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PgMP > COMMUNICATIONS > Flashcards

COMMUNICATIONS Flashcards

1
Q

4 TYPES OF COMMUNICATION

A
  1. Formal Written 2. Formal Verbal 3. Informal Verbal 4. Informal Written
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2
Q

ACTIVE LISTENING

A

Receiver verifies with the sender that the message was interpreted correctly by asking for clarification or by providing feedback to the sender

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3
Q

BENEFITS REALIZATION REPORT

A

In programs where benefits are accrued, components are measured against the benefits realization plan, the results are reported, the report is assessed by the program team for the executives, and the assessment may lead to the realignment, early start, or termination of a component

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4
Q

COMMUNICATION CONTROL

A

Do not need to be communicated on everything, but that you are current on communication activity and are in the loop on where necessary. NOTE: 90% og PgM and PM job is communication!

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5
Q

COMMUNICATION MODEL

A

Sender, message, receiver. The medium of the communication can impact the communication either positively or negatively.

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6
Q

COMMUNICATIONS LOG

A

Register of stakeholder communications that details the who (senders, receivers, participants, presenters), what, when, how (memo, report, presentation, meetings, announcements), and why of the communications

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7
Q

COMMUNICATIONS STRATEGY

A

Documentation of the strategy for delivering useful and timely information to the appropriate people or groups; incorporates the program communications plan, the stakeholder register, and the stakeholder engagement log

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8
Q

COST REPORTING SYSTEM

A

Tool for “Report Program Performance process”. Systems that store and report the funds spent on the program

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9
Q

DISTRIBUTE INFO INPUTS (10)

A
  1. Pg Communications Mgmt Plan - “rules” for distrib info
  2. Communications Messages - Messages to be distributed
  3. Stakeholder Register - guides to whom message should be sent
  4. Change Request Log - Need to communicate details of requested changes to stakeholders
  5. Governance Decisions - need to communicate the decisions made to the affected folks
  6. Component Charter - guidenlines for direction, deliver, etc to know when info needs to be sent to PM’s
  7. Pg Master Schedule - timing of some key program communications
  8. PWBS - guides info distribution to match complexity of program structure
  9. Communications Log - review for missing communications and for consistency on previous communication methods
  10. Communications Strategy Plan - review for right strategy for the block of info to be sent
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10
Q

DISTRIBUTE INFO OUTPUTS (4)

A
  1. Pg Performance Reports - compiled info sent in form of reports
  2. Lessons Learned Updates - category of info gathered during program
  3. Pg Communications Mgmt Plan Updates - refinements to the process over time or changes need to be formally captured in Commun Mgmt Plan
  4. Communications Log Updates - record what was sent to whom, etc
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11
Q

DISTRIBUTE INFO T/T (4)

A
  1. Communications Skills 2. Info Gathering and Retrieval System 3. Info Distribution Methods 4. Lessons Learned Database
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12
Q

DISTRIBUTE INFORMATION

A

The process of delivering needed program information to stakeholders in an appropriate time frame using appropriate media

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13
Q

EARNED VALUE REPORTS

A

show the state of the schedule, budget, and scope of the program or pojrect at various points in time

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14
Q

EFFECTIVE LISTENING

A

The receiver observes visual and vocal clues, as well as asking for feeback from the sender

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15
Q

FEEDBACK

A

The sender receives feedback from the receiver, possibly by asking additional questions or using other methods to clarify the messages.

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16
Q

FORECAST REPORTS

A

provide informaiton on what is expected to be happening on the program or project. For costs, they might be EAC, ETC, VAC,

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17
Q

FORECASTS

A

Estimates related to future performance that are based on historical information and current knowledge

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18
Q

FORMAL VERBAL COMMUNICATION TYPE

A

Should be used in official situations, presentations, and other primary one-directional communcation. NOT A MEETING.

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19
Q

FORMAL WRITTEN COMMUNICATION TYPE

A

Use for: Legal communications , program documents, and when distance or extreme complexity are involved. The legal and project docs lay foundation to keep a “he said/she said” situations. With distance or complexity helps to ensure that parties receive the exact intention.

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20
Q

FORMULA FOR COMMUNICATION CHANNELS IN A PROJECT

A

of Communication channels = N*(N-1)/2 where N = number of people. NOTE: When they say “PgM has a team of X”, you MUST increase the number by 1 to include the PgM!!!

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21
Q

INFO GATHERING AND RETRIEVAL SYSTEMS

A

Tool for “Distribute Info process” - can include: PM software, scheduling software, databases, document retention systems, manual filling systems

22
Q

INFORMAL VERBAL COMMUNICATION TYPE

A

People talking together - bidirectional. Meetings.

23
Q

INFORMAL WRITTEN COMMUNICATION TYPE

A

non-legal documents, documentation that proceded any contracts, general docs, and notes

24
Q

INFORMATION DISTRIBUTION METHODS

A

Tool for “Distribute Info process” - can include: web interfaces to PM software and scheduling software, meetings (face to face, video conference, web conferences), e-mail, telephone, voice mail, manual filing systems, and databases

25
Q

LESSONS LEARNED DATABASE

A

Tool for “Distribute Info process” - contains the knowledge learned during the

26
Q

LOG

A

A document which tracks items that occur during a project or program; elgl, changes, issues, and defects

27
Q

NONVERBAL

A

NOTE: Can be up to 55% of communication. Body and facial language.

28
Q

PARA-LINGUAL COMMUNICATION

A

Process that includes voice analysis characteristics come into play as the sender conveys the message

29
Q

PERFORMANCE MEASUREMENTS

A

Input to “Report Program Performance process”. Measurements of program components around milestones achieved, earned value, outstanding work, risk status, and proposed changes

30
Q

PG COMMUNICATION MGMT PLAN COMPONENTS

A
  1. Stakeholder communication requirements
  2. Info to be communicated - format, content, detail level, and frequency
  3. Owner for each communication part
  4. Receivers of info
  5. Communication method - i.e. memo, e-mail, formal report, press releases, etc
  6. Escallation communication process - time frames and mgmt personnel for escalation of issues
  7. method to refine thecommunication plan throughout the program
  8. Glossary of common terminology for the program
31
Q

PG PERFORMANCE REPORTS TYPES

A

Forecast Reports, Progress Reports, Status Reports, Variance Reports, Earned Value Reports

32
Q

PLAN COMMUNICATIONS

A

The process of defining a communications approach for the program

33
Q

PLAN COMMUNICATIONS INPUTS (10)

A
  1. PG CHARTER - to guide communications requirements based on pg requirements, business needs, purpose
  2. PG MGMT PLAN - review for methods and procedures defined for phases and resources for aligning communications
  3. GOVERNANCE PLAN - communications supports the processes and roles defined in plan
  4. PG STAKEHOLDER MGMT PLAN - communcations method to mg stakeholders
  5. STAKEHOLDER REGISTER - defines who needs communications and their needs
  6. PWBS - structure of the work influences structure of communications for alignment
  7. PG MASTER SCHEDULE - review to ensure communications supports key milestones and interdependencies needs
  8. PG SCOPE STATEMENT - review to ensure communication plan completely covers scope defined
  9. ORG COMMUNICATIONS STRATEGY - be consistent with processes and policies of org
  10. COMMUNICAITONS REQUIREMENTS - consideer R&R, program complexity & logistics, data requirements, org charts, stakeholder info
34
Q

PLAN COMMUNICATIONS OUTPUT (3)

A
  1. Communications Mgmt Plan (what, to whom, when, what method) 2. Communications Log (log of all stakeholder mtgs and communications) 3. Communications Strategy (Objectives of communications and why they are important)
35
Q

PLAN COMMUNICATIONS T/T (3)

A
  1. PMIS - assess how data is being collected and may be accessed for the program
  2. COMMUNICATIONS REQUIREMENTS ANALYSIS - assess type to use, frequency, format of info to ensure successful communications
  3. COMMUNICATION METHODS - consider methods available to choice right method for each communication type
36
Q

PROGRAM BUDGET BASELINE

A

Input to “Report Program Performance”. The original budget estimate modified by approved changes and used as the basis for measuring income and expenditure

37
Q

PROGRAM COMMUNICATIONS MANAGEMENT PLAN

A

A document created to define program or project communication requirements in terms of stakeholder needs, the communications format and frequency, and who delivers them. Examples include - reports, meeting schedules, change processes, contact info for the team. Also can include terminology and rules for meetings and e-mails.

38
Q

PROGRESS REPORT

A

A report that reflects what has been accomplished on the program or project in a specific amount of time; the entir program or project is not considered

39
Q

PROGRESS REPORTS

A

reports informaiton on what has been accomplished within a given time frame

40
Q

REPORT PROGRAM PERFORMANCE

A

The process of amassing and disseminating information regarding program performance; typically, such documents as status reports and forecasts are included with the information

41
Q

STAKEHOLDER REGISTER

A

Document that lists the program’s principal stakeholders and details their roles, responsibilities, requirements, and expectations

42
Q

STATUS REPORT

A

A report that states the current state of the program or project to date

43
Q

STATUS REPORTS

A

shows the overall status of the program or project (Sum of all progress reports)

44
Q

TIME REPORTING SYSTEM

A

Tool for “Report Program Performance process”. Systems that store and report the time used for the program

45
Q

TYPES OF COMMUNICATION PROCESSES (5)

A
  1. Active Listening 2. Effective Listening 3. Feedback 4. Non verbal 5. Para-lingual
46
Q

VARIANCE REPORTS

A

show the difference between what was planned to happen and what actually happened

47
Q

VARIANCE REPORTS

A

Input to “Report Program Performance process”. Distinguish the positive or negative differences between an expected result and the actual result; often w.r.t. cost, schedule, quality, and stakeholder satisfaction levels

48
Q

What does the Pg Commun Mgmt Plan help the PgM and PM do?

A
  1. determine communication requirements for Pg AND proj 2. Establish and use communication infrastructure for distributing info on programs AND projects 3. Report performance on the pg to stakeholders 4. Deal with communication issues that arise
49
Q

What drives choosing the right communication method?

A

Urgency of need, technological availability, staffing, program length, and environment

50
Q

What is the key responsibility of the Sender?

A

correctly encode (communicate) the message to the receiver(s) so that they can correctly decode it (understand it)

PgMP (13 decks)

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