Manage Project Team: Tools and Techniques

• Presentation techniques. Body language and design of visual aids. • Meeting management techniques. Preparing an agenda and dealing with conflict. A basic model of communication, shown in Figure 10-3, demonstrates how ideas or information is sent and received between two parties, defined as the sender and the receiver. The key components of the model include: • Encode. To translate thoughts or ideas into a language that is understood by others. • Message. The output of encoding. • Medium. The method used to convey the message. • Noise. Anything that interferes with the transmission and understanding of the message e.g., distance. • Decode. To translate the message back into meaningful thoughts or ideas. Inherent in the model shown in Figure 10-3 is an action to acknowledge a message. Acknowledgement means that the receiver signals receipt of the message, but not necessarily agreement with the message. Another action is the response to a message, which means that the receiver has decoded, understands, and is replying to the message. Figure 10-3. Communication – Basic Model The components in the communications model need to be taken into account when discussing project communications. There are many challenges in using these components to effectively communicate with project stakeholders. Consider a highly technical, multi-national project team. For one team member to successfully communicate a technical concept to another team member in a different country can involve encoding the message in the appropriate language, sending the message using a variety of technologies, and having the receiver decode the message. Any noise introduced along the way compromises the original meaning of the message. A breakdown in communications can negatively impact the project. A Guide to the Project Management Body of Knowledge PMBOK ® Guide Third Edition 224 2004 Project Management Institute, Four Campus Boulevard, Newtown Square, PA 19073-3299 USA

10.1 Communications Planning

The Communications Planning process determines the information and communications needs of the stakeholders; for example, who needs what information, when they will need it, how it will be given to them, and by whom. While all projects share the need to communicate project information, the informational needs and methods of distribution vary widely. Identifying the informational needs of the stakeholders and determining a suitable means of meeting those needs is an important factor for project success. On most projects, the majority of Communications Planning is done as part of the earliest project phases. However, the results of this planning process are reviewed regularly throughout the project and revised as needed to ensure continued applicability. Communications Planning is often tightly linked with enterprise environmental factors Section 4.1.1.3 and organizational influences Section 2.3, since the project’s organizational structure will have a major effect on the project’s communications requirements. 10 Figure 10-4. Communications Planning: Inputs, Tools Techniques, and Outputs

10.1.1 Communications Planning: Inputs

.1 Enterprise Environmental Factors All the factors described in Section 4.1.1.3 are used as inputs for this process. .2 Organizational Process Assets While all of the assets described in Section 4.1.1.4 are used as inputs for this process, lessons learned and historical information are of particular importance. Lessons learned and historical information can provide both decisions and results based on previous similar projects concerning communications issues. A Guide to the Project Management Body of Knowledge PMBOK ® Guide Third Edition 2004 Project Management Institute, Four Campus Boulevard, Newtown Square, PA 19073-3299 USA 225