Florida University Southeast, School of Professional Studies

Foundations of Project Management Course (FUSE-SPS-PM101)

Module 6: Project Resource and Communucation Management

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Project Resource Management

• Project Resource Management Processes

• Plan Resource Management
• Estimate Activity Resources
• Acquire Resources
• Develop Team
• Manage Team
• Control Resources

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Key Concepts for Project Resource Management
• The project team consist of individuals with assigned roles and responsibilities who work collectively
to achieve a shared project goal
• The project manger should invest suitable effort in acquiring, managing, motivating, and
empowering the project team
• The project manager should be aware of different aspects that influence the team including
• Team environment |Geographical locations of team members | Communications among
stakeholders |Organizational change management |Internal and external politics | Cultural issues
• Failing to manage and control resources efficiently is a source of risk for successfully
project completion.
• Failing to secure critical equipment or infrastructure on time may result in delays in the
manufacturing of the final product
• Ordering low –quality material may damage the quality of the product causing a high rate
of recalls or rework

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 Trends and Emerging Practices
• Project management styles are shifting away from a command and control structure for managing
projects and toward a more collaborative and supportive management approach that empowers teams
by delegating decision making to the team members
• Trends and emerging practice for project resource management include
• Resource management method
• Emotional intelligence
• Self organizing team
• Virtual teams/distributed teams
• Tailoring Considerations
• Diversity
• Physical location
• Industry specific resources
• Management of team
• Life cycle approaches
• Consideration for Agile/Adaptive Environments
• Projects with high variability benefit from team structures that maximize focus and collaboration,
such as self-organizing teams with generalizing specialist
• Collaboration is intended to boost productivity and facilitate innovative problem solving

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Plan Resource Management
Everyone’s role should be clearly
• Plan Resource Management is the process of defining how to estimate, defined.
acquire, manage, and use team and physical resources The project manager is in charge of the
project.
• The key benefit of this process is that it establishes the approach and
level of management effort needed for managing project resources Project managers lead,
motivate, inspire, and
based on the type and complexity of the project delegate to team
members, and they
influence other project
stakeholders.
Inputs: • This planning process gives direction to
the other 3 Human Resource processes.
• Project charter
• Project Tools & Techniques: • It spells out how you will staff, manage,
management plan Outputs: measure, and develop your project
• Expert judgment
• Project documents • Resource team.
• Data representation management plan
• Enterprise • Organizational theory • Developing the HR Plan usually
environmental • Team charter happens early on a project.
• Meetings • Project documents
factors
• Organizational updates
process assets

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Plan Resource Management – Inputs
• Project management plan
• The project life cycle and the processes that will be applied to each phase A Planning process
• How work will be executed to accomplish the project objectives that creates the
• A change management plan that documents how changes will be monitored and controlled Human Resource
• A configuration management plan that documents how configuration management will be performed Plan
• How integrity of the project baselines will be maintained including roles and
• Needs and methods of communication among stakeholders responsibilities and
the
Staffing
• Project charter Management Plan
• Project documents
These give direction
• Enterprise environmental factors to how staff
• Organizational culture and structure members will be
• Existing human resources recruited and what
they will do on the
• Geographical dispersion of team members
project
• Personnel administration policies
• Marketplace conditions
• Organizational process assets
• Organizational standard processes, policies, and role descriptions
• Templates for organizational charts and position descriptions
• Lessons learned on organizational structures that have worked in previous projects
• Escalation procedures for handling issues within the team and within the performing organization
Plan Resource Management – Tools and Techniques

Key Points:
• Be very familiar with
the Resource Plan and
Organizational Theory its subset, the Staffing
Data representation Management Plan, and
their typical contents.
(Hierarchical charts • Matrix charts (RAM
|Responsibility Expert Judgment and RACI) are
Assignment Matrix | important. Know that
the rows are work
Text oriented formats) packages and the
Meetings columns are roles (Org.
Breakdown Structure).
• Know that this
planning occurs early in
the project and
continues iteratively.
Tools and Techniques - Organization Charts and Position Descriptions

• Hierarchical, matrix, and text-oriented

• Hierarchical-type charts
• A traditional organization chart structure that can
be used to show positions and relationships in a
graphical, top-down format
• WBS provides a way of showing high-level areas of
responsibility
• Organizational breakdown structure (OBS) is
arranged according to an organization’s existing
departments
• Resource breakdown structure (RBS) is a
hierarchical list of resources related by category
and resource type
 Organization Charts and Position Descriptions
A Responsibility
Matrix-based charts Assignment Matrix
(RAM) is a way of
• A responsibility assignment matrix (RAM) is a grid that shows the project resources showing which
assigned to each work package. positions will be
• It is used to illustrate the connections between work packages or activities and responsible for
project deliverables.
project team members Positions are
• Ensures that there is only one person accountable for any one task to avoid confusion represented in
of responsibility columns, and work
packages are shown
• Example of a RAM is a RACI (responsible, accountable, consult, and inform) chart in rows.

RACI Chart is a type

of RAM
 Organization Charts and Position Descriptions

Text-oriented formats
• Team member responsibilities that require detailed
descriptions can be specified in text-oriented
formats
• The documents provide information such as
responsibilities, authority, competencies, and
qualifications
• The documents are known by various names
including position descriptions and role-
responsibility-authority forms
 Organization Theories
Organizational Theory
• Organizational theory provides information regarding the way in which people, teams, and
organizational units behave. Effective use of common techniques identified in organizational
theory can shorten the amount of time, cost, and effort needed to create the Plan Resource
Management process outputs and improve planning efficiency. Some of these theories are
Contingency Theory – Presented by Fred Fiedler, is based on the relationship between leadership style
and the situation. Situations have 3 dimensions:
• Leader – member relationship
• Degree of task structure
• Leader’s positional power
Situational Leadership Theory
– Developed by Blancard & Paul Hersey
• The leader’s positional power is obtained through formal authority, which is the third most
important dimension of the situation, plus the environmental factors in a workplace
• There is no single “best” style of leadership. A PM must lead based on the situations that are
present
 Plan Resource Management – Outputs
• Resource Management Plan
• Identification of resources |Acquiring
resources |Roles and responsibilities |
Project organizational charts | project team
resource management |Training |Team
development | Resource control |
Recognition plan
• Team Charter
• Team values | Communication guidelines |
Conflict resolution process | Meeting
guidelines | Team agreement
• Project document update
• Assumption log | Risk Register
 Roles and Responsibilities
Roles and responsibilities
• Role - The function assumed by or assigned to a person in
the project.
• Authority - The right to apply project resources, make
decisions, sign approvals, accept deliverables, and
influence others to carry out the work of the project. Team
members operate best when their individual levels of
authority match their individual responsibilities.
• Responsibility - The assigned duties and work that a
project team member is expected to perform in order to
complete the project’s activities.
• Competency - The skill and capacity required to complete
assigned activities within the project constraints. If project
team members do not possess required competencies,
performance can be jeopardized. When such mismatches
are identified, proactive responses such as training, hiring,
schedule changes, or scope changes are initiated.
 Estimate Activity Resource
• Acquire Project Team is the process of estimating team resources and the type and
quantity of materials, equipments, and supplies necessary to perform project work.

Outputs:
Inputs:
Tools & Techniques • Resource
• Project management requirements
plan • Expert judgment • Basis of estimates
• Project documents • Bottom-up estimating • Resource
• Enterprise • Analogous estimating breakdown
environmental • Parametric estimating structure
factors • Data analysis • Project documents
• Organizational • Project management update
process assets information system
• Meetings

• The key benefit of this process is that it identifies the type, quantity, and characteristics of
resources required to complete the project
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 Estimate Activity Resources – Inputs
-
• Project management plans
• Resource management plan | Scope baseline
• Project Documents
• Activity attributes | Activity list | Assumption log |
• Cost estimates | Resource calendar |Risk register
• Enterprise Environmental Factors
• Resource location | Resource availability | Team resource skills
• Organizational culture | Marketplace conditions
• Organizational process Assets
• Policies and procedures regarding staffing
• Policies and procedure relating to supplies and equipment
• Historical information regarding types of resource used for similar work on
previous projects
Estimate Activity Resources – Tools and Techniques
• Expert judgment
• Bottom- up estimating
• Analogous estimating
• Parametric estimating
• Data analysis
• Project Management information system
• Meetings
Plan Estimate Activity Resource – Outputs
Key Points:
•Remember that this is
Resource Requirements a relatively simple
executing process that
Basis of Estimates produces staff
assignments (Names).
Resource Breakdown
Structure •Understand the
Project Document importance of the five
Updates tools:
Pre-Assignment,
Negotiation,
Acquisition, Virtual
Teams and Multi
Criteria decision
analysis.
Resource Breakdown Structure

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 Acquire Resources
• Acquire resource is the process of obtaining team members, facilities, materials, supplies,
and other resources necessary to complete project work.

Outputs:
• Physical resources
Inputs:
• Project assignments
• Project Tools & Techniques: • Resource calendars
management plan
• Project documents • Decision making • Change requests
• Enterprise • Interpersonal and • Project management plan
environmental team skills updates
factors • Project documents update
• Pre-assignment
• Organizational • Enterprise environmental
process assets • Virtual teams factors updates
• Organizational process
assets updates

• The key benefit of this process is that it outlines and guides the selection of resources and
assigns them to their respective activities

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Acquire Resources – Inputs

Project Management Plan Project Documents

(Resource management plan ( Project Schedule | Resource Calendar
Procurement management plan Resource Requirements matrix
Cost baseline Stakeholder register

Enterprise Environmental
Factors
Organizational Process
Assets
Acquire Resources – Tools and Techniques

Interpersonal and
Decision Making
Team Skills
Pre-Assignment Virtual Teams
 Interpersonal and Team Skills
Known as soft skills
• Communication skills
• Emotional intelligence
• Conflict resolution
• Negotiation
• Influence
• Team building
• Group facilitation

The project management team can …

• Use emotional intelligence to reduce tension
• Increase cooperation by identifying, assessing, and controlling the
sentiments of project team members
More Tools and Techniques
• Co-location: Arranging entire team in one
place

• Rewards and recognition: Giving team

members appropriate rewards

• Team performance assessment: Checks the

performance levels of the team

• Ground rules: Establish standards and

expectations
 Acquire Resources – Outputs
• Physical Resource Assignments
• Documentation of the physical resource assignment records the material, equipment, supplies,
locations and other physical resources that will be used during the project
• Project team assignments
• Resource calendars
• Change requests
• Project management plan updates
• Resource management plan
• Cost baseline
• Project documents Update
• Lesions learned register
• Project schedule
• Resource breakdown structure
• Risk and register
• Stakeholder register
 Develop Team
• Develop team is the process of improving competencies, team member interaction,
and the overall team environment to enhance project performance
Tools & Techniques: Outputs:
Inputs:
• Co-location • Team performance
• Project • Virtual teams • Change requests
management • Communication • Project management
• . plan technology plan updates
• Project • Interpersonal and • Project document
documents team skills updates
• Enterprise • Recognition and • Enterprise
rewards environmental
environmental
factors • Training factors updates
• Individual and team • Organizational
• Organizational assessments process assets
process assets updates
• Meetings
Key benefit of this process is that it results in improved teamwork, enhanced
interpersonal skills and competencies, motivated employees, reduced attrition,
and improved overall project performance

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 Develop Team
• High team performance can be achieved by employing the following behaviors
• Using open and effective communication
• Creating team-building opportunities
• Developing trust among team members
• Managing conflicts in a constructive manner
• Encouraging collaborative problem solving
• Encouraging collaborative decision making
• Objectives of developing project team include
• Improving the knowledge and skills of team members to increase their ability to
complete project deliverables while lowering costs, reducing schedules, and
improving quality
• Improving feelings of trust and agreement among team members to raise morale,
lower conflicts, and increase teamwork
• Creating a dynamic, cohesive, and collaborative team culture
• Empowering the team to participate in decision making and take ownership of the
provided solutions to improve team productivity for more effective and efficient results
 Develop Team – Inputs
• Project management plan
• Project documents
• Lessons learned register
• Project schedule
• Project team assignments
• Resource calendars
• Team charter
• Enterprise Environmental Factors
• Organizational Process Assets
 Develop Team – Tools and Techniques
• Colocation
• Involves placing many of all of the most active project team members in the
same physical location to enhance their ability to perform as a team

• Virtual Teams
• The use of virtual teams can bring benefits such as the use of more skilled
resources, reduced costs, less travel and relocation expense, and the
proximity of team members to suppliers, customers or other key
stakeholders.

• Communication Technology
• Is important in addressing the team development issues in collocated and
virtual teams. Examples are
• Shared Portal
• Video Conferencing
• Audio Conferencing
• Email/Chat
Team Building

Adjourni
Performi ng
• Team
Norming ng completes
• Teams that the work and
Storming • Team
members reach the moves on
performing from the
Forming • Team begins to
address the
begin to work
together and stage function project
as a well- • This typically
• The team meets project work adjust their
organized unit occurs when
and learns • If team work habits
staff is
about the members are and behaviors • They are released
project and not to support the interdependen
t and work from the
their roles and collaborative team
through issues project
responsibilities and open, the • The team
members smoothly and
• Team members environment
can become learn to trust effectively
tend to be
independent counter- each other
and not as open productive
 Develop Team – Tools and Techniques - Training
• Training includes all activities designed to enhance the competencies of
the project team members
• Can be formal or informal.
• Examples of training methods include classroom, online, computer-
based, on-the-job training from another project team member,
mentoring, and coaching
• Training costs could be included in the project budget, or supported by
the organization if the added skills may be useful for future projects.
 Develop Team – Outputs
• Team Performance Assessments
• Change Requests
• Project Documents Updates
• Lessons learned register
• Project schedule
• Project team assignments
• Resource calendars
• Team charter
• Enterprise Environmental Factors Update
• Input to organizational performance appraisals
• Personnel skill updates
• Organizational Process Assets Updates
• Historical information and lessons learned documentation
• Templates
• Organizational standard processes
• Project Management Plan Updates
 Manage Team
• Manage team is the process of tracking team member performance, providing
feedback, resolving issues, and managing team changes to optimize project
performance
Inputs:
• Project Tools & Techniques: Outputs:
management plan
• Project documents
• Interpersonal and • Change requests
• Work performance team skills • Project
reports • Project management plan
• Team performance Management updates
reports information • Project documents
• Team performance System updates
assessments • Enterprise
• Enterprise environmental
environmental factors updates
factors
• The key benefit of this process is that it influences team behavior,
• Organizational
process assets
manages conflict,
and resolves issues

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 Managing Project Team Requires

• A variety of management and leadership skills for fostering teamwork and

integration the efforts of team members to create high-performance teams

• Team management involves a combination of skills with special emphasis on

communication, conflict management, negotiation, and leadership
• The project manager needs to be sensitive to both the willingness and the
ability of team members to perform their work and adjust their management
and leadership styles accordingly.
• Team members with low-skill abilities will require more intensive oversight
than those who have demonstrated ability and experience

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 Manage Team– Inputs
• Project Management Plan

• Project Documents
• Issue log | Lessons learned register | Project team assignments |
Team charter

• Work Performance Reports

• Team Performance Assessments

• Enterprise Environmental Factors

• Organizational Process Assets

 Manage Team – Tools and Techniques
• Interpersonal and Team Skills - Conflict management
• The successful project managers in managing their project often depends on their
ability to resolve conflict. Factors that influence conflict resolution methods include
• Importance and intensity of the conflict
• Time pressure for resolving the conflict
• Relative power of the people involved in the conflict
• Importance of maintaining a good relationship
• Motivation to resolve conflict on a long-term or short –term basis
• Decision Making : Involves the ability to negotiate and influence the organization and the
project management team, rather than the set of tools and described in the decision
making tools set. Some guidelines for decision making includes:
• Focus on goals to be served
• Follow a decision- making process
• Study available information
• Stimulate team creativity | Account for risk
 Manage Team – Tools and Techniques (cont’d)
• Emotional Intelligence
• The ability to identify, access, and manage the personal emotions of oneself and
other people, as well as the collective emotions of groups of people
• Influencing
• Because project mangers often have little or no direct authority over team
members in a matrix environment, their ability to influence stakeholders on a
timely basis is critical to project success. Key influencing skills are
• Ability to be persuasive
• Clearly articulating points and positions
• High levels of active and effective listening skills
• Awareness of, and consideration for the various perspective in any situation
• Leadership : Successful projects require leaders with strong leadership skills.
• Leadership is the ability to lead a team and inspire them to do their jobs well.
• It encompasses a wide range of skills, abilities and ascations
 Conflict Management
Techniques
• Withdraw/Avoid - Retreating from an actual
or potential conflict situation; postponing the
issue to be better prepared or to be resolved
by others.
• Smooth/Accommodate - Emphasizing areas of
agreement rather than areas of difference;
conceding one’s position to the needs of
others to maintain harmony and relationships.
• Compromise/Reconcile - Searching for
solutions that bring some degree of
satisfaction to all parties in order to
Best temporarily or partially resolve the conflict.
• Force/Direct - Pushing one’s viewpoint at the
Causes practices expense of others; offering only win-lose
solutions, usually enforced through a power
• Scarce resources • Team ground position to resolve an emergency.
• Scheduling rules
• Collaborate/Problem Solve - Incorporating
priorities • Group norms multiple viewpoints and insights from differing
• Personal work • Communication perspectives; requires a cooperative attitude
styles planning and open dialogue that typically leads to
• Role definition consensus and commitment
 Interpersonal Skills

Influencing Effective Decision

• Ability to be persuasive and
clearly articulate points and
positions
Leadership • High levels of active and
effective listening skills
• Directing • Awareness of, and consideration
• Facilitating for, the various perspectives in
• Coaching any situation
• Supporting • Gathering relevant and critical
• Autocratic information to address
• Consultative important issues and reach
agreements while maintaining
mutual trust
Making
• Focus on goals to be served
• Follow a decision-making
process
• Study the environmental
factors
• Analyze available information
• Develop personal qualities of
the team members
• Stimulate team creativity
• Manage risk
 Motivational Theories
McGregor’s Theory of X and Y
• Theory X – people need to be watched every minute
Self
• Theory Y – people are willing to work without supervision Actualiz
ation

Maslow’s Hierarchy of Needs

• Biological and Physiological needs - air, food, drink, shelter, warmth, Esteem

sex, sleep
• Safety needs – health, security - personal and financial, order, law, Social
limits, stability
• Social needs - work group, family, friendship, affection, relationships Safety
• Esteem needs - self-esteem, achievement, mastery, independence,
status, dominance, prestige, managerial responsibility, etc. Physiological
• Self-Actualization needs - realizing personal potential,
self-fulfillment, seeking personal growth and peak experiences.
 Sources of Conflict

Where does conflict on projects come from?

1. Schedules
2. Priorities
3. Human Resources

Most conflict occurs between project managers and functional

managers.
 Leading and Managing

Leading is different than managing.

Managing involves producing results.

Leading involves
1. Establishing direction or vision,
2. Aligning people to that direction, and
3. Inspiring them to move in that direction.
 Leadership Style and Project Phase

•
 Manage Team – Outputs
• Change Requests
• Project Management Plan Updates
• Resource management plan
• Schedule baseline
• Cost baseline
• Project documents Update
• Issue logs
• Lessons learned register
• Project team assignments

• Enterprise Environmental Factors Updates

 Control Resources
• Control resources is the process of ensuring that the physical resources assigned and
allocated to the project are available as planned, as well as monitoring the planned
versus actual utilization of resources and taking corrective action as necessary

Inputs:
Tools & Techniques:
• Project Outputs:
management plan • Data Analysis • Work Performance
• Project documents • Problem Solving Information
• Work performance • Interpersonal and • Change Requests
data team skills
• Project Management
• Agreements • Project Management Plan Updates
Information System
• Organizational • Project Documents
process assets Updates

• The key benefit of this process is ensuring that the assigned resources are available to
the project at the right time and in the right place and are released when no longer
needed

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 Control Resources
• Should be performed continuously in all project phases an throughout the project life
cycle
• The resources needed for the project should be assigned and released at the right time,
right place and right amount for the project to continue without delays.
• This process is concerned with physical resources such as equipment, materials, facilities,
and infrastructure
• Updating resource allocation requires knowing what actual resources have been used to
data and what is till needed including

• Mentoring resources expenditures

• Identifying and dealing with resource shortage/surplus in a timely manner
• Ensuring that resources are used and released according to the plan and project
needs
• Informing appropriates stakeholders if any issues arise with relevant resources
• Influencing the factors that can create resource utilization change
• Manage actual changes as they occur
 Control Resources - Inputs
• Project Management Plan
• Project Documents
• Issue log | Lessons learned register | Physical resource assignments
• Project schedule | Resource breakdown structure | Resource
requirements
• Risk register
• Work Performance Data
• Agreements
• Organizational Process Assets
 Control Resources - Tools and Techniques
• Data Analysis
• Alternative Analysis
• Cost-benefit analysis
• Performance reviews
• Trend Analysis

• Problem Solving
• Identify the problem | Define the problem | Investigate | Analyze | Solve |
Check the solution
• Interpersonal and Team Skills
• Negotiation
• Influencing
• Project Management Information System (PMIS)
 Control Resources - Outputs
• Work Performance Information
• Change Requests
• Project Management Plan Updates
• Project Document Updates
Florida University Southeast, School of Professional Studies

Foundations of Project Management Course (FUSE-SPS-PM101)

Module 6.1: Project Communication Management

49
Project Communication Management

• Project Communication Management Processes

• Plan Communications Management
• Manage Communications
• Monitor Communications

50
 Communications Process Overview

• Plan Communications Management

Create the Communications Management Plan

• Manage Communications
Create, collect and distribute the project information

• Monitor Communications
Monitor and control throughout project life cycle
 Project Communication Management
• Project communication management includes the processes that are required to ensure timely and
appropriate planning, collection, creation, distribution, storage, retrieval, management, control,
monitoring, and the ultimate disposition of project information.
• Effective communication creates a bridge between diverse stakeholders who may have different
cultural and organizational backgrounds, different levels of expertise, and different perspectives and
interests.
• Involves planning, collection, creation, distribution, storage, retrieval, management, control,
monitoring and ultimate disposition of project information.
• 90% of an effective project manager’s time

10-52
 Key Concepts for Project Communication Management
• Communication is the form of exchange of information, intended or involuntary. The
information exchange can be in the form of ideas, instructions, or emotions. The mechanisms
by which information is exchanged can be in
• Written form
• Spoken
• Formal or informal
• Through gestures
• Through Media
• Choice of words

9-53
 Dimensions of Communication
• Communication activities have many dimensions, including but not limited to:
• Internal (within the project) and external (with customer, vendor, other projects, organizations, and the
public).
• Formal (report, minutes, briefings) and informal (emails, memos, ad-hoc discussions)
• Vertical (up and down the organization) and horizontal (with peers)
• Official (newsletters, annual reports) and unofficial (off the record communications)
• Written and oral, and verbal (voice inflections) and nonverbal (body language)

10-54
 Dimensions of Communication
Misunderstandings can be reduced but not eliminated through using the 5Cs of written communications
in composing a traditional (non-social media) written or spoken message:
• Correct grammar and spelling. Poor use of grammar or inaccurate spelling can be distracting and can also
• introduce distortions in the message, diminishing credibility.
• Concise expression and elimination of excess words. A concise, well-crafted message reduces the
• opportunities for misunderstanding the intent of the message.
• Clear purpose and expression directed to the needs of the reader. Ensure that the needs and interests of the
audience are factored into the message.
• Coherent logical flow of ideas. A coherent logical flow of ideas and using “markers” such as introduction and
summaries of the ideas throughout the writing.
• Controlling flow of words and ideas. Controlling the flow of words and ideas may involve graphics or just
summaries.

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 Trends and Emerging Practices
• Trends and emerging practice for project communication management includes
• Inclusion of stakeholders in project review
• Inclusion of stakeholders in project meetings
• Increase use of social computing
• Multifaceted approaches to communication
• Tailoring Considerations
• Stakeholders | Physical location | Communication technology
• Language | Knowledge management
• Consideration for Agile/Adaptive Environments
• Project environments subject to various elements of ambiguity and change have an inherent need to communicate
evolving and emerging details more frequently and quickly
• Posting project artifacts in a transparent fashion, and holding regular stakeholder reviews are intended to promote
communication with management and stakeholders

9-56
 Plan Communication Management
• The process of developing an appropriate approach and plan for project communications based on stakeholder’s information
needs and requirements, and available organizational assets.

Tools & Techniques: Outputs:

• Expert judgment • Communications

management plan
Inputs: • Communication
• Project documents
requirements analysis
• Project Charter updates
• Communication
• Project technology • Project
management plan management plan
• Communication models update
• Project documents
• Communication
• Enterprise methods
environmental
factors • Interpersonal and team
skills
• Organizational
process assets • Data representation
• Meetings
• The key benefit of this process is a documented approach to effectively and efficiently engage
stakeholders by presenting relevant information in a timely manner

57
 Important Considerations in Planning Communication Management

• 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

10-58
Plan Communication Management – Input
Project Management Plan
Project Charter
Project Documents
Enterprise Environmental Factors
Organizational Process Assets
Key Points:
A Planning process
that creates the
Communications
Management Plan
This plan specifies
what information will
be distributed and
updated, in what
format, how often,
and to which
stakeholders or
groups
 Plan Communication Management – Tools and Techniques
• Expert Judgment
• Communications Requirements Analysis
• Communication Technology
• Communication Models (Sender/receiver model ) – encode, transmit message, decode
• Sample interactive communication model (Acknowledge, feedback/response)
• Interpersonal and Team Skills (communication style assessment, political and cultural awareness)
• Data Representaions
• Meetings
• Communication Methods
• Interactive communication - most efficient way to ensure a common understanding.
• Examples: meetings, phone calls, instant messaging, video conferencing
• Push communication – ensures that the information is distributed but does not ensure that it actually reached or was
understood.
• Examples: letters, memos, reports, emails, faxes, voice mails, blogs, press releases
• Pull communication - Used for large volumes of information, or for large audiences, to access the content at their
discretion.
• Examples: intranet sites, e-learning, lessons learned databases, knowledge repositories

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 Communication Requirements Analysis
• Number of potential communication channels (or paths) needed for a project with n stakeholders

For a project with 5 stakeholders, you need 5(5-1)/2

n(n – 1)/2 = 10 communication channels

• Sources of information typically used to identify and define project communication

requirements include:
• Organizational charts
• Project organization and stakeholder responsibility relationships
• Disciplines, departments, and specialties involved in the project
• Logistics of how many persons will be involved with the project and at which locations
• Internal information needs (e.g., when communicating within organizations)
• External information needs (e.g., when communicating with the media, public, or contractors)
• Stakeholder information and communication requirements from within the stakeholder register

10-61
 Communication Model
Factors that can affect the choice of communication technology include:
• Urgency of the need for information
• Availability of technology
• Ease of Use
• Project environment
• Sensitivity and confidentiality of the information

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Plan Communication Management – Output
• Communication Management Plan
• Know the formula
• Stakeholder communication requirements to determine the
number of
• Information to be communicated - language, format, content, and level of communication
detail channels on the
• Reason for the distribution of that information project.
• Focus on the
• Time frame and frequency for the distribution of required information and Communications
receipt of acknowledgment or response, if applicable Management Plan as
the output.
• Person responsible for communicating the information
• Be aware that this
• Person responsible for authorizing release of confidential information process happens
early in the life of the
• Project Management Plan Updates project
• Understand
• Project Documents Updates responsibilities in the
communication
• Project schedule model.
• Understand
• Stakeholder register communication
methods.

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 Manage Communication
• The process of creating, collecting, distributing, storing, retrieving, and the ultimate disposition of
An Executing process
project information in accordance to the communications management plan that
Follows the
Communications
Tools & Techniques:
Management Plan
Inputs: • Communication
technology Outputs:
• Communications This process carries
• Communication • Project out the
management plan communications
methods Communications
• Project documents
• Communication skills • Project management Management Plan. It
• Work performance plan updates
reports • Project management creates, collects and
communication system • Project documents
• Enterprise distributes the
• Project reporting updates
environmental project information.
• Interpersonal and team • Organizational process
factors assets updates
• Organizational skills
process assets • Meetings
• The key benefit of this process is that it enables an efficient and effective information flow between
the project team and the stakeholders

64
 Manage Communication
Techniques and considerations for effective communications management include, but are not limited to,
the following:
Sender-receiver models - Incorporating feedback loops to provide opportunities for
interaction/participation and remove barriers to
communication.
- When to communicate in writing versus orally, when to
Choice of media prepare an informal memo versus a formal report, and
when to communicate face to face versus by e-mail.
- Appropriate use of active versus passive voice, sentence
Writing style structure, and word choice.

Meeting management
- Preparing an agenda and dealing with conflicts.
techniques

Facilitation techniques - Building consensus and overcoming obstacles.

- Listening actively (acknowledging, clarifying, and

Listening techniques confirming understanding) and removal of barriers that
adversely affect comprehension

65
 Manage Communication – Input
Project Management Plan
Enterprise Environmental Factors
• Organizational culture and structure,
• Government or industry standards and
regulations, and
• Project management information system.
Project Documents
Work Performance Reports
Organizational Process Assets
• Policies, procedures, processes, and
guidelines regarding communications
management;
• Templates; and
• Historical information and lessons
learned.
 Manage Communication – Tools and Techniques
• Communication Technology Key Points
• Interpersonal and Team Skills | Communication Skills • Know the section
• Communication Methods | Meetings on communication
skills.
• Project Management Information Systems
• Familiarize yourself
• Hard-copy document management: letters, memos, reports, and press releases with the
• Electronic communications management: e-mail, fax, voice mail, telephone, video and web communications
model.
conferencing, websites, and web publishing
• Understand the
• Electronic project management tools: web interfaces to scheduling and project management differences between
software, meeting and virtual office support software, portals, the various methods
and collaborative work management tools of communication.
• Project Reporting • Know that this is an
• Analysis of past performance executing process.
• Analysis of project forecasts (including time and cost)
• Current status of risks and issues
• Work completed during the period
• Work to be completed in the next period
• Summary of changes approved in the period
• Other relevant information, which is reviewed and discussed

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 Manage Communication – Output
• Manage
• Project Communications Communications is
an executing process.
• Project Management Plan Updates • This begins after
the Plan
• Project Documents Updates Communications
• Issue log Management
• Project schedule process is first
• Project funding requirements completed.
• It is performed
• Organizational Process Assets Updates (repeatedly)
throughout the life of
• Stakeholder notifications
the project.
• Project reports • Concepts in this
• Project presentations process are more
• Project records important to know
• Feedback from stakeholders than the actual
• Lessons learned documentation inputs, tools, and
outputs.
• Flexibility is
important to handle
unplanned
information requests
from stakeholders

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 Monitor Communication
• The process of ensuring the information needs of the project and its stakeholders are met.

Inputs:
• Project Tools & Techniques: Outputs:
management plan • Expert Judgment • Work performance
• Project Documents • Project management information
• Work performance Information System • Change requests
data • Data Representation • Project management
• Organizational • Interpersonal and Team plan updates
process assets Skills • Project documents
• Enterprise • Meetings updates
Environmental
Factors

• The key benefit of this process is the optimal information flow as defined in the communications
management plan and the stakeholder engagement plan.

69
 Monitor Communication – Input
• 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 Documents
• Issue log | Lessons learned register | Project communications
• Schedule progress
• Costs incurred
• Enterprise Environmental Factors
• 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

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 Monitor Communication – Tools and Techniques

A Monitoring &
Controlling process
Project Management Information that ensures
Expert Judgment system information needs of
• Other units within the organization the project
• Consultants stakeholders are
• Stakeholders, including customers or Meetings met.
sponsors Meetings This process works
• Professional and technical associations throughout the
• Industry groups project life cycle.
Data Representation
• Subject matter experts
• Project management office (PMO)
Interpersonal and Team Skills
 Monitor Communication – Output
• Work Performance Information
• New or revised cost estimates, activity sequences, schedule dates, resource requirements, and analysis of risk
response alternatives
• Adjustments to the project management plan and documents
• Recommendations of corrective actions that may bring the expected future performance of the project back in line
with the project management plan
• Recommendations of preventive actions that may reduce the probability of incurring future negative project
performance
• Project Management Plan Updates
• Project Document Updates
• Forecasts
• Performance reports
• Issue log
• Change Requests
• Organizational Process Assets Updates

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