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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

Schwalbe, K.. (2015). Information Technology Project Management. (8e) Cengage Learning 17

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

Schwalbe, K.. (2015). Information Technology Project Management. (8e) Cengage Learning 19

 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