7 - Project Communications Management Terminology - Additional Info

Question 1

Communication Skills

Answer 1

Communication skills are vital to successful project integration as the key pieces of the project come together per the project management plan.

Components of communication skills can include the sender-receiver model, media format, writing styles, management and presentation techniques, encoding, decoding, message, medium, and noise.

Pg. 209

Question 2

Communication Skills Commonly
Used by Management

Answer 2

• Active and effective listening
• Questioning to enhance understanding
• Educating to increase the project team’s knowledge, leading to increased effectiveness
• Fact-finding as a means of identification or confirmation of information
• Setting and continuously managing expectations
• Using persuasion to elicit desired action
• Using negotiation to achieve agreement acceptable to all parties
• Using conflict resolution to prevent negative impact
• Using summarization, recap, and identification of subsequent steps to ensure adequate understanding of information

Question 3

Formal

(Dimensions of Communication Activity - Type)

Answer 3

Formal communication should be used for the following:
* Legal communication and project documents (written)
* Communication involving extreme distance or complexity (written)
* Official situations (verbal)
* Presentations (written and verbal)
* Communication that is primarily one-directional (verbal)

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Question 4

Internal

(Dimensions of Communication Activity - Type)

Answer 4

Communication within the project.

Pg. 210

Question 5

External

(Dimensions of Communication Activity - Type)

Answer 5

Communication with the customer, other projects, the media, and the public.

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Question 6

Vertical

(Dimensions of Communication Activity - Type)

Answer 6

Communication up and down the organization.

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Question 7

Horizontal

(Dimensions of Communication Activity - Type)

Answer 7

Communication with peers

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Question 8

Official

(Dimensions of Communication Activity - Type)

Answer 8

Communication that is on the record, such as newsletters and annual reports.

Pg. 210

Question 9

Unofficial

(Dimensions of Communication Activity - Type)

Answer 9

Communication that is not on the record.

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Question 10

Written and Oral

(Dimensions of Communication Activity - Type)

Answer 10

Communication that is in writing and/or verbal.

Pg. 210

Question 11

Verbal and Non-Verbal

(Dimensions of Communication Activity - Type)

Answer 11

Communication that conveys signals other than words (inflection of voice, body language).

Pg. 210

Question 12

Plan Communications Management
(Planning Process Group)

Answer 12

During Plan Communication Management, the project manager determines the communication needs of all the stakeholders.

Key criteria is:
- The information required by each stakeholder
- When it is required
- The format in which it is required.

The criteria is then entered into the communications management plan to show the communication requirements of the project stakeholders.

Pg. 211

Question 13

Resource Management Plan

(Key Input - Plan Communications Management - Planning)

Answer 13

The resource management plan is a component of the project management plan that documents:
- The manner in which the team and physical resources are determined, quantified, and acquired
- Resource roles, responsibilities, authorities, and competence (skill and capacity)
- Project organizational charts
- Team resource management (definition, management, control, and release)
- Team training
- Team development
- Control of physical resources (availability and acquisition).

Pg. 211

Question 14

Stakeholder Engagement Plan

(Key Input - Plan Communications Management - Planning)

Answer 14

The stakeholder engagement plan is a component of the project management plan that documents the plans and activities required to engage stakeholders in an effective manner.

Pg. 212

Question 15

Stakeholder Register

(Key Input - Plan Communications Management - Planning)

Answer 15

The stakeholder register contains information related to identified stakeholders.

It includes:
- Identification information (name, position, location, project role, and contact information)
- Assessment information (key requirements, potential impact on project results, the phase in which the stakeholder wields the greatest influence, and stakeholder expectations)
- Stakeholder classification (internal/external, impact/influence/power/interest, or other classification model).

Pg. 212

Question 16

Communication Requirement Analysis

(Key Tools & Techniques - Plan Communications Management - Planning)

Answer 16

Communication requirement analysis is used to determine stakeholder informational needs. It typically includes a consideration of information and communication requirements from the stakeholder register, the stakeholder engagement plan, organizational charts, responsibility assignment matrixes (RAM), logistics of involved personnel, legal requirements, the development approach, logistics of participants, and internal/external information requirements.

The requirements are defined by combining the type and format of the required information with an evaluation of that information’s value. Consideration should also be given to the number of communication channels in order to determine the intricacy of project communications.

A channel is a physical or electronic connection between a sender and receiver that allows the exchange of information. To determine the number of communication channels, multiply the number of stakeholders by that number minus one, and then divide the result by two. The formula is: c = n x (n -1) / 2.

Pg. 212

Question 17

Communication Technology

(Key Tools & Techniques - Plan Communications Management - Planning)

Answer 17

Communication technology encompasses the methods used to transfer information among project stakeholders, which can include conversations, meetings, databases, documents, social media, email, and websites.

The choice of a communication technology is predicated on the sensitivity and confidentiality of the information, the project environment, the availability and ease of use of a technology, and the urgency of the information.

Pg. 213

Question 18

Communication Methods

(Key Tools & Techniques - Plan Communications Management - Planning)

Answer 18

Communication methods are used to transfer information among project stakeholders.

Methods include: interactive communication (communication between two or more parties exchanging information in real time), push communication (communication sent directly to specific recipients), pull communication (communication used for a large number of recipients that must access content from web portals, intranet sites, e-learning, lessons learned databases, or knowledge repositories), interpersonal communication (communication between individuals, typically face to face), network and social computing communication (communication obtainable from notice boards, newsletters, press releases, email, web portals, phone conversations, and presentations), small group communication (communication between groups of three to six people), public communication (communication from a speaker addressing a group), and mass communication (communication from a sender to a large, sometimes anonymous, targeted group).

Pg. 213

Question 19

Stakeholder Engagement Assessment Matrix

(Key Tools & Techniques - Plan Communications Management - Planning)

Answer 19

The stakeholder engagement assessment matrix is utilized to evaluate the current engagement levels of stakeholders by comparing them to the expected engagement levels of those stakeholders.

This comparison can be used to evaluate the need for any additional communication.

Pg. 213

Question 20

Communications Management Plan

(Key Output - Plan Communications Management - Planning)

Answer 20

The communications management plan is a component of the project management plan that documents the planning, structure, implementation, and monitoring/control of communications.

It contains: stakeholder communication requirements; the information to be communicated, including language, format, content, and degree of detail; the case for conveyance of the information; the timeframe for and frequency of the distribution, including the manner in which any acknowledgment or response will be effected; the person responsible for communication of the information; the person responsible for authorizing the release of confidential information; the recipients of the information and their needs, requirements, and expectations; the resources allocated for communication related activities, along with a calendar and budget; the technological methods used for conveyance of the information, including memos, email, press releases, and social media; the methods for updating the communications management plan; a glossary of common terms; flow charts regarding the project’s information flow, workflows, meeting plans, and a list of reports; constraints imposed by legislation, regulation, and/or technology; and the guidelines and templates for project status meetings, project team meetings, and email.

Pg. 214

Question 21

Plan Communications Mgmt.
Situational Question and Real World Application

Answer 21

The failure to effectively execute the Plan Communications Management process can result in communication breakdowns.

Issues such as failure to send appropriate information to appropriate people at the appropriate time can arise from this failure.

Pg. 214

Question 22

Communications Management Plan

Answer 22

The communications management plan defines the communication needs of the stakeholders, the format and frequency of communications, and the person responsible for delivery.

The plan can include communication rules, project expectations, reporting and meeting schedules, change processes, and contact information for the team.

The plan helps the project manager and team do the following:
* Determine communication needs for the project stakeholders
* Establish and utilize communication infrastructure for distributing project information
* Report project performance to the appropriate stakeholders
* Address communication issues that arise on the project

Pg. 214

Question 23

Communication Control

Answer 23

Controlling communication is vital to project management success.

The project manager must stay current regarding communication activity and be kept in the project communication loop.

Remember, approximately 90% of a project manager’s job involves communication.

Pg. 215

Question 24

Communication Mode

Answer 24

The basics of communication are covered in the Communication Model. The three main components are:
* Sender
* Message
* Receiver

The medium is another component to consider because it sets the format of the message and can impact communications positively or negatively.

Given the global nature of projects and diversity of people involved in projects today,
breaks in the model are not uncommon.

The key responsibility of the communication sender is to correctly encode (communicate) the message to the communication receiver(s) so that they can correctly decode (understand) it.

Question 25

Communication Channels Formula

Answer 25

Communications are a complex part of any project. The greater the number of people involved in a project, the greater the number of communications that will be sent and received.

The formula for this relationship is:
N x (N - 1) / 2
with N being the number of people on the project.

It is very important to know how to calculate the total number of communication
channels, the total communication channels if team members are added or removed, and the number of channels added/subtracted if team members are added or removed.

It is also important to note that a part-time team member is no different than a full-time team member when calculating communication channels. For example, a team consisting of three full-time members and two part-time members, is considered a five member team in the calculation.

Number of channels added/removed when team members are added/removed:
(Nnew - (Noriginal x (Nnew -1) / 2) x (Noriginal -1) / 2)

Pg. 216

Question 26

Communication Methods

Answer 26

The methods utilized to share information among stakeholders are:
* Interactive, which enables an exchange of information between multiple parties and fosters a common understanding between participants
* Push, which distributes information but does not ensure that the information was received or understood
* Pull, which provides information in a centrally accessible location such as the Internet

Pg. 217

Question 27

Communication Blockers

Answer 27

Communication blockers are factors that disrupt the message that the receiver is trying
to interpret from the sender.

Pg. 217

Question 28

Meeting Rules

Answer 28

Meeting rules are commonly abused. As a result, perception of how to effectively
conduct meetings is often inaccurate.

Some basic rules for conducting meetings are:
* When a meeting is scheduled, an agenda should be created and distributed beforehand to give people a chance to review and prepare; this agenda should allocate a portion of time for each topic
* All relevant documents should be distributed prior to the meeting
* Everyone should review the agenda and prepare for the meeting
* During (or before) the meeting, the leader (facilitator) should be established to conduct the meeting and ensure adherence to the agenda; the leader (facilitator) does not always need to be the project manager
* If the leader/facilitator decides to honor a request to add a non-agenda item to the meeting, the item should be added at the end of the meeting or moved to a future meeting
* From an exam readiness perspective, if the project is a priority and a meeting has been scheduled, functional issues (generally speaking) should not delay the meeting

Pg. 217

Question 29

Manage Communications
(Executing Process Group)

Answer 29

The primary focus of the Manage Communications process is to gather information relevant to the creation, distribution, storage, and retrieval, as well as the conclusive disposition, of communications in accordance with the communications management plan.

The process is designed to enable timely and productive communications between project stakeholders.

Pg. 218

Question 30

Communications Management Plan

(Key Input - Manage Communications - Executing)

Answer 30

The communications management plan is a component of the project management plan that documents the planning, structure, implementation, and monitoring/control of communications.

Pg. 219

Question 31

Issue Log

(Key Input - Manage Communications - Executing)

Answer 31

The issue log is used to record and track any project challenges that cannot be immediately resolved. Issue-related information is communicated to affected stakeholders.

Pg. 219

Question 32

Work Performance Reports

(Key Input - Manage Communications - Executing)

Answer 32

Work performance reports are representations, either physical or electronic, of work performance information and are used as the basis for decisions and/or actions.

The reports are distributed to project stakeholders in accordance with the communication plan and can include earned value graphs and data, defect histograms, contract performance data, and risk surveys.

The report presentations can include heat reports, dashboards, and stop light charts.

Pg. 219

Question 33

Communication Technology

(Key Tools & Techniques - Manage Communications - Executing)

Answer 33

Communication technology encompasses the methods used to transfer information among project stakeholders, which can include conversations, meetings, databases, documents, social media, email, and websites.

The choice of a communication technology is predicated on the sensitivity and confidentiality of the information, the project environment, the project culture, team logistics, resources available to the team, the availability and ease of use of a technology, and the urgency of the information.

Pg. 219

Question 34

Communication Skills

(Key Tools & Techniques - Manage Communications - Executing)

Answer 34

Communication skills include communication competence (with consideration of transparency of purpose in significant messages, leadership behaviors, and effective relationship and data sharing), feedback (in consideration of interactive communication), nonverbal communication (communication that establishes meaning through gestures, voice tonality, and facial expression), and presentations (transparent and meaningful communication through presentations to stakeholders that considers their expectations and needs as well as the needs of the project.

Presentations typically address progress reports and informational updates, background information that supports decision-making, general information about the project to elevate its profile, and specific information to garner understanding and support of the project.

Pg. 219

Question 35

Project Management Information System
(PMIS)

(Key Tools & Techniques - Manage Communications - Executing)

Answer 35

The project management information system (PMIS) is an enterprise environmental factor. It can be a portal to automated tools, a system that gathers and distributes information, a configuration management system, and/or an interface to online automated systems that are used to direct and manage project work.

Project information can be administered through a variety of tools, including electronic management tools, electronic communication management application, and social media management applications.

Pg. 220

Question 36

Project Communications Documentation

(Key Outputs - Manage Communications - Executing)

Answer 36

Project communications documentation may include performance reports, schedule progress, presentations, the status of deliverables, costs incurred, and other information expected by stakeholders.

Pg. 220

Question 37

Communications Management Plan

(Key Outputs - Manage Communications - Executing)

Answer 37

The communications management plan is a component of the project management plan that documents the planning, structure, implementation, and monitoring/control of communications.

Any changes to the communications methodology must be reflected in the communications management plan.

Pg. 220

Question 38

Stakeholder Management Plan

(Key Outputs - Manage Communications - Executing)

Answer 38

The stakeholder engagement plan is updated to reflect changes to the requirements and strategies. Those changes must also be reflected in the communications management plan.

Pg. 220

Question 39

Manage Communications - Executing
Situational Question and Real World Application

Answer 39

Failure to effectively execute the Manage Communications process could result in ineffective decisions due to the communication of incomplete or untimely information.

Pg. 220

Question 40

Communication Types

Answer 40

The communication types are:
1. Active Listening
2. Effective Listening
3. Feedback
4. Nonverbal
5. Paralingual

Pg. 221

Question 41

Active Listening
(Communication Type)

Answer 41

The receiver verifies with the sender that the message was interpreted correctly by asking for clarification or by providing feedback to the sender.

pg. 221

Question 42

Effective Listening
(Communication Type)

Answer 42

The receiver observes visual and vocal cues, as well as asking for feedback from the sender.

Pg. 221

Question 43

Feedback
(Communication Type)

Answer 43

The sender receives feedback from the receiver (the feedback can be in the form of an acknowledgment, a simple interpretation of the message, or questions designed to clarify the message).

Pg. 221

Question 44

Nonverbal
(Communication Type)

Answer 44

Nonverbal exchanges, including body language and facial expression, can account for 55% of a communication.

Pg. 221

Question 45

Paralingual
(Communication Type)

Answer 45

Voice characteristics are particularly important when the sender conveys the message.

Pg. 221

Question 46

Performance Reports

Answer 46

Reporting formats can vary, as can interpretations of the formats. The following
definitions clarify the subtle differences between the types of performance reports.

Progress = Point in Time
Status = Sum of All Progress
Forecast = Future Work
Variance = Vary from Plan

Earned Value = Scope / Schedule / Cost

Pg. 221

Question 47

Progress Reports

Answer 47

Progress reports provide information regarding what has been accomplished during a
specific time frame.

For example, a weekly progress report contains data regarding the most recent week’s accomplishments.

For example: a progress report shows how many points have been scored during a specific period.

Progress report shows what has been accomplished within a given time.

Pg. 221

Question 48

Status Reports

Answer 48

Status reports provide information on the present overall state of the project.

For example, the status report contains data on the project since inception to convey the overall state of the project.

For example: A status report shows the overall score at any point in time.

A status report shows the overall state of the project.
Remember: The Status Report is the sum of ALL Progress Reports.

Pg. 222

Question 49

Forecast Reports

Answer 49

Forecast reporting methods include:

• Time series, which base future outcome estimates on historical information
• Causal/econometric, which base outcome estimates on underlying factors (weather impacts outer-wear sales)
• Judgment, which base outcome estimates on opinion, probability, and intuitive judgment (scenario building, surveys, Delphi method)
• Other methods, such as ensemble forecasting, probabilistic forecasting, and simulation

Forecast reports provide information about what is expected to occur during the project.

Pg. 222

Question 50

Forecast Reporting
(Associated with Cost)

Answer 50

Forecast reporting associated with cost can include:

• Estimate at completion (EAC): The funds needed to totally finish the project based on current spending efficiency
• Estimate to complete (ETC): Additional funds needed as of this point in time to finish the project
• Variance at completion (VAC): The amount forecasted to be over/under budget based on budget at completion (BAC) versus estimate at completion (EAC)

Pg. 222

Question 51

Estimate at Completion
(EAC)

Answer 51

The funds needed to totally finish the project based on current spending efficiency.

Pg. 222

Question 52

Estimate to Complete
(ETC)

Answer 52

Additional funds needed as of this point in time to finish the project.

Pg. 222

Question 53

Variance at Completion
(VAC)

Answer 53

The amount forecasted to be over/under budget based on budget at completion (BAC) versus estimate at completion (EAC).

Pg. 222

Question 54

Variance Reports

Answer 54

Variance reports show the difference between what was planned and what actually
occurred.

For example, a variance report would show any variance between what was done and what should have been done.

Pg. 223

Question 55

Earned Value Reports

Answer 55

Earned value reports show the state of the schedule, budget, and scope of the project at
specific points in time.

Pg. 223

Question 56

Monitor Communications
(Monitoring and Controlling Process Group)

Answer 56

Monitoring communications involves monitoring and controlling project communications to make certain that stakeholder communication requirements are achieved.

A focus of this process is information flow to determine if information bottlenecks can be either limited or eliminated throughout the life of the project.

Pg. 223

Question 57

Communications Management Plan

(Key Input - Monitor Communications - Monitoring & Controlling)

Answer 57

The communications management plan is a component of the project management plan that documents the planning, structure, implementation, and monitoring/control of communications.

Specifically it contains the most recent plan for the timely gathering, generating, and dispensing of information.

Pg. 224

Question 58

Stakeholder Engagement Plan

(Key Input - Monitor Communications - Monitoring & Controlling)

Answer 58

The stakeholder engagement plan is a component of the project management plan that documents the plans and activities required to engage stakeholders in an effective manner.

It indicates planned communication requirements.

Pg. 224

Question 59

Project Communications

(Key Input - Monitor Communications - Monitoring & Controlling)

Answer 59

Project communications documentation may delineate distributed communications.

Pg. 224

Question 60

Work Performance Data

(Key Input - Monitor Communications - Monitoring & Controlling)

Answer 60

Work performance data represents the raw metrics and observations identified during the performance of project work activities.

It also includes data regarding the descriptions and amounts of distributed communications.

Pg. 224

Question 61

Expert Judgement

(Key Tools & Tech. - Monitor Communications - Monitoring & Controlling)

Answer 61

Expert judgment is judgment based on expertise acquired in a specific area.

It is often more significant and accurate than the best modeling tools available and can be provided by stakeholders, company personnel external to the project, professional organizations or groups, and consultants.

It is important to consider expertise related to communication management systems, project management systems, and both national and international communication with the public, community, and media, as well as communication between virtual groups.

Pg. 224

Question 62

Project Management Information System
(PMIS)

(Key Tools & Tech. - Monitor Communications - Monitoring & Controlling)

Answer 62

The project management information system (PMIS) **is an enterprise environmental factor. **

It can be a portal to automated tools and is a system that gathers, stores, and dispenses information to internal and external stakeholders in accordance with the communication plan.

The information in the system is subject to monitoring to determine its accuracy and effectiveness.

Pg. 224

Question 63

Stakeholder Engagement Assessment Matrix

(Key Tools & Tech. - Monitor Communications - Monitoring & Controlling)

Answer 63

The stakeholder engagement assessment matrix is utilized to evaluate the current engagement levels of stakeholders by comparing them to the expected engagement levels of stakeholders.

This comparison can be used to evaluate the need for any additional communication.

Pg. 224

Question 64

Observation / Conversation

(Key Tools & Tech. - Monitor Communications - Monitoring & Controlling)

Answer 64

Observation (shadowing) and conversation deliver a firsthand method for determining how people perform activities in their environment.

Applying this method with the project team delineates the most suitable approach to updating/communicating project performance information and to responding to stakeholder requests for information.

Pg. 225

Question 65

Work Performance Information

(Key Output - Monitor Communications - Monitoring & Controlling)

Answer 65

Work performance information includes supplemental and contextualized information regarding the actual performance of project communication in comparison to planned project communication.

Pg. 225

Question 66

Change Requests

(Key Output - Monitor Communications - Monitoring & Controlling)

Answer 66

Change requests are requests for modification that have not been formally approved through the change control process.

Modifications may be requested to the communication plan, stakeholder communication requirements (including information distribution, distribution methodology, content, and format), new procedures to improve the communication process and exclude congestion, or other impacted components of the project management plan.

Pg. 225

Question 67

Communications Management Plan

(Key Output - Monitor Communications - Monitoring & Controlling)

Answer 67

The communications management plan is a component of the project management plan that documents the planning, structure, implementation, and monitoring/control of communications.

The plan is modified to reflect any new information that improves communication.

Pg. 225

Question 68

Issue Log

(Key Output - Monitor Communications - Monitoring & Controlling)

Answer 68

The issue log is used to record and track any project challenges that cannot be immediately resolved.

The issue log is modified to reflect any new information impacting an issue, including its progress and resolution.

Pg. 225

Question 69

Lessons Learned Register

(Key Output - Monitor Communications - Monitoring & Controlling)

Answer 69

The lessons learned register is a record of the challenges, problems, and successes of the project (what worked and didn’t).

The register contains detailed and important project knowledge and can be modified to include the reason an issue occurred and the reason a corrective action was selected.

Pg. 225

Question 70

Monitor Communications
Situational Question and Real World Application

Answer 70

Failure to effectively execute the Monitor Communications process can result in a number of issues. To make reasonable decisions, stakeholders must know the status of the project in the appropriate detail and in a timely manner.

Pg. 226

Question 71

Communication Channels Formula

Answer 71

This formula shows the number of communication channels on a project.

N x (N - 1) / 2 = Number of Communication Channels

N = Number of people

6 x (6 - 1) / 2 = 15

Pg. 226