4. Understand communication within project management Flashcards
4.1 explain the benefits, to a project, of a communication plan
■ Enhances stakeholder engagement.
■ Ensures the right information is provided.
■ Clear timing for the message.
4.2 explain the relationship between stakeholder analysis and an effective communication management plan
- demonstrate knowledge and understanding of how to identify and analyse the project’s stakeholders and how this analysis and the understanding of the stakeholders’ level of interest, power and attitude help inform effective communication.
■ A stakeholder with high power, high interest and positive
attitude to the project may need regular communication in
order to keep them engaged and on side.
■ A stakeholder with low power, low interest and positive
attitude to the project may need to be monitored and provided
with some communication on an ad-hoc basis.
4.3 state factors which can positively affect communication
- Use of technical terms or jargon - Complex info provided with technical summaries in advance of the communication to confirm understanding. Participants are engaged and more fully understand technicalities of the situation.
- Org Culture / Structural Hierarchies - Senior people take a more supportive role to junior staff - inviting to state views - more open culture.
- Time zones - planned when most are available. Staff are compensated for time that needs to be spent out of normal hours.
- Environment - necessary facilities - reassurance / comfort - motivated to exchange views.
- Planning of comms - comms is specific only to those who need the info. Individuals appreciate this and are more likely to be engaged.
4.3 state factors which can NEGATIVELY affect communication
- Use of technical terms or jargon - complex info provided without glossary - individuals are unable to understand
- Org Culture / Structural Hierarchies - Individuals feel intimidated. Junior staff reluctant to communicate views when senior staff are present.
- Time zones - Individuals having to work outside normal hours. May not be available for regular communication.
- Environment - unable to hear whats being communicated, distracted by noise or activity near by, unable to focus.
- Planning of comms - individuals receive comms in ad-hoc way without apparent rationale. No engagement, and content is not observed.
4.4 state sources of conflict within a project
Focus on:
Who is arguing
What are they arguing about
Why are they arguing
Concept - Stakeholder influence, business case approval.
Definition - PMP approval, priority of requirements.
Deployment - resource availability, plans process and methods, agreeing deadlines and completion.
Transition - failure to agree acceptance, lack of confirmation of formal closure.
Adoption - output not adopted by BAU.
4.5 explain ways in which conflict can be addressed (such as Thomas Kilmann Conflict Mode Instrument).
TK model - based upon:
- Desire to achieve ones own objectives
- the desire to help others achieve their own objectives.
Made up of:
- Avoid - may be ignoring the issue (lose - lose)
- compete - i am right, you are wrong (win - lose)
- compromise - both sides trade off so dont completely win or lose.
- accommodate - (lose - win)
- collaborate - both parties work together - (win-win).
4.6 explain how to plan and conduct negotiations (including ZOPA, BATNA and ‘win-win’)
demonstrate knowledge and understanding of why it is important to plan for a negotiation and what should be considered during the planning activity and how to conduct a negotiation.
■ Planning Own objectives, other party objectives, win-win scenarios and, your BATNA and ZOPA.
■ Example steps to consider when negotiating:
■ Propose: propose and discuss the ‘deal’ with the other party. to truly collaborate - its important to understand the other parties position, what is important to them to propose a win-win outcome.
■ Agree: agreement should be sought and documented
