Learning outcome 4 Flashcards
4.1 Explain the benefits to a project of a communication plan
WHAT- CLARITY
WHY- After the COMMS PLAN is developed by the PM in the DEFINITIONS PHASE it provides clarity on who is going to provide which information to whom. This will reduce the amount of unnecessary information being communicated around the project. Ensuring that the right person gets the right information when they need it. Thus, allowing the project to operate effectively and people being able to make informed decisions in their areas of expertise.
WHAT- INCRESED STAKEHOLDER BUY IN
WHY- A good COMMS PLAN will keep allow effective SNR STAKEHOLDER engagement.
If STAKEHOLDERS are engaged regularly, it makes them feel more involved in development and what is being produced. Regular positive interaction will breed confidence and assurance that the project will meet it all its obj’s, realising the benefits for the Org. If the profile is kept high and positive, then SNR STAKEHOLDERS are a lot more likely to have a positive few and more buy in.
WHAT- REDUCES RISK OF FAILURE
The COMMS plan will outline regular communication between the PM and the PSB it allows for efficent ESCELATION of ISSUES/RISKS/CHANGE. This will allow for swift action by the board to help resolve problems, in turn keeping the project on track for TCQ and SCOPE. Having that regular interaction will also allow the PM to constantly check and know the PSB’s expectations and align the project to them.
4.2 Explain the relationship between stakeholder analysis and effective communication plan
WHAT- IMPORTANCE
WHY- When identifying the level of importance and interest of a stakeholder in the analysis it affords the PM a firm understanding of much influence they will have on the project. By gauging how the stakeholder feels about the project it allows the PM to develop a comms plan identifying how to engage with them. It could be that someone is a HIGH POWER/ HIGH INTEREST Positive stakeholder meaning they are to be managed closely to keep them on side and stay a champion of the project. Alternatively, if they are LOW POWER/LOW INTEREST positive then they will be monitored and provided information on an AD-HOC basis just to keep them interested and informed.
WHAT-WHAT INFOMATION AND WHY?
WHY- The Analysis provides the knowledge to the PM of what information is needed and why. Adding this information into the COOMS PLAN allows the PM to work out when in the project the Individuals require it. For example, the Board will want to be kept informed to ensure the project is on track for all obj’s, any issues/risks or changes that need addressing to allow them to make informed decisions. This maybe a lot less frequent than the interaction with technical specialists working with the PM on a daily basis.
WHAT- DELIVERY AND TYPE OF COMMS
WHY- From the power and interest grid the PM can develop their COMMS PLAN to include the most appropriate type of DELIVERY of the required information as well as WHO should deliver it. Projects often generate COMPLEX RELATIONSHIPS, knowing whether it should be PUSH Commnications such as EMAIL, or PUSH-PULL such as face-face CONVERSATION will be a benefit. Understanding these relationships will allow the PM to identify the best person if not themselves to deliver the information.
4.5 Explain ways that conflict can be conflict can be addressed
COMPETE-ADV desired outcome, when we have to do it, used correctly seen as good, quick, its my authority
DIS- Ruin relationships, can be seen as dictator
ACCOMODATE- REVERSE of COMPETE
COLLABARTE- WIN/ WIN, create cohesion, working together- Can be costly and time consuming, difficult to achieve
AVOID no time or effort, can be seen as weak, harder to achieve result later on. Could become an issue
COMPROMISE- Good if can’t see a solution, suits short term problem
4.4 State sources of conflict in a project
I
IDEA
MONEY
RESOURCES
SCOPE
4.3 State factors that can positively or negatively affect communications
Pos common terminology
Face to face push pull
Understand audience
Clarity of obj of conversation
Neg
Time difference
Cultural barriers
Ambiguity
Interpersonal differences- relationships
4.6 Explain how to plan and conduct negotiations including ZOPA and BATNA
DICRCTCTC
GESOS
PROPOSE
MASSO
PREPARING
DISCUSSING
AGREEMENT
REVIEW
HOW TO SPLIT THAT INTO 3?
BATNA
Best alternative to negotiated agreement decides your FALL BACK LIMIT
Example- Its WED I am going home SAT. Buying car 10k I have 12k, but want ot pay less than 10. I could catch the train so does not necessitate purchase.
Seller BATNA unknown. Between BATNA’s is the ZONE OF POSSIBLE AGREEMENT
