{"pageinfo":[{"Stamp":"pgo_4fa75a4775578","Topic":"Communications Management","PageTo":"0","PageMark":"2","Header":{"PageNo":0,"Title":{"TitleText":"Communications Management"}},"Sections":{"Title":{"TitleText":"Plan Communication","TitleAuthor":"K Srikanth, PMP"},"Matter":[{"Para":"What, When, Where, How, Whom to communicate are pillars for communication. E.g.: Right form of communication, right time of communication, efficient communication, and effective communication. In project environment all these apply and it is imperative to first identify the recipient of communication by the sender. Project manager spends 90% of the time in communication. During project start key stakeholders are identified and their responsibilities are defined and communicated. It may be in the form of preparing stakeholder register. As project progresses stake holders are further identified and communication formalities are updated in the stakeholder register. Communication matrix can be part of register or maintained separately informing on roles and responsibilities, expectations, frequency (daily, weekly, quarterly, yearly), reporting relationship, medium(Phone, fax, video conference, chat, email, sms,) and others. More stakeholders would mean more channels (let us call it as n) and complexity (n*(n-1)\/2). To reduce complexity in communication project manager may opt for delegation and authority.<\/font>"}],"Subject":{"Related":"Communication Models, Mode, Matrix, Stakeholder Register"}},"Footer":{"PageNo":0,"Title":{"TitleText":"Communications Management"}}},{"Stamp":"pgo_4fa75a4775776","Topic":"Communications Management","PageTo":"0","PageMark":"2","Header":{"PageNo":1,"Title":{"TitleText":"Communications Management"}},"Sections":{"Title":{"TitleText":"WIP time communication","TitleAuthor":"K Srikanth, PMP"},"Matter":[{"Para":"Project communication is tested chiefly at WIP. Reports (project status, dashboard, defect, quality control, variance, performance, forecast) etc., are examples of WIP communication. When information is communicated, disruptions (noise\/gap) may occur. Sender is expected to take required measures to reduce such disruptions. For e.g. Project member email to the customer on job status may end up in junk folder eventually creating communication gap. It is normal that the sender includes a receipt acknowledgement to avoid such gaps or better call the customer and inform about the email sent ensuring customers confidence. Sender communicates the subject personally or virtually through bi-party or multiple party meetings employing one or more communication tools \/ methods such as presentation, reports, language (vernacular or body) to draw attention of the recipient. It is important that the recipients participate, respond and understand the intentions and objectives of communication. It is also possible that the subject can be misinterpreted creating gaps. It is advisable to have subject of communication in simple language. This is especially true in the case of contract terms and conditions and to avoid misinterpretation the project manager includes glossaries also another example is project scope statement where assumptions, constraints, scope boundaries etc are stated clearly to avoid misinterpreted claims.<\/font>"}],"Subject":{"Related":"Communication exchange, Stakeholder expectation managed"}},"Footer":{"PageNo":1,"Title":{"TitleText":"Communications Management"}}},{"Stamp":"pgo_4fa75a4775e3d","Topic":"Communications Management","PageTo":"0","PageMark":"2","Header":{"PageNo":2,"Title":{"TitleText":"Communications Management"}},"Sections":{"Title":{"TitleText":"Closure time communication","TitleAuthor":"K Srikanth, PMP"},"Matter":[{"Para":"When project is handed over to the initiator formal acceptance of project endeavour is received and necessary closure reports are executed. Feedback on customers experience with project engagement, project members self appraisal, evaluation report on project aspects, lessons learned (key success stories, key challenge stories), communicating project archive, updating skill set information, project closure with a celebration party with project members are examples of closure communication.<\/font>"}],"Subject":{"Related":"Feedback, Lessons learned, Trust"}},"Footer":{"PageNo":2,"Title":{"TitleText":"Communications Management"}}},{"Stamp":"pgo_4faf314973aaf","Topic":"Communications Management","PageTo":"0","PageMark":"2","Header":{"PageNo":3,"Title":{"TitleText":"Communications Management"}},"Sections":{"Title":{"TitleText":"PMBOK coverage","TitleAuthor":"K Srikanth, PMP"},"Matter":[{"Para":"Initiating : Identify stakeholders

Planning : Plan communications

Executing: Distribute Information

Monitoring & Control : Report Performance<\/font>"}],"Subject":{"Related":"PMBOK coverage"}},"Footer":{"PageNo":3,"Title":{"TitleText":"Communications Management"}}}]}