PowerPoint Presentation
Information Technology
FIT2002
IT Project Management
Lecture 9
Project Communication and
Stakeholder Management
Video 1:
Learning Objectives
Understand the importance of good communications on
projects and the need to develop soft skills, especially for IT
project managers and their teams
Review key concepts related to communications
Explain the elements of planning project communications
and how to create a communications management plan
Schwalbe, K.. (2015). Information Technology Project Management. (8e) Cengage Learning 2
Importance of Good Communications
Schwalbe, K.. (2015). Information Technology Project Management. (8e) Cengage Learning 3
The greatest threat to many projects is a failure to communicate
Crucial for project managers and their teams to make good
communications a priority
Research shows that IT professionals must be able to
communicate effectively and strong verbal and non-technical
skills are a key factor in career advancement to succeed in their
positions
For projects to be successful, every project team member needs
both technical as well as soft skills
Project Communications Management Processes
Planning communications management: Determining the
information and communications needs of the stakeholders
Managing communications: Creating, distributing, storing,
retrieving, and disposing of project communications based
on the communications management plan
Controlling communications: Monitoring and controlling
project communications to ensure that stakeholder
communication needs are met
Schwalbe, K.. (2015). Information Technology Project Management. (8e) Cengage Learning 4
Project Communications Management
Summary
Schwalbe, K.. (2015). Information Technology Project Management. (8e) Cengage Learning 5
Keys to Good Communications
Schwalbe, K.. (2015). Information Technology Project Management. (8e) Cengage Learning 6
Project managers spend as much as 90 percent of their time
communicating
Need to focus on group and individual communication needs
Use formal and informal methods for communicating
Distribute important information in an effective and timely manner
Set the stage for communicating bad news
Determine the number of communication channels
Focusing on Group and Individual
Communication Needs
Understanding individual and group preferences for
communications is crucial
Personal preferences affect communication needs
Personality differences can lead to miscommunication – seek
first to understand…before you can truly communicate
Receiver may not interpret a message exactly as the sender
intended
Geographic location and cultural background affect the
complexity of project communications
– Different working hours
– Language barriers
– Different cultural norms
Schwalbe, K.. (2015). Information Technology Project Management. (8e) Cengage Learning 7
Formal And Informal Methods for Communicating
Different people respond positively to different levels or types of
communication – formal or informal
Communicating includes many different dimensions such as
writing, speaking, and listening
Encouraging More Face-to-Face Interactions. Research has
indicated that in a face-to-face interaction:
– 58% of communication is through body language.
– 35% of communication is through how the words are said
– 7% of communication is through the content or words that are spoken
Short, frequent meetings are often very effective in IT projects
Stand-up meetings force people to focus on what they really
need to communicate
Schwalbe, K.. (2015). Information Technology Project Management. (8e) Cengage Learning 8
Distribute Information in an Effective and
Timely Manner
Important to include detailed technical information that affects critical
performance
Don’t bury crucial information
Don’t be afraid to report bad information
Oral communication via meetings and informal talks helps bring
important information—good and bad—out into the open
Important that information about the project is disseminated to the right
recipient at the right time using the right mode.
Schwalbe, K.. (2015). Information Technology Project Management. (8e) Cengage Learning 9
Communications Channels
Schwalbe, K.. (2015). Information Technology Project Management. (8e) Cengage Learning 10
As the number of people involved increases, the complexity of
communications increases because there are more
communications channels or pathways through which people
can communicate.
where n is the
number of people
involved
Planning Communications Management
Every project should include some type of communications
management plan, a document that guides project
communications
The communications management plan varies with the needs of
the project, but some type of written plan should always be
prepared
For small projects, the communications management plan can
be part of the team contract
For large projects, it should be a separate document
Schwalbe, K.. (2015). Information Technology Project Management. (8e) Cengage Learning 11
Communications Management Plan Contents
Schwalbe, K.. (2015). Information Technology Project Management. (8e) Cengage Learning 12
1. Stakeholder communications requirements
2. Information to be communicated, including format, content, and level
of detail
3. Who will receive the information and who will produce it
4. Suggested methods or technologies for conveying the information
5. Frequency of communication
6. Escalation procedures for resolving issues
7. Revision procedures for updating the communications management
plan
8. A glossary of common terminology
http://www.projectmanagementdocs.com/project-planning-templates/communications-
management-plan.html
Sample Stakeholder Analysis for Project
Communications
Schwalbe, K.. (2015). Information Technology Project Management. (8e) Cengage Learning 13
Video 2:
Learning Objectives
Schwalbe, K.. (2015). Information Technology Project Management. (8e) Cengage Learning 14
Describe how to manage communications, including
communication technologies, media, and
performance reporting
Discuss methods for controlling communications to ensure
that information needs are met throughout the life of the
project
List various methods for improving project communications,
such as running effective meetings, using various
technologies effectively, and using templates
Managing Communications
Schwalbe, K.. (2015). Information Technology Project Management. (8e) Cengage Learning 15
Managing communications is a large part of a project manager’s
job
The Stakeholder communications analysis is a good starting
point
Getting project information to the right people at the right time
and in a useful format is just as important as developing the
information in the first place
Important considerations include the use of technology, the
appropriate methods and media to use, and performance
reporting
Classifications for Communication Methods
Interactive communication: Two or more people interact to
exchange information via meetings, phone calls, or video
conferencing. Most effective way to ensure common
understanding
Push communication: Information is sent or pushed to recipients
without their request via reports, e-mails, faxes, voice mails, and
other means. Ensures that the information is distributed, but
does not ensure that it was received or understood
Pull communication: Information is sent to recipients at their
request via Web sites, bulletin boards, e-learning, knowledge
repositories like blogs, and other means
Schwalbe, K.. (2015). Information Technology Project Management. (8e) Cengage Learning 16
Media
Choice
Table
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Reporting Performance
Performance reporting keeps stakeholders informed about how
resources are being used to achieve project objectives
– Status reports describe where the project stands at a
specific point in time
– Progress reports describe what the project team has
accomplished during a certain period of time
– Forecasts predict future project status and progress based
on past information and trends
Schwalbe, K.. (2015). Information Technology Project Management. (8e) Cengage Learning 18
Controlling Communications
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The main goal of controlling communications is to ensure the
optimal flow of information throughout the entire project life cycle
Various reporting systems, expert judgment, and meetings are
used to assess how well communications are working.
May require changes to the earlier processes of planning and
managing project communications if any problems exist.
Can use an external facilitator to assess how well
communications are working
Suggestions for Improving Project
Communications
Develop better communication skills
Run effective meetings
Use e-mail and other technologies effectively
Use templates for project communications
Schwalbe, K.. (2015). Information Technology Project Management. (8e) Cengage Learning 20
Developing Better Communication Skills
Most companies spend a lot of money on technical training for
their employees, even when employees might benefit more from
communications training
Individual employees are also more likely to enroll voluntarily in
classes to learn the latest technology than in classes that
develop soft skills
As organisations become more global, they realize they must
invest in ways to improve communication with people from
different countries and cultures
It takes leadership to improve communication
Schwalbe, K.. (2015). Information Technology Project Management. (8e) Cengage Learning 21
Running Effective Meetings
Determine if a meeting can be avoided
Define the purpose and intended outcome of the meeting
Determine who should attend the meeting
Provide an agenda to participants before the meeting
Prepare handouts and visual aids, and make logistical
arrangements ahead of time
Run the meeting professionally
Set the ground rules for the meeting
Build relationships
Schwalbe, K.. (2015). Information Technology Project Management. (8e) Cengage Learning 22
Sample Collaborative Tools
Make sure that e-mail, instant messaging, texting, or
collaborative tools are an appropriate medium for what you want
to communicate
A SharePoint portal allows users to create custom Web sites to
access documents and applications stored on shared devices
Google Docs allow users to create, share, and edit documents,
spreadsheets, and presentations online
A wiki is a Web site designed to enable anyone who accesses it
to contribute or modify Web page content
Schwalbe, K.. (2015). Information Technology Project Management. (8e) Cengage Learning 23
Using Templates for Project Communications
Many technical people are afraid to ask for help
Providing examples and templates for project communications
saves time and money
Organisations can develop their own templates, use some
provided by outside organisations, or use samples from
textbooks
Research shows that companies that excel in project
management make effective use of templates
Schwalbe, K.. (2015). Information Technology Project Management. (8e) Cengage Learning 24
Lessons Learned Reports
Schwalbe, K.. (2015). Information Technology Project Management. (8e) Cengage Learning 25
The project manager and project team members should each
prepare a lessons-learned report
– A reflective statement that documents important things an
individual learned from working on the project
– provide valuable reflections on what worked and what did
not
The project manager often combines information from all of the
lessons-learned reports into a project summary report
Excellent resource that can help future projects run more
smoothly
Project Archives and Software to Assist
in Project Communications
Project archives are a complete set of organized project
records that provide an accurate history of the project
These archives can provide valuable information for future
projects as well
Many project teams create a project Web site to store important
product documents and other information
Enterprise management software includes new capabilities to
enhance virtual communications
Several project management tools can be used on multiple
devices
Schwalbe, K.. (2015). Information Technology Project Management. (8e) Cengage Learning 26
Video 3:
Learning Objectives
Understand the importance of project stakeholder
management throughout the life of a project
Discuss the process of identifying stakeholders, how to
create a stakeholder register, and how to perform a
stakeholder analysis
Schwalbe, K.. (2015). Information Technology Project Management. (8e) Cengage Learning 27
Importance of Project Stakeholder
Management
Because stakeholder management is so important to project
success, the Project Management Institute decided to create an
entire knowledge area devoted to it as part of the Fifth Edition of
the PMBOK® Guide in 2013
The purpose of project stakeholder management is to identify all
people or organisations affected by a project, to analyse
stakeholder expectations, and to effectively engage stakeholders
Schwalbe, K.. (2015). Information Technology Project Management. (8e) Cengage Learning 28
Projects Often Cause Change
Schwalbe, K.. (2015). Information Technology Project Management. (8e) Cengage Learning 29
Projects often cause changes in organisations, and some people
may lose their jobs when a project is completed.
Project managers might be viewed as enemies if the project
resulted in job losses for some stakeholders
By contrast, they could be viewed as allies if they lead a project
that helps increase profits, produce new jobs, or increase pay for
certain stakeholders
In any case, project managers must learn to identify, understand,
and work with a variety of stakeholders
Situations That Lead to Project Sabotage
Changing the way work is done can send a shock wave through
an organisation, leaving many people afraid and even thinking
about ways to stop or sabotage a project
Donald White, founder and program manager at Defense
Systems Leaders in Washington, D.C., described situations that
can lead to project sabotage:
– Buy-in blues
– Short-term profits
– Overachieving
– Lack of respect
Schwalbe, K.. (2015). Information Technology Project Management. (8e) Cengage Learning 30
Project Stakeholder Management Processes
Identifying stakeholders: Identifying everyone involved in the
project or affected by it, and determining the best ways to
manage relationships with them.
Planning stakeholder management: Determining strategies to
effectively engage stakeholders
Managing stakeholder engagement: Communicating and
working with project stakeholders to satisfy their needs and
expectations, resolving issues, and fostering engagement in
project decisions and activities
Controlling stakeholder engagement: Monitoring stakeholder
relationships and adjusting plans and strategies for engaging
stakeholders as needed
Schwalbe, K.. (2015). Information Technology Project Management. (8e) Cengage Learning 31
Project Stakeholder Management Summary
Schwalbe, K.. (2015). Information Technology Project Management. (8e) Cengage Learning 32
Identifying Stakeholders
Schwalbe, K.. (2015). Information Technology Project Management. (8e) Cengage Learning 33
PMBOK® Guide definition: “Project stakeholders are individuals,
groups, or organisations who may affect, be affected by, or
perceive themselves to be affected by a decision, activity, or
outcome of a project.”
Internal project stakeholders: include the project sponsor,
project team, support staff, and internal customers for the
project. Other internal stakeholders include top management,
other functional managers, and other project managers because
organisations have limited resources
External project stakeholders: include the project’s customers
(if they are external to the organisation), competitors, suppliers,
and other external groups that are potentially involved in the
project or affected by it, such as government officials and
concerned citizens
Additional Stakeholders
www.projectstakeholder.com lists other stakeholders including:
– Program director
– Project manager’s family
– Labor unions
– Potential customers
It is also necessary to focus on stakeholders with the most direct
ties to a project, for example only key suppliers
Schwalbe, K.. (2015). Information Technology Project Management. (8e) Cengage Learning 34
http://www.projectstakeholder.com/
Stakeholder Register
A stakeholder register includes basic information on
stakeholders:
– Identification information: The stakeholders’ names,
positions, locations, roles in the project, and contact
information
– Assessment information: The stakeholders’ major
requirements and expectations, potential influences, and
phases of the project in which stakeholders have the most
interest
– Stakeholder classification: Is the stakeholder internal or
external to the organisation? Is the stakeholder a supporter
of the project or resistant to it?
Schwalbe, K.. (2015). Information Technology Project Management. (8e) Cengage Learning 35
Sample Stakeholder Register
Schwalbe, K.. (2015). Information Technology Project Management. (8e) Cengage Learning 36
Classifying Stakeholders
After identifying key project stakeholders, you can use different
classification models to determine an approach for managing
stakeholder relationships
A power/interest grid can be used to group stakeholders based
on their level of authority (power) and their level of concern
(interest) for project outcomes
Schwalbe, K.. (2015). Information Technology Project Management. (8e) Cengage Learning 37
Power/Interest Grid
Schwalbe, K.. (2015). Information Technology Project Management. (8e) Cengage Learning 38
Stakeholder Engagement Levels
Unaware: Unaware of the project and its potential impacts on
them
Resistant: Aware of the project yet resistant to change
Neutral: Aware of the project yet neither supportive nor resistant
Supportive: Aware of the project and supportive of change
Leading: Aware of the project
Schwalbe, K.. (2015). Information Technology Project Management. (8e) Cengage Learning 39
Video 4:
Learning Objectives
Describe the contents of a stakeholder management plan
Understand the process of managing stakeholder
engagement and how to use an issue log effectively
Explain methods for controlling stakeholder engagement
Discuss types of software available to assist in project
stakeholder management
Schwalbe, K.. (2015). Information Technology Project Management. (8e) Cengage Learning 40
Planning Stakeholder Management
After identifying and analysing stakeholders, project teams
should develop a plan for management them
The stakeholder management plan can include:
– Current and desired engagement levels
– Interrelationships between stakeholders
– Communication requirements
– Potential management strategies for each stakeholders
– Methods for updating the stakeholder management plan
Schwalbe, K.. (2015). Information Technology Project Management. (8e) Cengage Learning 41
Sensitive Information
Because a stakeholder management plan often includes
sensitive information, it should not be part of the official project
documents, which are normally available for all stakeholders to
review
In many cases, only project managers and a few other team
members should prepare the stakeholder management plan
Parts of the stakeholder management plan are not written down,
and if they are, distribution is strictly limited
Schwalbe, K.. (2015). Information Technology Project Management. (8e) Cengage Learning 42
Sample Stakeholder Analysis
Schwalbe, K.. (2015). Information Technology Project Management. (8e) Cengage Learning 43
Managing Stakeholder Engagement
Project success is often measured in terms of customer/sponsor
satisfaction
Project sponsors often rank scope, time, and cost goals in order
of importance and provide guidelines on how to balance the triple
constraint
This ranking can be shown in an expectations management
matrix to help clarify expectations
Schwalbe, K.. (2015). Information Technology Project Management. (8e) Cengage Learning 44
Expectations Management Matrix
Schwalbe, K.. (2015). Information Technology Project Management. (8e) Cengage Learning 45
Issue Logs
Understanding the stakeholders’ expectations can help in
managing issues
Issues should be documented in an issue log, a tool used to
document, monitor, and track issues that need resolution
Unresolved issues can be a major source of conflict and result in
stakeholder expectations not being met
Issue logs can address other knowledge areas as well
Schwalbe, K.. (2015). Information Technology Project Management. (8e) Cengage Learning 46
Table 13-4. Sample Issue Log
Schwalbe, K.. (2015). Information Technology Project Management. (8e) Cengage Learning 47
Best Practice
Project managers are often faced with challenges, especially in
managing stakeholders
Sometimes they simply cannot meet requests from important
stakeholders
Suggestions for handling these situations include the following:
– Be clear from the start
– Explain the consequences
– Have a contingency plan
– Avoid surprises
– Take a stand
Schwalbe, K.. (2015). Information Technology Project Management. (8e) Cengage Learning 48
Ways to Control Engagement
Engagement involves a dialogue in which people seek
understanding and solutions to issues of mutual concern
Setting the tone right – key stakeholders should be invited to
actively participate in a kick-off meeting rather than merely
attending it
The project manager should emphasize that a dialogue is
expected at the meeting, including texts or whatever means of
communication the stakeholders prefer. The project manager
should also meet with important stakeholders before the kick-off
meeting
The project schedule should include activities and deliverables
related to stakeholder engagement, such as surveys, reviews,
demonstrations, and sign-offs.
Schwalbe, K.. (2015). Information Technology Project Management. (8e) Cengage Learning 49
Using Software to Assist in Project
Stakeholder Management
Productivity software, communications software, and
collaboration tools can promote stakeholder engagement
Social media can also help engage stakeholders. For example,
LinkedIn has thousands of groups for project management
professionals
Some project management software includes functionality like
Facebook’s to encourage relationship building on projects, like
giving high fives for a job well done
Schwalbe, K.. (2015). Information Technology Project Management. (8e) Cengage Learning 50
Social Media for Project Managers
Elizabeth Harrin, author of Social Media for Project Managers,
describes the pros and cons of several social media tools,
including blogs, collaboration tools, instant messaging,
microblogs like Twitter and Facebook, podcasts, RSS, social
networks, vodcasts (video podcasts), webinars, and wikis
Harrin provides advice for when to use social media and when
not to use it
As the saying goes, “A fool with a tool is still just a fool.” A lot of
stakeholder engagement requires old-fashioned techniques like
talking to someone!
Schwalbe, K.. (2015). Information Technology Project Management. (8e) Cengage Learning 51