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PMBOK > Chapter 10 > Flashcards

Chapter 10 Flashcards

1
Q

what is the Project Communications Management process?

A
  • processes required to ensure timely and appropriate generation, collection, distribution, storage, retrieval and disposition of project information
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2
Q

where do project managers spend the majority of their time?

A
  • communicating with team members and other stakeholders (both internal and external)
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3
Q

what are the processes in Project Communications Management?

A
  1. 1 identify stakeholders
  2. 2 plan communications
  3. 3 distribute information
  4. 4 manage stakeholder expectations
  5. 5 report performance
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4
Q

what are some dimensions of communication activity?

A
  • internal vs external
  • formal vs informal
  • vertical vs horizontal
  • official vs unofficial
  • written vs oral
  • verbal vs non-verbal
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5
Q

what are some communication skills

A
  • listening actively and effectively
  • questioning, probing ideas and situations
  • educating to increase team’s knowledge
  • fact-finding to identify/confirm information
  • setting & managing expectations
  • persuading a person/organization to do something
  • negotiating mutually acceptable agreements
  • resolving conflict
  • summarizing, recapping and identifying next steps
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6
Q

what is the Identify Stakeholders process?

A
  • process of identifying all people or orgs impacted by the project and documenting relevant information about their interests, involvement and impact on project success
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7
Q

who are project stakeholders?

A
  • people or orgs like customers, sponsors, performing org, the public who are actively involved in the project or whose interests may be +/- affected by the project
  • may also exert influence over project and deliverables
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8
Q

how should stakeholders of a project be classified?

A
  • according to their interest, influence and involvement in the project
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9
Q

what are the inputs into the Identify Stakeholders process?

A
  1. project charter
  2. procurement documents
  3. enterprise environmental factors
  4. organizational process assets
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10
Q

what are the tools and techniques for the Identify Stakeholders process?

A
  1. stakeholder analysis

2. expert judgement

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11
Q

what are teh outputs to the Identify Stakeholders process

A
  1. stakeholder register

2. stakeholder management strategy

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12
Q

how is the project charter an input to the Identify Stakeholders process

A
  • provides information about internal and external parties involved and affected by the project
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13
Q

how are procurement documents an input to the Identify Stakeholders process

A
  • parties in a contract are key stakeholders

- other relevant parties like suppliers should also be a part of the stakeholder list

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14
Q

what enterprise environmental factors can influence the Identify Stakeholders process

A
  • organizational/company culture and structure

- government/industry standards

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15
Q

what organizational process assets can influence the Identify Stakeholders process

A
  • stakeholder register templates
  • lessons learned
  • stakeholder registers from previous projects
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16
Q

what is stakeholder analysis?

A
  • technique of systematically gathering and analyzing qualitative and quantitative information to determine whose interests should be taken into account throughout the project
  • identifies interests, expectations, influence, and stakeholder relationships
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17
Q

what are the steps to a stakeholder analysis?

A
  1. identify all potential stakeholders and relevant information like roles, departments, interests, knowledge levels, expectations and influence levels
    - - key stakeholders are usually obvious. other stakeholders can be identified by interviewing stakeholders
  2. identify the potential impact/support each stakeholder could generate and classify them to define an approach strategy
  3. assess how key stakeholders are likely to react/respond in different situations to plan how to influence them
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18
Q

what are some stakeholder classification models?

A
  • power/interest grid: groups stakeholders by level of authority (power) and level of concern (interest) with project outcomes
  • power/influence grid: groups stakeholders by level of authority (power) and their active involvement (influence) in project
  • influence/impact grid: group stakeholders based on active involvement (influene) and ability to effect changes to project planning/execution (impact)
  • salience model: describing classes of stakeholders based on their power, urgency and legitimacy
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19
Q

how is expert judgment an input to the Identify Stakeholders process

A
  • helps ensure a comprehensive list of stakeholders

talk to people such as

  • senior management
  • other units in the org
  • key stakeholders
  • PMs who have done projects in the same area
  • subject matter experts (SMEs)
  • industry groups & consultants
  • professional and technical associations
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20
Q

what is a stakeholder register?

A

contains all details related to the identified stakeholders, including:
- identification information (name, org position, location, role, contact info)

  • assessment info (major requirements, main expectations, potential influence, phase most interested in
  • stakeholder classification (interna/external, supporter/neutral/resistor, etc)
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21
Q

what is a stakeholder management strategy?

A
  • defines an approach to increase support and minimize negative impacts of stakeholders through the entire project life cycle
  • includes info like:
    • the key stakeholders
    • level of participation desired for each stakeholder
    • stakeholder groups and their management
  • common way to represent the stakeholder management strategy is with a stakeholder analysis matrix
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22
Q

what is the Plan Communications process?

A
  • process of determining the project stakeholder information needs and defining a communication approach
  • responds to the information and communications needs of the stakeholders
  • tightly linked with enterprise environmental factors
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23
Q

what is the problem with improper communication planning?

A
  • leads to problems like delay in message delivery, communicating sensitive information to the wrong audience, or lack of communication with required stakeholders
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24
Q

what is effective communication?

A
  • information is provided in the right format at the right time with the right impact
  • providing only information that’s needed
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25
Q

when is communications planning done?

A
  • early in the project to allow appropriate resources like time and budget to be allocated to communication activities
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26
Q

what are the inputs to the Plan Communications process

A
  1. stakeholder register
  2. stakeholder management strategy
  3. enterprise environmental factors
  4. organizational process assets
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27
Q

what are the tools & techniques to the Plan Communications process

A
  1. communication requirements analysis
  2. communication technology
  3. communication models
  4. communication methods
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28
Q

what are the outputs to the Plan Communications process

A
  1. communications management plan

2. project document updates

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29
Q

what enterprise environmental factors are used as inputs to the Plan Communications process?

A
  • all of them since communication must be adapted to the project environment
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30
Q

what organizational process assets are used as inputs to the Plan Communications process

A
  • all of them

- lessons learned and historical info are particularly important

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31
Q

what is communications requirement analysis?

A
  • determines the information needs of the project stakeholders
  • requirements are defined by combining the type and format of information needed with an analysis of the value of that information
  • expend project resources only on communication information that contributes to success or where lack of communication can lead to failure
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32
Q

how to determine the total number of potential communication channels

A

n (n-1) / 2

  • number of potential communication channels is an indicator of the complexity of the project’s communications
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33
Q

information used ti determine project communication requirements

A
  • org charts
  • project organization and stakeholder responsibility relationships
  • disciplines, departments and specialties involved in the project
  • logistics of # of ppl involved and their locations
  • internal information needs
  • external information needs
  • stakeholder information from the stakeholder register and the stakeholder management strategy
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34
Q

what factors affect communication technology?

A
  • urgency of the need for information
  • availability of technology
  • expected project staffing (experience and expertise)
  • duration of the project
  • project environment
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35
Q

what is the basic model of communication?

A
  • demonstrates how information is sent and received between two parties
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36
Q

what is encode?

A
  • translate thoughts/ideas into a language understood by others
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37
Q

what is message and feedback-message?

A
  • output of encoding
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38
Q

what is medium

A
  • method used to convey the message
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39
Q

what is noise?

A
  • anything that interferes with the transmission and understanding of hte message
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40
Q

what is decode?

A
  • translate message back into meaningful thoughts/ideas
41
Q

what is acknowledgement?

A
  • receivers signals receipt of the message, but doesn’t necessarily agree with the message
42
Q

what is a response to a message?

A
  • signals that the receiver has decoded, understands and is replying to the message
43
Q

what is the sender responsible for in the communications model?

A
  • sender is responsible for making the information clear and complete so the receiver can receive it correctly, and for confirming that it is properly understood
44
Q

what is the receiver responsible for in the communications model?

A
  • making sure the information is received in its entirety, understood correctly, and acknowledged
45
Q

what are the classifications of communication methods?

A
  • interactive communication
  • push communication
  • pull communication
46
Q

what is interactive communication?

A
  • communication between 2 or more parties performing a multidirectional exchange of information
  • most efficient way to ensure common understanding by all participants
  • ex. meetings, phone calls, video conferencing
47
Q

what is push communication?

A
  • sent to specific recipients who need to know the info
  • doesn’t certify that it actually reached or was understood by the intended audience
  • ex. letters, memos, reports, emails, faxes
48
Q

what is pull communication?

A
  • used for large volumes of information or for large audiences, and requires recipients access the communication content at their own discretion
  • ex. intranets, e-learning, knowledge repositories
49
Q

what is the communications management plan?

A
  • part of the project management plan

usually involves

  • stakeholder communication requirements
  • information to be communicated, including language, format, content and level of detail
  • reason for distributing that information
  • time frame and frequency for the distribution of the information
  • person responsible for communicating the information
  • person responsible for authorizing release of confidential information
  • person/groups who will receive the information
  • methods or technologies used to convey the information
  • resources allocated for communication
  • escalation process
  • method for updating and refining the communications management plan
  • glossary of common terms
  • flow chart of information flow in the project
  • communication constraints
  • guidelines and templates
50
Q

what project document updates may be made after the Plan Communications process

A

updates to the

  • project schedule
  • stakeholder register
  • stakeholder management strategy
51
Q

what is the Distribute Information process?

A
  • process of making relevant information available to project stakeholders
  • performed through the entire project life cycle and in all management processes
52
Q

what are some techniques to effective information distribution?

A
  • sender-receiver models: feedback loops and barriers to communication
  • choice of media: writing vs. oral, formal vs non-formal, email vs face to face
  • writing style: active vs passive, sentence structure, word choice
  • meeting management techniques: preparing an agenda and dealing with conflicts
  • presentation techniques: body language and design of visual aids
  • facilitation techniques: building consensus and overcoming obstacles
53
Q

what are the inputs to the Distribute Information process

A
  1. project management plan
  2. performance reports
  3. organizational process assets
54
Q

what are the tools & techniques to the Distribute Information process

A
  1. communication methods

2. information distribution tools

55
Q

what are the outputs to the Distribute Information process

A
  1. organizational process assets updates
56
Q

what are performance reports and how are they an input to the Distribute Information process

A
  • used to distribute project performance and status information
57
Q

what are forecasts?

A
  • information about the project’s past performance and how it could impact the project in the future
  • generated using earned value methods, analogy with past projects, re-estimating remaining work, inclusion of impact of external events on the schedule, etc.
  • should be available with performance information and other information distributed for decision-making
58
Q

what organizational process assets can influence the Distribute Information process

A
  • policies, procedures and guidelines about distributing information
  • templates
  • historical information and lessons learned
59
Q

what are comunication methods?

A
  • individual & group meetings, video & audio conferences, computer chats, etc.
60
Q

what are examples of information distribution tools?

A
  • hardcopy document distribution, manual filing systems, press releases, databases
  • electronic communication & conferening tools like email, fax, phone, video, web
  • electronic tools for project management like scheduling software, portals, and collaborative work management tools
61
Q

what organizational process asset updates might take place after the Distribute Information process

A
  • stakeholder notification: information provided to stakeholders about resolved issues, approved changes and general project status
  • project reports: formal & informal reports describing project status, lessons learned, issues log, project closure reports, etc.
  • project presentations
  • project records: correspondence, memos, meeting minutes, etc.
  • feedback from stakeholders
  • lessons learned documentation: cause of issues, reasoning behind corrective action, etc.
62
Q

what is the Manage Stakeholder Expectations process?

A
  • process of communicating and working with stakeholders to meet their needs and addressing issues as they occur
  • involves communication activities directed towards stakeholders to influence their expectations, address concerns and resolve issues
63
Q

what is the benefit of the Manage Stakeholder Expectations process

A
  • helps increase the probability of project success by ensuring stakeholders understand the project benefits and risks
  • enables stakeholders to be active supporters of the project and helps with risk assessment of project choices
  • limits disruptions during the project
64
Q

what are the inputs to the Manage Stakeholder Expectations process

A
  1. stakeholder register
  2. stakeholder management strategy
  3. project management plan
  4. issue log
  5. change log
  6. organizational process assets
65
Q

what are the tools & techniques to the Manage Stakeholder Expectations process

A
  1. communication methods
  2. interpersonal skills
  3. management skills
66
Q

what are the outputs of the Manage Stakeholder Expectations process

A
  1. organizational process asset updates
  2. change requests
  3. project management plan updates
  4. project document updates
67
Q

how is the stakeholder register an input to the Manage Stakeholder Expectations process

A
  • ensures all stakeholders are included in project communications
68
Q

how is the stakeholder management strategy an input to the Manage Stakeholder Expectations process

A
  • understanding stakeholder goals and objectives can help determine a strategy to management stakeholder expectations
69
Q

how is the project management plan an input to the Manage Stakeholder Expectations process

A
  • contains the communications management plan which identifies stakeholder goals, objectives and level of communication required during the project
70
Q

how is an issue log an input to the Manage Stakeholder Expectations process

A
  • can faciltate communication and ensure a common understanding of issues
  • isues are clearly stated and categorized by urgency and potential impact, an owner is assigned and a target date is established
71
Q

how is a change log an input to the Manage Stakeholder Expectations process

A
  • documents changes that occur during a project. these changes and their impact need to be communicated to the appropriate stakeholders
72
Q

what organizational process assets influence the Manage Stakeholder Expectations process?

A
  • organizational communication requirements
  • issue management procedures
  • change control procedures
  • historical information about previous projects
73
Q

how are communications methods tools and techniques to the Manage Stakeholder Expectations process

A
  • methods of communication identified for each stakeholder in the communications management plan is used during stakeholder management
74
Q

how are interpersonal skills used in the Manage Stakeholder Expectations process

A

used to

  • build trust
  • resolve conflicts
  • active listening
  • overcoming resistance to change
75
Q

what are management skills?

A
  • management is the act of directing and controlling a group of people for the purpose of coordinating and harmonizing the group towards accomplishing a goal beyond the scope of individual effort
  • ex. presentation skills, negotiating, writing skills, public speaking
76
Q

what organizational process assets updates are made after the Manage Stakeholder Expectations process

A
  • causes of issues
  • reasoning behind corrective actions chosen
  • lessons learned from managing stakeholder expectations
77
Q

what project management updates may be made after the Manage Stakeholder Expectations process

A
  • updates to the communications management plan to identify new or changed communication requirements
78
Q

what project document updates may be made after the Manage Stakeholder Expectations process?

A
  • stakeholder management strategy: updated as a result of addressing concerns and resolving issues
  • stakeholder register: updated as info on stakeholders change, when new stakeholders are identified or if stakeholders are no longer involved/impacted by project
  • issue log: updated as new issues are identified and current issues resolved
79
Q

what is the Report Performance process?

A
  • process of collecting and distributing performance information (ex. status reports, progress measurements & forecasts)
  • involves periodic collection and analysis of baseline vs actual data to understand and communicate progress and performance as well as forecast project results
80
Q

what are some information that may be included in performance reports?

A
  • % complete
  • status dashboard re: scope, schedule, cost and quality
  • analysis of past performance
  • current status of risks and issues
  • work completed during the period
  • work to be completed next
  • summary of changes approved in the period
  • forecasted project completion
81
Q

what are the inputs to the Report Performance process

A
  1. project management plan
  2. work performance information
  3. work performance measurements
  4. budget forecasts
  5. organizational process assets
82
Q

what are the tools and techniques in the Report Performance process

A

1 variance analysis

  1. forecasting methods
  2. communication methods
  3. reporting systems
83
Q

what are the outputs of the Report Performance process

A
  1. performance reports
  2. organizational process assets updates
  3. change requests
84
Q

how is the project management plan an input to the Report Performance process?

A
  • provides information on project baseline
85
Q

what is the performance measurement baseline?

A
  • an approved plan for the project work to which project execution is compared and deviations are measured for management control
  • integrates scope, schedule and cost paramaters, sometimes includes technical and quality parameters
86
Q

what work performance information is an input to the Report Performance process?

A
  • deliverables status
  • schedule progress
  • costs incurred
87
Q

what work performance information serves as inputs to the Report Performance process?

A
  • work performance information generates project activity metrics to evaluate actual vs planned progress

includes

  • planned vs actual schedule performance
  • planned vs actual cost performance
  • planned vs actual technical performance
88
Q

how are budget forecasts an input to the Report Performance process?

A
  • budget forecast information provide info on additional funds that are expected to be required for the remaining work and estimates for the completion of the total project work
89
Q

what organizational process assets serves as inputs to the Report Performance process?

A
  • report templates
  • policies and procedures that define measures and indicators used
  • organizationally defined variance limits
90
Q

what is variance analysis?

A
  • look at what caused a difference between the baseline and actual performance

steps include
- verify the quality of info to ensure it is complete, consistent with past data, and credible

  • determine variances, noting all differences both favorable and unfavorable (earned value management uses specific equations to quantify variances
  • determine impact of variances on project cost, schedule and other areas
  • analyze trend of variances
91
Q

what are forecasting methods and what are the different categories of forecasting methods?

A
  • forecasting predicts future project performance based on actual performance to date
  • classified into
  • – time series methods
  • – causal/econometric methods
  • – judgmental methods
  • – other methods (simulation, probabilistic forecasting, ensemble forecasting)
92
Q

what are time series methods?

A
  • forecasting method that uses historical data as the basis for estimating future outcomes (ex. earned value, moving average, extrapolation, linear prediction, trend estimation, growth curve)
93
Q

what are causal/econometric methods?

A
  • forecasting methods that use the assumption that it is possible to identify the underlying factors that might influence the variable being forecasted
  • projections of influencing variables used in the forecast
  • ex. regression analysis, autoregressive moving average (ARMA), econometrics
94
Q

what are judgmental methods?

A
  • forecasting methods that incorporate intuitive judgments, opinions and probability estimates
    ex. composite forecasts, surveys, Delphi method, scenario building, technology forecasting, forecast by analogy
95
Q

what communication methods are used during the Report Performance process?

A

0 status review meetings used to exchange and analyze information

  • usually use a push communication technique
96
Q

how are reporting systems used in the Report Performance process?

A
  • standard tool for the PM to capture, store and distribute information to stakeholders about project cost, schedule progress and performance
  • allows PM to conslidate reports and facilitate report distribution
97
Q

what are performance reports?

A
  • reports that organize and summarize the information gathered and presents the results as compared to the performance measurement baseline
  • provides status and progress information as documented in the communications management plan
98
Q

what organizational process assets updates may be made after the Report Performance process?

A
  • updates to report formats and lessons learned
99
Q

what change requests may result from the Report Performance process?

A
  • change requests are processed through the Perform Integrated Change Control process
  • can include recommendation for corrective actions or preventive actions

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