Project Communications Management Flashcards
Acknolwedgement
The received signals that the message has been received. Shows receipt of the message, but not necessarily agreement with the message.
Active listening
The receiver confirms that the message is being received through feedback, questions, prompts for clarity, or other signs of confirmation.
Choice of media
The best modality to use when communicating that is relevant to the information being communicated.
Communication assumptions
Anything that the project management team believes to be true but hasn’t been proven to be true. For example, the team may assume that all of the project team can be reached via cell phone, but parts of the world, as of this writing, don’t have a cell signal
Communication barrier
Anything that prohibits communication from occurring
Communication channels formula
N(N-1)/2, where N represents the number of identified stakeholders. This formula reveals the total number of communication channels involved within a project.
Communication constraints
Anything that limits the project management team’s options. When it comes to this, geographical locales, incompatible communications software, and even limited communications technology can hinder the project team.
Communications management plan
A project management subsidiary plan that defines the stakeholders who need specific information, the person who will supply the information, the schedule for the information to be supplied, and the approved modality to provide the information.
Decoder
The device that decodes a message as it is being received.
Effective listening
The received is involved in the listening experience by paying attention to visual cues from the speaker and para lingual characteristics, and by asking relevant questions.
Encoder
The device that encodes the message being sent.
Feedback
The sender confirms that the received understands the message by directly asking for a response, questions for clarification, or other confirmation.
Influence/impact grid
Stakeholders are mapped on a grid based on their influence over the project in relation to their influence over the project execution.
Information presentation tools
A software package that allows the project management team to present the project’s health through graphics, spreadsheets, and text.
Information retrieval system
A system to quickly and effectively store, archive, and access project information.
Interactive communication
This is the most common and effective approach to communication. It’s where two or more people exchange information. Consider status meetings, ad-hoc meetings, phone calls, and video conferences.
Lessons learned
This is documentation of what did and did not work in the project implementation. This documentation is created throughout the project by the entire project team. When sessions are completed, they’re available to be used and applied by the entire organization. They are not part of the organizational process assets.
Medium
The device or technology that transports a message.
Noise
Anything that interferes with or disrupts a message.
Non-verbal
Facial expressions, hand gestures, and body language that contribute to a message. Approximately 55% of communication is this.
Para lingual
The pitch, tone, and inflections in the sender’s voice affecting the message being sent.
Performance report
A report that depicts how well a project is performing. Often, it is based on earned value management and may include cost or schedule variance reports.
Project presentations
Useful in providing information to customers, management, the project team, and other stakeholders.
Project records
All the business of the project communications is also part of the organizational project assets. This includes e-mails, memos, letters, and faxes.
Project reports
Formal communications on project activities, their status, and conditions.
Pull communication
This approach pulls the information from a central repository, like a database of information. These are good for large groups of stakeholders who want access to project information at their discretion. Consider a project website where stakeholders can periodically drop by for a quick update on project status.
Push communication
This approach pushes the information from the sender to the receiver without any real acknowledgement that the information was received or understood. Consider letters, faxes, voicemail messages, e-mails, and other communications modalities that the sender packages and sends to receivers through some intermediary network.
Receiver
The person who receives a message.
Sender
The person who is sending the message.
Sender-receiver modals
Feedback loops and barriers to communications.
Stakeholder notifications
Notices to the stakeholders about resolved issues, approved changes, and the overall health of the project.
Status review meeting
A regularly scheduled meeting to discuss the status of the project and its progress toward completing the project scope statement.
Time reporting system
A system to record the actual time to complete project activities.
