Electrical Energy Conversion and Power Systems

Universidad de Oviedo

ELECTRICAL ENERGY PROJECT MANAGEMENT

Part 11 Project Communications

Lecturer: Jos ngel Daz lvarez

11. Project Communications

PEOPLE

Project Info must be

Generated Collected Distributed Stored Recovered Addressed
COMMUNICATION MANAGEMENT PROCESSES

INFORMATION

POOR COMMUNICATIONS CAN DAMAGE THE PROJECT STRONGLY

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11. Project Communications

The Project Director must find the right amount of time to communicate with:

Project Team Stakeholders Clients

Project Directors abilities are important, but a lot of other fundamentals are relevant:

Sender-Receiver models Media selection Wording style Presentation techniques Meeting management techniques
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11. Project Communications

Communication Basic Model

Coding: Message: Medium: Noise: Decoding:

Traduce ideas into language Coding output Method used to transmit the message Whatever interferes transmission message understanding Traduce the message into ideas
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11. Project Communications

The receiver can:

acknowledge reception(message is received) or response (message is decoded, understood and answered)

These communications model components must be considered when discussing the project communications

11. Project Communications

Project Communications processes include: COMMUNICATIONS PLANNING INFORMATION DISTRIBUTION PERFORMANCE REPORTING STAKEHOLDERS MANAGEMENT

11. Project Communications

Project Communications processes include: COMMUNICATIONS PLANNING INFORMATION DISTRIBUTION PERFORMANCE REPORTING STAKEHOLDERS MANAGEMENT

11.1 Communications Planning

Who needs to know what? How it is communicated? When and how frequently? What to include in a permanent register and how? All the projects share the need to communicate the information, but not all of them do it in the same way (different info needs, distribution methods) Communications planning normally is made at the very beginning of the project, but feedback and potential updates are continuous
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11.1 Communications Planning

For Communications Planning it must be taken into account:

Environmental factors of the Company Organizations processes actives Scope of the project ennunciate Project Management Plan

11.1 Communications Planning

Tools and techniques used for Communications planning:

Requirement analysis

Communications technology

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11.1 Communications Planning

Tools and techniques used for Communications planning:

Requirement analysis Inputs are: Organization charts Logistics Internal information needs External information needs Information about stakeholders The Project Director must consider the number of channels (out of n(n-1)/2) Communications technology

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11.1 Communications Planning

Tools and techniques used for Communications planning:

Requirement analysis

Communications technology Factors that may affect the project are: Urgency in the need of info Technology availability Staff specialization Project duration Project environment

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11.1 Communications Planning

As the result of the Communications Planning we get:

Communications Management Plan It provides

Communications structure Distribution structure Information description Production timing

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11. Project Communications

Project Communications processes include: COMMUNICATIONS PLANNING INFORMATION DISTRIBUTION PERFORMANCE REPORTING STAKEHOLDERS MANAGEMENT

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11.2 Information Distribution

It means making project information available to stakeholders when needed. Includes not only the Communications Management Plan but also serving ad-hoc information requirements. For Information Distribution we have to take into account:

Communications Management Plan

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11.2 Information Distribution

Tools and techniques used for Information Distribution :

Communications abilities Gathering and recovering information systems Information Distribution Methods Lessons learned process

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11.2 Information Distribution

Tools and techniques used for Information Distribution :

Communications abilities Gathering and Written and oralrecovering information systems Internal and external Information Distribution Methods Formal and informal Lessons learned process Vertical and horizontal

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11.2 Information Distribution

Tools and techniques used for Information Distribution :

Communications abilities Gathering and recovering information systems Manual processes, software packets, databases, technical office... Information Distribution Methods Lessons learned process

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11.2 Information Distribution

Tools and techniques used for Information Distribution :

Communications abilities Gathering and recovering information systems Information Distribution Methods Project meetings Lessons learned process
Printed documents Shared databases E-mail Phone Video conference Project Management software ...

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11.2 Information Distribution

Tools and techniques used for Information Distribution :

Communications abilities Gathering and recovering information systems Information Distribution Methods Lessons learned process
Identifies successes and failures Recommends improvement actions Update lessons learned database Update policies, processes and procedures General improvements

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11.2 Information Distribution

As the result of the Information Distribution we get:

Organizations process actives (updates)

Lessons learned document Project reports (mails, memos, other docs.) Project presentations Stakeholders feedback Stakeholders notification

Requested changes
Info Distribution process changes

Project Management Plan changes Comms. Management Plan changes

INTEGRATED CHANGE CONTROL

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11. Project Communications

Project Communications processes include: COMMUNICATIONS PLANNING INFORMATION DISTRIBUTION PERFORMANCE REPORTING STAKEHOLDERS MANAGEMENT

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11.3 Performance Reporting

How the resources are being used to accomplish project targets? This process implies:

Baseline data gathering Distribution of the performance information to all stakeholders

Provides information about:

Schedule Cost

and Quality Risks Acquisitions

Scope

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11.3 Performance Reporting

For Performance Reporting we have to take into account:

Work performance information Performance measures Project conclusions Quality control measurements Project Management Plan Approved change orders

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11.3 Performance Reporting

For Performance Reporting we have to take into account:

Work performance information Performance measures Achieved goals Deliverables Project conclusions Quality control measurements Project Management Plan Approved change orders Deliverables

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11.3 Performance Reporting

For Performance Reporting we have to take into account:

Work performance information Performance measures Project conclusions Schedule and cost variations Schedule and costmeasurements performance index Quality control Project Management Plan Approved change orders Deliverables

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11.3 Performance Reporting

For Performance Reporting we have to take into account:

Work performance information Performance measures Project conclusions Estimated actual cost/schedule Quality control measurements Estimation until conclusions Project Management Plan Approved change orders Deliverables

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11.3 Performance Reporting

For Performance Reporting we have to take into account:

Work performance information Performance measures Project conclusions Quality control measurements Project Management Plan Approved change orders Provides information about the baseline (approved reference against which differences are measured Deliverables

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11.3 Performance Reporting

For Performance Reporting we have to take into account:

Work performance information Performance measures Project conclusions Quality control measurements Project Management Plan Approved change orders

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11.3 Performance Reporting

Tools and techniques used for Performance Reporting:

Information presentation tools Performance information gathering and compilation Situation status review meeting Schedule reporting systems Cost reporting systems

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11.3 Performance Reporting

Tools and techniques used for Performance Reporting:

Information presentation tools Software, graphic and visual tools Performance information gathering and compilation Situation status review meeting Schedule reporting systems Cost reporting systems

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11.3 Performance Reporting

Tools and techniques used for Performance Reporting:

Information presentation tools Performance information gathering and compilation Situation status review meeting Manual systems E-databases Schedule reporting systems Project Management Software Projections Cost reporting systems Technical Office and reports

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11.3 Performance Reporting

Tools and techniques used for Performance Reporting:

Information presentation tools Performance information gathering and compilation Situation status review meeting Schedule reporting systems Regular events to exchange information at different project levels Cost reporting systems

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11.3 Performance Reporting

Tools and techniques used for Performance Reporting:

Information presentation tools Performance information gathering and compilation Situation status review meeting Schedule reporting systems Cost reporting systems

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11.3 Performance Reporting

As the result of the Performance Reporting we get:

Performance reports Projections Requested changes Recommended corrective actions Organizations process actives (updates)

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11.3 Performance Reporting

As the result of the Performance Reporting we get:

Performance reports Projections Organize and resume the gathered information Present the results against the baseline Requested changes Inform about current status and progress Recommended corrective actions Organizations process actives (updates)
Bar Diagram S Diagram Table

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11.3 Performance Reporting

As the result of the Performance Reporting we get:

Performance reports Projections Continuously updated Requested changes Recommended corrective actions Organizations process actives (updates)

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11.3 Performance Reporting

As the result of the Performance Reporting we get:

Performance reports Projections Requested changes Integrated change control Recommended corrective actions Organizations process actives (updates)

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11.3 Performance Reporting

As the result of the Performance Reporting we get:

Performance reports Projections Requested changes Recommended corrective actions For future improvement Organizations process actives (updates)

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11.3 Performance Reporting

As the result of the Performance Reporting we get:

Performance reports Projections Requested changes Recommended corrective actions Organizations process actives (updates)
From lessons learned

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11. Project Communications

Project Communications processes include: COMMUNICATIONS PLANNING INFORMATION DISTRIBUTION PERFORMANCE REPORTING STAKEHOLDERS MANAGEMENT

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11.4 Stakeholders Management

Stakehoklders management deals with communications management in order to:

Satisfy the project stakeholders needs Solve polemics with them

IMPROVES PROJECT PERFORMANCE

Normally the Project Director is personally responsible for Stakeholders Management

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11.4 Stakeholders Management

For Stakeholders Management it must be taken into account:

Communications Management Plan Organizations processes actives

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11.4 Stakeholders Management

For Stakeholders Management it must be taken into account:

Communications Management Plan Organizations processes actives are documented Stakeholders needs and expectations
allows to

understand the

targets expectations comms. level

they want

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11.4 Stakeholders Management

For Stakeholders Management it must be taken into account:

Communications Management Plan Organizations processes actives

Polemics with stakeholders are dealt and solved as they arise

Project Director

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11.4 Stakeholders Management

Tools and techniques used for Stakeholders Management:

Communications methods Polemic Register

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11.4 Stakeholders Management

Tools and techniques used for Stakeholders Management:

Communications methods Face to face meetings preferredPolemic Register

Video conferences Phone calls E-mails

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11.4 Stakeholders Management

Tools and techniques used for Stakeholders Management:

Communications methods Polemic Register

Document and supervise polemic resolutions: Polemics are: - enunciated and classified - owner assigned - resolution target day appointed

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11.4 Stakeholders Management

As the result of the Stakeholders Management we get:

Solved Polemics (documented) Approved change requests Approved corrective actions Organizations process actives (updates) Project Management Plan (updates)

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Questions & Answers

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