Project Communication Processes – Part 1

1. Manage Project CommunicationProject CommunicationProcesses – Part 1 Diploma of Project Management 17872Qualification Code BSB51507Unit Code BSBPMG507A

2. Project Communication Processes – Part 1 PMBOK Project Communication Management Processes - 10.1 Identify Stakeholders 10.2 Plan Communications 10.3 Distribute Information 10.4 Manage Stakeholder Expectations 10.5 Report Performance PMBOK 4th Edition

3. Learning Objectives • Explain the project communication planning process and describe the contents of a Project Communication Plan • Understand how to identify project stakeholders and their communication requirements • Understand effective communication and different communication techniques • Understand of the processes required to manage stakeholder expectations on a project • Be able to identify resistance factors that may cause negative stakeholder reactions • Understand different techniques for conflict resolution and negotiation • Understand the importance of project communication for overall project success

4. Reading – Communication Processes • Please take some time to review the PMBOK Chapters 10.1, 10.2, 10.3, 10.4 and 10.5 • This could take 45 to 60 minutes

5. Monitor Initiation Planning Execution Close Control 10.1 Identify Stakeholders • The process of identifying all people and organisations involved in or impacted by the project • Stakeholder information is gathered including their interests, involvement and potential impact on project success • Includes diverse groups such as customers, sponsors, impacted management, impacted staff, external organisations and sometimes even the public or press • Stakeholders can positively or negatively impact the project • Occurs during Planning Adapted from PMBOK 4th Edition

6. Definition of Project Stakeholders • Stakeholders are persons or organisations who are actively involved in the project or whose interests may be positively or negatively affected by the performance or completion of the project. • Stakeholders may also exert influence over the project, its deliverables and the project team members. • The project management team must identify both internal and external stakeholders in order to determine the project requirements and expectations of all parties involved. • The Project Manager must manage the influence and expectations of the various stakeholders to ensure a successful project outcome.

7. Stakeholders and the Project Operations Manager Other Stakeholders Project Stakeholders Functional Managers Portfolio Manager Project Sponsor Business Partners Program Manager Project Team Project Management Team Project Team Project Manager Customers Project Management Office The Project PMBoK Guide – Fourth Edition, figure 2.6

8. Stakeholder Identification • Identifying stakeholders and understanding their relative influence on a project is critical. • It can be difficult • Stakeholders can change over time and new ones can be identified during the project • Stakeholder expectations and power can also change during the project

9. Internal and External Stakeholders Suppliers Business Partners Other Stakeholders Customers Government Sub Contractors Competitors Public External Stakeholders The Project Internal Stakeholders Functional Managers Project Management Office Other Stakeholders Program Manager Portfolio Manager Operations Manager

10. 10.1 Identify Stakeholders • Inputs to Identify Stakeholders - • Project Charter • Procurement Documents and Contracts • Enterprise Environmental Factors • Organisation culture and structure • Government regulations • Industry standards and • Organisational Process Assets • Stakeholder register templates • Lesson learned from previous projects • Stakeholder Registers form previous projects • Tools and techniques to Identify Stakeholders – Stakeholder Analysis Expert Judgement Adapted from PMBOK 4th Edition

11. 10.1 Identify Stakeholders Stakeholder Analysis The process of systematically gathering and analysing information to determine whose interests should be taken into account throughout the project It identifies the interests, expectations and influence of the stakeholders Looks at stakeholders with positive and negative feelings towards the project Step 1 - Identify all potential project stakeholders Step 2 – Identify Power and Impact of each stakeholder Step 3 – Assess likely stakeholder reactions and plan to get support Adapted from PMBOK 4th Edition

12. Steps in Stakeholder Analysis • Identify all potential stakeholders and information about them • Understand their role and authority levels • Identify their interest and expectations • Key stakeholders are easily identified as they appear in the project governance and structure chart • Key stakeholders include anyone in a decision-making or management role that will be impacted by the project • Interview key stakeholders to identify more stakeholders • Positive stakeholders can be leveraged to enhance project success • Negative stakeholders need to be encouraged to support the project, or at least be neutral

13. Steps in Stakeholder Analysis • Identify Stakeholder Power and Interest • Classify stakeholders • Plan approach to stakeholder management depending on their power and interest • Identify stakeholder communication requirements • Complete the Stakeholder Power & Interest Grid • It is critical to understand their roles or positions, interests, expertise, expectations and levels of influence

14. Steps in Stakeholder Analysis • Assess likely stakeholder reactions • Identify stakeholder related risks • Monitor and control stakeholder related risks • Develop risk management plans and mitigation strategies to reduce negative impacts • Complete the Stakeholder Register and determine management strategy • Positive stakeholders can be leveraged to enhance project success • Negative stakeholders need to be encouraged to support the project, or at least be neutral

15. Stakeholder Power & Interest Grid High Manage Closely Keep Satisfied Power Keep Informed Monitor (minimum effort) Low Low High Interest PMBoK Guide – Fourth Edition

16. Expert Judgement • Stakeholders are normally uncovered through discussions with the key stakeholders and the list should be expanded until all potential stakeholders are identified – eg staff or customers impacted by the project, third party suppliers, finance and legal departments • It can be difficult to identify all the stakeholders • Different experts who should be consulted includes - Subject Matter Experts Senior Management Key Stakeholders Other Project Managers Industry Groups Professional Associations PMO Consultants

17. 10.1 Identify Stakeholders • Outputs of this process include – • Stakeholder Register • Identification information • Assessment information • Stakeholder Classification • Stakeholder Management Strategy • Defined approaches to increase support or decrease negative impacts • Stakeholder Analysis Matrix • Takes the results of the above and the Power and Interest assessment • Summarises and organises into a register or table • Includes potential strategies to gain support or reduce negative impacts Adapted from PMBOK 4th Edition

18. Stakeholder Register or Stakeholder Analysis Matrix First step in communication planning Includes expectations (interests) and management approach (strategies) Content can be very sensitive Discretion is required regarding access to the document and distribution lists Stakeholder name and position title Specific actions planned to gain support and reduce objections, leverage supporters and neutralise detractors Areas of interest – functional, operational, specific project outcome or key knowledge area Using the Power and Interest Grid to determine level of authority and also level and type of impact (positive or negative) Adapted from PMBOK 4th Edition

19. 10.2 Plan Communications The process of determining the project stakeholder information needs and defining a communication approach Plan Communication determines – who needs what information, when they will need it, how it will be given to then, and by whom Informational needs and communication mechanisms vary widely from project to project A complex process that is critical to project success, and unfortunately, often under valued Occurs during Planning Monitor Initiation Planning Execution Close Control Adapted from PMBOK 4th Edition

20. 10.2 Plan Communications • Inputs into Plan Communications – • Stakeholder register • Stakeholder management strategy • Enterprise environmental factors • Project Management maturity helps to determine the type and frequency of communication • Organisational process assets • Relevant policies and procedures • Lessons learned from past projects • Organisation charts Adapted from PMBoK Guide – 4th Edition

21. 10.2 Plan Communications Tools and techniques to Plan Communications – Communication Requirements Analysis Communication Channels Communication Technology Communication Media Communication Methods Adapted from PMBOK 4th Edition

22. Communication Requirements Analysis • Information used to determine specific project communication requirements includes – • Organisation charts • Project Organisation and Governance Charts • Stakeholder responsibilities • Disciplines, departments and specialisations involved in the projects eg. Finance, legal, risk • Logistics of communication – how many people, location • Internal information needs – across organisation • External information needs – media, contractors, public • Stakeholder register and stakeholder management strategies

23. Communication Technology • Information used to determine specific project communication requirements includes – • Organisation charts • Project Organisation and Governance Charts • Stakeholder responsibilities • Disciplines, departments and specialisations involved in the projects eg. Finance, legal, risk • Logistics of communication – how many people, location • Internal information needs – across organisation • External information needs – media, contractors, public • Stakeholder register and stakeholder management strategies

24. Communication Media and Channels Traditional Vs Electronic Informal Vs Formal Group briefings One on One Meetings Steering Committee Presentations Presentations Team Meetings Stakeholder Meetings Status Reports Collaboration Sites Push Vs Pull Newsletters Email

25. Communication Methods Interactive • Two or more parties • Multi directional exchange of information • Efficient way to ensure common understanding • Meetings • Phone calls and teleconferences • Video conferences Push • Sent to specific recipients • Need to know basis • Doesn’t check understanding • Letters, memos. Reports • Emails, faxes • Voice mail • Press releases Pull • Used for large volumes of information • Large audiences can self serve • Can’t determine understanding • Access at own discretion • Intranet sites • E-learning • Knowledge repositories • Collaboration sites

26. 10.2 Plan Communications • Outputs of this process include – • Communications Management Plan • Stakeholder Communication requirements • Resources allocated to communication activities – including time and cost • Escalation, approval information flow processes • Glossary of terms • Project Document Updates • Project schedule • Stakeholder register • Stakeholder management strategy • Project risk register • Risk Management Plan

27. Monitor Initiation Planning Execution Close Control 10.3 Distribute Information • The process of making relevant information available to project stakeholders as per the Communication Plan • It is performed throughout the entire project lifecycle and is part of all management processes • Closely related to Monitor and Control processes as it also covers the distribution of status and performance reporting information • The Communication Plan is implemented during Execution, although information is distributed throughout all phases • Also unexpected requests for information Adapted from PMBOK 4th Edition

28. Monitor Initiation Planning Execution Close Control 10.3 Distribute Information • The inputs into Distribute Information are – • Project Management Plan • Performance Reports and Status Reports • Communications Plan • Stakeholder Register • Stakeholder Communication Requirements • Organisational Process Assets • Information distribution policies and procedures • Existing communication channels and media - eg. Intranet, Share Point, internal TV broadcasts etc • Templates • Lessons learned Adapted from PMBOK 4th Edition

29. 10.3 Distribute Information Tools and techniques to Distribute Information include - Information Distribution Tools Presentation Techniques Sender-receiver Models Writing Style Communication Methods Meeting Management Techniques Facilitation Techniques Communication Media Adapted from PMBOK 4th Edition

30. 10.3 Distribute Information Information Distribution Tools – Hard copy document distribution and manual filing systems Shared access electronic databases, knowledge management and collaboration tools Electronic communication and conferencing tools – email, voice mail, telephone messages, video conferencing, web publishing Electronic project management tools Sender-receiver Models - Including feedback loops and barriers to communication – covered in Introduction to Project Communications Adapted from PMBOK 4th Edition

31. 10.3 Distribute Information Writing Style – Active versus passive voice Formal versus informal Sentence structure and word choice Meeting Management Techniques - Preparing an agenda, distributing action items, documenting decisions, resolving conflict – covered in Introduction to Project Communication Presentation and Facilitation Techniques - Body language and design of visual aids – covered in Introduction to Project Communication Building consensus, resolving conflict and negotiation skills – covered in Introduction to Project Communication Adapted from PMBOK 4th Edition

32. 10.3 Distribute Information Outputs of this process include – Stakeholder notifications Project reports Project presentations and briefings Steering Committee presentations Project records Correspondence Meeting minutes and action items Memos Feedback from Stakeholders Lessons Learned Adapted from PMBOK 4th Edition

33. Stakeholder Analysis Take some time to reflect on different stakeholders that have impacted your projects. Have they had positive or negative influences on project outcomes? Have you ever been surprised by unidentified stakeholders who have come up later in the project lifecycle and created change requests? How was this handled? Then go to the Forum on Stakeholder Analysis and provide comment on the questions that are posed. You can also respond the comments and observations made by other learners in the course. Practice Comment Research

34. Next Steps Please proceed to Communication Processes Part 2 in the Learning Program. Best of Luck!