ISE 440 - Communication and Stakeholders Management PDF

Communication and Stakeholders Management PMBOK contents By PMI Slides are modified by Dr. Yasser Almoghathawi ISE 440 - Term 231 Dr. Yasser Almoghathawi, KFUPM 1 Outline ▪ Communication Management • Potential Dimensions of Communication • Communication Processes • Important Issues • Informatio...

Communication and Stakeholders Management PMBOK contents By PMI Slides are modified by Dr. Yasser Almoghathawi ISE 440 - Term 231 Dr. Yasser Almoghathawi, KFUPM 1 Outline ▪ Communication Management • Potential Dimensions of Communication • Communication Processes • Important Issues • Information Management Systems • Performance Reporting • Communication Skills ▪ Stakeholders Management • Identifying Stakeholders • Analyzing Stakeholders • Engaging Stakeholders • Monitoring & Controlling Stakeholders Engagement • Stakeholders Management Skills ISE 440 - Term 231 Dr. Yasser Almoghathawi, KFUPM 2 Communication Management ▪ Deloitte found that 32% of professionals believe that communication is the biggest issue of project management ▪ Poor and failing communication can send a project into a death spiral ▪ Miscommunication can lead to delays, which lead to missed deadlines and ultimately failed projects ▪ Everyone on your team needs to be effectively communicating with one another ▪ All project communication should be clear and open ISE 440 - Term 231 Dr. Yasser Almoghathawi, KFUPM 3 Communication Management ▪ Communications Management includes the processes necessary to ensure that the information needs of the project and its stakeholders are met to achieve effective information exchange ▪ PMs spend most of their time communicating (Ch.3) ▪ Communication management is a collection of processes that help make sure the right messages are sent, received, and understood by the right people ISE 440 - Term 231 Dr. Yasser Almoghathawi, KFUPM 4 Communication Management ▪ Effective communication creates a bridge between diverse stakeholders who may have different • cultural and organizational backgrounds, • levels of expertise, and • perspectives and interests, which impact or have an influence upon the project execution or outcome ISE 440 - Term 231 Dr. Yasser Almoghathawi, KFUPM 5 Potential Dimensions of Communication ▪ The communication has many potential dimensions: • Internal (within the project) and external (customer, vendors, other projects, organizations, the public) • Formal (reports, minutes, briefings) and informal (emails, memos, ad-hoc discussions) • Vertical (up and down the organization) and horizontal (with peers) • Official (newsletters, annual report) and unofficial (off the record communications) • Written and oral, and verbal (voice inflections) and nonverbal (body language) ISE 440 - Term 231 Dr. Yasser Almoghathawi, KFUPM 6 Communication Processes ▪ There are three main communication management processes: • Plan communications management ▪ Clearly outline how to manage communications across the project by creating a project communication management plan • Manage communications ▪ Upon the approval of the plan, it needs to be carried out successfully ▪ It needs to be reviewed and updated regularly to reflect any changes to the project or its stakeholders • Monitor communications ▪ Monitor and control project communications throughout the entire lifecycle ISE 440 - Term 231 Dr. Yasser Almoghathawi, KFUPM 7 Important Issues ▪ Communication planning is to be performed very early • Who needs what information • When the information is needed • What format the information should be • Where the information should be stored • Whether time zone, language barriers, and cross-cultural considerations need to be considered • Urgency • Confidentiality ISE 440 - Term 231 Dr. Yasser Almoghathawi, KFUPM 8 Important Issues ▪ This allows appropriate resources, to be allocated to communication activities ▪ Effective communication means that the information is provided: • in the right format, • at the right time, • to the right audience, and • with the right impact ISE 440 - Term 231 Dr. Yasser Almoghathawi, KFUPM 9 Information Management Systems ▪ Project information is managed and distributed using a variety of tools, including: • Hard-copy document management: ▪ letters, memos, reports, and press releases • Electronic communications management: ▪ e-mail, fax, voice mail, telephone, video and web conferencing, websites, and web publishing • Electronic project management tools: ▪ web interfaces to scheduling and project management software, meeting and virtual office support software, portals, and collaborative work management tools ISE 440 - Term 231 Dr. Yasser Almoghathawi, KFUPM 10 Performance Reporting ▪ Performance reporting is the act of collecting and distributing performance information, including status reports, progress measurements, and forecasts ▪ Performance reporting involves the periodic collection and analysis of baseline versus actual data to • understand and communicate project progress and performance • forecast the project results ▪ The format may range from a simple status report to more elaborate reports and may be prepared regularly or on an exception basis ISE 440 - Term 231 Dr. Yasser Almoghathawi, KFUPM 11 Performance Reporting ▪ A simple status report might show performance information, such as • percent complete or status dashboards for each area (i.e., scope, schedule, cost, and quality) ▪ More elaborate reports may include: • Analysis of past performance, • Analysis of project forecasts (including time and cost), • Current status of risks and issues, • Work completed during the period, • Work to be completed in the next period, • Summary of changes approved in the period ISE 440 - Term 231 Dr. Yasser Almoghathawi, KFUPM 12 Communication Skills ▪ The following communication management skills can also increase a project manager’s chances of success: • Strong active listening skills • Proficient writing skills • Excellent speaking ability • Asking questions for more information • Setting and managing expectations • Motivating people to become and stay engaged • Conflict resolution skills • The ability to summarize and recap what you’ve heard ISE 440 - Term 231 Dr. Yasser Almoghathawi, KFUPM 13 Stakeholders Management ▪ Every project will have stakeholders who are impacted by or can impact the project in a positive or negative way ▪ While some stakeholders may have a limited ability to influence the project, others may have significant influence on the project and its expected outcomes ▪ In many cases, the ability of the PM to correctly identify and manage these stakeholders in an appropriate manner can mean the difference between success and failure ISE 440 - Term 231 Dr. Yasser Almoghathawi, KFUPM 14 Identifying Stakeholders ▪ Stakeholders can be identified through: • Project Charter • Expert judgment of PM and the project team, meetings with experts, project documents including proposals, interviewing identified stakeholders ▪ After identifying the stakeholders: • Create stakeholder register ▪ Includes key information (e.g., contact, requirements, expectations, etc.) • Create stakeholder issue log ▪ Catalog issues that arise and how they were resolved ISE 440 - Term 231 Dr. Yasser Almoghathawi, KFUPM 15 Analyzing Stakeholders ▪ Two Common Tools: • Power-Interest Grid • Commitment Assessment Matrix ISE 440 - Term 231 Dr. Yasser Almoghathawi, KFUPM 16 Analyzing Stakeholders ▪ Power-Interest Grid ISE 440 - Term 231 Dr. Yasser Almoghathawi, KFUPM 17 Analyzing Stakeholders ▪ Power-Interest Grid ISE 440 - Term 231 Dr. Yasser Almoghathawi, KFUPM 18 Analyzing Stakeholders ▪ Power-Interest Grid ISE 440 - Term 231 Dr. Yasser Almoghathawi, KFUPM 19 Analyzing Stakeholders ▪ Commitment Assessment Matrix • The Stakeholder Engagement Assessment Matrix is a simple yet powerful project management technique to document desired and monitor actual engagement levels of stakeholders • It helps identify potential gaps in the involvement of stakeholders ISE 440 - Term 231 Dr. Yasser Almoghathawi, KFUPM 20 Analyzing Stakeholders ▪ Commitment Assessment Matrix C=current, D= Desired ISE 440 - Term 231 Dr. Yasser Almoghathawi, KFUPM 21 Analyzing Stakeholders ▪ Commitment Assessment Matrix (Meredith et al. 2016) ISE 440 - Term 231 Dr. Yasser Almoghathawi, KFUPM 22 Engaging Stakeholders ▪ Managing stakeholder engagement is the process of communicating and working with stakeholders to • meet their needs and manage their expectations, • address their concerns as they occur, • Resolve their issues (once identified) in a timely manner, and • foster appropriate stakeholder engagement in project activities throughout the project life cycle ▪ The key benefit of this process is that it allows the PM to increase support and minimize resistance from stakeholders, significantly increasing the chances to achieve project success ISE 440 - Term 231 Dr. Yasser Almoghathawi, KFUPM 23 Engaging Stakeholders ▪ It also includes: • Identifying interrelationships and potential overlap between stakeholders • Addressing potential concerns that have not yet become issues and anticipating future problems that may be raised by stakeholders • Knowing stakeholder communication requirements for the current project phase • Knowing Information to be distributed to stakeholders, including ▪ language, format, content, and level of detail ▪ time frame and frequency for the distribution ISE 440 - Term 231 Dr. Yasser Almoghathawi, KFUPM 24 Monitoring & Controlling Stakeholders Engagement ▪ Controlling stakeholder engagement is the process of • monitoring overall project stakeholder relationships, and • adjusting strategies and plans for engaging stakeholders ▪ The key benefit of this process is that it will maintain or increase the efficiency and effectiveness of stakeholder engagement activities as the project evolves and its environment changes ISE 440 - Term 231 Dr. Yasser Almoghathawi, KFUPM 25 Monitoring & Controlling Stakeholders Engagement ▪ Items which may help to monitor stakeholders' engagement: • Issues raised by stakeholders • Project progress reports • Change requests • Senior management • Identified stakeholders ▪ It is important to mention that stakeholders themselves and their requirements may vary along the project timeline ▪ Being proactive is a key for successful stakeholder engagement ISE 440 - Term 231 Dr. Yasser Almoghathawi, KFUPM 26 Stakeholders Management Skills ▪ Interpersonal skills (beside management skills) • Building trust • Resolving conflict • Active listening • Overcoming resistance to change • Influence people to support the project • Negotiate agreements to satisfy the project needs ISE 440 - Term 231 Dr. Yasser Almoghathawi, KFUPM 27