Mohamed Seleam Abou Hatab

Sr. Project Management Consultant

Mohamed.seleam@yahoo.com
+201061177737

PROJECT COMM. & STAKEHOLDER

MANAGEMENT

Mohamed Seleam Abou Hatab

PMP, PMI-RMP, PMI-SP, PMI-PBA
Sr. Project Management Consultant
WHAT IS PROJECT COMMUNICATIONS MANAGEMENT?

• CRITICAL LINKS BETWEEN

PEOPLE, IDEAS AND
INFORMATION THAT ARE
NECESSARY FOR SUCCESSFUL
COMMUNICATIONS.

90% of a Project Manager's job is spent acquiring and

communicating information.
2
D1-
3
 BASIC MODEL OF COMMUNICATION
• ENCODE - TO TRANSLATE THOUGHTS OR IDEAS INTO A LANGUAGE THAT IS
UNDERSTOOD BY OTHERS
• MESSAGE - OUTPUT OF ENCODING
• MEDIUM - METHOD USED TO CONVEY THE MESSAGE
• NOISE - ANYTHING THAT INTERFERES WITH THE TRANSMISSION AND
UNDERSTANDING OF THE MESSAGE
• DECODE - TRANSLATE THE MESSAGE BACK INTO MEANINGFUL THOUGHTS OR
IDEAS

• Acknowledge. Receiver may Massage

signal (acknowledge) receipt of the Encode decode
message but this does not necessarily Noise
mean agreement •
sender medium receiver
• Feedback/Response. Noise
decode encode 5
Feedback- massage
Condoleeza Rice and Bush - Communication Problems....flv
WE ALL CAN RECOGNIZE AN ELEPHANT .. “WHEN WE SEE
ONE”, CAN’T WE?
AND THE ELEPHANT (PROJECT)
BECAME …
Complexity Of Communications Channels

No. of channels = N(N-1)/2

Where N = Number of stakeholders

9
Communicate With …………………?

10
Communications has many dimensions

• Written and oral,

• listening, and speaking.

• Internal (within the project) and External (customers, media).

• Formal (reports, briefings) and Informal (memos).

• Vertical (up and down Org.) and Horizontal (peers)

11
 COMMUNICATION METHODS
• INTERACTIVE COMMUNICATIONS
• 2 OR MORE PARTIES
• MULTIDIRECTIONAL
• MOST EFFECTIVE
• ENSURES COMMON UNDERSTANDING

• PUSH COMMUNICATIONS
• ONE WAY FROM SENDER

• NO GUARANTEES OF DELIVERY OR UNDERSTANDING

(LETTERS, MEMOS, REPORTS, EMAILS, FAXES, VOICE MAILS, BLOGS….)

• PULL COMMUNICATIONS.
(INTRANET SITES, E-LEARNING, LESSONS LEARNED DATABASES, KNOWLEDGE REPOSITORIES)

(THE PROJECT MANAGER DECIDES WHAT, HOW, AND WHEN COMMUNICATION METHODS ARE

TO BE USED IN THE PROJECT) 12

 ISSUE LOGS

• ISSUE LOG OR ACTION-ITEM LOG CAN BE

USED TO DOCUMENT AND MONITOR THE
RESOLUTION OF ISSUES.

• AN ISSUE IS CLARIFIED AND STATED IN A

WAY THAT IT CAN BE RESOLVED.

• AN OWNER IS ASSIGNED AND A TARGET

DATE IS USUALLY ESTABLISHED FOR
CLOSURE.

• UNRESOLVED ISSUES CAN BE A MAJOR

SOURCE OF CONFLICT AND PROJECT DELAYS.

13
Meeting Management
• Have a purpose! (Exchange
information)

• Schedule in advance

• Create an agenda and

distribute in advance – involve
team!!

• Stick to agenda (RATHOLE)

• Bring the right people

• Lead the meeting

• Action items with timeline

14

• Document minutes.
 KEY CONCEPTS
THE 5CS OF WRITTEN COMMUNICATIONS IN COMPOSING A TRADITIONAL (NON-
SOCIAL MEDIA) WRITTEN OR SPOKEN MESSAGE:

1. CORRECT GRAMMAR AND SPELLING.

2. CONCISE EXPRESSION AND ELIMINATION OF EXCESS WORDS.

3. CLEAR PURPOSE AND EXPRESSION DIRECTED TO THE NEEDS OF THE READER.

4. COHERENT LOGICAL FLOW OF IDEAS.

5. CONTROLLING FLOW OF WORDS AND IDEAS.

 TRENDS AND EMERGING PRACTICES

 INCLUSION OF STAKEHOLDERS IN PROJECT REVIEWS

 INCLUSION OF STAKEHOLDERS IN PROJECT MEETINGS

 INCREASED USE OF SOCIAL COMPUTING

 MULTIFACETED APPROACHES TO COMMUNICATION

 TAILORING CONSIDERATIONS

 TYPE OF STAKEHOLDERS. (EXTERNAL / INTERNAL)

 PHYSICAL LOCATION.

 COMMUNICATIONS TECHNOLOGY.

 LANGUAGE.

 KNOWLEDGE MANAGEMENT.
 CONSIDERATIONS FOR AGILE/ADAPTIVE ENVIRONMENTS

 INHERENT NEED TO COMMUNICATE EVOLVING AND EMERGING DETAILS

MORE FREQUENTLY AND QUICKLY.

 EASY TEAM MEMBER ACCESS TO INFORMATION.

 POSTING PROJECT ARTIFACTS IN A TRANSPARENT FASHION, AND

 HOLDING REGULAR STAKEHOLDER REVIEWS.

 Project Management Process Groups
Knowledge Areas
Monitoring and Controlling Closing Process
Initiating Process Group Planning Process Group Executing Process Group
Process Group Group

4- Project Integration Management 4.1 Develop Project Charter 4.2 Develop Project Management Plan 4.3 Direct and Manage Project 4.5 Monitor and Control Project 4.7 Close Project
Work Work or phase
4.4 Manage Project Knowledge 4.6 Perform Integrated Change
Control

5- Project Scope Management 5.1 Plan Scope Management 5.5 Validate Scope
5.2 Collect Requirements 5.6 Control Scope
5.3 Define Scope
5.4 Create WBS
6- Project Schedule Management 6.1 Plan Schedule Management 6.6 Control Schedule
6.2 Define Activities
6.3 Sequence Activities
6.4 Estimate Activity Durations
6.5 Develop Schedule
7- Project Cost Management 7.1 Plan Cost Management 7.4 Control Costs
7.2 Estimate Costs
7.3 Determine Budget
8- Project Quality Management 8.1 Plan Quality Management 8.2 Manage Quality 8.3 Control Quality

9- Project Resource Management 9.1 Plan Resource Management 9.3 Acquire Resources 9.6 Control Resources
9.2 Estimate Activity Resources 9.4 Develop Team
9.5 Manage Team
10- Project Communications 10.1 Plan Communications Management 10.2 Manage Communications 10.3 Monitor Communications
Management

11- Project Risk Management 11.1 Plan Risk Management 11.6 Implement Risk Responses 11.7 Monitor Risks
11.2 Identify Risks
11.3 Perform Qualitative Risk Analysis
11.4 Perform Quantitative Risk Analysis
11.5 Plan Risk Responses

12- Project Procurement 12.1 Plan Procurement Management 12.2 Conduct Procurements 12.3 Control Procurements 19
Management
13- Project Stakeholder 13.1 Identify Stakeholders 13.2 Plan Stakeholder Engagement 13.3 Manage Stakeholder 13.4 Monitor Stakeholder
Management Engagement Engagement
 PLAN COMMUNICATION MANAGEMENT

The process of developing an appropriate

approach and plan for project

communications activities based on the

information needs of each stakeholders or

group, available organizational assets and

the needs of the project

 PLAN COMMUNICATION
MANAGEMENT
Inputs Tools & Techniques Outputs
1. Project charter 1. Expert Judgment 1. Communication
2. Communication management plan
2. Project manage. Plan requirements analysis
•Resource manage. Plan 3. Comm. technology 2. Project management Plan
•Stakeholder engagement 4. Communication models updates
plan 5. Communication methods •Stakeholder engagement
6. Interpersonal & teams plan
3. Project documents skills
• Requirements • Comm. Styles assessment 3. Project documents updates
documentation • Political awareness • Project schedule
• Stakeholder register • Cultural awareness • Stakeholder register
7. Data representation
4. (EEF) • Stakeholder engagement
5. (OPA) assessment matrix
8. Meetings
 The Engagement Level Of The Stakeholders

1. UNAWARE. UNAWARE OF PROJECT AND POTENTIAL IMPACTS.

2. RESISTANT. AWARE OF PROJECT AND POTENTIAL IMPACTS

AND RESISTANT TO CHANGE.

3. NEUTRAL. AWARE OF PROJECT YET NEITHER SUPPORTIVE

NOR RESISTANT.

4. SUPPORTIVE. AWARE OF PROJECT AND POTENTIAL IMPACTS

AND SUPPORTIVE TO CHANGE.

5. LEADING. AWARE OF PROJECT AND POTENTIAL IMPACTS AND

ACTIVELY ENGAGED IN ENSURING THE PROJECT IS A SUCCESS.
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 DISPLAYS GAPS BETWEEN CURRENT AND DESIRED ENGAGEMENT LEVELS OF INDIVIDUAL STAKEHOLDERS, IT CAN BE
FURTHER ANALYZED IN THIS PROCESS TO IDENTIFY ADDITIONAL COMMUNICATION REQUIREMENTS (BEYOND THE
REGULAR REPORTS) AS A METHOD TO CLOSE ANY ENGAGEMENT LEVEL GAPS.
 MANAGE COMMUNICATION

THE PROCESS OF ENSURING TIMELY & APPROPRIATE

COLLECTING, CREATION, DISTRIBUTING, STORAGE,

RETRIEVING, MANAGEMENT, MONITORING AND THE

ULTIMATE DISPOSITION OF PROJECT INFORMATION.

 MANAGE COMMUNICATION
Inputs
1. Project manage. Plan
• Resource manage. Plan
• Communication management Plan
• Stakeholder engagement plan
2. Project documents
• Change log
• Issue log
• Lessons learned register
• Quality report
• Risk report
• Stakeholder register
3. Work performance reports
4. EEF
5. OPA
Tools & Techniques
1. Communication technology
2. Communication methods
3. Communication skills
• Comm. Competence
• Feedback
• Non-verbal
• presentations
4. Project management
information system
5. Project reporting
6. Interpersonal & teams skills
• Active listening
• Conflict management
• Cultural awareness
• Meeting management
• Networking
• Political awareness
7. Meetings
Outputs
1.Project Communications
2. Project management Plan
updates
• Communication
management plan
• Stakeholder engagement
plan
3. Project documents updates
• Issue log
• Lessons learned register
• Project schedule
• Risk register
• Stakeholder register
4. OPA updates
 TYPES OF PERFORMANCE
REPORTS
STATUS REPORT: WHERE DO WE STAND? BUDGET?
SCHEDULE?

PROGRESS REPORT: WHAT HAVE WE ACCOMPLISHED?

TREND REPORT: ARE WE IMPROVING?

FORECASTING REPORT: PREDICTING FUTURE STATUS

AND PERFORMANCE.

EARNED VALUE: UNIFIED REPORTING METHOD THAT

INCORPORATE COST, SCOPE AND TIME.
 INTERPERSONAL AND TEAM SKILLS
 A technique used to assess communication styles and identify the preferred communication method, format, and content
for planned communication activities
Communication
styles assessment
 Often used with unsupportive stakeholders, this assessment may follow a stakeholder engagement assessment to identify
gaps in stakeholder engagement that require additional tailored communication activities and artifacts.

 Political awareness helps the project manager to plan communications based on the project environment as well as the
organization’s political environment. Political awareness concerns the recognition of power relationships.
assists the project manager in engaging stakeholders appropriately to maintain their support throughout the project.
Political awareness

 An understanding of the strategies of the organization, knowing who wields power and influence in this arena, and
developing an ability to communicate with these stakeholders are all aspects of political awareness.

Cultural awareness is an understanding of the differences between individuals, groups, and organizations and adapting the
project’s communication strategy in the context of these differences.
 This awareness and any consequent actions minimize misunderstandings and miscommunication that may result from cultural
Cultural awareness differences within the project’s stakeholder community.
Cultural awareness and cultural sensitivity help the project manager to plan communications based on the cultural differences
and requirements of stakeholders and team members .
 MONITOR
COMMUNICATIONS

MONITOR COMMUNICATIONS
IS THE PROCESS OF ENSURING THE INFORMATION
NEEDS OF THE PROJECT AND ITS STAKEHOLDERS ARE
MET.

THE KEY BENEFIT

OF THIS PROCESS IS THE OPTIMAL INFORMATION FLOW
AS DEFINED IN THE COMMUNICATIONS MANAGEMENT
PLAN AND THE STAKEHOLDER ENGAGEMENT PLAN.
 MONITOR COMMUNICATION
Inputs
1. Project manage. Plan
•Resource manage. Plan
•Communications
management Plan
•Stakeholder engagement plan
2. Project documents
• Issue log
• Lessons learned register
• Project communications
3. Work performance data
4. EEF
5. OPA
Tools & Techniques Outputs
1.Expert Judgment 1. Work performance
information
2. Project management
information system 2. Change requests
3. Data analysis 3. Project management Plan
• Stakeholder engagement updates
assessment matrix • Communication
management plan
4. Interpersonal & teams • Stakeholder engagement
skills plan
• Observation / conversation
4. Project documents updates
5. Meetings • Issue log
• Lessons learned register
• Stakeholder register
PROJECT STAKEHOLDER
MANAGEMENT
 PROJECT
STAKEHOLDERS
 PEOPLE, GROUPS, OR
ORGANIZATIONS THAT COULD
IMPACT OR BE IMPACTED BY
THE PROJECT POSITIVELY OR
NEGATIVELY
 Project Management Process Groups
Knowledge Areas
Monitoring and Controlling Closing Process
Initiating Process Group Planning Process Group Executing Process Group
Process Group Group

4- Project Integration Management 4.1 Develop Project Charter 4.2 Develop Project Management Plan 4.3 Direct and Manage Project 4.5 Monitor and Control Project 4.7 Close Project
Work Work or phase
4.4 Manage Project Knowledge 4.6 Perform Integrated Change
Control

5- Project Scope Management 5.1 Plan Scope Management 5.5 Validate Scope
5.2 Collect Requirements 5.6 Control Scope
5.3 Define Scope
5.4 Create WBS
6- Project Schedule Management 6.1 Plan Schedule Management 6.6 Control Schedule
6.2 Define Activities
6.3 Sequence Activities
6.4 Estimate Activity Durations
6.5 Develop Schedule
7- Project Cost Management 7.1 Plan Cost Management 7.4 Control Costs
7.2 Estimate Costs
7.3 Determine Budget
8- Project Quality Management 8.1 Plan Quality Management 8.2 Manage Quality 8.3 Control Quality

9- Project Resource Management 9.1 Plan Resource Management 9.3 Acquire Resources 9.6 Control Resources
9.2 Estimate Activity Resources 9.4 Develop Team
9.5 Manage Team
10- Project Communications 10.1 Plan Communications Management 10.2 Manage Communications 10.3 Monitor Communications
Management

11- Project Risk Management 11.1 Plan Risk Management 11.6 Implement Risk Responses 11.7 Monitor Risks
11.2 Identify Risks
11.3 Perform Qualitative Risk Analysis
11.4 Perform Quantitative Risk Analysis
11.5 Plan Risk Responses

12- Project Procurement 12.1 Plan Procurement Management 12.2 Conduct Procurements 12.3 Control Procurements 33
Management
13- Project Stakeholder 13.1 Identify Stakeholders 13.2 Plan Stakeholder Engagement 13.3 Manage Stakeholder 13.4 Monitor Stakeholder
Management Engagement Engagement
 KEY CONCEPTS FOR PROJECT STAKEHOLDER MANAGEMENT

 TO INCREASE THE CHANCES OF SUCCESS, THE PROCESS

OF STAKEHOLDER IDENTIFICATION AND ENGAGEMENT
SHOULD COMMENCE AS SOON AS POSSIBLE AFTER THE
PROJECT CHARTER HAS BEEN APPROVED, THE PROJECT
MANAGER HAS BEEN ASSIGNED AND THE TEAM BEGINS
TO FORM. THE PROCESS OF IDENTIFYING AND ENGAGING
STAKEHOLDERS FOR THE BENEFIT OF THE PROJECT IS
ITERATIVE.
 TAILORING CONSIDERATIONS

 STAKEHOLDER DIVERSITY.

 COMPLEXITY OF STAKEHOLDER

RELATIONSHIPS.

 COMMUNICATION TECHNOLOGY.
 IDENTIFY STAKEHOLDERS

THE PROCESS OF IDENTIFYING PROJECT STAKEHOLDERS

REGULARLY & ANALYZING & DOCUMENTING RELEVANT

INFORMATION REGARDING THEIR INTERESTS, INVOLVEMENT ,

INTERDEPENDENCIES, INFLUENCE, AND POTENTIAL IMPACT

ON PROJECT SUCCESS
 IDENTIFY STAKEHOLDERS
Inputs Tools & Techniques Outputs

Project Charter 1. Expert judgment 1. Stakeholder register

2. Business documents
•Business case
•Benefits management. plan
3. Project management Plan
•Communication management
plan
•Stakeholder engagement plan
4. Project documents
•Change log
•Issue log
•Requirements documentation
5. Agreements
6. (EEF)
7. (OPA)
2. Data gathering 2. Change requests
•Questionnaires & surveys 3. Project Management
•Brainstorming plan updates
3. Data analysis • Requirements
•Stakeholder analysis management Plan
•Document analysis • Communication
4. Data representation management plan
•Stakeholder mapping/ • Risk management plan
representation • Stakeholder engagement
5. Meetings plan
4. Project documents
updates
• Assumption log
• Issue log
• Risk register
 DATA REPRESENTATION

• CLASSIFY TO PRIORITIZE KEY STAKEHOLDERS

AND UTILIZE EFFORTS. EXAMPLE OF
CLASSIFICATION MODELS ITEMS:
1. POWER = AUTHORITY
2. INTEREST = CONCERN
3. INFLUENCE = INVOLVEMENT
4. IMPACT = ABILITY TO AFFECT PLANNING OR
EXECUTION

WE COULD USE, POWER/INTEREST,

POWER/INFLUENCE, INFLUENCE/IMPACT,
 SALIENCE MODEL

STAKEHOLDER CUBE. THIS MODEL

COMBINES THE GRID ELEMENTS INTO A
THREE-DIMENSIONAL MODEL THAT CAN BE
USEFUL TO PROJECT MANAGERS AND TEAMS
IN IDENTIFYING AND ENGAGING THEIR
STAKEHOLDER COMMUNITY.

SALIENCE MODEL. DESCRIBES CLASSES

OF STAKEHOLDERS BASED ON ASSESSMENTS
OF THEIR POWER (LEVEL OF AUTHORITY OR
ABILITY TO INFLUENCE THE OUTCOMES OF
THE PROJECT), URGENCY (NEED FOR
IMMEDIATE ATTENTION, EITHER TIME-
CONSTRAINED OR RELATING TO THE
STAKEHOLDERS’ HIGH STAKE IN THE
OUTCOME), AND LEGITIMACY (THEIR
INVOLVEMENT IS APPROPRIATE).
 PLAN STAKEHOLDER ENGAGEMENT

It is the process of developing approaches to

involve project stakeholders based on their

needs, expectations, interests, and potential

impact on the project.

 PLAN STAKEHOLDER ENGAGEMENT
Inputs
1.Project Charter
2. Project manage. Plan
•Resource manage. Plan
•Communications manage. plan
•Risk manage. Plan
3. Project documents
•Assumption log
•Change log
•Issue log
•Project schedule
•Risk register
•Stakeholder register
4. Agreements
5. EEF
6. OPA
Tools & Techniques Outputs
1. Stakeholder
1. Expert judgment
engagement plan
2. Data gathering
•Benchmarking
3. Data analysis
•Assumption & constraint
analysis
•Root cause analysis
•SWOT analysis
4. Decision making
•Prioritization/ranking
5. Data representation
•Mind mapping
•Stakeholder engagement
assessment matrix
6. Meetings
 STAKEHOLDER ENGAGEMENT PLAN

 Desired and current engagement levels of key stakeholders

 Identified interrelationships between stakeholders

 Stakeholder communication requirements for the current project phase

 Information to be distributed to stakeholders, including language, format, content, and level of detail

 Reason for the distribution of that information and the expected impact to stakeholder engagement

 Time frame and frequency for the distribution of required information to stakeholders

 Method for updating and refining the stakeholder management plan

 MANAGE STAKEHOLDER
ENGAGEMENT
IT IS THE PROCESS OF COMMUNICATING AND WORKING WITH STAKEHOLDERS TO

MEET THEIR NEEDS & EXPECTATIONS, ADDRESS ISSUES, AND FOSTER

APPROPRIATE STAKEHOLDER INVOLVEMENT .

I N I M I ZE
a nd M
U P P O RT
A S E S T A N CE
INCR E RESI S , c c e ss.
hol d e rs o j ec t su
s t a k e iev e p r
from ce s t o a c h
e c h a n
r e a s i n g th
a n t l y i nc
s i gni f i c
 MANAGE STAKEHOLDER
ENGAGEMENT
Inputs Tools & Techniques Outputs
1. Project manage. Plan 1. Expert judgment 1.Change requests
•Communication manage. Plan 2. Communication skills 2.Project Manage. plan
•Risk manage. Plan •Feedback updates
•Stakeholder engagement plan 3. Interpersonal & teams •Communication manage.
•Change management plan skills plan
2. Project documents •Conflict management •Stakeholder engagement
•Change log •Cultural awareness plan
•Issue log •Negotiation 3. Project documents updates
•Lessons learned register •Observation / conversation •Change log
•Stakeholder register Political awareness •Issue log
3. EEF 4. Ground rules •Lessons learned register
4. OPA 5. Meetings •Stakeholder register
 MONITOR STAKEHOLDER
ENGAGEMENT

THE PROCESS OF MONITORING PROJECT

STAKEHOLDER RELATIONSHIPS AND

TAILORING STRATEGIES FOR ENGAGING

STAKEHOLDERS THROUGH

MODIFICATION OF ENGAGEMENT

STRATEGIES & PLANS.

 MONITOR STAKEHOLDER ENGAGEMENT
Inputs
1. Project manage. Plan
• Resource manage. Plan
• Communications manage. plan
• Stakeholder engagement plan
2. Project documents
• Issue log
• Lessons learned register
• Project communications
• Risk register
• Stakeholder register
3. Work performance data
4. EEF
5. OPA
Tools & Techniques Outputs
1. Work performance
1. Data analysis
• Alternative analysis information
2. Change requests
• Root cause analysis
3. Project Manage. plan
• Stakeholder analysis
updates
2. Decision making
• Resource manage. Plan
• Multi-criteria decision analysis
• Communications manage.
• Voting
plan
3. Data representation
• Stakeholder engagement
• Stakeholder engagement assessment matrix
plan
4. Communication skills
4. Project documents
• Feedback
updates
• Presentations
• Issue log
5. Interpersonal & team skills
• Lessons learned register
• Active listening
• Risk register
• Cultural awareness
• Stakeholder register
• Leadership
• Networking
• Political awareness
6. Meetings
QUESTIONS

49
 Q1

1- All of the following are inputs to Manage Stakeholder Engagement except:

A. Organizational Process assets

B. Change log

C. Enterprise environmental factors

D. Communication management plan

2- LISTING ALL THE INVOLVED PEOPLE AND ORGANIZATION IN THE PROJECT AND
DOCUMENTED ALL THE REQUIRED DATA AND INFORMATION THAT ILLUSTRATE
HOW THEY WILL AFFECT AND AFFECTED BY THE PROJECT IS:

A. IDENTIFY STAKEHOLDER

B. PLAN STAKEHOLDER MANAGEMENT

C. MANAGE STAKEHOLDER ENGAGEMENT

D. CONTROL STAKEHOLDER ENGAGEMENT

3- WHO OF THE FOLLOWING IS ALWAYS A STAKEHOLDER:

A. A PERSON WHO DOSE NOT WANT THE PROJECT

B. THE MANAGER OF THE ENGINEERING DEPARTMENT

C. THE PERSON WHO WILL LOSE HIS JOB BECAUSE OF THE PROJECT

D. THE PERSON WHO WILL USE THE PRODUCT

4- STAKEHOLDERS CAN BE IDENTIFIED IN WHICH PROCESS
GROUP(S):

A. INITIATING, PLANNING, EXECUTING, MONITOR AND CONTROL

AND CLOSING

B. INITIATING

C. PLANNING AND INITIATING

D. INITIATING AND MONITOR AND CONTROL

5- STAKEHOLDER HAS A REPUTATION FOR MAKING MANY CHANGES DURING
THE PROJECT, WHAT IS THE BEST APPROACH A PROJECT MANAGER CAN
TAKE:

A. SAY “NO” TO THE STAKEHOLDER TO PREVENT HIM FROM ADDING NEW

CHANGES

B. INVOLVE THE STAKEHOLDER IN THE PROJECT AS EARLY AS POSSIBLE

C. TALK TO THE STAKEHOLDER’S BOSS

D. DISCUSS EACH CHANGE WITH THE STAKEHOLDER

6- ORIGINALLY THE PROJECT HAD FOUR TEAM MEMBERS. NOW THE
SCOPE HAS EXPANDED, AND THERE ARE A TOTAL OF SIX PEOPLE IN THE
PROJECT TEAM. HOW MANY COMMUNICATION CHANNELS DOES THE
PROJECT HAVE?

A)6

B)9

C ) 12

D ) 15
7- A PROJECT MANAGER HAS A PROJECT TEAM CONSISTING OF
PEOPLE IN FOUR COUNTRIES. THE PROJECT IS VERY IMPORTANT
TO THE COMPANY, AND THE PROJECT MANAGER IS CONCERNED
ABOUT ITS SUCCESS. THE LENGTH OF THE PROJECT SCHEDULE IS
ACCEPTABLE. WHAT TYPE OF COMMUNICATION METHOD SHOULD
HE USE?

A ) INFORMAL VERBAL

B ) FORMAL WRITTEN

C ) FORMAL VERBAL

D ) INFORMAL WRITTEN

56
8- WHEN A PROJECT MANAGER IS ENGAGED IN
NEGOTIATIONS, NONVERBAL COMMUNICATION SKILLS
ARE OF :

A ) LITTLE IMPORTANCE.

B ) MAJOR IMPORTANCE

C ) IMPORTANT ONLY WHEN COST AND SCHEDULE OBJECTIVES

ARE INVOLVED.

D ) IMPORTANT ONLY TO ENSURE YOU WIN THE NEGOTIATION

57
9- THE MAJOR REASON WHY A PROJECT MANAGER SHOULD
USE WRITTEN INSTEAD OF ORAL COMMUNICATION IS :

A ) DOCUMENTATION

B ) FEEDBACK

C ) COST

D ) BARRIER ELIMINATION
58
10- GOOD PROJECT MANAGERS LISTEN WELL TO THEIR TEAM
MEMBERS BOTH PROFESSIONALLY AND PERSONALLY. THE
MAIN ADVANTAGE OF LISTENING WELL IS TO :

A ) BEFRIEND TEAM MEMBERS

B ) KNOW WHICH TEAM MEMBERS ARE NOT BEHAVING

APPROPRIATELY

C ) OBTAIN BETTER FEEDBACK

D ) KNOW WHEN TO CANCEL A PROJECT

59