.
⚫ Overseeing the communication process may trigger iterations of planning communication management and managing the communication process in order to modify the communication plan and carry out additional communication activities to improve the effectiveness of the communication.
⚫ Supervisory Communication—Tools and Techniques: Interpersonal and Team Skills (P392)
⚫ Interpersonal and team skills that apply to this process include: observation and conversation.
⚫ Through observation and conversation, project managers can identify problems within the team, conflicts between personnel, or individual performance issues.
⚫ Supervisory Communication—Output: Change Request (P393)
⚫ Change requests generated by this process may lead to: 1. Amending the communication requirements of relevant parties; 2. Establishing new procedures to eliminate bottlenecks.
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