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2 Module Four Case Scenario: Communication Plan Your Name Southern New Hampshire University QSO 340: Project Management Instructor Dove March x, 2023 Module Four Case Scenario: Communication Plan Give two – three sentences for an introduction followed by the purpose statement. IE: The purpose of this case scenario is to show the line of communication between the between the members of the project team, the project manager, and the other stakeholders; to describe the scope of communication for all stakeholders, including the frequency, level of detail, and recommended response time; to outline the methods or techniques of communication the team should use based on the type of information they need to share and to describe any specific communication processes, such as status meetings, escalation process, and so on… Line of Communication Show a clear line of communication that demonstrates the flow of information between members of the project team, project manager, and other project stakeholders. This should be a flow chart. Scope of Communication Describe what type of information should be shared by and with all stakeholders associated with the project; include the frequency, level of detail, and recommended response time for different types of information. This should be included within a table. Methods of Communication Utilizing the readings from Module 4, you need to outline the methods or techniques of communication. You also need to list communication technologies that may be used where relevant. Also, you will need to cite this information. Specific Communication Processes Utilizing a table, you need to describe the expectations for special communication processes such as status meetings, the escalation process, project progress, and so on. You also need to include sender, recipients, or participants in the processes and list the method and frequency of these communication processes. Conclusion Leave a conclusion. References Module Four: Communications Management Module Four: Communications Management To communicate effectively, project managers need to analyze stakeholder and participant needs and condense items of interest as they lead these groups through constructive discussions and interactions. They should avoid flooding busy stakeholders with more information than they need or spending excessive time or money creating or printing reports. However, the ability to communicate appropriately with stakeholders and to distribute information as needed is a large factor in a project manager's ability to complete a project as planned. Learning Outcomes After completing this module, you should be able to: 1. Understand how to communicate project information to relevant stakeholders effectively 2. Compare types of information flow and calculate the number of communication channels for a project 3. Identify and summarize the ways that technology can support communication for virtual and adaptive teams 4. Properly distribute information to a team and stakeholders 4-1 Module Four Pre-test Module Four Pre-test Click "Next" to access the Module Four Pre-test 4-2 Project Communications Management Project Communications Management Communication is a major component of a project manager's job role. But good communication doesn't just happen—it has to be organized and coordinated. Project managers need to determine what should be communicated, who should be communicated with, how communications should occur, and when and how often information should be communicated. Project managers need to evaluate the context and environment in which the communication will take place: Copyright © 2023 MindEdge Inc. All rights reserved. Duplication prohibited. What kind of relationships exist among stakeholders? Are interactions friendly, or are they more formal and business-like? What is the organization's typical communication style (informal discussions, formal reports, etc.)? What technology is available (email, Web pages, videoconferencing, etc.)? Are there any resources available for adding new technology, and will this new technology require training to be used effectively? Communicating Effectively To communicate effectively, one has to provide the right information to the right people at the right time in the right format. People transmit ideas, instructions, and emotions (commonly referred to as "information") either formally or informally, using specific word choices, and via writing, speaking, gestures, or media. Whether we realize it or not, we make choices every time we communicate. Because project managers coordinate with so many people, they are constantly communicating. For example, project managers communicate when fact-finding (e.g., identifying whether the customer has a preference for the color of a project deliverable) and when resolving conflicts (e.g., settling a dispute between team members on the design of a deliverable). In these respective cases, the project manager could communicate internally (e.g., by calling Annette from Sales) or externally (e.g., by consulting with the customer directly to see which design she prefers). These communication activities can be visualized as a bridge. Throughout the project, the project manager and project team cross this bridge to accomplish certain objectives, making communication decisions with every step. Upward Senior management stakeholders have an upward hierarchical focus, which impacts the message's content and format. Downward The project team and other project contributors have a downward hierarchical focus, which impacts the message's content and format. Horizontal Peers of the project manager and team have a horizontal hierarchical focus, which impacts the message's content and format. Formal Formal communications activities include reports, formal meetings, and stakeholder briefings. Informal Informal communications activities include emails, social media, and websites. Official Official communications include formal activities (such as annual reports) geared toward accomplishing project Copyright © 2023 MindEdge Inc. All rights reserved. Duplication prohibited. objectives. Unofficial Unofficial communications include informal activities geared toward building the project's recognition or building relationships within the project team. Internal Internal communications focus on stakeholders internal to the project and/or organization. External External communications focus on stakeholders external to the project and/or organization, such as customers, vendors, or the public. Written Written communications include social media, websites, and reports. Oral Oral (or verbal) communications include words, tone of voice, and vocal inflections. Nonverbal Nonverbal communications include gestures, body language, and actions. 4-3 Exercise: Communication Activities This assignment does not contain any printable content. 4-4 Developing a Communications Management Plan Developing a Communications Management Plan The communications management plan is a component of the project management plan that describes how project communications will be planned, structured, implemented, and monitored for effectiveness. —PMBOK® Guide Developing an effective communication procedure during the planning stages of a project is a critical component for project success. One of the most effective tools to ensure proper communication is a communications management plan. This plan should be created and agreed to by each stakeholder toward the beginning of the relationship at the project's inception. A communications management plan helps the team answer the following questions: 1 What needs to be communicated? 2 Who will communicate the information? 3 Who will receive the information? Copyright © 2023 MindEdge Inc. All rights reserved. Duplication prohibited. Who will receive the information? 4 How will information be communicated? This information can be presented within the communications management plan in the following format: Information Communication Sender Intended Audience Communication Mode Timing Process change Project manager Plant manager In a presentation during weekly management meeting October 10 Process change Plant manager Affected employees During team meeting and through email detailing specific process change October 15 Instructions for new equipment use Training facilitator Affected employees In one-on-one training sessions October 19 Project managers should consider numerous factors when devising a communications management plan: How is the organization structured, and what kinds of relationships exist among stakeholders? What is the culture of the organization, and what are its prevailing communication styles? What technologies are available for communication (email, Web pages, blogs, videoconferencing, etc.)? Are there any resources available for adding new technology? Is there a need for training on communications or related technology? What frequency of communication is required, based on the above-referenced factors, as well as the project's duration and complexity? Elements of a Communications Management Plan Copyright © 2023 MindEdge Inc. All rights reserved. Duplication prohibited. Communication expectations Expectations are crucial and should be understood by all stakeholders. They include format, frequency, style of content, level of detail, person(s) responsible for communication, and intended recipients. The technologies to be used in the project are also outlined here. Progress communications The process for communicating about project progress should be clearly spelled out. This section should describe common types of project communications, including project summary and review reports, status reports, and performance reports. Status meetings Status meetings information (such as time, frequency, location, and content) might be carved out separately, due to the importance of status meetings as face-to-face forums for project progress reporting and issue resolution. Stakeholder requirements A project manager should highlight any differences in how groups of stakeholders (such as critical versus non-critical) are expected to communicate throughout the project. The section should also address the preferred medium, style, and frequency for stakeholder feedback, which is crucial to project planning and execution as well as for gaining support for the project. Escalation process When issues cannot be resolved, whether they be conflicts or simply logistical issues, they must reach the project Copyright © 2023 MindEdge Inc. All rights reserved. Duplication prohibited. manager in a systematic way. This section outlines the escalation process, including stating time frames for escalation process activities. Communication changes process Project changes will occur, perhaps as an extension of the previously mentioned resolution of issues. For example, a major vendor to the project may get replaced; this information must then be communicated as a project change. In such cases, the project manager would need a system for this type of communication. Lessons learned process The plan should explain how lessons learned are communicated and stored during the project and archived at the close of the project. Glossary of project terminology People communicate best when they are on the same page. The project manager should record any terms that he or she wants the team to be familiar with, to smooth conversations. These terms might include acronyms and their explanations, technologies, aspects of processes, and even management or project management terms. 4-5 Communication Forms and Models Communication Forms and Models To develop the best communications management plan possible, it is important to understand the distinction between communication forms and communication models. Although these two concepts are interrelated, there are differences that should be pointed out to ensure full understanding. Communication Forms The three most common communication forms are described as follows: Sender/Receiver The simplest form of communication is between sender and receiver. This form is considered a linear form, where information is transmitted in one direction—from the sender to the receiver. Interactive A more interactive form of communication involves a sender, receiver, and feedback. In this form, a "loop" is created as feedback from the receiver is transmitted back to the sender. Cross-cultural The most complex form of communication is the cross-cultural form, which incorporates the idea that messages are influenced by the culture, knowledge, biases, etc. of the parties who send and receive them. Communication Models Communication forms are often expressed through the use of a communication model. The basic communication model is explained in the following slideshow: Click on the next and previous buttons to progress through the slideshow. Slide 1 Copyright © 2023 MindEdge Inc. All rights reserved. Duplication prohibited. The basic communication model shows the transmission of a message from a sender to a receiver through a medium. Slide 2 Step 1: The sender recognizes an occasion to communicate. He or she thinks about what needs to be said and the desired effect on the receiver. Slide 3 Copyright © 2023 MindEdge Inc. All rights reserved. Duplication prohibited. Step 2: The sender encodes the message, taking into account the following: the message he or she needs to send the conventions and limitations of the medium he or she decides is best for the message how the receiver may best understand the message Slide 4 In the global economy, encoding can very literally involve translating the message into the receiver's language or using a medium to allow team members to communicate while working in various time zones. Slide 5 Copyright © 2023 MindEdge Inc. All rights reserved. Duplication prohibited. For example, if a design team in Charlotte needs to discuss recent performance concerns with an outsourced development team in India, the Charlotte team might choose a videoconference. But, because the workdays in Mumbai and Charlotte do not overlap, the meeting might have to take place at 9:00 PM in Charlotte—which would be 7:30 AM in Mumbai. Slide 6 On the other hand, if the design team just needs to apprise the development team of some project specifications, sending a clearly written email might be the best medium. Slide 7 Copyright © 2023 MindEdge Inc. All rights reserved. Duplication prohibited. Step 3: The message is sent to the receiver. Slide 8 Step 4: If the sender has made the correct choices about how to send the message, the receiver then decodes the message. Slide 9 Copyright © 2023 MindEdge Inc. All rights reserved. Duplication prohibited. Step 5: In the interactive model of communication, the receiver may acknowledge, or signal, to the sender that the message was received. The receiver then provides feedback on the message by encoding his or her own response and transmitting it to the sender. Slide 10 Step 6: The sender decodes the feedback response and the communication event is complete. Slide 11 Copyright © 2023 MindEdge Inc. All rights reserved. Duplication prohibited.