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PMBOK 2000 based, Version 6
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Trademarks
The following are trademarks of International Business Machines Corporation in the United States, or other countries, or both: IBM Lotus, Lotus Notes, Lotus Word Pro, and Notes are trademarks of Lotus Development Corporation in the United States, or other countries, or both. Microsoft, Windows, Windows NT, and the Windows logo are trademarks of Microsoft Corporation of the United States, or other countries, or both. The following are certification, service, and/or trademarks of the Project Management Institute, Inc. which is registered in the United States and other nations: PMI is a service and trademark, PMI Logo and "PMBOK", are trademarks, PMP and the PMP logo are certification marks. Other company, product, and service names may be trademarks or service marks of others.
Disclaimer PMI makes no warranty, guarantee, or representation, express or implied, that the successful completion of any activity or program, or the use of any product or publication, designed to prepare candidates for the PMP Certification Examination, will result in the completion or satisfaction of any PMP Certification eligibility requirement or standard., service, activity, and has not contributed any financial resources. Initially Prepared By: Kim Ulmer Edited By: Peter Dapremont October 2002 Edition The information contained in this document has not been submitted to any formal IBM test and is distributed on an as is basis without any warranty either express or implied. The use of this information or the implementation of any of these techniques is a customer responsibility and depends on the customers ability to evaluate and integrate them into the customers operational environment. While each item may have been reviewed by IBM for accuracy in a specific situation, there is no guarantee that the same or similar results will result elsewhere. Customers attempting to adapt these techniques to their own environments do so at their own risk.
Copyright International Business Machines Corporation 2002. All rights reserved. IBM and its logo are trademarks of IBM Corporation. This document may not be reproduced in whole or in part without the prior written permission of IBM. Note to U.S. Government Users--Documentation related to restricted rights--Use, duplication or disclosure is subject to restrictions set forth in GSA ADP Schedule Contract with IBM Corp.
"PMBOK" is a trademark of the Project Management Institute, Inc. which is registered in the United States and other nations. PMI is a service and trademark of the Project Management Institute, Inc. which is registered in the United States and other nations.
Project Communications Management Course materials may not be reproduced in whole or in part without the prior written permission of IBM.
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PMP and the PMP logo are certification marks of the Project Management Institute which are registered in the United States and other nations.
Key Definitions
Active Listening Is engaged listening. It requires patience, self-control, empathy, and a willingness to understand the other persons perspective. Helps facilitate the development of mutual trust, respect, and good working relationships thus improving the overall performance of the team. Note: Active Listening is a part of Effective Listening The medium by which information is transmitted. Obstacles that impede communications. For example: limited communication channels, distance, noise, cultural differences, organizational climate, perceptions, limited information, withholding of information, terminology, number of communication links, manipulation (hidden agenda), etc. Communications requirements are the sum of the information requirements of the project stakeholders. The originator of the message. The source of the communication. Also known as the Sender. Is the ability to recognize the importance of verbal and nonverbal listening behaviors including body language. Its also the ability to utilize gestures and body language consciously (with consideration for cultural differences) to put people at ease and enhance communication. Information on how well the message was received. Occurs when a large portion of the message is lost from the sender to the receiver. Generally caused by problems of language, culture, semantics, knowledge base, etc. Filtering can be deliberate and positive as in the case of upward communications where the subordinate filters information that the superior does not need or want to know. Sensory data that is encoded by the communicator (sender) and decoded by the receiver (recipient). Noise: Any interference or disturbance that confuses the message. The person for whom the message is intended. Refers to bringing together all the project team members into one location or in close proximity.
Feedback Filtering
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7-6 Project Communications Management Course materials may not be reproduced in whole or in part without the prior written permission of IBM.
The information is relevant to the needs of the audience and the method of presentation is appropriate.
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The Schedule Performance Index (SPI = EV/PV) is sometimes used in conjunction with the CPI to forecast the project completion estimates. Information distribution tools and techniques
Outputs include: Performance reports: gantt charts, s-curves, histograms, and tables. Change requests
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Interpersonal Communication:
To ensure messages are received and understood, two-way communication is necessary. When communicating in a project environment, both the sender and receiver have a duty to understand and to be understood. This is accomplished through feedback. Interpersonal communication is the process of sharing information with others. Three basic elements of interpersonal communication: The sender (or encoder) of the message. The signal or the message. The receiver (or decoder) of the message. Process of interpersonal communication: (Wilbur Schramm) Sender determines what information to share and with whom and encodes the message. Sender transmits the message as a signal to the receiver. The receiver receives the message. The receiver decodes the message to determine its meaning and then responds accordingly. Communication is successful if the decoded message is the same as the sender intended. Utilizing experience, the sender anticipates how the message will be decoded and encodes the message, accordingly.
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Project Communications Management Course materials may not be reproduced in whole or in part without the prior written permission of IBM.
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7-14 Project Communications Management Course materials may not be reproduced in whole or in part without the prior written permission of IBM.
Effective Listening:
Effective listening is one of the most important skills for a project manager to acquire and practice. It is essential for successful project management. Improves communication and helps develop mutual respect, rapport, and trust among project participants. Verbal listening behaviors: Asking questions to clarify and gather more information. Questions should be probing and constructive. Paraphrasing what the speaker has said. Summarizing at intervals what the speaker has said to confirm what you have understood. Asking the speaker for examples. Ascertaining the speakers feelings and acknowledging them. (You seem angry.) Directing the speaker to the most appropriate listener. (George can best help you with that.) Or, just listen if the person needs to let off steam.
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Communication Styles:
The project manager uses communication more than any other skill set to manage the project throughout its life cycle and to ensure that team members are working cohesively and resolving problems. Two dimensions of thinking and action include: The thinking and decision-making approach which varies from logical (sequential) to intuitive (random) The action style which varies from hands-on (concrete) to research based (abstract) When the two dimensions are combined, the results are four major communication styles all of which are applicable at various times in the project life cycle. The styles are: Concrete-sequential: (Mr./Ms. Fix-it) Person likes to focus on ideas and tasks, thinks systematically and predictably. Person wants to complete tasks and minimize change.
Project Communications Management Course materials may not be reproduced in whole or in part without the prior written permission of IBM.
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Sample Problem
1. How many communication channels are added when three additional people are assigned to a four person team?
Answer: 15 communication channels are added. No. of channels for a 4 person team: (n*(n-1))/2 (4*3)/2 = 6 No. of channels for a 7 person team: (7*6)/2 = 21 Therefore, adding 3 people to a 4 person team increases the no. of communication channels by 15. (21-6)
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Sample Questions
1. Which of the following is not a process of Project Communications Management?
A. Administrative Closure
B. Performance Reporting C. Conflict Resolution D. Communications Planning 2. Which of the following is an output of the Communications Planning process? A. Project records B. Communications management plan C. Performance reports D. Formal acceptance 3. Referring to the process of interpersonal communication as defined by Wilbur Schramm which of the following statements is false? A. The process of encapsulating information into a message and then transmitting the message is called decoding. B. The destination decodes the message to determine its meaning and then responds accordingly. C. Communication is considered successful if the message decoded is the same as the sender intended. D. Perceptual differences can influence the way the message is decoded. 4. How much time does the typical project manager spend communicating both formally and informally? A. 40-60% B. 50-70% C. 60-80% D. 75-90% 5. In the general management skill of communicating, to assimilate through the mind or senses is the process of: A. Receiving B. Decoding C. Comprehending D. Understanding 6. The sending or conveying of information from one place to another is the process of: A. Networking B. Transmitting C. Encrypting D. Promoting
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15. What are the four parts of the communications model? A. Sending, Receiving, Decoding, and Comprehending B. Sender, Message, Medium, Receiver C. Communicator, Message, Receiver, Decoder D. Communicating, Transmitting, Receiving, Comprehending 16. A leadership style in which the project manager shares problems with team members and formulates solutions as a group is called: A. Autocratic B. Consultation in a group C. Consensus D. One-to-one consultation 17. Which of the following communications management processes is considered core and controlling? A. Performance Reporting B. Administrative Closure C. Communications Planning D. Information Distribution 18. A cell phone ringing during a meeting is an example of: (choose the best answer) A. A perpetual difference B. Resistance to the message C. Poor listening D. A physical distraction 19. Formal acceptance by the client or sponsor of the project should be prepared and distributed during which process? A. Information Distribution B. Administrative Close-out C. Organizational Planning D. Performance Reporting 20. In which of the following organizations is the project manager role likely to be part-time? A. Weak matrix B. Functional C. Balanced matrix D. a and b
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of information W hat information will be gathered, how it will be gathered and how often it will be gathered C. Methods for accessing information D. All memos, correspondence, reports and documents related to the project from all personnel.
B.
was sent
D. Being overly judgmental in communicating.
E. All of the above 24. Which of the following statements regarding contract close-out and administrative closure is true ?
A. Administrative closure is part of Procurement Management and Contract Close-out is
product verification
C. The contract file is an input to both processes D. Administrative closure is synonymous with contract close-out
25. Which of the following techniques is used in the communications planning process?
A. B. C. D. Stakeholder analysis
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27. You are chairing a meeting in which you are using experts to identify the best solution to a very critical problem facing your project. A conflict has arisen between some team members who are anxious for closure and others who wish to consider more alternatives. As project manager and meeting chairperson, you should ____________. Choose the best answer.
A. Conclude meeting because more discussion is a waste time B. Allow people who are anxious for closure to leave meeting and continue meeting with
delays D. Smooth conflict by telling attendees which alternative to take 28. A formal written response is most suitable when _________. Choose the best answer.
A. B. C. D.
Discussing work assignments Directing the contractor to make changes The interpreter has a short memory Contacting the client is necessary
29. Five people are involved on a project that requires significant communication between all project participants. How many lines of communication exist on this project ?
A. B. C. D. 5 6
8 10
Time for a team celebration. The project is ahead of schedule. The project is behind schedule. a or b
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Answer Sheet
a a a a a a a a a a a a a a a
b b b b b b b b b b b b b b b
c c c c c c c c c c c c c c c
d d d d d d d d d d d d d d d
16. 17. 18. 19. 20. 21. 22. 23. 24. 25. 26. 27. 28. 29. 30.
a a a a a a a a a a a a a a a
b b b b b b b b b b b b b b b
c c c c c c c c c c c c c c c
d d d d d d d d d d d d d d d
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Answers
1 2 3 4 5 6 7 8 9 C B A D A B C C A PMBOK, pg 117 PMBOK, pg 118 Vermas Human Resource Skills for the Project Manager, pgs. 17-18 PMI Decoding is deciphering a message once assimilated. Vermas Human Resource Skills for the Project Manager, pgs. 17-18 Vermas Human Resource Skills for the Project Manager, pg. 43 Vermas Human Resource Skills for the Project Manager, pg. 19 PMBOK, pgs. 123-124. The outputs are change requests and performance reports. Option B provides examples of the formats for performance reports. Trend analysis is a tool and technique of performance reporting. In the modern view, conflict is inevitable and is a natural result of change. If managed properly, conflict is frequently beneficial. Withdrawal tends to minimize conflict but also fails to resolve the issue. Reference Verma, Human Resource Skills for the Project Manager, pg. 49 The abstract-random communicator is a brainstormer and visionary. Use of personal space is a non-verbal listening behavior
10 B
11 C 12 13 14 15 16 17 C B A B C A
18 D
19 B 20 D 21 D
Reference Verma, Human Resource Skills for the Project Manager, Chapter 1 Reference Verma, Human Resource Skills for the Project Manager, pg. 218 PMBOK, pg. 38. Performance Reporting is usually done regularly and consistently. Physical distraction is the best answer. The receiver may very well be listening to the sender but the communication link is interrupted with a physical occurrence such as a ringing phone. PMBOK, pgs. 125-126 PMBOK, pg 120 The communications plan details a plan for storing important memos, documents, etc. related to the project, but does not contain the actual documents itself. PMBOK, pg. 159 PMBOK, Project Communications Management and Project Procurement Management PMBOK p 118 Reference Verma, Human Resource Skills for the Project Manager, Chapter 1 PMBOK, general reading and experience PMBOK, general reading and experience The formula used to compute the total number of communications channels between N persons is: N(N-1))/2. In this case the answer is 10. PMBOK p 123 and Project Cost Management, SPI = EV/PV. An SPI < 1 would indicate that planned value is greater than earned value which would be an indicator that the project is behind schedule.
22 D 23 E 24 B 25 26 27 28 29 A B C B D
30 C
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Number
_________
_________ _________ _________ _________ _________ _________ _________ _________ _________ _________
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