Communication Flashcards
Communication is complex require a choice between
Sender-receiver models • Choice of media • Writing style • Presentation techniques • Meeting management
PMBook sender-receiver model
look at diagram
Medium (method to convey message)
- Verbal (or oral)
• Meetings, digital (e.g skype, zoom)
• Meetings physical
• Digital, (e.g. You-tube clips)
• Phonecalls
Paralingual; the tone and pitch of voice (33% of communication) - Non-verbal (55% of communication)
• Written (7% of communication from words)
• Gestures/ body language
• Social networks, (e.g. Twitter, Facebook, LinkedIn)
Medium (method to convey feed-back message listening)
- Active listening: Receiver confirms message and asks for clarification
- Effective listening: Receiver pays attention and thoughtfully responds and
provides feedback
Manage communications (stakeholders)
Identify stakeholders Plan communications Distribute information Manage stakeholder expectations Report Performance
Manage communications
Identify stakeholders - inputs
Project objective Organisational process assets Enterprise environmental factors Procurement documents
Manage communications
Identify stakeholders - throughputs
Tools and techniques
• Stakeholder analysis
• Expert judgment
Manage communications
Identify stakeholders - outputs
Stakeholder management strategy
Stakeholder register
RAM
Manage communications
Plan communications - inputs
RAM
Stakeholder management strategy
Enterprise environmental factors
Stakeholder register
Manage communications
Plan communications - throughputs
Tools and techniques • Communication requirement analysis • Communication technology • Communications models • Communications methods
Manage communications
Plan communications - outputs
Communication plan
Project plan updates
Project manager - comms directions
Upward communication to management
Lateral communication to friends, social groups and formal/ informal organizations
Downward communication to subordinates and office personnel
Lateral communication to peers, functional groups and customers
Dissemination and communication plan - example
Info type down the side (+ time interval) then people along the top
Distribute information - inputs
Inputs
Project plan
Organisational process assets
Performance reports
Distribute information - Throughput
Tools and techniques
• Communications methods
• Information distribution tools
Distribute information - Output
Organisational process asset updates
Manage stakeholder expectations - Inputs
Stakeholder register
Project plan
History of changes
Organisational process assets
Manage stakeholder expectations - Throughput
Tools and techniques
• Communications methods
• Management skills
• Interpersonal skills
Manage stakeholder expectations - Output
Organisational process asset updates
Change request
Project plan updates
Report Performance - Inputs
Project plan
Work performance measures
Budget forecasts
Report Performance - Throughput
Tools and techniques
• Communications methods
• Reporting systems
• Forecasting methods
Report Performance - Output
Performance reports
Change request
Organisational process assets
Barrier factors
- Internal
- External
- Human
Internal factors
- Power
- Withholding information
- Management by memo
- Reactive emotional behavior
- Mixed messages
- Indirect communications
- Stereo typing
- Transmitting partial information
- Blocking or selective perception
External factors
- Business environment
- Political environment
- Economic situation
- Regulatory agencies
- Technical competence
Human factors
• Perception; individuals interpret the message differently due to lack of education, and/or region of experience • Personality; Like/ dislike of individuals, people tend to listen on interesting topics • Attitudes • Emotions • Prejudices • Language/ cultural • Interpretation
Interpretation barriers
Communication goals • Communication skills • Frame of reference • Sender creditability • Needs • Personality and interest • Interpretational sensitivity • Attitude, emotion, and self-interest • Position and status • Personal assumptions • Relationship between sender receiver (authority)
Sender
”Logos” Logic / cause / evidence "Ethos" Credibility / trust ”Pathos” emotions
”Ethos”: The sender must create credibility and confidence, by:
• Including personal elements in the content of the presentation (e.g. personal
anecdotes, success stories),
• Thinking about body language and language (i.e. eye contact, body language,
voice variation, breaks)
• Showing competence, credibility , and honesty during the presentation
“Logos”: the sender’s task of teaching (“docere”) based on a connection to the reality (i.e.,
and correct information.
The sender convince the receiver by showing:
• Knowledgeable,
• Well-structured,
• Confident
“Pathos”: The sender’s task of creating and displaying commitment and
emotions (“movers”) to the receiver/ receivers for the content of the message
(e.g. anger, frustration, joy, sadness, respect).
This is created by:
• The use of a body language-consistent with the message and it’s content
• Varying the tone (i.e. paralingual)
Kick-off meeting
Participants • Project manager • Assistant project manager • Subject experts • Functional managers Subject examples • Project assumptions and constraints • Project’s organizational chart • Participant’s roles and responsibilities • Wages and salary administration • Information/ communication with stakeholders • Initial project scope technical and business objective • Definition of project success
Kick-off meetings types
• Pre-Kickoff meeting: include all individuals who are expected to have an input to
cost estimate. 6 weeks-3 months prior to estimate completion.
• Review of Ground Rules Meeting: include project participants and project
manager. Project participants have the opportunity to study and question about
the material.
• Resources Input and Review Meeting: include each team participant that has
resources . Participants with resources present the input before the entire team.
• Summary Meetings and Presentations: Include all project participants and
project managers. A final presentation of cost estimation as a “dry run” for the
final presentation to the company’s management or requesting organization.
Evaluation of brainstorming meeting
Project resources
• The solution should not require skills or resources the members of the group do
not have or acquire
Project management process
• There must be a clear way to measure progress and success
• There must be a common decision-making process
• The steps to carry out the solution must be clear to all, and assigned to people
with important roles
• The process should be evaluated at milestones to decide if the project group is
on the right track
Project team meetings
• Start on time: if you wait – you reward tardy behavior
• Develop agenda “objectives”: generate a list and proceed to avoid hung up on the
order of topics
• Allow each member to contribute in his own way; support, challenge and counter
• Silence is not always mean agreement – seek options
• Be ready to confront a verbal member
• Make decisions
• Assign roles and responsibilities
• Agree on follow-up dates
• Indicate the next step for the group
• Set the time and place for the next meeting
• End on time
Project review meetings
• Meetings with the aim to keep the project manager and his team informed about
the project’s status.
Customer project review meetings
• Most critical meetings the project manager must prepare handouts/ material
prior to the meeting
• Review/ assessment and acceptance of quality of deliverables
General assembly meeting
• Include stakeholders, financiers, customers, project managers, project team members, executives, project leader.
Aim:
• Presentation/ report of deliverables from work package tasks/ work packages/
the final project.
• Discussion of major changes in project direction (i.e. of budget, objective, time
schedule…)
• To kick-off the project
