Chapter 10 Flashcards
5 Cs of Communication
- Correct Grammer and Spelling
- Concise expression and elimination of excess words
- Clear purpose and expression directed to the needs of the reader
- Coherent logical flow of ideas
- Controlling flow of words and ideas
Communications Channel Formula
N(N-1)/2
N = Number of stakeholders
Project Communication Management Processes
Planning 1. Plan Communication Management Executing 2. Manage Communications Monitoring and controlling 3. Monitor Communications
Plan Communications Management
It is the process of developing an appropriate approach and plan for project communications activities based on the information needs of each stakeholder or group available organizational assets and the needs of the project
Simple basic sender/receiver communication model
This describes communication as a process and consists of two parties defined as the sender and receiver.
- concerned with the message being delivered and not understood
Sample Interactive Communication Model
This model also describes communication as a process consisting of two parties, the sender and receiver, but recognizes the need to ensure that the message has been understood
Communication Styles assessments
A technique used to assess communication styles and identify the preferred communication method, format, and content for planned communication activities.
Manage Communications
The process of ensuring timely and appropriate collection, creation, distribution, storage, retrieval, management, monitoring and the ultimate disposition of project information
Communication Competence
A combination of tailored communication skills that considers factors such as clarity of purpose in key messages, effective relationships and information sharing and leadership behaviors
Project Reporting
It is the act of collecting and distributing project information
Monitor Communications
It is the process of ensuring the information needs of the project and its stakeholders are met.
Acknowledgment
The receiver signals that the message has been received. An acknowledgment shows receipt of the message, but not necessarily agreement with the message.
Active listening
The receiver confirms that the message is being received through feedback, questions, prompts for clarity, and other signs of confirmation.
Choice of media
The best modality to use when communicating that is relevant to the information being communicated.
Communication assumptions
Anything that the project management team believes to be true but hasn’t proven to be true.
Communication barrier
Anything that prohibits communication from occurring.
Communication constraints
Anything that limits the project management team’s options. When it comes to communication constraints, geographical locales, incompatible communications software, and even limited communications technology can constrain the project team.
Communications management plan
A project management subsidiary plan that defines the stakeholders who need specific information, the person who will supply the information, the schedule for the information to be supplied, and the approved modality to provide the information.
Decoder
The device that decodes a message as it is being received.
Effective listening
The receiver is involved in the listening experience by paying attention to visual cues from the speaker and paralingual characteristics, and by asking relevant questions.
Encoder
The device that encodes the message being sent.
Feedback
The sender confirms that the receiver understands the message by directly asking for a response, questions for clarification, or other confirmation.
Influence/impact grid
Stakeholders are mapped on a grid based on their influence over the project in relation to their influence over the project execution.
Information presentation tools
A software package that allows the project management team to present the project’s health through graphics, spreadsheets, and text.
Information retrieval system
A system to quickly and effectively store, archive, and access project information.
Interactive communication
This is the most common and most effective approach to communication. It’s where two or more people exchange information. Consider status meetings, ad-hoc meetings, phone calls, and videoconferences.
Lessons learned
This is documentation of what did and did not work in the project implementation. Lessons learned documentation is created throughout the project by the entire project team. When lessons learned sessions are completed, they’re available to be used and applied by the entire organization. They are now part of the organizational process assets.
Medium
The device or technology that transports a message.
Noise
Anything that interferes with or disrupts a message.
Nonverbal
Facial expressions, hand gestures, and body language are nonverbal cues that contribute to a message. Approximately 55 percent of communication is nonverbal.
Paralingual
The pitch, tone, and inflections in the sender’s voice affecting the message being sent.
Performance report
A report that depicts how well a project is performing. Often, the performance report is based on earned value management and may include cost or schedule variance reports.
Project presentations
Presentations are useful in providing information to customers, management, the project team, and other stakeholders.
Project records
All the business of the project communications is also part of the organizational process assets. This includes e-mails, memos, letters, and faxes.
Project reports
Reports are formal communications on project activities, their status, and conditions.
Pull communication
This approach pulls the information from a central repository, like a database of information. Pull communications are good for large groups of stakeholders who want to access project information at their discretion. Consider a project web site where stakeholders can periodically drop by for a quick update on the project status.
Push communication
This approach pushes the information from the sender to the receiver without any real acknowledgment that the information was really received or understood. Consider letters, faxes, voicemail messages, e-mails, and other communications modalities that the sender packages and sends to receivers through some intermediary network.
Receiver
The person who receives the message.
Sender
The person who is sending the message
Sender–receiver models
Feedback loops and barriers to communications.
Stakeholder notifications
Notices to the stakeholders about resolved issues, approved changes, and the overall health of the project.
Status review meeting
A regularly scheduled meeting to discuss the status of the project and its progress toward completing the project scope statement.
Time reporting system
A system to record the actual time to complete project activities.
