Chapter 12 Project Communication and Documentation - PowerPoint PPT Presentation

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Chapter 12 Project Communication and Documentation

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You can't sell project management or yourself without good communication skills. ... With poor communications projects are doomed to fail. ... – PowerPoint PPT presentation

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Title: Chapter 12 Project Communication and Documentation


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Chapter 12Project Communication and Documentation
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Learning Objectives
  • Suggestions for enhancing personal communications
  • Effective listening
  • Various types of project meetings
  • Formal project presentations
  • Project reports
  • Project documentation

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Real World Example
  • Vignette Three Words to the Wise Communicate,
    Communicate, Communicate
  • You cant sell project management or yourself
    without good communication skills.
  • The number one skill that companies are looking
    for is simply good communication skills.
  • With poor communications projects are doomed to
    fail.
  • Your ability to communicate effectively is
    perhaps the single most determinant of your
    success.

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Real World Example
  • Vignette Learning to Listen
  • Effective listening can make the difference
    between success and failure.
  • There are two types of people talkers and
    listeners.
  • The following are categories of ineffective
    listeners Chatterboxes, Star Trekkers,
    Appeasers, Wanderers, Nervous Nellies, and
    Bafflers.
  • When you listen you learn and you make better
    decisions.

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Personal Communication
  • Can occur through words or nonverbal behavior.
  • Can be face to face or use some other medium.
  • Can be oral or written.

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Oral Communication
  • Provides a forum for discussion.
  • Body language and tone are important.
  • Body language can be used by the listener to give
    feedback to the speaker.
  • Body language can be positive or negative.

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Oral Communication (Cont.)
  • Awareness of other cultures customs is
    important.
  • One must not to use offensive remarks.
  • Oral communication should be straightforward.
  • The timing of oral communication is important.

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Written Communication
  • Carried out through internal memos and external
    letters.
  • Are ways to efficiently communicate with a group.
  • May be appropriate as a follow-up to a
    face-to-face conversation or a phone call.
  • Should be used mostly to inform, confirm, and
    request.
  • Should be clear and concise.

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Effective Listening
  • The heart of communication is not words, but
    understanding.
  • Not only to be understood, but also to
    understand.
  • Half of making communication effective is
    listening.

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Common Barriers to Effective Listening
  • Pretending to listen
  • Distractions
  • Bias and closed-mindedness
  • Impatience
  • Jumping to conclusions

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Improving Listening Skills
  • Focus on the person talking.
  • Engage in active listening.
  • Ask questions.
  • Dont interrupt.

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Types of Project Meetings
  • Status review meetings
  • Problem-solving meetings
  • Technical design review meetings

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Status Review Meetings
  • Usually led or called by the project manager.
  • The primary purposes are to inform, to identify
    problems, and to identify action items.
  • Should be held on a regularly scheduled basis.

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Status Review Meetings Subjects for Discussion
  • Accomplishments since last meeting
  • Cost, schedule, and work
  • Scope
  • Status
  • Trends
  • Forecasts
  • Variances

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Status Review MeetingsSubjects for Discussion
(Cont.)
  • Corrective actions
  • Opportunities for improvement
  • Action item assignment

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Problem-Solving Meetings The Process
  • Develop a problem statement.
  • Identify potential causes of the problem.
  • Gather data and verify the most likely causes.
  • Identify possible solutions.
  • Evaluate the alternative solutions.
  • Determine the best solution.
  • Revise the project plan.
  • Implement the solution.
  • Determine if the problem has been solved.

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Technical Design Review Meetings
  • A preliminary design review meeting
  • A final design review meeting

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Effective Meetings Before the Meeting
  • Determine
  • whether a meeting is really necessary.
  • the purpose of the meeting.
  • who needs to participate in the meeting.
  • Distribute an agenda.
  • Prepare visual aids or handouts.
  • Make room visual aid arrangements.

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Effective Meetings During the Meeting
  • Start the meeting on time.
  • Designate a note-taker.
  • Review the purpose and the agenda.
  • Facilitatedont dominate.
  • Summarize the results at the end.
  • Do not overrun the scheduled meeting time.
  • Evaluate the meeting process.

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Effective Meetings After the Meeting
  • Publish the meeting results within 24 hours after
    the meeting.
  • The summary document should be concise.
  • It should confirm decisions that were made and
    list the action items.

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Preparing for a Presentation
  • Determine the purpose of the presentation
  • Know the audience.
  • Make an outline.
  • Use simple language.
  • Prepare notes or a final outline to use during
    the presentation.

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Preparing for a Presentation (Cont.)
  • Practice, practice, practice.
  • Prepare visual aids and test them.
  • Make copies of handout materials.
  • Request the audiovisual equipment well in
    advance.
  • Go into the meeting room when its empty and get
    a feel for the surroundings.

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Delivering a Presentation
  • Expect a bit of nervousness.
  • Know the first two or three sentences of your
    presentation.
  • Talk to the audience, not at it.
  • Speak clearly and confidently.
  • Use appropriate animation.
  • Do not stand in front of your visual aids.

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Delivering a Presentation (Cont.)
  • Build interest in your presentation.
  • Keep to the key points in your outline.
  • Know your closing lines.
  • Allow time for interaction with the audience.
  • When responding to questions, be sincere, candid,
    and confident.

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Types of Project Reports
  • Progress reports
  • Final report

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Progress Reports
  • May include
  • Accomplishments since prior report.
  • Current status of project performance.
  • Progress toward resolution of problems.
  • Planned corrective actions.
  • Problems or potential problems.
  • Milestones expected to be reached during next
    reporting period.

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Final Report
  • May include
  • Customers original need.
  • Original project objective.
  • Degree to which the original project objective
    was met.
  • Brief description of the project.
  • Future considerations.
  • A list of all deliverables provided to the
    customer.

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Preparing Useful Reports
  • Make your reports concise.
  • Write as you would speak.
  • Put the most important points first.
  • Use graphics where possible.
  • Pay as much attention to the format of the report
    as to the content.

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Project Documentation and Controlling Changes
  • Many other documents may be created.
  • Revisions can result from changes initiated by
    the customer or by the project team.
  • Some changes are trivial others are major.
  • Various project documents will be revised to
    incorporate changes.
  • Note when the revision was made and by whom on
    all documents.
  • It is important to distribute updated documents
    in a timely manner.

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