Effective Communication Methods for Project Managers

1.
A
Your communication needs to be correct for the situation. Because situations vary, so
must your communications methods.
Source: PMPR Exam Prep

Page: 305
2. B
The formula is [N x (N - 1)]/2. Therefore 9(8)/2 = 36. This question is really asking,
"How many total communication channels are there?"

Page: 307
3. D
Note the use of the word "meetings" in the question. Meetings are communications
tools.

Page: 308
4. B
A communications management plan includes a determination of what information
needs to be collected and when.

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5. A
The company change process or change control board would control whether or not
the sponsor needed to sign the change in this situation. Nothing in the question or the
field of project management could lead you to believe that choices C or D are
necessary. Only choice A gets to the root of the problem.

Page: 304
6. B
Your communications management plan outlines the stakeholders' reporting needs and
how you plan to meet those needs.

Page: 308
7. A
The project status needs to be known by many people. Therefore, it is best to make
this type of communication in writing so that it can be transmitted to many people. It
is also formal in that it is an official report of the project. Therefore, choice A is the
best answer.

Page: 306
8. D
You need to tailor the reports to meet the needs of all of your stakeholders, and not
just to one. Find out what each needs and address those needs. This should be outlined
in the communications management plan.

Page: 311
9. A
The key words here are "performance over time." A forecasting report (choice B)
looks only to the future. A status report (choice C) is generally static (relating to a
moment in time). A variance report (choice D) looks at specific project items or
activities compared to the plan. The only choice that addresses performance "over
time" is a trend report (choice A).

Page: 311
10. C
The communications management plan helps people understand what needs to be
communicated, to whom, when and by what methods.

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11. B
Because of the differences in culture and the distance between team members, formal
written communication is needed.

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12. C
You want to document the change to be sure that everyone gets the message, but it
does not require formal communication.

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13. A
With proper planning, you will be able to communicate effectively and accurately. In
this case you are not gathering the correct information needed to report to the client.

Page: 303
14. B
Many of these choices could be done, but ask yourself, what is the most effective
thing to do? The party may well generate lessons learned, and recording them (choice
A) would certainly be a good idea, but the question asked what to do first. There is a
more immediate issue; the manager. Choice C could also be useful, but it would
require taking time of all the stakeholders' when there is only one stakeholder, the
manager, who definitely has an issue. Besides, a good project manager would be
holding regular meetings with the stakeholders already. Choice D might be a good
idea, as the manager apparently is not communicating with the project manager.
However, this would not absolutely make sure the manager does communicate.
The manager is, in effect, saying that he is not getting the information he needs. His
lack of needed information is causing him to suggest more meetings. Too many
meetings are a problem on projects. The concept of information distribution (choice B)
is to determine who needs what information and to plan how to get it to them. A great
project manager does not just add meetings, but solves the real problem in the best
way. That might take the form of changing a report or sending existing reports to
different people rather than adding meetings. For these reasons, choice B is best.

Page: 309
15. D
Sometimes complex problems are caused by not doing simple things. The data in the
first paragraph, once you read the choices, is completely extraneous. The troubled
activity has float and so does not need immediate attention. Choice A may not be
necessary if the amount of float will not be exceeded by the delay. None of the
choices suggest investigating if the amount of float is enough to cover any delay
caused by the trouble, whatever it is. Rather, the choices take one in different
directions.
Choice B should have already been done before the project began. Choice C cannot
be best, as replacing team members does not solve the root cause of the problem.
Could there be something that the project manager is doing wrong, or could be doing
that she is not, that would solve the problem without losing resources? Wouldn't it be
more effective to discover the root cause of those team members' concerns so that the
problem does not surface again later? The creation of an issue log will let the troubled
team members know that their concerns have been heard, are noted, and will be
resolved. This might be enough to stop them from leaving and avoid project delays
and confusion if new team members must be added. This makes choice D the best
answer.

Page: 282
16. D
Choice A is not a "rule" for effective meetings. Since there is no indication that the
meeting was not scheduled in advance (choice B) or that there isn't a purpose (choice
C), these cannot be the best answers. "Discussed at random" implies no agenda
(choice D). If an agenda is issued beforehand, people will follow the outline and
should not need random discussions.

Page: 307
17. B
Reports help distribute information, not just report on progress.

Page: 309
18. D
The project manager's responsibility is to provide truthful project information. He or
she should thereafter discuss the impacts of their actions with the team members. If
that does not work, the next step is to report it to their functional managers.

Page: 311, 413
19. B
Performance reporting during closure is to show progress made on projects, not
activities (choice A). Approval is not needed to start the lessons learned (choice C).
Such reports are used to gain formal acceptance, not to show that it has been achieved
(choice D).

Page: 311
20. A
Memorize this number, 90 percent.

Page: 301
21. B
The key word is quickly. The status report (choice A) is too detailed for a quick look.
The forecast report (choice C) only looks into the future. The progress report (choice
B) will summarize project status.

Page: 311
22. B
Written communication allows your words to be documented, and they will go to
everyone in the same form. When there are complex problems, you want everyone to
receive the same thing.

Page: 305
23. B
The bar chart is the tool that shows schedule at a detailed enough level for discussion
with the team.

Page: 180
24. D
To ensure clear, concise communications, the project manager must manage
communications by deciding what form of communication is best.

Page: 305
25. A
When we talk about contracts, everything that we do is more formal than in other
project activities. Records are also important, thus the need for written
communication.

Page: 305
26. A
A communications management plan can attempt to control communications, but the
project manager needs to have open communications with everyone. This is the only
way to inform the appropriate people of the project status and to adequately control
the project.

Page: 308
27. B
Nonverbal communication carries 55 percent of the message you send. With this
much at stake, nonverbal communication is of major importance.

Page: 304
28. D
The communications management plan should cover all phases of the project.

Page: 308
29. C
The formula is [N x (N - 1)]/2 or (7 x 6)/2 = 21 communication channels.

Page: 307
30. B
Since there is no information about the sponsor or his needs in this situation and
nothing presented here relates to sponsors, choice A cannot be best. Choice C cannot
be best, as it is not a correct statement. One watches both predecessor and successor
activities. Choice D cannot be best, as the attendance at the party and the issue at hand
are not related. Often forgotten in communications management plans are the bosses
of team members (functional management, since of course you remember that we are
assuming a matrix organization). Including the bosses of team members in
communications planning, requirements gathering, risk and other areas of project
management helps make the project better. In addition, it helps the boss manage his
own resources effectively. If the functional manager of the team member assigned to
the predecessor activity had been included, he would have known when the team
member was needed to do work for the project and the impact, if any, of delay. The
communications management plan might also have included a method to
communicate potential delays. For these reasons, choice B is best.

Page: 308
31. A
Communications planning involves identifying communication requirements,
including the identification of any communication preferences. In this situation, "you
remind the sponsor" indicates that the information is being communicated according
to the plan. However, the plan does not reflect the needs of this stakeholder.

Page: 303
32. C
The formula is [N x (N - 1)]/2. Here you have to figure out how many more.
Therefore 5(4)/2 = 10, 8(7)/2 = 28, and finally 28 - 10 = 18.

Page: 307
33. A
Questions like this can drive one crazy. Although it asks for the most important thing,
there are many choices that are reasonably correct. In questions like this, look for the
most immediate need. In this case, the team member is in a manufacturing
environment. That means that communications will most likely be blocked by noise.
In order to have the issue at hand taken care of, the communication, it is best for the
project manager to use choice A.

Page: 313
34. C
Information is a key word here to tell you it is communications management (choice
C).

Page: 301
35. B
A wordy question; expect longer. Trends are found by comparing current to a baseline.
A trend report shows areas needing attention based on the time analysis.
Page: 311
36. A
The formula is [N x (N - 1)]/2, where N is the number of people. The original team
included 12 members, including you, for a total of 66 communication channels. The
new analyst increases the number of people to 13 and the number of communication
channels to 78, for a total increase of 12 new communication channels. The fact that
the analyst will be working directly with the testing sub-team does not reduce the
number of communication channels.

Page: 307
37. B
Occasionally you will find an easy question on the exam; at least I hope you found
this question easy. Did it improve your confidence?

Page: 303
38. B
Everything that we do is more formal in a contract environment than in other project
activities. Because choice B deals with contracts, it is the best answer.

Page: 305
39. D
The professional and social responsibility of the project manager requires that the
truth be told. Choice A is lying and unethical. Choice B is not the correct choice
because you do not KNOW the project will be late. There is time to fix the problems.
Choice C is not correct because there are no cost problems illustrated in the question.
As in any report, you need to state the issues and options.

Page: 311
40. D
Understanding the receiver's perspective allows you to direct the communication to
meet his needs.

Page: 304
41. B
Many of these choices could be done, but ask yourself, "What is the most effective
thing to do?" The party may well generate lessons learned, and recording them
(choice A) would certainly be a good idea, but the question asked what to do first.
There is a more immediate issue; the manager. Choice C could also be useful, but it
would require taking time of all the stakeholders' when there is only one stakeholder,
the manager, who definitely has an issue. Besides, a good project manager would be
holding regular meetings with the stakeholders already. Choice D might be a good
idea, as the manager apparently is not communicating with the project manager.
However, this would not absolutely make sure the manager does communicate.
The manager is, in effect, saying that he is not getting the information he needs. His
lack of needed information is causing him to suggest more meetings. Too many
meetings are a problem on projects. The concept of information distribution (choice B)
is to determine who needs what information and plan how to get it to them. A great
project manager does not just add meetings, but solves the real problem in the best
way. That might take the form of changing a report or sending existing reports to
different people rather than adding meetings. For these reasons, choice B is best.

Page: 309
42. D
Keep in mind this question is asking for how many new channels of communications
there are, not how many in total. Practice reading questions correctly. The formula is
[N x (N - 1)]/2or (5 x 4)/2 = 10 and (7 x 6)/2 = 21. 21 - 10 = 11 more channels of
communication.

Page: 307
43. A
Nonverbal communication carries 55 percent of the message you send.

Page: 304
44. B
The root cause of this problem is an inadequate communications management plan.
Though created by the project manager, it should, like the rest of the plan, be bought
into by the team. Choices A and C are creative ideas, but unfortunately, do not solve
the root cause of the problem. Choice D is penalty power, and not the first choice of
what to do.

Page: 308
45. B
The overriding measurement of what information to accumulate and communicate on
a project is whether that information contributes to the success of the project. The
required information would take time away from the project and not provide added
value.

Page: 311
46. D
This situation describes the need to "compare." A trend report (choice A) shows
performance over time. A forecasting report (choice B) looks only to the future. A
status report (choice C) is generally static (relating to a moment in time). The only
choice that compares project results is a variance analysis (choice D).

Page: 311
47. A
Many people select choice B, but the question asks for the purpose of such meetings.
Team members' reporting on what they are doing may best be done outside of
meetings. The main purpose is choice A.
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48. D
The best choice is D. If informal verbal communication does not solve the problem,
choice A is the next best choice. This does not mean that you do not keep records of
the problem, but this question is asking about communication between two parties.

Page: 305
49. A
You are trying to learn from both mistakes and successes. If you understand the
variances and their causes, you can try to avoid them in the future.

Page: 310
50. C
Performance reporting is a control feature and is also done during closure to report the
final performance of the project.

Page: 311
51. D
The formula is [N x (N - 1)]/2. Therefore 6(5)/2 = 15. Watch for questions that ask
how many MORE communication channels there are.

Page: 307
52. D
Here again is a question with more than one right answer. Would asking for something
in writing be the best way to communicate here? In this particular situation, asking for
the concern to be in writing might alienate the stakeholders. Therefore choice A
cannot be best. The issue log (choice C) is where the issue should be listed, but the
situation does not say if the project manager knows what the stakeholders' concern is.
Therefore C cannot be the best choice. Why not B? Notice the use of the words "all
stakeholders." Why bother other stakeholders with this problem when the project
manager already knows there may be some concern of stakeholder A and B to address,
not all stakeholders. Choice B refers to making a presentation. Presentations are
formal verbal. This problem would likely require informal verbal communication in
order to discover the real problem. Choice D is therefore the best choice.

Page: 312
53. D
Although the information is found as a sub-plan to the project management plan
(choice A), the communications management plan (choice D) is the best answer
because it directly answers the question.

Page: 308
54. D
Choice D includes all of the other choices. Stakeholders can be project assets who
perform project work, provide expert advice and remove roadblocks. Because they are
involved in the project, you should consider their needs when creating a
communications management plan.

Page: 308
55. D
Forecasts are an output of performance reporting.
Source: PMBOKR Guide

Page: 222
56. D
People from different cultures with different cultural values and beliefs stress the
importance of understanding both the basic definitions and the areas of cultural
impact. As project managers, we need to have good communication skills and a
willingness to adapt to other cultures.
Page: 308
57. D
This is an example of privity. Because Companies A and C have no legal relationship,
Company A cannot direct Company C. The smart thing to do is for the project
manager of Company A to call the project manager from Company B, and have him
communicate the directive from Company A.

Page: 382
58. A
More resources does not generally make it HARDER to use reward power (choice B).
Choice D makes no sense, so it cannot be the correct answer. This leaves only choice
A.

Page: 307
59. B
Meetings by definition are communications tools. There are other ways to determine
status and make and authorize changes. The project manager must use meetings to
communicate effectively.

Page: 307
60. B
The key word here is "future." A trend report (choice A) addresses past performance.
A status report (choice C) is generally static (relating to a moment in time). A variance
report (choice D) looks at specific project items or activities. The only choice that
looks to the future is a forecasting report (choice B).

Page: 311
61. A
Keep in mind that this question is asking for the total number of communication
channels, not how many more. The formula is [N x (N - 1)]/2 or (18 x 17)/2 = 153
channels of communication.

Page: 307
62. C
Choice A cannot be correct because the question states that all stakeholders received
the information. Choices B and D do not address the root cause of the problem. The
problem presented here shows that there is something missing in the communications
management plan. The best answer is to review the communications management
plan in order to prevent future problems and find any instances of similar problems.

Page: 308
63. C
All reports and diagrams are communications tools. This question asks you to pick the
most appropriate quality tool to help communications. An Ishikawa diagram (choice
C), also called a cause and effect diagram, is more appropriate than the Pareto chart
(choice B) since you are trying to determine the causes. Once causes are known and
you have data on occurrences, the data can be displayed in a Pareto chart.

Page: 248
64. D
Feedback is a tool to improve communication, not a communication "blocker."

Page: 312
65. B
Did you realize that the project manager is part of the communication channels?
Therefore, there are actually four stakeholders to begin with and six channels of
communication. The question is asking how many total channels of communication
you have with a team of five people. The formula is [N ?(N - 1)]/2 or (5 ?4)/2 = 10.

Page: 307
66. D
Notice that this question talks about what the team member should do? It is important
for the project manager to understand the team member's role and possibly even
instruct team members on how to work on projects and what is expected of them.
Choices A, B and C have one thing in common. They involve the team member
asking the project manager to do something. In reality, it may very well be the team
member who will come up with a solution (such as decreasing the scope of the
activity, fast tracking, or specific suggestions about changes to predecessor activities).
Therefore choice D is the best choice. But ask yourself, how do you run your projects?
Which is better, your way or this way? Lastly, please note that recommended
corrective actions can come from the team or stakeholders in addition to the project
manager.

Page: 286
67. D
Both choices A and D could have prevented the outcome, but D is the only one that
would ensure you were not sitting in a meeting with a document that had not been
reviewed.

Page: 414
68. C
Such communications must be in writing as they are changes to the contract.

Page: 306
69. C
Many project managers spend all their time while the work is being done issuing and
using status reports. Great project managers know these are necessary, but are not a
replacement for properly managing a project. By interacting with the team, watching
what is going on and listening to the team members, you will find out sooner than
later what the "real" status of the project is. Reports are normally a week or two
behind the actual work, causing a delay in reacting to problems. Therefore, choice C
is the biggest disadvantage.

Page: 311
70. D
The pitch and tone of voice (choice A) is not relevant here, as the project manager
could not even hear what was being said. There were no issues recognized after the
conversation, so none could be added to the issue log (choice B). This issue is not
related to communications requirements, so choice C cannot be best. Saying, "I am
not sure I properly heard what you said" during the conversation or asking for the
message to be repeated back to the sender would have prevented this problem. This
makes choice D the best option.

Page: 304
71. D
The professional and social responsibility of the project manager requires that the
truth be told. Choice A is lying and unethical. Choice B is not the correct choice
because you do not KNOW the project will be late. There is time to fix the problems.
Choice C is not correct because there are no cost problems illustrated in the question.
As in any report, you need to state the issues and options.

Page: 311, 413
72.A
Though all could help, the question is asking about additional activity. In other words,
"Where should the project manager spend extra time?" The most pressing need is in
the area of communications.

Page: 303
73.C
This question has many distracters. Choice D could not be best because there is no
indication that the agenda was inadequate. The situation does not indicate that the
boss was not aware of the situation (choice B). He could have been aware of the
problem of schedule delay and still, based on the situation, done the same thing. Why?
The project manager did not correctly interpret the magnitude of the customer's anger.
The project manager did not correctly receive the communication. The problem was
that the customer was angry and it was a bad communication choice to try to try to
explain why the schedule was delayed. It might be best to withdraw. The customer
was not ready to listen. After withdrawal, it would be best to review the change
control system because it is obvious something was missed in communicating
changes and their effect on the customer.

Page: 312
74.D
Choices C and D both include nonverbal communication, which represents 55 percent
of communication. Choice D adds paralingual communication (pitch and tone) and is
thus the best choice.

Page: 304
75.C
The major result of communication blockers and miscommunication as a whole is
conflict.

Page: 312

Effective Communication Methods for Project Managers

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Source: PMPR Exam Prep

Source: PMPR Exam Prep

Source: PMPR Exam Prep

Source: PMPR Exam Prep

Source: PMPR Exam Prep

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Source: PMBOKR Guide

Source: PMPR Exam Prep

Source: PMPR Exam Prep

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Source: PMPR Exam Prep