MS Project Management Development of Complex Projects

MS Project Management & Development of Complex Projects Course Code - 706 Communication in Complex Projects Lecture # 13

Summary of Previous Lecture In previous Lecture, we have discussed about Ø Ø Elements of contract baseline CIIT house case study Schedule & cost baseline Cost control

Defining Communication The word communication is derived from the Latin word communise which means to share. Ø One of the definition reades „ any act by which one person recieves from another person information about that person‘s needs, desires, perceptions, knowldge or affective states“ and Ø one definition states the communication as „the process by which information is exchanged between individuals through a common system of symbols, signs or behaviour“. Ø Another defintion is „The exchange of thoughts, messages, or information, as by speech, signals, or writing“.

Who and What Communicates? The ability to communicate in some form or the other is a power which living organisms have – whether they are humans, animals, insects and, in some case, even plants. For most of us, communication is the most routine thing we do throughout our lives.

Communication & Communication Management The Project Management Institute communication management as: defines project „ Project Communications Management includes the processes that are required to ensure timely and appropriate planning, collection, creation, distribution, storage, retrieval, management, control, monitoring, and the ultimate disposition of project information“.

Relevance of Communication For Projects Ø Communication is an integral, crucial element of every project. Ø Communication can make or break a project! Ø The communication process in projects can be highly complex and, if the process is not managed properly, can obstruct the project from attaining its goal within time and the budget allocated for it. Ø The fundamental communicational challenge for the project manager and the project team is to design and implement an effective and efficient project-specific communication strategy and plan which satisfies the diverse and changing informational needs of all project stakeholders throughout the project life-cycle.

Information and Communication are basically like two sides of the same coin. They complement each other. Information is of little value unless it can be communicated to stakeholders who need it and communication is pointless unless it carries some informational content.

How Do Individuals Usually Communicate? • • • Speaking Listening Reading Writing Body Language

Purpose of Communication • To Inform • To Notify • To Instruct • To Request • To Clarify • To Chastise • To Review • To Evaluate

Big Problem in Communication A big problem in communication and project communication is to “get the message” across from sender (s) to the recipient(s) so that the purpose behind the communication is achieved.

Basic Communication Model

Communication & Success of Project Several and extensive studies have been conducted by consultants and others over the years to determine the causes of project “failures”. Although the causes of project failure are complex and numerous, and are usually attributable to a number of factors, communication inadequacies are often mentioned explicitly as one of the causes of project failures.

Shortcomings in Communicatins Communicational shortcomings can cause a number of problems during the project life-cycle, for example: • misunderstood or undocumented requirements and specifications • delays (and extra cost) caused by rework • unavailability or provision of wrong inputs • ommisions and mistakes in the creation of deliverables • Poor decision-making and problem-solving, and • dissatisfaction and frustration among project stakeholders.

Importance of Communication for Projects Monitoring, Evaluation & Control Planning Initiation Communication with Stakeholders Closure Execution

Moderate More time, effort and cost must be spent here Low Number of Stakeholders High Number of Stakeholders and Project Stakeholder Engagement Low Importance of Developing and Implementing Effective Project Stakeholder Engagement Strategies High

Number of Project Stakeholder Communication Lines The number of possible lines of communication which can exist between stakeholders on a project can be calculated using the following simple formula: LC = n x (n – 1) 2 N = number of project stakeholders (1, 2, 3 …………. X)

Stakeholder Communication Lines Shabar Kifayat Imran Naseem Usman Shabar Naveed Number of Project Stakeholders = 3 Number of Project Stakeholders = 4 Maximum Possible Number of Lines of Project Stakeholder Communication: = 3 x (3 – 1) / 2 =6/2 =3 = 4 x (4 – 1) / 2 = 12 / 2 =6

Complex Stakeholder Communication Net 10 Project Stakeholders = 45 Possible Lines of Communication

Stakeholder Communication Channels Stk. Comm. 3 3 4 6 5 10 6 15 7 21 8 28 9 36 10 45 11 55 12 66 13 78 14 91 15 105 20 190 25 300

Challenges in Project Communications Overcommunication Too much communication resulting in a flood of unmanageable information Undercommunication Information may be inadequate for effective decision-making Miscommunication Misdirected Communication Untimely Communication Incorrect information may be conveyed with negative consequences for the project information is not conveyed to the recipients which need it information is not conveyed at the point in time when it is needed

Challenges in Project Communications Project communication must be concise and precise in order to increase the likelihood that it can be conveyed effectively. In engineering, it is usually “easy” for stakeholders to communicate because of the use common symbolizations, formulas and so forth. On the other hand, communication in social sciences can pose challenges at times because stakeholders may interpret terminology differently.

Challenges in Project Communications

Challenges in Project Communication Examples of Un-precise Communication: Ø Be cooperative with the project client Ø Finish the task quickly Ø Arrange a team meeting Ø Do a good job in capturing the client’s requirements Ø Ensure that the team performs well Ø Discuss major problems and issues Ø Ask for more funds when the time is appropriate Ø Inform the project manager of serious risks

Culture and Project Communication In the age of globalization, culture is becoming an increasingly important consideration in the context of project communication. Typical areas in which culture can have an impact on projects are: Different Language Interpretation of language Nonverbal (body) language

Communication Management Processes Plan Communications Management: The process of developing an appropriate approach and plan for project communications based on stakeholder’s information needs and requirements, and available organizational assets. Manage Communications: The process of creating, collecting, distributing, storing, retrieving and the ultimate disposition of project information in accordance with the communications management plan. Control Communications: The process of monitoring and controlling communications throughout the entire project life cycle to ensure the information needs of the project stakeholders are met.

Plan Communication Management Inputs Ø Project management plan Ø Stakeholder register Ø Enterprise environmental Factors Ø Organizational process assets Tools & Techniques Ø Communication requirements analyses Ø Communication technology Ø Communication models Ø Communication Outputs Ø Communications management plan Ø Project documents updates

Manage Communications Inputs Ø Communications management plan Ø Work performance reports Ø Enterprise environmental factors Ø Organizational process assets Tools & Techniques Ø Communication technology Ø Communication models Ø Communication methods Ø Information management Systems Ø Performance reporting Outputs Ø Project communications Ø Project management plan Updates Ø Project documents updates Ø Organizational process assets updates

Control Communications Inputs Ø Project management plan Ø Project communications Ø Issue log Ø Work performance data Ø Organizational process assets Tools & Techniques Ø Information management systems Ø Expert judgment Ø Meetings Outputs Ø Work performance information Ø Change requests Ø Project management plan Updates Ø Project documents updates Ø Organizational process assets updates

Stakeholder Register The main output of the Identify Stakeholders process is the stakeholder register. This contains all details related to the identified stakeholders including, but not limited to: Ø Identification information: Name, organizational position, location, role in the project, contact information; Ø Assessment information: Major requirements, main expectations, potential influence in the project, phase in the life cycle with the most interest; and Ø Stakeholder classification: Internal/external, supporter/neutral/resistor, etc.

Communication Requirement Analysis The analysis of the communication requirements determines the information needs of the project stakeholders. These requirements are defined by combining the type and format of information needed with an analysis of the value of that information. The project manager should also consider the number of potential communication channels or paths as an indicator of the complexity of a project’s communications. The total number of potential communication channels is n(n-1)/2, where n represents the number of stakeholders. A key component of planning the project’s actual communications, therefore, is to determine and limit who will communicate with whom and who will receive what information.

Communication Requirement Analysis Information typically used to determine communication requirements includes: project Ø Organization charts, Ø Project organization and stakeholder responsibility relationships, Ø Disciplines, departments, and specialties involved in the project, Ø Logistics of how many persons will be involved with the project and at which locations, Ø Internal information needs (e. g. , communicating across organizations), Ø External information needs (e. g. , communicating with the media, public, or contractors), and Ø Stakeholder information from the stakeholder register and the stakeholder management strategy.

Communication Methods There are several communication methods used to share information among project stakeholders. These methods can be broadly classified into: Interactive communication. Between two or more parties performing a multidirectional exchange of information. It is the most efficient way to ensure a common understanding by all participants on specified topics, and includes meetings, phone calls, video conferencing, etc.

Communication Methods Push communication. Sent to specific recipients who need to know the information. This ensures that the information is distributed but does not certify that it actually reached or was understood by the intended audience. Push communication includes letters, memos, reports, emails, faxes, voice mails, press releases etc. Pull communication. Used for very large volumes of information, or for very large audiences, that requires the recipients to access the communication content at their own discretion. These methods include intranet sites, elearning, and knowledge repositories, etc.

Communications Management Plan The communications management plan usually provides Ø Stakeholder communication requirements; Ø Information to be communicated, including language, format, content, and level of detail; Ø Reason for the distribution of that information; Ø Time frame and frequency for the distribution of required information; Ø Person responsible for communicating the information; Ø Person responsible for authorizing release of confidential information; Ø Person or groups who will receive the information; Ø Methods or technologies used to convey the information, such as memos, e-mail, and/or press releases;

Communications Management Plan Ø Resources allocated for communication activities, including time and budget; Ø Escalation process identifying time frames and the management chain (names) for escalation of issues that cannot be resolved at a lower staff level; Ø Method for updating and refining the communications management plan as the project progresses and develops; Ø Glossary of common terminology; Ø Flow charts of the information flow in the project, workflows with possible sequence of authorization, list of reports, and meeting plans, etc. ; and Ø Communication constraints, usually derived from specific legislation or regulation, technology, and organizational policies, etc.

Mediums of Communication in Projects Verbal Non-Verbal Analog Technology Written Digital Technology

Summary of This Lecture In this Lecture, we have discussed about Ø Ø Ø Ø Ø Definition of communication & communication management Relevance of communication Purpose of communication Basic communication model Shortcoming in communications Communication lines Challenges in communication Communication management framework Communication methods

End Note Speak when you are angry and you will make the Best Speech you will ever regret

THANK YOU!