5. Communication technology
How quickly must the information reach the
audience?
Will there be feedback from the communication?
What technology will the audience need to receive the
communication?
Are there technical difficulties or learning curve issues
to address?
6. Communication technology
Are there access or security issues with the
communications technology?
Is the particular mode of technology likely to become
outdated?
What is the relative cost of each technology?
10. Developing Great Communication
Skills
Understand & follow the communication model (Sender,
Receiver, Message, Noise)
Take informal approach when communicating with
stakeholders outside status meetings
Develop effective listening skills
appear interested
make eye contacts
put your speaker at ease
recap what the speaker said in your words
do not interrupt
11. Communication Management Plan
Main Contents
Stakeholder communication requirements
Information to be communicated
Reason for distributing the information
Time frame and frequency
Responsible person/party to prepare and/or
communicate
Responsible person/party for authorizing release of
confidential information
12. Communication Management
Plan Main Contents
Persons who will receive the information (distribute to)
Communication method, type and technology
Allocated resources to perform communication, time and
budget
Escalation process
Updating & refining the communications management
plan
Glossary of common terminology
Project information flowcharts
Communication constraints
13. Tips to Create a Communications
Management Plan
Determine the communication needs of project
stakeholders.
Evaluate any constraints and assumptions.
Determine the appropriate communications
technologies.
Distribute the communications management plan to
project stakeholders.
Include activities for preparing project reports and
documentations
Set enough time for meetings
14. Tips to Distribute Project
Information
Distribute information in accordance with the
communications plan.
Use effective communication skills to exchange
information.
Monitor the communications system for feedback to
ensure messages are
getting through as planned.
Analyze effects on project execution and control when
unexpected
15. Tips to Distribute Project
Information
information requests surface.
Be prepared for the meetings, insist on the team to be
prepared
Don’t count on verbal communication for approvals,
get it in writing
SMART follow up is a key success for your project:
Stakeholders receive your message
Stakeholders understand what you mean
Stakeholders take necessary actions
16. Tips to Report Project Performance
Distribute information in accordance with the
communications plan.
Use effective communication skills to exchange
information.
Monitor the communications system for feedback to
ensure messages are
getting through as planned.
Analyze effects on project execution and control when
unexpected
17. Tips to Report Project
Performance
information requests surface.
Be prepared for the meetings, insist on the team to be
prepared
Don’t count on verbal communication for approvals,
get it in writing
SMART follow up is a key success for your project:
Stakeholders receive your message
Stakeholders understand what you mean
Stakeholders take necessary actions
18. Tips to Report Project Performance
Analyze work results against planned performance.
Hold performance reviews.
Determine the type of report needed for the
information being reported.
Prepare professional performance reports.
Balance the cost, time, and logistics of preparing
performance reports
against the benefits gained.
Measure and monitor performance consistently
throughout the project.
19. Tips to Manage Stakeholders
Be flexible in communications with senior
management.
Assign, track, and resolve open issues.
Process change requests in order to update the
communications plan.
Take corrective action to bring project performance in
line with stakeholder
expectations.
Document lessons learned.
20. Communication Activity
Group1 Develop a communication management plan (who will receive
what
information, when and how?)
Group2 In the middle of your project, one critical resource of the project team
big member resigned and wants to quit immediately. What is your
plan?,
and how you will communicate this information with the stakeholders?
Group3 The senior management asked you to hold on some activities which
definitely will delay the project. How are you going to deal with this
request?
Group4 In the middle of your project, the CEO informed that a VIP guest is
visiting the company and he wants you to prepare a 15 minutes
presentation about the project. What topics will you include in the
presentation?
24. 2. The work breakdown structure can be an effective aid
for communication in which situation(s)?
A. Internal within the project team
B. Internal within the organization
C. External with the customer
D. Internal and external to the project
26. 3. The MOST likely result of communication blockers is
that:
A. the project is delayed.
B. trust level is enhanced.
C. conflict occurs.
D. senior management is displeased
28. 4. Communications are often enhanced when the sender
the receiver.
A. speaks up to
B. uses more physical movements when talking to
C. talks slowly to
D. shows concern for the perspective of
30. 5. Formal written correspondence with the customer is
required when:
A. defects are detected.
B. the customer requests additional work not covered under contract.
C. the project has a schedule slippage that includes changes to the critical
path.
D. the project has cost overruns.
32. 6. A project manager has a problem with a team
member's performance. What is BEST form of
communication for addressing this problem?
A. Formal written communication
B. Formal verbal communication
C. Informal written communication
D. Informal verbal communication
34. 7. Communications under a contract should tend
toward:
A. formal written communication.
B. formal verbal communication.
C. informal written communication.
D. informal verbal communication.
36. 8. The project status report is an example of which form
of communication?
A. Formal written communication
B. Formal verbal communication
C. Informal written communication
D. Informal verbal communication
38. 9. When a project manager is engaged in negotiations,
nonverbal communication skills are of:
A. little importance.
B. major importance.
C. importance only when cost and schedule objectives are involved.
D. importance only to ensure you win the negotiation.
40. 10. A large, one-year telecommunications project is
about halfway done when you take the place of the
previous project manager. The project involves three
different sellers and a project team of 30 people. You
would like to see the project's communications
requirements and what technology is being used to aid
in project communications. Where will you find this
information?
A. The project management plan
B. The information distribution plan
C. The bar chart
D. The communications management plan
