Chapter 10. Communications Management Flashcards

1
Q

What does Communications Management refer to?

A

The tasks relation to producing, compiling, sending, storing, distributing and managing project records. It requires that you accurately report on the project status, performance, change and earned value, and that you pay close attention to controlling the information to ensure that the communication management plan is working as intended.

Keeping stakeholdings properly informed throughouth the project.

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2
Q

What are the processes of Communications Management?

A

Plan Communications Management
Monitor Communications
Manage Communications

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3
Q

What are the outputs of each process of Communications Management?

A

Plan Communications Management - Communications Management Plan

Monitor Communications - n/a

Manage Communications - Project Communications

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4
Q

What are the process groups in Communications Management?

A

Planning - Plan Communications Management
Executing - Manage Communications
Monitoring & Controlling - Monitor Communications

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5
Q

What does the Communications Management Plan establish?

A
  • How often communications will be distributed and updated
  • In what forms the communications will be distrubed (i.e. email, meetings, printed copy, websites, etc.)
  • What information will be included in the communications
  • Which project stakeholders will receive these communications

It sets stakeholders’ expectations, letting them know what information they will receive, when and how they will receive it.

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6
Q

What are the inputs of the Plan Communications Management process?

A

Project Charter
Project Management Plan, specifically the stakeholder engagement plan.
Project Documents, specifically the stakeholder register
Enterprise Environmental Factors
Organizational Process Assets

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7
Q

What are the tools of the Plan Communications Management Process?

A

Expert Judgement

Communication Requirements Analysis

  • which stakeholders should receive project communicaitons, what communications they should receive, how they should receive them and how often
  • communication channels/paths of communication
Communication Technology
Communication Models
Communication Methods
Interpersonal and Team Skills
Data Representation
Meetings
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8
Q

Formula for calculation communication channels:

A

n x (n-1) / 2

where n = the number of people on the project
see. p 442 for more information & graphic

Depending on number of channels, may be necessary for PM to determine who can officially communication with the customer or key subcontractors.

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9
Q

What is a communication model?

A

A formal way of understanding how messages are sent and received, defining the responsibilities between the send and the receiver.

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10
Q

What are the sender’s responsibilities in a communication?

A
  • encode the message clearly
  • select a communication method
  • send the message
  • confirm the message was received and understood by the receiver
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11
Q

What are the receiver’s responsibilities in a communication?

A
  • decode the message
  • acknowledge / confirm the message was received
  • respond and give feedback
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12
Q

What is noise?

A

Anything that can interfere with a message’s transmission.

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13
Q

What are some examples of communicaton “noise”?

A
language
cultural differences
method of transmission
distance
bias
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14
Q

Different ways of communicating:

A

Active Listening
Effective Listening
Feedback
Nonverbal - body language, facial expressions, posture, hand motions
Paralingual - vocal but not verbal (tone of voice, volume, pitch)
Communication Blockers - anything that interferes with the sending encoding the message or with the receive decoding it, i.e. anything that disrupts communication channels.

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15
Q

Communication Methods:

A
Informal Written
Formal Written
Informal Oral
Formal Oral
Internal
External
Official
Unofficial

see. p 446 for more info.

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16
Q

Categories for Communications & Examples:

A

Interactive - where people can ask questions
Push - bulk email blast
Pull - website where a video presentation or white paper can be downloaded

17
Q

What are the outputs for the process Plan Communications Management?

A

Communications Management Plan
Project Management Plan Updates
Project Documents Updates

18
Q

What is the focus of the process Manage Communications?

A

To execute the communications management plan.

19
Q

What are the 4 approaches to the process Manage Communications?

A
  1. Always deal with the problem
  2. Always communicate directly
  3. Always tell the truth
  4. Always distribute accurate information
20
Q

What are the inputs to the process Manage Communications?

A
Project Management Plan
Project Documents
Work Performance Reports
Enterprise Environmental Factors
Organizational Process Assets
21
Q

What are the tools to execute the process Manage Communications?

A
Communication Technology
Communicaton Methods
Communication Skills
Project Management Information System (PMIS)
Project Reporting
Interpersonal and Team Skills
Meetings
22
Q

What are the outputs to the process Manage Communications?

A

Project Communications
Project Management Plan Updates
Project Documents Updates
Organizational Process Assets Updates

23
Q

What does Monitor Communications accomplish?

A

It compares the results of Manage Communications with the communications management plan, and if different, adjustments are made to the plan or the way the work is being carried out.

Communication is key to a projects failure or success.

24
Q

What are the inputs to the process Monitor Communications?

A
Project Management Plan
Project Documents
Work Performance Data
Enterprise Environmental Factors
Organizatoinal Process Assets
25
Q

What are the tools used in the process Monitor Communications?

A
Expert Judgement
Project Management Information System (PMIS)
Data Representation
Interpersonal and Team Skills
Meetings
26
Q

What is MBWA?

A

The acronym for Manage by Walking Around, and refers to the observation and conversation component of Interpersonal and Team skills. It is important to stay engaged with your team!

27
Q

Agile Perspective on Communications Management:

A
  • More open and dynamic on Agile project, because team is often colocated.
  • Embraces “osmotic communications”, where the team benefits and absorbs information gleaned from other conversations.
  • Product owner is embedded on the team, in the communications
  • Communications should be rapid
  • Barriers to direct, transparent communication should be actively removed
  • Info on performance, value, deliver, and priorities posted in highly visibly locations and openly shared
  • Communication silos avoided to foster collective understanding
  • Favors full transparency

Plan Communications Management - not important part of an Agile project. Favors more information and frequent updates, and a steady flow of information.

Manage Communications - Info distributed daily and through osmotic communications. Sometimes distributed through “scrum of scrums” and big visible charts (burn-down charts, burn-up charts, Kanban boards, product backlogs), or through more traditional means.

Monitor Communications - Less important in agile. Instead make constance adjustments throughout project, changes in communications natural fit within the process.