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Project Management and SAP

Communication Management
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(M7)

Maria Maddalena Ruggini, PMP


CC ERP Roma

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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.

PMBOK 5 Edition 3 M7_Communiications Management www.eng.it

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

To develop the right strategy

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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:

Project communication strategy

The kick-off meeting


Roles and responsibilities of the team Project status meetings and frequency

Change control communications


Issue management and escalation process Project review meetings Transition from deployment to operations Closure meeting
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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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Communication on projects Overview and key points

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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Communication on projects Work Plan

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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Communication on projects Type of Communications


We can categorize communications into three general areas: Mandatory - Includes the Status and Progress Reports, legal requirements, financial reports, etc.. This information that must be promptly transmitted to the parties concerned (pull); Informative - treat information that people want to know, or who may serve for their work. Such information, usually, are made available for reading, but it is the reader who must take the initiative to seek it within the info management system (pull); Marketing - Information to enhance motivation and promote the work of the project and its deliverables. Such information shall be transmitted to the "right" people (pull).

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Communication on projects Manage stakeholder expectations


By properly managing the stakeholders expectations from the outset, the chances for a smoother journey are much greater. 1. Identify who the stakeholders are (even the other non-obvious stakeholders of the project); 2. Identify the stakeholders preferred method of communication; 3. Keep stakeholders engaged throughout the process with timely updates. The PM must be sure to call the customer before the customer calls him 4. Identify which stakeholders will be advocates and which will be road blockers. Map your strategy accordingly. 5. Engage the stakeholders in decision making. Stroke their egos. 6. The manner in which the project is accomplished is vitally important, not just delivering on the required specs. Stakeholders will remember the overall mood of the entire process. Their measure of success is not just the finished M7_Communiications Management product, but the way you attained the end goal www.eng.it

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Communication on projects E-mail (1/2)


To yield expected results, a (distributed) project team must first speak the same language when it comes to communications. Use of the emails must be included in the ground rules shared with team from the beginning of their participation to the project. Here some basic rules: 1. Don't be cute in the subject line. Attract the attention of the recipient using powerful, descriptive language in subject lines. Include a call for action when needed, including statements like: URGENT, FOR YOUR IMMEDIATE ATTENTION or ESCALATION REQUIRED. 2. An email should cover a single topic; 3. If the e-mail goes to several people and each has the actions to be done, this should be connected to the same in the text of the email; 4. Manage response expectations. Let the recipients know the reason for a delay, in the event you are not able to take immediate action on a request or conversation. 5. Keep e-mails short, if the mail is longer than one screen attach the document detailed in attachment
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Communication on projects E-mail 2/2


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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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Communication on projects Presentations (1/2)


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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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Communication on projects Presentations (2/2)


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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Project meetings What to do before the meeting


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

Do not accept to participate in a meeting that does not have an agenda

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Project meetings What to do before the meeting

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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Project meetings How to behave during the meeting


Define the following roles: Moderator: responsible for managing the meeting as a whole (PM) Secretary: with the aim to take notes to formalize the meeting minute, must have the confidence to ask for a clarification if an argument is not clear Time check: in charge of verifying compliance with the agenda (ask a volunteer)

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Project meetings How to behave during the meeting

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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Project meetings After

Prepare minutes of the meeting containing the following:


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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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Project meetings Kick off meeting


The Kick-off meeting is an opportunity to bring together members of the working group, the managers of the customer, other stakeholders and formally announce the start of the project or phase. It aims to create a common vision and to avoid, in the middle of the project, team members and stakeholders have a different perception of what is happening and why.

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Project meetings Kick off meeting


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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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Project meetings Kick off meeting main objectives


There is no second chance to make a good first impression. You use this type of meeting to set expectations for the project. If the meeting is disorganized, chaotic or distracting, the participants will transfer this perception probably also on the project
The PM should talk with the Sponsor in advance and be sure to share content and objectives of the meeting

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Project meetings Kick off meeting example of agenda


Introductions Project Manager Project manager welcomes everyone and briefly states the objective of the meeting. Introduce members of the project and greater project effort. Communicate project goals and deliverables. Outline communication protocols and expectations. Define week 1 activities. 1-2 minutes Meeting Goals Project Manager or Project Sponsor 5 minutes

Project Background and Purpose

Project Manager and Project Sponsor

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

Project Goals and Objectives Ground Rules

Project Manager or Project Sponsor Project Manager

Discussion of project deliverables and major project milestones. Discuss operational, organizational, and project ground rules and procedures.

5 minutes 5 minutes

Roles and Responsibilities

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

High-Level Plan Next Steps

Project Manager or Project Sponsor Project Manager

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.

5-10 minutes 5 minutes

Communications Plan Expectations Issue Management and Resolution

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

Project Manager Project Sponsor and Project Manager

Open forum for any questions that may have arisen during the meeting. Thank everyone for their time. Close meeting.

(as needed) 1-2 minutes

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Project meetings Project progress meetings


All projects are required to disclose the progress (i.e. The team reports to the Project Manager, The Project Manager reports to the customer and stakeholders)

The definition of a disciplined process of verifying and reporting the project status is essential.
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Project meetings Project progress meetings


There are 5 key features of this process: Consistency: the status process should be basically the same for all projects and consistent with their measure of success. Escalation: The process should ensure that the problems are addressed at the right level. Simplicity: one page with the ability of drill down for details when necessary. Public: status is available to all (as appropriate) in order to communicate issues, risks, and corrective action measures. Inclusive: All projects are required to provide status on a consistent set of metrics.
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Project meetings Project progress meetings


There are 5 key features of this process: Consistency: the status process should be basically the same for all projects and consistent with their measure of success. Escalation: The process should ensure that the problems are addressed at the right level. Simplicity: one page with the ability of drill down for details when necessary. Public: status is available to all (as appropriate) in order to communicate issues, risks, and corrective action measures. Inclusive: All projects are required to provide status on a consistent set of metrics.
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Project meetings Project progress meetings obstacles


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;

Status is reported at the detailed level instead of summary;


Projects are not structured for status meeting metrics to be easily available; To loose a lot of time in the reporting of projects that are on time and on budget and not over the problematic ones ( ); Status meetings (internal, external, etc.) are not planned (effort + cost) and stakeholders are not educated; Status meetings are created with the view that it satisfies a requirement mandated by management
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Project meetings Project progress meetings


How Often You Should Run Status Meetings?

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Project meetings Project progress meetings tips and tricks

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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Project meetings Project progress meetings with customer or sponsor


The Status Report The best day for the Status Meeting is on Tuesday and then on Thursday; It is important to define the date on which it was decided to freeze" the status of the project (end of reporting period); the information presented in the Status Report will refer to the status of the project at that time; If necessary, you can create a section of "last-minute updates.
End of reporting period (friday)

Meeting (Tuesday)

Day 1

Day 2

Day 3

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Project meetings Project progress meetings with customer or sponsor


The Status Report - Preparation cycle A series of bi-weekly reporting (meeting each two Tuesdays) activities can be organized as follows: The week T0 work on the scheduled activities; On Friday of T0 gather work performance information and update the project work plan; On Monday of T1 set up the documentation for the Tuesday's meeting (status, plan, issue, risk, change requests, next steps) and the status report is sent to participants (if foreseen in the communication plan) On Tuesday of T1 is held the status meeting On Friday of T1 gather progress information and update the plan The week T2 work on the scheduled activities and on Friday T2 you collect work performance information and update the work plan, but no status meeting is held.
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Project meetings Project progress meetings with customer - content


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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Project meetings Other Project progress meetings - content


Internal status meeting

All information contained in customer report, plus:

Control costs / revenues

change (if necessary to issue and approve new C12)


Control of subcontractors

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

corrective actions (if any) and improvement


Change requests (In progress and new)

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Project meetings Other Project progress meetings - content


Internal status meeting

All information contained in customer report, plus:

Control costs / revenues

change (if necessary to issue and approve new C12)


Control of subcontractors

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

corrective actions (if any) and improvement


Change requests (In progress and new)

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Project meetings Project progress meetings with customer or sponsor


The Status Report Template Engineering

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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Issue Management Issue log


Issues need to be recorded when they happen. When you create an issues log, you provide a tool for reporting and communicating what's happening with the project. This makes sure that issues are indeed raised, and then investigated and resolved quickly and effectively at the right level of responsibility. Without a defined process, you risk ignoring issues, or not taking them seriously enough until it's too late to deal with them successfully.

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Issue Management Issue log


An issues log allows you to do the following: Have a safe and reliable method for the team and the customer to raise issues. Track and assign responsibility to specific people for each issue. Analyze and prioritize issues more easily. Record issue resolution for future reference and project learning. Monitor overall project health and status.

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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Issue Management Issue log


An issues log allows you to do the following: Have a safe and reliable method for the team and the customer to raise issues. Track and assign responsibility to specific people for each issue. Analyze and prioritize issues more easily. Record issue resolution for future reference and project learning. Monitor overall project health and status.

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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Issue Management Issue log template


Assegnare la criticit ad una delle seguenti categorie: Tipologie di valore Processi Descrizione del valore la criticit relativa al/ai processo/i impattati dal progetto Change management la criticit relativa ai ruoli e responsabilit relative alla formazione e comunicazione

Project MGT

la criticit relativa alla pianificazione, controllo, finanziamento del progetto

Risorse

la criticit relativa alla disponibilt, la qualit e il carico di lavoro delle risorse

Tipologia

Dipendenze

la criticit relativa a qualsiasi vincolo o dipendenze

Tecnico Logistica Governance

la criticit ralativa ad aspetti tecnici/di sviluppo la criticit ralativa ad aspetti logistici la criticit ralativa ad aspetti di Governance

Ambito

la criticit ralativa all'ambito/scopo del progetto

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

Data obiettivo di Risoluzione

La colonna deve essere utilizzata per indicare la data entro la quale la criticit deve essere risolta

Alert sui tempi di risoluzione

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.

Assegnatario Data assegnazione Livello di escalation

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

Stato corrente In fase di soluzione

Differita

Risolta / Chiusa

Azioni intraprese o da intraprendere / Soluzione finale Data chiusura

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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Conclusions Being a Project Manager in Engineering


Engineering, like many organizations, to support the PM in the various phases of the projects, provides them with work rules (procedures, models, guidelines ...), with the aim of: help PM in facing the many difficult tasks allow them to focus more and more on higher valueadded activities

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Conclusions Being a Project Manager in Engineering


CMMi initiative Great number of tools, simple and personalized Empowerment Development of personal skills of the PM, in order to enable it to handle more effectively the various issues related to the project: training on soft-skills PMP certification path and the subsequent process of continuous education

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Conclusions Being a Project Manager in Engineering


The work rules are not enough by themselves to build a good Project Manager: do not help to interpret the various situations that occur over the course of the project! Thus, in addition to approach the Project Management from the methodological point of view, Engineering feel the need to reflect on the role of the PM in terms of personal characteristics and ability to make / skill In this context, the methodological aspect is definitely one of the points of attention, but not the only and perhaps not even the most important!

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Conclusions Being a Project Manager in Engineering

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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