Project Management

1. Project Management Chapter 6 Project Communications Management

2. How we communicate…… Some methods are more effective than others at ensuring the message is correctly received There is no one best way! It depends on many things……

3. Ways of communicating… • What are all the ways in which you can communicate in a project? • Within the team • To stakeholders outside the team

4. Ways of communicating include… • Telephone calls • Voicemail • Email • Handwritten short notes • Informal visits – and management by walking around • Formal meetings • Formal reports and memos • Faxed messages • Formal presentations • Small team meetings and workshops

5. Advantages and Disadvantages Game • Telephone calls • When good to use? • Short focused conversations that need a personal touch • When reaching people in remote locations • When you don’t want to put something in writing • When you want instant input or feedback • Disadvantages? • Might not reach them first call • Can be disruptive if the receiver isn’t expecting the call • Might catch the receiver off guard • No record

6. Communications Planning - Steps • Identify project stakeholders and role-players • Work out their communication needs • Select communication media • Compile a communication plan

7. Communications Plan

8. Communications Plan • Align plan to the overall project plan and timing • Think carefully about who and when • Sequencing of communication is important • Always outline the message before you deliver it • Put yourself in the stakeholders shoes (what do they want and expect to hear) • Be concise and use language that is appropriate for the audience

9. Language Appropriate for Audience • BTB is focused on aligning with our strategic objectives in order to attain a BII approach in dealing with the forward supply chain • or • The ‘Be the Best Project’ fits with our goals of being the best in our industry, when it comes to dealing with customers

10. Project Communication • Definition and planning • Implementation • Evaluation and closure Maps onto the Project Life Cycle Project life cycle

11. Project Comms Good Practice • Establish clear communication channels • Document management • Meetings fundamentals • Project Management Information Systems • Project manager skilled in communications

12. Project Protocol – Clear Channels Each project normally has various levels of authority and responsibility It is therefore critical to establish a clear communication protocol i.e. channels which indicate lines of authority and responsibility The establishment of formal lines of communication allows the project to be managed with clear strategic direction in accordance with the project plan These lines should, whenever possible, be the same as the existing institutional lines

13. Project Document Management • Projects generate large quantities of information relating mainly cost and time estimates and controls, contracts and purchasing, quality project planning. • It is important that this information be fully documented and systemised to ensure that all those involved understand what is happening.

14. Project Document Management • Document management must ensure that all documents use a uniform format and template, are approved by the designated managers and are stored in a safe but accessible place.

15. Rules of Good Project Meetings • ‘Status’ meetings should be held on a regular basis • Meetings should be attended by key stakeholders and role-players • These meetings are report-back meetings on the status of the project and not for problem solving • A standard agenda should be sent out before the meeting • Only the necessary people should attend • Minutes must be kept where the responsibility for follow-up action is clearly indicated.

16. Project Management Information Systems • Central to good ‘project communication management’ is a project management information system (PMIS). • Even for relatively small projects, a PMIS should be developed and maintained • Important points to consider when developing a PMIS are: • all data has a source • the PMIS is growing and dynamic • the range of documents could be wide • The system must have a mechanism to trigger actions from people when necessary, subjective data must also be collected and security of data must be ensured at all times.

17. Communication Role of the Project Manager • The responsibility of the project manager is to communicate clearly and concisely to all team members, stakeholders and role-players and to create an environment conducive to openness, teamwork and trust. • Effective communication can help to: • improve relationships and teamwork • improve performance and productivity • foster an open, creative environment • solve problems effectively

18. Communication Role of the Project Manager • Communication can be improved by conducting regular team- and individual meetings (if necessary). • Project managers should possess to necessary skills for: • interpersonal communication • communication for team building • managing conflicts through communication

19. Mock Test Q1: What is in a project communications plan? Q2: What are the steps in producing a communications plan? Q3: Why do you need a communications plan? Q4: Name some methods for communicating in projects

20. Mock Test Q1: What is in a project communications plan? Q2: What are the steps in producing a communications plan? • What information will be collected • When it will be collected • Who will be responsible for the collection and analysis of the data • To whom will be distributed • How will it be distributed • When will it be distributed Identifying project stakeholders and role-players Working out their communication needs Selecting communication media Compiling a communication plan

21. Mock Test Q3: Why do you need a communications plan? Q4: Name some methods for communicating in projects to cause some action or agreement to take place – helps with decision making to gain understanding, discussing and resolving issues in the project team to get buy in and involvement from stakeholders to document for control and legal purposes Telephone calls Voicemail Email Handwritten short notes Formal meetings Informal visits – and management by walking around Formal reports and memos Faxed messages Formal presentations Small team meetings and workshops