CHOP 5.3 - COMMUNICATIONS MANAGEMENT Flashcards
Communication
The science and practice of transmitting information; the act of imparting news; information given; social dealings.
Construction Communication
Within the organizational context, to convey an instruction to influence the actions / behavior of others, or that may involve an exchange of or request for information during a construction project period.
Communications Methods
A systematic procedure, technique or process used to transfer information among project stakeholders.
Manage Communications
The process of ensuring the timely and appropriate collection, creation, distribution, storage, retrieval, management, monitoring, and ultimate disposition of project information.
Monitor Communications
The process of ensuring the information needs of the project and its stakeholders are met (Project Management Institute).
Negotiation
Formal discussion between people who have different aims or intentions in business, design or construction, during which they try to reach an agreement.
Plan Communications
The process of developing an appropriate approach and plan for project communication activities based on the information needs of each stakeholder or group, the available architectural practice resources, and the needs of the project (Project Management Institute).
Minutes
The record or notes of a meeting or transaction; a brief summary of the proceedings of a meeting; an official memorandum authorizing or recommending a course of action.
Stakeholders
Any person or group of people who may impact or be impacted by project outcomes.
there are two contexts in which communication occurs in architectural practice:
the project’s deliverables, including:
- the design;
- the technical systems and details of the building;
- coordination of the work of the architectural and engineering design team;
- the execution of the design on site by the construction contractor.
the project’s management, including:
- the scope of services;
- planning and controlling project costs,
- schedule and work;
- quality, risk and stakeholder management.
Project Communications Management
“Project communications management includes the processes necessary to ensure that the information needs of the project and its stakeholders are met through development of activities designed to achieve effective information exchange.”
Project Communications Management Processes
project communications management in three processes:
- plan communications
- manage communications
- monitor communications
Plan Communications
At a high level, the communications planning in the publication Management of Building Projects includes:
- defining the project;
- selecting and detailing the project delivery methods;
- assigning project stakeholders’ role and responsibilities;
- systematically controlling the project scope, quality, cost and schedule.
Plan Communications
Building the communications plan then becomes an exercise in asking the following questions for each stakeholder or stakeholder group:
1) What information does the stakeholder(s) need from the architect about this deliverable (high-level information), this subdeliverable (medium-level information), or the tasks (detailed information)?
2) What information does the architect need from the stakeholder(s) about this deliverable (high-level information), this subdeliverable (medium-level information), or the tasks (detailed information)?
3) In what medium and format and with what frequency does the information need to be communicated?
Manage Communications
Communication tools for the architect to manage the project include:
1) Performance Report
2) Scheduling Progress
3) Cost reports
Monitor Communications
The architect should monitor all project-related communications and ensure that information is flowing as planned throughout the project. In monitoring communications, major problems may be avoided if the architect can respond and take appropriate action immediately.
Three Types of Communication
1) writing;
2) verbal (speaking and listening);
3) graphic.
Written communication can be either formal or informal.
Informal written communications include e-mails, memos, tweets and rapid electronic responses with limited content. Informal communications are intended to be short and to the point, and to communicate a single or a few ideas.
Formal written communications include agreements, letters seeking or providing specific or comprehensive information, presentations, proposals and specifications, as well as a host of reports, project planning documents, site visits and change documentation.
Proposals
An organized and well-written proposal will give the client an impression of an architect’s ability to organize and execute a project. In responding to a client’s request for proposals (RFP), be exact with language and the order of the proposal. The format of the proposal should follow the structure of the client’s RFP.
Reports
Written records: Maintaining accurate written records of all professional and business dealings, for both the management of the practice and the management of all projects, is important. every record will receive detailed scrutiny by lawyers of both parties in the event of a lawsuit.
Memos and e-mails: All documents, both incoming and outgoing, as well as internal memos and e-mails, should be dated and carry the name and number of the project.
Correspondence: The discipline of writing correspondence in clear, comprehensive and concise language will support accurate record-keeping as well as develop the ability to write with the audience in mind.
Site/field reports: Field reports are formal documents that provide a record of observation, variances between the construction documentation and actual build, and actions to be taken.
Verbal Communication
Listening:
- observing
- Amplifying (asking more)
- Reflecting
- Clarifying
- Interpreting
- Summarizing
Speaking:
- Assess the setting and confirm
- Simple language
- Constant language
- Speak loudly
- Rehearse
- Exaggerate gestures
- Good posture
- Eye contact
- Eliminate blather
- Pause frequently
Graphic Communication
effective graphic communication:
- identify the communication abilities of stakeholders, in both content and modality, to receive and understand graphic information;
- identify the message that needs to be communicated and limit the graphic information needed to support that message;
- do not assume that everyone can read drawings, particularly with regard to interpreting scale, volumetric, illumination, or drawing symbols;
- provide drawings of the same spaces and features at different scales showing progressively more details;
- consider providing physical and virtual reality models.
Effective Communications in the Project Phases
Architects must always:
1) issue clear, concise, actionable instructions in the first instance;
2) by a follow-up telephone call or e-mail, ask the communication’s receiver(s) if they need clarification or additional information;
3) avoid using architectural terminology and jargon that receivers may not understand.
Pre-agreement/Pre-contract Phase
The architect’s communication role and responsibilities defined in standard contracts, such as RAIC Document Six, include two types of services, “basic services” and “additional services.”
The architect shall negotiate with the client regarding what services are basic services and what services are additional (to the basic services).
