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PMBOK 2000 based, Version 6
In Preparation For
PMP® Certification Exam
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Project Communications Management
What to Study?
"PMBOK" is a trademark of the Project Management Institute, Inc. which is registered in the United States and other nations.
“PMI” is a service and trademark of the Project Management Institute, Inc. which is registered in the United States and other nations.
“PMP” and the PMP logo are certification marks of the Project Management Institute which are registered in the United States and other
nations.
Key Definitions
Inputs include:
Communications requirements:
– Sum of the information requirements of the project stakeholders.
– Requirements are defined by combining the type and format of required
information with an analysis of the value of that information.
– Project resources should be expended only on communicating
information that contributes to success or where a lack of communication
can lead to failure.
– Information used to determine communication requirements includes:
project organization and stakeholder responsibility relationships; involved
disciplines, departments, and specialties; logistics related to project
team size and location(s); external information needs such as the media.
Communications technology:
– The technologies or methods used to transfer information back and forth
among stakeholders can vary significantly: from brief conversations to
extended meetings; from simple written documents to online accessible
schedules and databases.
– Factors that may affect the project include: frequency need of the
information, available technology, expected project staffing, and length
of the project.
Constraints: factors that will limit the project management team’s options.
Assumptions: factors that will be considered true, real, or certain for planning
purposes.
Methods used during communications planning: Stakeholder analysis.
Is done to obtain the information needs of the various project stakeholders.
Should consider methods and technologies suited to the project that will provide
the information needed.
Care should be taken to avoid wasting resources on unnecessary information or
inappropriate technology.
Outputs include: Communications management plan. Includes:
What methods will be used for gathering and storing various information.
Who should receive the information and how will it be sent.
A description of the information to be distributed including formats, content,
level of detail, and conventions/definitions to be used.
Schedules showing when each type of communication will be produced.
A method for updating the communications plan.
The Communications Management Plan is a subsidiary element of the overall
project plan. It may be formal/informal, highly detailed or broadly framed
depending on project needs.
– The information is relevant to the needs of the audience and the method
of presentation is appropriate.
Outputs include:
Performance reports: gantt charts, s-curves, histograms, and tables.
Change requests
Importance of communication:
By using communication skills, project managers help to plan, direct, control, and
coordinate their operations throughout the project life cycle.
Peter Drucker states that the communicating ability is essential for success and is
perhaps the most important of all the skills an individual should possess.
In project management, Sievert emphasizes the importance of communication by
stating that a high percentage of the friction, frustrations and inefficiencies in working
relationships are traceable to poor communication.
Interpersonal Communication:
To ensure messages are received and understood, two-way communication is
necessary.
When communicating in a project environment, both the sender and receiver have a
duty to understand and to be understood. This is accomplished through feedback.
Interpersonal communication is the process of sharing information with others.
Three basic elements of interpersonal communication:
The sender (or encoder) of the message.
The signal or the message.
The receiver (or decoder) of the message.
Process of interpersonal communication: (Wilbur Schramm)
Sender determines what information to share and with whom and encodes the
message.
Sender transmits the message as a signal to the receiver.
The receiver receives the message.
The receiver decodes the message to determine its meaning and then responds
accordingly.
Communication is successful if the decoded message is the same as the
sender intended.
Utilizing experience, the sender anticipates how the message will be decoded
and encodes the message, accordingly.
Effective Listening:
Effective listening is one of the most important skills for a project manager to acquire
and practice. It is essential for successful project management.
Improves communication and helps develop mutual respect, rapport, and trust among
project participants.
Verbal listening behaviors:
Asking questions to clarify and gather more information. Questions should be
probing and constructive.
Paraphrasing what the speaker has said.
Summarizing at intervals what the speaker has said to confirm what you have
understood.
Asking the speaker for examples.
Ascertaining the speaker’s feelings and acknowledging them. (“You seem
angry.”)
Directing the speaker to the most appropriate listener. (“George can best help
you with that.”) Or, just listen if the person needs to let off steam.
Non-verbal listening behaviors: Actions that reinforce the message or undermine it.
Includes:
Making eye contact. (indicates honesty and openness)
Being expressive and alert. (indicates interest - motivates speaker to be open)
Moving closer to the speaker. (establishes friendly environment)
Listening for the intention behind the speaker’s communication. (sometimes the
real message is not what’s said, but how it is said)
Facial expressions, touching, use of personal space, use of time.
Body language (a subset of non-verbal) accounts for 55 percent of
communication) It includes facial expressions, touching, and body positioning.
Communication Styles:
The project manager uses communication more than any other skill set to manage the
project throughout its life cycle and to ensure that team members are working
cohesively and resolving problems.
Two dimensions of thinking and action include:
The thinking and decision-making approach which varies from logical
(sequential) to intuitive (random)
The action style which varies from hands-on (concrete) to research based
(abstract)
When the two dimensions are combined, the results are four major communication
styles all of which are applicable at various times in the project life cycle. The styles
are:
Concrete-sequential: (Mr./Ms. Fix-it)
– Person likes to focus on ideas and tasks, thinks systematically and
predictably.
– Person wants to complete tasks and minimize change.
Abstract-sequential: (Organizer)
– Person who relies on logical analysis and systematic planning to solve
problems.
– These communicators are people and task-oriented, which makes them effect
team builders.
– These communicators prefer to have all information before making a decision,
and they know how to control resources and information.
Concrete-random: (Explorer/entrepreneur)
– Person relies on people and technology, finds practical use for theories and
models.
– These communicators make decisions after thorough analysis and evaluation
and excel at facilitating planning sessions, discussions, and changes.
Abstract-random: (Intuitive free thinker)
– Person views experiences from different perspectives and sees the big picture
and the long-term vision.
– These communicators make good brainstormers because they can listen
actively and enjoy the process of generating new ideas.
Sample Problem
1. How many communication channels are added when three additional people are assigned
to a four person team?
Sample Questions
4. How much time does the typical project manager spend communicating both formally and
informally?
A. 40-60%
B. 50-70%
C. 60-80%
D. 75-90%
6. The sending or conveying of information from one place to another is the process of:
A. Networking
B. Transmitting
C. Encrypting
D. Promoting
9. All of the following are outputs from the Performance Reporting process EXCEPT:
A. Trend analysis
B. “S” curves, histograms, bar charts, and tables
C. Performance reports
D. Change Requests
11. A person who is visionary and enjoys being a catalyst for organizational change, but
prefers the conceptual phase over the implementing phase is most likely to have a
preference for which communication style? (choose the best answer)
A. Concrete-sequential
B. Abstract-sequential
C. Abstract-random
D. Concrete-random
12. Which of the following is not an example of an effective verbal listening behavior?
A. Paraphrasing what the speaker has said
B. Asking the speaker for examples
C. Use of personal space
D. Acknowledging the speaker’s feelings
16. A leadership style in which the project manager shares problems with team members and
formulates solutions as a group is called:
A. Autocratic
B. Consultation in a group
C. Consensus
D. One-to-one consultation
17. Which of the following communications management processes is considered core and
controlling?
A. Performance Reporting
B. Administrative Closure
C. Communications Planning
D. Information Distribution
18. A cell phone ringing during a meeting is an example of: (choose the best answer)
A. A perpetual difference
B. Resistance to the message
C. Poor listening
D. A physical distraction
19. Formal acceptance by the client or sponsor of the project should be prepared and
distributed during which process?
A. Information Distribution
B. Administrative Close-out
C. Organizational Planning
D. Performance Reporting
20. In which of the following organizations is the project manager role likely to be part-time?
A. Weak matrix
B. Functional
C. Balanced matrix
D. a and b
A. To whom information will flow and what methods will be used to distribute various types
of information
B. W hat information will be gathered, how it will be gathered and how often it will be
gathered
C. Methods for accessing information
D. All memos, correspondence, reports and documents related to the project from all
personnel.
A. Project archives
B. Formal acceptance
C. Lessons learned
D. Contract file
24. Which of the following statements regarding contract close-out and administrative closure
is true ?
25. Which of the following techniques is used in the communications planning process?
A. Stakeholder analysis
B. Executive interviews
C. PMIS analysis
D. Channel evaluation
27. You are chairing a meeting in which you are using experts to identify the best solution to a
very critical problem facing your project. A conflict has arisen between some team
members who are anxious for closure and others who wish to consider more alternatives.
As project manager and meeting chairperson, you should ____________. Choose the
best answer.
28. A formal written response is most suitable when _________. Choose the best answer.
29. Five people are involved on a project that requires significant communication between all
project participants. How many lines of communication exist on this project ?
A. 5
B. 6
C. 8
D. 10
Answer Sheet
1. a b c d 16. a b c d
2. a b c d 17. a b c d
3. a b c d 18. a b c d
4. a b c d 19. a b c d
5. a b c d 20. a b c d
6. a b c d 21. a b c d
7. a b c d 22. a b c d
8. a b c d 23. a b c d
9. a b c d 24. a b c d
10. a b c d 25. a b c d
11. a b c d 26. a b c d
12. a b c d 27. a b c d
13. a b c d 28. a b c d
14. a b c d 29. a b c d
15. a b c d 30. a b c d
Answers
1 C PMBOK®, pg 117
2 B PMBOK®, pg 118
3 A Verma’s Human Resource Skills for the Project Manager, pgs. 17-18
4 D PMI
5 A Decoding is deciphering a message once assimilated.
6 B Verma’s Human Resource Skills for the Project Manager, pgs. 17-18
7 C Verma’s Human Resource Skills for the Project Manager, pg. 43
8 C Verma’s Human Resource Skills for the Project Manager, pg. 19
9 A PMBOK®, pgs. 123-124. The outputs are change requests and performance
reports. Option B provides examples of the formats for performance reports.
Trend analysis is a tool and technique of performance reporting.
10 B In the modern view, conflict is inevitable and is a natural result of change. If
managed properly, conflict is frequently beneficial. Withdrawal tends to minimize
conflict but also fails to resolve the issue.
11 C Reference Verma, “Human Resource Skills for the Project Manager”, pg. 49 The
abstract-random communicator is a brainstormer and visionary.
12 C Use of personal space is a non-verbal listening behavior
13 B
14 A
15 B Reference Verma, “Human Resource Skills for the Project Manager”, Chapter 1
16 C Reference Verma, “Human Resource Skills for the Project Manager”, pg. 218
17 A PMBOK®, pg. 38. Performance Reporting is usually done regularly and
consistently.
18 D Physical distraction is the best answer. The receiver may very well be listening to
the sender but the communication link is interrupted with a physical occurrence
such as a ringing phone.
19 B PMBOK®, pgs. 125-126
20 D
21 D PMBOK®, pg 120 The communications plan details a plan for storing important
memos, documents, etc. related to the project, but does not contain the actual
documents itself.
22 D PMBOK®, pg. 159
23 E
24 B PMBOK®, Project Communications Management and Project Procurement
Management
25 A PMBOK® p 118
26 B Reference Verma, “Human Resource Skills for the Project Manager”, Chapter 1
27 C PMBOK®, general reading and experience
28 B PMBOK®, general reading and experience
29 D The formula used to compute the total number of communications channels
between N persons is: N(N-1))/2. In this case the answer is 10.
30 C PMBOK® p 123 and Project Cost Management, SPI = EV/PV. An SPI < 1 would
indicate that planned value is greater than earned value which would be an
indicator that the project is behind schedule.
Total _________