Professional Documents
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Communication Management
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Communication Management
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Introduction Communication planning 3 Communication on project Project Meetings Issue Management Conclutions
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Introduction
Project Communications Management
includes the processes required to ensure timely and appropriate generation, collection, distribution, storage, retrieval and ultimate disposition of project information.
Introduction
Anyone involved in the project should understand how communications affect the project as a whole
The PM will spend much of their time "communicating" with both team members and with other stakeholders (internal or external). Effective communication creates a bridge between the various stakeholders who may have different backgrounds from both the cultural point of view and from that organization, different levels of experience, different perspectives and interests. Effective communication means that information is provided in the right form at the right time, to the recipients with just the right impact. Effective communication means providing exclusively the necessary information. M7_Communiications Management www.eng.it
Communication planning
Communication, like any other project management process must be: planned, managed and controlled. Communication planning must give an answer to the following questions:
What to say How to say it Where you say it Who is told Who says
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Communication planning
A project Communications Management Plan (as a section of the Project Management Plan or as a subsidiary plan) is essential with the diversity of audiences that will be looking for information about your project and the array of data youll be collecting.
This plan helps you to avoid duplication of effort and to ensure that nothing falls through the cracks.
A project Communications Management Plan is a document that specifies all project communications generated throughout the project, their target audiences, their information content, and their frequency. Prepare an initial version of your project Communications Management Plan in the starting the project stage of your project, be sure to obtain the stakeholders buy-in, and update it as needed in the carrying out the work stage.
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Communication planning
The following communication information should be contained within the project communication plan:
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Communication on projects
We sometimes forget that project communications refer to the specific behavior and techniques used to motivate, lead, delegate, and report back to all stakeholders working on the project. There are three clear communication channels that managers need to establish once the project has started. Managing and improving these channels can dramatically increase your chances of success.
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The PM must define the communication strategy; Communication management is not only "notification; The project meetings must be structured and regulated by the PM; E-mails can be used in a uniform manner within the project; The way in which the PM present their project is an indicator of their efficiency and credibility; Listening is a fundamental activity of a PM.
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The PM must deal with communication events like any other deliverables of the project; You must add the activity to the work plan and assign resources and deadlines so that the team understands when communication is waiting; Even the preparation, the formalization and the update of the project communication management requires effort.
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Never use the CAPS (all text in capital letters) in emails, because that makes communication much "cold" Limit the distribution list. Include only the interested parties in the messages. Beware the "Reply All" button. Check carefully who should be added in to and in cc Start fresh. Remove unnecessary email trails -- for example, when the messages start to deviate from the original topic. Better yet, when possible, create a new message to continue the discussion. Do not engage in email battles. Avoid confrontation online. It is just not productive and creates clutter in your inbox. If you spend more than 10 minutes crafting an email, you are better off scheduling a meeting or call with your counterpart to address the problem in an actual conversation.
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Dont give your presentation software center stage. No amount of razzle dazzle or slide effects can overcome a weak presentation. If you dont do your job, slides wont save you. It only makes a bad presentation worse. Create a logical flow to your presentation. Better yet, tell a story Make your presentation readable. Memorize this sentence: If people cant read my slides from the back of the room, my type is too small. Remember, less is more. Keep things simple. Distribute a handout. I do not think that you should distribute a handout before you begin speaking unless you are in a Status Meeting. Observe the decision maker: if while you are discussing the slide 3 he/she is reading the slide 10 perhaps is worth accelerating the presentation.
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Choose the right look: it is important to dress in line with your audience. Arrive on time: arrive 15 minutes before allows the setup of the equipment on time. In the case of "first time" increase the time. Have a backup: for important presentations is always better to have a hard copy in case the projector is not working. Be clear: to say clearly what you want to achieve, insert a slide in which it is said, it is necessary that X decides XYZ by <date> otherwise happens ____
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Clearly define the purpose of the meeting Define an agenda: Topics in order of priority Expected duration of each topic Decisions to be made for each topic Indicate clearly if there is preparatory work to do before the meeting
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Make sure you have time contingency for each of the topics on the agenda Define breaks of 15 minutes after every hour and a half meeting Do not invite more than 7 people if you want to have a real interactive session Invite the needed people also if they are unpopular or opposed to the project
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Follow the agenda and respect the schedule. Never drag a planned meeting too much, since it could be a bad example. Do not accept that someone else rules" the meeting Do not accept people that are not required/not necessary; During the meeting use the technique of pressure on time, most often 80% of the decisions are taken in the last 20% of time available Freeze the decisions: When you define something the PM must highlight it, repeating all the decisions and asking if the participants all agree Before everyone leaves, summarize the meeting and call out the action items and next steps.
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Decisions taken: documentation of any agreement that has been taken, record: Who made the decision and the decision. Actions: description of each action assigned to an individual during the meeting, record: the action, the person responsible, the expected date of completion. Supporting Notes: report any information required to support the contextualization of the decisions and actions (to be used only when needed).
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Minutes that could be challenged: in these cases, re-read the minutes sharing and seeking the approval of those present at the meeting; Send the minutes: as soon as possible, in any case within 24 hours. The moderator should start together with the Secretary to verify the points immediately after the meeting UPDATE THE ISSUE LOG
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Presentation of project team and project organization; Presentation of the main information: Objectives of the project Project Scope Main deliverables Risks Recruitment (only for the internal kickoff) Commitment estimated budget (only for internal kickoff) Milestones Masterplan and Deadlines Communicate that the project or phase is started!
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Brief project overview primary outcomes and success factors. Project timing and management and team commitment. Project Sponsor describes the project vision, demonstrates support and advocates for success and sets the project as a priority for all parties involved.
5 minutes
Discussion of project deliverables and major project milestones. Discuss operational, organizational, and project ground rules and procedures.
5 minutes 5 minutes
Project Manager
Allow members to briefly introduce themselves and their roles on the project or how they may be able to contribute to project efforts (i.e. if not an actual project team member).
5-10 minutes
Review and summarize high-level project plan. Plan, timeframe, and rough agenda for moving forward and starting phase execution. Review/assign open issues and follow-up actions.
Project Manager
Communication plan, expectations, frequency, and methods for each stakeholder group. How issues and risks will be dealt with, and by whom. Summarize some of the upfront risks and issues of the project.
5 minutes
Project Manager
5 minutes
Questions Close
Open forum for any questions that may have arisen during the meeting. Thank everyone for their time. Close meeting.
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The definition of a disciplined process of verifying and reporting the project status is essential.
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The customizations (of the reports) are frequent; Status reviews are often held "on demand" and not on a regular, consistent basis; Inconsistent status reporting to management from project to project, causing difficulties in interpreting status ; The PM is too busy to do structured reporting; Leaders are too busy to review or accept status;
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Plan the schedule, duration and agenda of the status meetings at the beginning of the project or phase; If the status meetings is taking too long is usually a sign that you are devoting too much time to troubleshooting Use the space of the meeting to discuss the state of the project, the major issues, the scope and the risk Hold short meetings on the progress of the project, with a fixed agenda; Keep out of the meeting any long discussion or plan a separate meeting to focus the issue that is taking long time (only with the people really interested); Remember that the status meeting is your business card.
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Meeting (Tuesday)
Day 1
Day 2
Day 3
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Check actions highlighted in the previous status meeting Project Plan Update for project progress deviation of the date and finish compared to baseline project analysis of the causes of deviations projection of project success factors corrective actions (if any) and to improve productivity / timeliness / quality Update project WBS and OBS
Possible need for updates of the organizational structure and / or its breakdown into work packages
List of risks (visible) and related planned actions Change Requests checking the status of the previous issued new variants identified Agreed actions
identification and assignment of actions to be taken for the solution / mitigation of problems that emerged in meeting
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Status meeting with third parties (subcontractors, partners, ) Where we are the customer..
WBS / WP assigned performance information: allow the monitoring of the progress of the delivery Deviations with respect to the schedule baseline and analysis of the causes
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Status meeting with third parties (subcontractors, partners, ) Where we are the customer..
WBS / WP assigned performance information: allow the monitoring of the progress of the delivery Deviations with respect to the schedule baseline and analysis of the causes
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2 models, one for the Internal status meeting (Management, OU, etc.) and one for customer
Available on the corporate intranet
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Issue Management
Issue management is the process of identifying and resolving issues. Problems with staff or suppliers, technical failures, material shortages these might all have a negative impact on your project. If the issue goes unresolved, you risk creating unnecessary conflicts, delays, or even failure to produce your deliverable.
Issue management, therefore, is a planned process for dealing with an unexpected issue whatever that issue may be if and when one arises. Issue management is strictly connected with the management of the escalation process.
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Do bear in mind that the success of your issue management process doesn't necessarily depend on which tracking mechanism you use, but rather on the type of information you track and on the commitment in the application of the process by all the stakeholders involved
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Do bear in mind that the success of your issue management process doesn't necessarily depend on which tracking mechanism you use, but rather on the type of information you track and on the commitment in the application of the process by all the stakeholders involved
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Project MGT
Risorse
Tipologia
Dipendenze
la criticit ralativa ad aspetti tecnici/di sviluppo la criticit ralativa ad aspetti logistici la criticit ralativa ad aspetti di Governance
Ambito
Delivery
la criticit ralativa alla consegna del prodotto/servizio richiesto (o di una sua parte)
Esterno
la criticit relativa ad un evento estraneo al progetto che pu avere un impatto sul progetto
La colonna deve essere utilizzata per indicare la data entro la quale la criticit deve essere risolta
La colonna indica la differenza dei giorni tra la data corrente la data di chiusura della criticit : - Verde: maggiore o uguale a 10 giorni - Giallo: tra 5 e 9 giorni - Rosso: inferiore o uguale ai 4 giorni Valore della severit Descrizione del valore
Alta
La criticit avr un forte impatto sul successo del progetto e probabilmente fermer il suo proseguimento. Effetti inaccettabili saranno prodotti sul progetto e sugli utenti finali.
Severit Media La criticit avr un notevole impatto sul successo del progetto. Effetti lesivi saranno comunque pordotti sul progetto ma gli utenti finali possono continaure le loro attivit.
Bassa
La criticit avr un basso impatto sul successo del progetto. Gli effetti possono essere risolti all'occorenza,e gli utenti finali possono continuare le loro attivit.
Inserire il nome della persona responsabile a risolvere la criticit. Provvedere ad informare l'owner della criticit. Inserire la data in cui la criticit stata assegnata. Assegnare il livello di escalation L1 L2 L3 L4 L5 Assegnare lo status della criticit. Valore dello status Identificata Assegnata descrizione del valore La criticit oggetto di indagine al fine di individuare la sua entit e la possibile soluzione da applicare. La criticit stata assegnata La soluzione della criticit stata individuata ed in fase di attuazione. La risoluzione della criticit non necessaria al momento, si decide di rimandarla nel tempo. La criticit stata risolta o chiusa (senza che sia stata risolta). Riunione di progetto SAL di Progetto Riunione Stato Avanzamento Servizio Riunione comitato ERP (Emergency Response Team) Riunione Comitato Esecutivo
Differita
Risolta / Chiusa
Inserire la storia delle decisioni prese, delle azioni intraprese e della soluzione (se individuata) finale adottata. Inserire la data in cui la criticit stata risolta/chiusa.
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Engineering, like many organizations, to support the PM in the various phases of the projects, providing them with work rules (procedures, models, guidelines ...), ... It remains true, however, the fact that ...
Project Management, even more than other professions, is a purely experiential discipline that is learned over the years and thanks to some mistake!
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Conclusions
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Conclusions
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