Learning Outcome 4

Question 1

4.1 Explain the benefits, to a project, of a communication plan

Answer 1

• Effective communication plans include ways to receive feedback and measure effectiveness so plans can be adjusted to have maximum impact
• The benefits of a good plan are as follows:
• The most appropriate communication medium is used (medium is vital to a message being received and understood, increases chance of stakeholder engagement)
• More focussed communication (avoiding mass communication where receivers are swamped, tailoring comms to relevance)
• More consistent communication (planning in advance creates framework which is approved in advance, not getting conflicting messages or ad hoc information)
• Communication can be systematically improved (feedback channels mean that communication barriers can be identified, and improvement actions can be proactively taken)
• Greater adherence to the organization’s governance and standards (protocols and standards taken into account by the plan which avoid comunication areas, conflict or security breaches)

Question 2

4.2 Explain the relationship between stakeholder analysis and an effective communication management plan

Answer 2

• Communication plans should build from stakeholder analysis
• Identify the stakeholder, establish their level of interest and power (although this might turn out to be wrong once communication starts)
• Promote engagement by thinking about what messages should go to each stakeholder, who should deliver messages, what medium will stakeholders engage most with, when and how often should comms take place, what forms of feedback can be encouraged, what barriers can be proactively identified and managed, which stakeholders should and should communicate with each other
• Essential interactions that motivate people to support and engage the project and make it successful
• Stakeholder with high interest and power and negative attitude will need more comms than one with low interest and power and positive attitude

Question 3

4.3 State factors which can positively or negatively affect communication

Answer 3

• So many factors can affect success of comms: mood of team, cultural influences, method of comms, language used
• Non-verbal: appearance, expression, posture, touch, body language
• Auditory: pitch, pace, tone, volume
• Written: Syntax, words, symbols
• And these change if communication is face-to-face, online, video, written only etc
• Virtual comms - increased focus on documents and words rather than visual cues BUT runs risk of misunderstandings
• Virtual teams need to be managed effectively (right technology, choice of medium for information communicated, precision, training)
• FACTORS (most important part)
• Use of technical terms (positive: complex information can be provided with summaries and supplementary info, negative: complex information provided without references and people unable to understand)
• Organisational culture and structural hierarchies (positive: senior people take supporting role, invite junior staff to express their views, negative: individuals feel intimidated)
• Time zones and geography (positive: timing of comms, compensation for out of hours working, negative: people not being available or not being compensated for out of hour working)
• Physical and environmental (positive: safe environment with comfort, negative: unable to feel comfortable, safe or be focussed)
• Planning of communication (positive: specific, relevant, limited, motivational, engaging for stakeholders, negative: ad hoc, no rationale, no engagement)

Question 4

4.4 State sources of conflict within a project

Answer 4

• Conflict arises when there are opposing interests or opinions on the task, relationships or method
• There are different sources of conflict at different stages of the project
• Concept (business need, business case approval)
• Definition (priority of requirements, PMP approval)
• Deployment (resource availability, processes and methods, agreeing deadlines and completion)
• Transition (failure to agree acceptance, lack of confirmation of formal close)
• Adoption (output not adopted by BAU)
• Benefits realisation (disagreements over benefit measurements)

Question 5

4.5 Explain ways in which conflict can be addressed

Answer 5

• A conflict resolution perspective focuses on conflict as an opportunity to add value rather than an unwanted struggle
• A common model to use is the Thomas-Kilmann model, which encourages us to think of conflict using two dimensions: the desire to achieve own objectives, the desire to help others achieve their objectives
• Where you sit on the access of motivation to achieve your own desires vs achieving others will determine conflict management style
• Compete (high own, low others - assertive, quick, desicive action, discipline, unpopular actions)
• Collaborate (high own, high others - win-win approach, each trying to satisfy goals without hurting the other, sharing ideas and info, integrative solutions, when both sets of concerns are too important, to form consensus)
• Avoid (low own, low others - withdrawal or supression of conflict , putting problems on hold, secrecy, beaureacratic rules, trivial issue, disruption outweighs benefits)
• Accommodate (low own, high others - appeasing the other, maintaining relationship, showing reasonableness, harmony and stability)
• Compromise (middle own, middle others - parties giving up some aspect of their concern to each other, no one wins and no one loses, negotiation, important but not worth the trouble of more assertiveness and disruption)
• Sometimes others have to be involved like stakeholders, sponsor, arbitration

Question 6

4.6 Explain how to plan and conduct negotiations

Answer 6

• Many situations in projects where you may have to negotiate - releasing key resource, agreeing on end terms or business case
• Before, ‘driving a hard bargain’ was valued but now a less competitive, more collaborative stye of negotiation is preferred
• Planning is key to this. Need to understand priorities, why negotiation is necessary etc.
• You should not bargain over value-based positions (for example ‘we have never paid more than x for this service before’) - you should understand the price that’s rational to pay
• Also need to consider the longterm implications of negotiations on longterm objectives (so shortterm goods don’t have longterm negative impacts)
• Initially, both parties will have an MFP (most favoured position)
• There is an understanding that movement from both parties is likely. The seller and the buyer will have a BATNA (best alternative to a negotiated agreement). The overlaps between these define the ZOPA (zone of possible agreement).
• The resulting agreement could result anywhere in the ZOPA, not just the middle (depending on how each party feels about relationship and trust)
• Also key to understand concessions. Each concession has a cost to give and value to receive. High cost-low value are the worst concessions to give away and should be avoided.
• Natural inclination to think that low cost-high value concessions should be given first but this might create reasonable expectations. Low cost-low value might be best at first and then build up reciprocally.
• Procurement and contracts can come into this and legal specialists should be involved