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Project management > Communication > Flashcards

Communication Flashcards

1
Q

Communication is complex require a choice between

A 
Sender-receiver models
• Choice of media
• Writing style
• Presentation techniques
• Meeting management
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2
Q

PMBook sender-receiver model

A

look at diagram

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3
Q

Medium (method to convey message)

A
  1. 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)
  2. Non-verbal (55% of communication)
    • Written (7% of communication from words)
    • Gestures/ body language
    • Social networks, (e.g. Twitter, Facebook, LinkedIn)
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4
Q

Medium (method to convey feed-back message listening)

A
  1. Active listening: Receiver confirms message and asks for clarification
  2. Effective listening: Receiver pays attention and thoughtfully responds and
    provides feedback
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5
Q

Manage communications (stakeholders)

A 
Identify stakeholders
Plan communications
Distribute information
Manage stakeholder expectations
Report Performance
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6
Q

Manage communications

Identify stakeholders - inputs

A 
Project objective
Organisational process assets
Enterprise
environmental factors 
Procurement documents
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7
Q

Manage communications

Identify stakeholders - throughputs

A

Tools and techniques
• Stakeholder analysis
• Expert judgment

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8
Q

Manage communications

Identify stakeholders - outputs

A

Stakeholder management strategy
Stakeholder register
RAM

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9
Q

Manage communications

Plan communications - inputs

A

RAM
Stakeholder management strategy
Enterprise environmental factors
Stakeholder register

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10
Q

Manage communications

Plan communications - throughputs

A 
Tools and techniques
• Communication requirement
analysis
• Communication technology
• Communications models
• Communications methods
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11
Q

Manage communications

Plan communications - outputs

A

Communication plan

Project plan updates

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12
Q

Project manager - comms directions

A

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

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13
Q

Dissemination and communication plan - example

A

Info type down the side (+ time interval) then people along the top

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14
Q

Distribute information - inputs

A

Inputs
Project plan
Organisational process assets
Performance reports

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15
Q

Distribute information - Throughput

A

Tools and techniques
• Communications methods
• Information distribution tools

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16
Q

Distribute information - Output

A

Organisational process asset updates

17
Q

Manage stakeholder expectations - Inputs

A

Stakeholder register
Project plan
History of changes
Organisational process assets

18
Q

Manage stakeholder expectations - Throughput

A

Tools and techniques
• Communications methods
• Management skills
• Interpersonal skills

19
Q

Manage stakeholder expectations - Output

A

Organisational process asset updates
Change request
Project plan updates

20
Q

Report Performance - Inputs

A

Project plan
Work performance measures
Budget forecasts

21
Q

Report Performance - Throughput

A

Tools and techniques
• Communications methods
• Reporting systems
• Forecasting methods

22
Q

Report Performance - Output

A

Performance reports
Change request
Organisational process assets

23
Q

Barrier factors

A
  • Internal
  • External
  • Human
24
Q

Internal factors

A
  • Power
  • Withholding information
  • Management by memo
  • Reactive emotional behavior
  • Mixed messages
  • Indirect communications
  • Stereo typing
  • Transmitting partial information
  • Blocking or selective perception
25
Q

External factors

A
  • Business environment
  • Political environment
  • Economic situation
  • Regulatory agencies
  • Technical competence
26
Q

Human factors

A 
• 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
27
Q

Interpretation barriers

A 
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)
28
Q

Sender

A 
”Logos”
Logic / cause /
evidence
"Ethos"
Credibility /
trust
”Pathos”
emotions
29
Q

”Ethos”: The sender must create credibility and confidence, by:

A

• 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

30
Q

“Logos”: the sender’s task of teaching (“docere”) based on a connection to the reality (i.e.,
and correct information.

A

The sender convince the receiver by showing:
• Knowledgeable,
• Well-structured,
• Confident

31
Q

“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).

A

This is created by:
• The use of a body language-consistent with the message and it’s content
• Varying the tone (i.e. paralingual)

32
Q

Kick-off meeting

A 
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
33
Q

Kick-off meetings types

A

• 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.

34
Q

Evaluation of brainstorming meeting

A

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

35
Q

Project team meetings

A

• 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

36
Q

Project review meetings

A

• Meetings with the aim to keep the project manager and his team informed about
the project’s status.

37
Q

Customer project review meetings

A

• Most critical meetings the project manager must prepare handouts/ material
prior to the meeting
• Review/ assessment and acceptance of quality of deliverables

38
Q

General assembly meeting

A

• 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

Project management (6 decks)

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