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Welcome Mr. Sadanand M. Sapre

'{ou last visited on 1/27/20073:2'9:37 PM

The Eye of Corrpetence

E.rned V"lue Anolvsi,

.. e-Learning

Note:

.. RIDL

This version of EVMS write up is done by one of tbe authors different than the one who did the EVNS write up in .the Time m~magement section of the pmguruonline,com'sit"e, You may also like to go. tRrou,gh the'other'write'up fonner-easing 'lour' understandfng otthe subject."

.. Full Length Test

.. Site Exam

.. Time Di~-~ribution

EVMS 'is a significant way of measuring project periormance. There' is a separate EV Body cf.Kncwletiqe getting momentum.

Conventionally while managing projects w.e look at the cost dimension and the time dimension separately, Our ncrrnal concern is - how much more time do we need forcomplctnu the particular task and h9W much more money will it costt Im,3gine 'if we could translate the' expendituteof money itself .as a function of time and combinethesetwo dimensions oftime and cost to asinqle dimension of cost alone, Shouldn't our projectlif!?" become a little simpler?" Certainly, yes,

.. chenqe. Passwor-d

~1/27~

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Welcome r:1t -, Sadanand M.Sapre - You last visited on 1/27/2007 )=2g;37 PM


Earned Value Analvsi,

.. e-Learning

Note:

.. RIDL

This version of EVMS write up is done .by one of the authors different than the one who did the EVNS wrJte up_in .the Time mqRagement section of the pmguruonline,com-site. You maya/so hke to gQ. tRrou,gh tbeother wnteuo for"incrE!asing vour understanding ot"the subject .

.. Full length Test

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EVMS 'IS a s'lgnificant way of measuring project performance. There IS a separate EV Body af.Knowle<dge getting momentum.

.. Time Dtstrtbutton

Converrtiorralh while managing projects w.e look. at the cost dimension and the time dimension separately. Our normal concern is - hqw much more time do we need fur ccrnpletnu the particular task ar d huw much more money will it C9St! Imagine if we could transla-te the excenditureot money itself as a function of time and cbrnbinethesetwc dimensions of time and costto a-single dimension of cost alone. Shouldn't our projectlife become a little simpler; Certainly! yes,

.. Change· Passwor-d

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.. e-Learning

Note:

.. RIDL

This version of EVMS write up is done .by one of the authors different than the one who did the EVNS wrJte up_in .the Time mqRagement section of the pmguruonline,com-site. You maya/so hke to gQ. tRrou,gh tbeother wnteuo for"incrE!asing vour understanding ot"the subject .

.. Full length Test

.. Site Exam

EVMS 'IS a s'lgnificant way of measuring project performance. There IS a separate EV Body af.Knowle<dge getting momentum.


Converrtiorralh while managing projects w.e look. at the cost dimension and the time dimension separately. Our normal concern is - hqw much more time do we need fur ccrnpletnu the particular task ar d huw much more money will it C9St! Imagine if we could transla-te the excenditureot money itself as a function of time and cbrnbinethesetwc dimensions of time and costto a-single dimension of cost alone. Shouldn't our projectlife become a little simpler; Certainly! yes,


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Earned Value (EV)

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"he-third value is the Earned Value (EV)·or the Budgeted Cost of Work oertcrmectjacwc) .

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This is the s.um of the approved cost estimates ior the physical »crk that was actually accomplished on the project plus the authorized budget for activities or porticns of activities that have been completed. This includes the sum of-all the approved ·cost estimates .

.. Site Exam


EV may include overhead allocation for activities or portions of activitjea.complatad during a given period, which is ·generally.project.,to-date. It s·hould be noted:that this value is based. on the costs that were.planned or budgeted to be incurred. for .completing the work N~lT what was actually incurred.


Today the terrrgerr ed Value-(EV) is rncrecnrr rrmnlv being used than Budgeted Cost of Work Performed (BCWP).

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Let us see how we.can.develop.this concept .

.. RIDL

"uperforrn an activity, we heed. two major' dimensions An activity (activities and tasks has been-used interchangeably) is performed on a time plene. Every ectivtv must have a start time and a finish-time. In order to perform- an activity, we also need resources. Ultimately the resources required to perform ectivities.ortasks.ce-r all be.transforrned into a common ·denominator, which is Money (cost) .

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Let us take an example-to see ho.c.tocetculetethe Earned Value

Suppose there are 7 activities that.are to be -perforrned within-a 'certein.tirrre frame. For simplicity! cost of performing the activities 'and money I~ -as surned to- mean the same thing.


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Thefirst thinq we naed.to do is plan how much work We are likelv to do tn.dftterent time ~e~i,~ds in e~G~ activity .

.. RIDL

Let us assume that.our 7 activities are A, B, C, 0, E, F and ·G. The Planned Value (PV) orthe .Budgeted. cost.ot WOt+ Scheduled, which is the estima-ted budqetthat has been approved for parfurminqeach ofthe se 7 ectivities , is US$100 P!3r activity,

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Let us further assume that all these activities are to· be performed in 5 days starting from M[lnday .. At the planni"ng . stage, the schedule and planned budget tor these five activities are shown·on the next page,


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Welcome r:1t -, Sadanand M.Sapre - You last visited on 1/27/2007 )=2g=37 PM



.. e-Learning

Activities

$ 1,00, Munday
$ 100 Wedne,sday
c $ 100 Tuesday,
D, $ rop ruesdav
$ 10D Thursda .
$ 100 Friday
$ 100· W'ednesday .. RIDL

IIctivity Name IIpproved Budget PV /BGWS

Scheduled day of the week for completing the activities

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Earned Value An,lysis


Let us see what the total cost of performing these 7 activities will be on a day-wise basis;

.. e-Learning

.. RIDL

Total forthe De

Activities Perfor

.. Full length Test

.. Site Exam



$ 100

Friday

IIctivity Name IIpproved Budget PV /BGWS

Scheduled day of the week for completing the activities

Munday

$ 100

Wedn~sdav

Tuesday

$ lOP

Tuestl.;iy

't hursda

$ 100

W·ednesday

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The accumulative Planned Value (PV)_or Budqat Cost of Work Scheduled (BCWS) for these .7 activities is shown below along with each .day's total

.. RIDL

The Aceurnuletive figures show the to date Planned Value figures for each time unit,

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..

Total for the Da

Accumulative


Monday $ 100 $ 100

Tuesday $ 200 $ 300 ($ 100 +.$ 200)

(tIOO previous accumulative for' Monday + $ 200 Cun1:!.nit·for Tuesday),


0J~9nesddy Thl.,-lrsday Friday

$.200 $ 100 $100

$.500 ($.300 +.$ Foo) $ 600 ($ 500 + $ rOO) $ 700 ($ 600 +$ rOO)

Total

$ 700

From the above table we can see the Planned Value (PV) for the project.

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Once.we heve planned out ~ur work-schedu!e next comes the execution phase where we need.to complete each activity arrrmftrm to our plan .

.. RIDL

.. Full length Test

However! once we begin actual execution vy:e find tha-t the e.tualekecuticn of these] activitiescould not be duneas was planned .

.. Site Exam

Let us rev·Iew the project rnldwavon Wednesday evening to see how our planned work is progressing:


We find that:

• On Monday, w·e couldonlv complete 50% of activity A 'instead of completing the whole -ectivtv .

• On 'ruesdav.the remaining 50% 9f activity A plus lQQ%· ~f Cwas completed.

• On WedneSDay, activity B and activity G are both completed as planned.


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Calculating the Earned Value

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Let us now calculate the Earned Value (EV) or the Budqeted -cost of Work Performed (BCWPJ forthe project .

.. Full length Test

.. Site Exam

E\I!BCWP

·Nht4-

Accumulative E'V

$.40.0.. ($20.0. + $20.0.)



Wedne"S"d.~y

From·this we see that as we have not done any work for ectjvjtv 0 that was planned to be completed on Tuesday and had a budget of $100 ·At our review on Wednesday eveninq we are behind by one activity that was to consume $.100 worth of resources.

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Actual Cost (AC)

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Let us now create.one additional dimension of the performance

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According to our plan, for Activ-ity AJ we had an approved budget of $100 'in which to.complete the. work; Due to some reasons. the cost that was actually incurred in executinu activitv Awas $150· instead of the estimated $100. MaybeJ we needed to hire some extra. equipment to· perform Activity A which was not planned for .

.. Site Exam


Similarly the Actual Costs (~C) incurred in completjng Activities. CJ B end ~ was: $.200, $100 end $75 resoectlvelv .


"hs- cost that w·as actually incurred in perfcrrnnu the activities and not our plenr ed cost can ba.callad the Actual C9St (AC) or the Actual Cost of Work Performed (ACWP).

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The·Actual_~ost incurred for thaactivitjes ~e~ormec:! till we~~e-sda.y aveninq is shown below:

.. RIDL

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Accumulative AC/ ACWP

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B~low we can now see all the three.accumujetlvervvm values tor our project nf 7 activitie-s .

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Accumulative AC/ACWP

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Your role' noW is·to rncnitcrthis small projectjtu see how to control the perf~~mance end provide the ~e~e-ssary "directional change to keep the project on track .

.. RIDL

.. Full length Test

How would we go about this?

.. Site Exam

To monitor the perfor:mance of the project we need to kn.ow:

1_' _T-,-;m_e_D_;._f_r;_b_ut_;o_· n What Was the scheduled work.we were supposed to complete in a specific time frame

.. :M'y Pr-oftle .. The planned cost or the budget tor completing this schedul~d work _ The scheduled work we have actually completed

_ The costthat was actually incurred. in cornoletim this' scheduled work


We need to monitor the variances 'in both schedule and cost planes against the actual perforrnance of the project.

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Let us see how we can.cakulete the Schedule Variance, which will show us' how far ahead. or how far behind Our project is with reference to the planned baseline i:e. PV,

.. RIDL

Schedule Variance'(SV) = EV - PV (orBCWP - BC-.WS)

.. Full length Test

.. Site Exam

At the end-of wednesday, SV IS $400 - $500 ~ -$100

. .


A neuative.sv means that W.E are. behind the planned schedule. We hed ular ned to complete. work worth $500 by Wednesd'ay:evening but actually oniy completed work worth $40Q .


A point to be noted is that the Schedule Variance. (SV) gives us the absolute value of the Schedule Variance at the review point. It, however, does not give an indication of the relative maqnitudecf.the project status. Tc.qet this we need to 'calculate the SV in %.

SV in % ~ SV' 100/ PV (BeWS) ~ -$100* 100/$.500:

= -2.0%

sv in % tells us how far ahead or behind we are in % A SV in %_of -2·0% means that our actual schedule is behind by 20% in .compe-tson to the work we had planned to. complete by Wedne.sday evening. Had the SV in % be.en +20% It would have m.eant that we are ahead of our planned schedule by 20%.

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Eorned Value Anol~si'

Schedule Performance Index.(SPI)


Let us define another term called Schedule Performance Index (SPI) SPI qive s us the schedule efficiency of performing the work .

.. e-Learning

.. RIDL

SPI is the ratio.qf the work wohovo actually .completed against.the work that i~ required to be.done in the activity. ~PI 'cad be 'calculateti both at the 'activity levEd and at thatntalnmjact level

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In our example, SPI is'$400!$500 = .S·


SPI of .8 meansthatwe are behind in 'ourschedule and have accomplished' only' 80%'of the· work we had planned to do.

In this ratio we can have ~ possibilities.

• SPI.can be = 1 which shows that.the project is ruht.on target i.e. the work actually performed (EV) is the same es.the planned work (PV).

• SPI < 1 shows that the project is behind schedule i.e. the work actually performed (EV)" is the less than the planned

work (PV). . .

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• SPI > 1 shows that the projectis ahead. of schedule I.e. the work actually performed (EV) IS the more than the planned work (PV).

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Welcome Mr. Sadanand M.Sapre '{ou last visited on 1/27/20073:2'9:37 PM

Earned Value iln,lysis


Let us see how the.different progress scenarios would.look if.drawn as· a'S' curve,

.. e-Learning

An ·'S' .curve is used to show any. cumulative figure and the Earned Value figures are generally cumulative figures.,

.. RIDL

Recap: PV or Bews shows the cumulative planned budgetJ,AC or ACWP shows the 'costs actually Incurred In ccrnpletinq the PV and EV or BCWS reflects the value of the planned budget not the actual expenses-tor-the "Work completed by the review date,

.. Full length Test

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Both the Planned Value and the Acutal cost are monitored in relat.on to the Earned. Value,

OVER BUDGET and AHEAD OF SCHEDULE


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UNDER BUDGET and AHEAD OF 5CHEDULE

.. RIDL

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T~

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TIME

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UNDER BUDGET and BEHIND SCHEDULE

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x

Let us now look at the cost dimension.


What is the cost position in our project? Have we:

• Spent more monev.or resuurces than what waa.apprcvad

• The seme 'amount of money or

• Less money than the 'approved .budget

.. e-Learning

.. RIDL

In order to monitor.this we need to look et what is. called the Cost Variance (CV),

.. Full length Test

CV is a meesu-e of the conformance ot.ectualcost ot.aertcrmnu the work to the budget. Let us check the status of our project of 7 activities and see where we stand .

.. Site Exam


1-, -'Mc-"-P-.-o-f;-'.-------- In the schedule plane to check the progress of work we calculated the.Scheduleveriance.Trt.the 'cost plene-we no.w calculate the Cost Variance to check the Actual Cost that w~s incurred in the project to perform the croiect activities in comparison to what we had planned to spend for executinu the same work,


Cost Variance (CV)

To 'calculate the Cost Variance (CV), ·the Actual Costs (AC or ACWP) Incurred for doing a certeinemount of .work is

subtracted from the.Earned value -. (EV or BCWP) for theseme amount of work. .

Cost Variance (CV) = EV - 'AC (or BCWP - ACWP)

In our project at.the end of Wednesday, EV was $40D_and AC was $525 so: tv is $400 - $525 ~ -$125

A negative CV implies that we have spent more money (resources' cost money) in executing work then' what was planned anti ?pprovetl for the work, A negative CV is BAD as it shows a cost overrun,

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• If Cost Variance (CV) is zero it means that the actual costs incurred were e~ac:tJy as planned.

'II! A posltiv.e·CV would mean that our project is under budqet i.e: we spent less than the planned budget • a negative CV would show that we are over budget

.. RIDL

.. Full length Test

For our project on Wednesday evening a cumulative Earned value (EV or BCWP) of $400 and an Actual Cost (AC or ACWP) of $525 means that we have spent $525to do work-that was budgeted to be completed i-r cnlv $400 r.e this-

work had a PV of $400. This means we·.are over budget by $125. .

.. Site Exam


1-, -'Mc-"-P-.-o-f;-'.-------- Please nota.ths Cost Variance oivss us an absolute valuecf ths costs: incurred and .does not provide adsar picture of thereletive rnaqnitudeof the costs incurred .


To do that we need to. calculate tv in oio CV in % ~ CV'100lEV (or CV*100/BCWP)

~ -$125* 100/$400' ,

= -31.25%

CV in % shows· us howeffectivelv we are utilizinu.our funds in terms of what wI? should have spent andwhat WI? actually spent in perfcrrninu the same work. It measures the deviation betwen the Earned"Value and the Actual·c"ost.

In our project a figure of -31.25% means that for every $ we were supposed to spen.d for doing the work we are actually spending 31.25 cents more. +% would mean that we are spendinu less than we had planned. Negative is BAD.

~22/27~

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Cost Performance Index «(PI)

Let us define another term called Cost Performance Index (CPI). CPI gives us the cost efficiency of doing the work.

CPI is the ratio nf the'Eart""!e9 Value to.the Actual Ci?st of pertnrmnn the wqrk .


.. e-Learning

CPI ~ EVlAC (Same as BCWPjACWP)

.. RIDL

.. Full length Test

In our project of 7 activities the CPI ~ $400/$525 ~ approxirnatolv ,7.5

.. Site Exam

A CPI of .75 means that for every $ spent in the project, we ere effectively qettinq 75 cents worth the value in terms of . 'our original plan. Ideally, CPI should be equal to' or close' to 1.



CPI > 1 means that-the project is under budget. We have "completed the work in less money than-the budgetary accroval for it. We are wise and. efficient in spendnu rncnsv as we per-orrned more WWk for the same rncnsv .

Just as in.the case· of SPI, 'in CP) also we. can have 3 possibilities.

• CPI = 1 which means that the project cust is right on target i.e. for the work that has been accomplished (EV) the actual cost (AC) incurred is-the s'ame.es the ap.p.roved budgeted cost for performing it. The project cost IS same as

planned. .

• CPI < 1 means that the oroiect is ever bufoet, FW the work that has been accomplished (EV) the actual cost (AC) incurred is rnorethan the approved budueted cost forpertnrrrinu it.

• CP.I> 1 means the project ls under budget. For the work that hesbee-i accomplished (EV) the actual cost CAe) incurred is less than the approved budgeted "cost for performing it.

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In essence, iri reviewing our sample project of 7 activities we find that.on the schedule front we are behind schedule

while inthe cost front w~· are over budqet, .

.. RIDL

Let us now look at the status of the project-as a.diaqram by using '5' - Curves which are based on cumulative fiqures . (Since. any line that IS drawn us·Ing ·cumulatlve figures generally resembles the alphabet 5 such cumulative.tiqures are tailed 5- Curve.)

.. Full length Test

.. Site Exam


'the.dtaurerri abovewhich is.beinu reviewed durinq the croiect.shows the.crciect's Planned Value; gernedvaue, Actual "Cost the Schedule Variance and. the Cost variance:


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Some of the difficulties in EVMS

.. RIDL

1. The plotting of a graph is the least problematic. The-reasonableness and the accuracy of the data need to be ascertained. Thumb rule-is to reflect the data accuracy by depictinq it as re alisticallv as possible .

.. Full length Test

.. Site Exam

Car.e must be taken to· ensur.e that the schedule of work dono and the corresponding budget that·are plotted as PV (BCWS~ are taken on same basis whenreportirru actual costs .


There should ~e conststencvbetween the. work/schedule' and the butiqet taken while fixing the P!ant""!e9 Value (BeWS) and for computing the Actual Cost (ACWP). For instance: an expendi-ure.on rnetertalcould be recognized depending. on when the .commitmerit is made to purchase the material, ur when it is delivered or when it is accepted or when it is invoiced or when it is paid for. All of these dates are-different. Care must be taken to see thatthe same conditions that are assumed torpv are also taken fbrcalulatinu thErAC to" get a correct analysis.


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2. When reporting the work complete, many people tend to report the % complete based on the % of. elec sed time, Thus if elapsed time is 40% and only 20% of the work has been completed then reporting based'on such a time-based % complete, will give wr.ong inputs as we will show 40% of the wcrk is complete instead of only 20%. There are several approaches used to. solve this kind .uf discrepancy. 'in reporting between when an activitv was begun and when' it can

be considered to be complete .

.. RIDL

.. Full length Test

.. 50:50. rule is.one such approach. In this approach 50% of the 'Earned value-is credited as work.done when we begin the activity. The.rernaininq 50%' credit is.qivan only. after the attiv'itj has been fully cornoleted . I-'-M~V-P-'-Of-il.-------------

.. Site Exam


There areothervanatlons to this 50': 50 rule such as:

• 20:80 or 0:.100; 'r-ie.tlrst figure indicates the.credlt given to work when it is started and.the second figure when the work)s completed. 20: 80 would mean 20% .ereditat the time .uf starting the work and 80'%'at the trrne of actually finishing it


• 0: 100. would mean o%:at the time of starting an activity and 10Q%" at.the time .of finishing it. Different combinations

can also be.used such as 4~.:6ci'J 6o:4D·e·tc. '. . . . .

The import;ant thing is that whetever method is chosen itshould be consistently followed thrcuuhout theproject .. and the orqaniz etion to have a correct pictur.e.

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3. It is difficult to alw_ays have fixed values for' the PV (BeWS) as a singLe figure, A range. of PV across the project life cvcle could be a better measure, Such a range will give rise to probability considerations, Similar to 3 .tirne estimates, 'the Planned Value. can be based on a probability such as 3time·estimates;

.. RIDL

.. Full length Test

.. Site Exam



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Perform.nee Reporting

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Information management and distribution I~ad-s to the·pro~uctio~ nf project records, project reports and presentations . 'the-project reporting includes project perfnrrnancereportinq exercise a~ one of its important component to understand the project progress

.. RIDL

.. Full length Test

Performance r.eporting involves collecting and disseminating performance related information to provide.stakeholders with' information about how the resources arebeinq used to achieve the project objectives, The process includes:

.. Site Exam


Status reporting: "describing the current status of the project as it presently stands

Progress reporting: describinuwhat the project team l-as accomplished during a spetiticperiodof time·with reference to some pre-determined. parameters such as schedues. costs.firne. etc.


Forecasting: this exercise consists of predicting.the future status and progress of the projectin the present circumstances considering the axp sctad.circurnstancas under which the project would be developed

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Performance reporting s~or:ld generally orovfde information on scope, schedule. cost,_guality' etc. Many projects also require mtorrrretionon risk and procurement. Reports for such activities may be prepared comprehensively or on ari exception basis as planned and required. In the project .

.. RIDL

.. Full length Test

Project performance reporting is. done using various methods and techniques. scr-re.of.the.technicues are dis.cussed below:

.. Site Exam


Performance reviews: These are meetings held to assess the project status and progress. These aretvpicallv used in ccnjunctiun with one or more.or the perf~~mance reportinq.techniques deso-lbed b~low .


Trend A·nal.ysis : Trend analysis involves examining project' results over time to deterrnne if oe-forrnence is imprcvnu or detenoretino.

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References"

~ http.:/iwww.pmguruonlin.e:coro/ipmad:ihdia)(pde2iimaks4itgzO-to~hxqi5i/eLeaming!Main~1PICiD-1t<K018$Kon8ep}IQ ..... 1S~g





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Variance analysis: It Involves comparing actual project resutts.to planned qr expected results. CDSt and schedule variance are themostcom-rronlv anavze-t aspects ot the 'project performance. However, variances from plan in the areas of SCDpe, resource, quality and risk are. often of equal Dr oreetertmportance

.. RIDL

.. Full length Test

Earned Value Analysis (EVA) : EVA in its various forms is the rnost cornmcnlv .used method of performance measurement. It j'ntegrates scope, cost and schedule measures to. help the project management team assess project pertormence. It has been dealt in details under sections cost and Time management .

.. Site Exam



Project reportinq results in the production ot project reporta.and further action in the term ot change requests·to. be taken to' deliver the project as per the schedules end other constraints. .

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Performanoe Reporting


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Performance reports: Performance reports or.ganiie and summarize the informetion.uetheted and present the results of any analysis from such reports. Repor.ts should provide.the kinds of information and thelevel.of.detail required by stakeholders-as documented in the communtcetron management plan .

.. RIDL

.. Full length Test

Common formetsof reports include bar charts, S curves; histograms, tables etc

.. Site Exam

Change requests : Anal~.si5 of project performance otter- ueneretes.areques-for a chenoeto some aspect of-the project. These.chanqe requests ·are documented and. handled as· per.the procedures documented inthe chance.control processes .. ~hange requests can gene~ate due to various reasons like change in the scope, requirernents, schedules, resources etc .




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Foreoasting


Forecasting is the' process of estimation in and unfamiliar situations .

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.. RIDL

In projects forecasting is done to predict how the project will progress so that timely action can-be taken to address the relevant issues .

.. Full length Test

.. Site Exam

r-orecastinq is often used tc.credi-tthe.likelv project costs'. and the oroiect's expected completion tirne b~sed on the actual progress .



Earned Value Management System is an important technique that helps the project manager and the team to see the' variances between planned cost and time Estimate At completion forecasts what the project is likely to.end up costing.

Forecasting IS also done to predict the likely occurrence of risks and'opportunities


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Information Management

If



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Project managers ere besicallv involved. iri communication processes very extensively, They communicate with the tearn members, with the functional heads fcrneqotiatinq the resourcesrseriors to keepthem informed, sut contractors to monitor their prouress and to stakeholders to meet their diversified expectations at times. Basically, a project manger spends upto 70 to -80% of his/her time in communication process .

.. RIDL

.. Full length Test

.. Site Exam

Communication' should be so effective that the right information or the status IS passed on-timely and effectively without voluminous reports and 'requiring rocket science' to understand them, The simpler-the communication process the more effective it becomes, often, if-the intorrnation reports end rncriitorinu status reports. are hot simple, they are not used ..



There is an information explosion and it is doubling every year. It is necessary to get the relevant information required in the project tor taking ttmelv declsto-is.

We use Information both to keep' ourselves up-to-date about the status of-the events and also to be able to take timely decisions in the project.

~eed for Information

In all projects reliable; upto date, timely intorrnation is needed by stakeholders so that they "Can:

• take the required decisions more effectively

• respon.d to future ri-sks and opportunities

• monitor and control the project

.. taker-ecessarv corrective actionsto keep the proiect.cn track

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The fundamental principle of intorrnetio-r rnarreuement is. that if one has all the informatiori one needs, it has a very good possibilitvof receiving the best treatment in terms of decisicn-rnakinq, monitoring and control.

.. RIDL

With no i-ifn-rnatirm. ~he uncertainty level goes up and lt.becomes very risky. Ri~k ls clearl.y ),Iery· high ih taking declsfons based on little- or no information. One may not have the luxury of having all the 'information one would like to have before taking d decision-still it is very important for all the stakeholders to receive reliable intormetionzreports.as and

when they require it. .

.. Full length Test

.. Site Exam


Information, both in terms of knowledge and actual documents/records-is essential to communicate in the oroisct, Right through the project from "its conception to post project ~eviews,·.a larqeand wide range of intorrnation will be used,


One would also need reports to meet statutory' and legal requirements in the project.

The actual type of Information will "depend onthe phase endtvpe 'of the project undertaken. In-order to' manage this information a policy has-te be forrnuleted.end followed, This". can ~e done.onlv efter first understendinu all the specific heeds.of the ditterent.stakeholders of the pr·oject.·,

Information manacernent is crucial inanv project,

Reports required would cover two types - those needed for decision making In the project and to meet statutory

requirements

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A furmellv euurcveu Information Management pollcv to rrrarraqe the intorrnetion has to be put iri place bv the project manager, ·SUch a policy. should consider heads such as:

• Documerrttypes

• Retention schedules

• Information security

• project working procedures

• Supporting systems .

.. RIDL

.. Full length Test

.. Site Exam


1-, -'Mc-"-P-.-o-f;-'.-------- The Information Management Policy must address aspects given below: 'II! Assigning specific roles and responsibilities to manage the information

• The procedures, standards and guideJines to. be followed in information management

• The tntrestruc-ure (hardware, computers etc) needed

• How Information management Will fit Into the overall project structure


Document details/Matrix·

Most information that will be used in the project will be some form. of. document, A document matrix i~ formally made that will hichliuhtthe.tvoe.o=document. it's author, number and date, versionnumber, document's retention period, destructiondate, destruction euthohsetlonetc.

Similarly e.document distribution schedule should also be made that will highlight what inforrnetiorruocurnent IS to be sent to whom, the frequency, format required etc,

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The type of documents used could ·cover topics such as:


• perforrna-rce reports

• Meeting euendas/rninutes.of rneetinus

• Chang!? requests 8<. approved chances 'II! Bar charts ::;how.ing schedules

• Histograms, '5' curves

• Arc~itectural / enqineerinq drawi-ngs / technical ~peciflcatior.Js

.. e-Learning

.. RIDL

• Variance reports showing ·differences In the project's planned time and budget and actual progress and costs

.. Full length Test

• Exception reports

• proiect .Regist~rs/Lpgs

• Issue Logs

.. Site Exam

Performance Reports - cover-a variety of reports. They prcvitie information on all aspects-of the project to the

1-, -'Mc-"-P-.-o-f;-'.-------- stakeholder so that quick action can be taken if necessary; Earned Value AnalysIs is the most commonly used method of performance measurement. Reports include information on how .different resources are being used to achieve project objectives! scope! schedule, ·cost and quality aspects ~f the project and risk and -procurement aspects where relevant ~f project.



Issue.Logs - Thi~ log which is often maintained by the Pr·oject Su.p'pdrt Office is used to record.and keep track of all the Issues thatcome up in the project: Full details are kept of each issue such as· whn raised the issue! the cause of Issue. date issue w.as Paised. -te-srrintinn of the issue, it's potential impact on-the project and current stetus Once the lssue!s resolved the issue log IS updated.

Project Register.s/Logs - thiS Includes di·fferent registers ma-Inta-Ined in the project such as a risk register and 'chenue register. The rcaistcr is used record] track and communicate relevant information inthe project to stakeholders,

The ectue! Intormetlonusedyraports will vary depending on the project's phese.

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When hendlnu information the project manager rnust also consider the security and ccnfidentialitv of the data. A

balance has to be kept in' what to distribute and to whom.' .

.. RIDL

~·wide variety of information is used tn the project and this will vary depending on th.e staqe of the project, Infect, information also moves through life cycle activities. Comptrterisation pl·ays a key role in information qeneration, management and storeqe .

.. Full length Test

.. Site Exam

Information management covers.the key eluhtfunctionelitles of: 1-, -'Mc-"-P-.-o-f;-'.-------- • Acquisition

'II! creation

• Retrieval

• Distribution

• Documentdepository

• Records management

• workflow

• Collaborative working



The oocument depository Which stores and keeps track of .0311 the project data including latest configuration details is the backbone of the.date available and full data security should be maintained to keep it intact.

(_ Te~t Y-iJur Understalldi[lg )

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Communication PI~nning


All projects require that proper plenninu be clone for cornrnunicatinu prciectintormation. The information needs of each project and the methods used to communicate and distribute Information will vary ·depending on the project requirements. Communication planning should be done·for every project sothat all project aspects are considered . Effective communlcatlons is tightly linked with both the.technical needs ot tneorotectas well as.the nruanizatinnal planning and structure-end they will have a major effect' on the project's communication requirements .

.. e-Learning

.. RIDL

.. Full length Test

.~ommunication·planning.lnvolves property. determirunq the information and communication needs of the project such as who needs the information, when they will need it, how the information will be, given to them, who. is responsible for ccrnrnunicatin.r the infor:mation etc .

.. Site Exam


This addresses a large number of factors "Covering aspects such as fullv identifying the requirements of-all thedifferent project. sta_keholde~s~. thetechnolcqv available, the organizational wcrk.authuriz atipn system, any statutory rules end regulations that must be met, the oruentaetiorrel structure of the pertormno brqaniz atiun, company culture, cnmplexitv of the project, skill availability, indus.tr.y norms etc. The project manager must determine the.useof suitable means to meet all these needs for achievinq project success.


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communtcanon Planning

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comm.mtcettorrs planning. is done as. a part nf the earliest project phases. The re-sults of these processes_should be reviewed regularly throughout the project and revised as end when needed to er surecontinued applicability .

.. RIDL

.. Full length Test

Many. inputs should be used when planning the project's ccmmurricetions so-that comprehensive information cart be collected, processed as needed end.then distributed to the relevant persons. These inputs include:

.. Site Exam

_ Organizational reporting charts

1_' _T-,-;m_e_D_;._f_r;_b_ut_;o_· n A list of all the deparmentsthat will·be involved in the project and their responsibilities

.. :M'y Pr-oftle .. when and where.rtocettor ) the people·will be involved

_ The ditferent.orueniz stions and contractors if any who-will be involved _ The technolouv for cornrnunicatinu


As mentioned earlier to. plan the communication requir:ements cftcctivclv.thc project manager should fully .consider.the communication needsfor all the internal as well as the external stakeholders, oruanizetiunal issues, the project environment-end technical needs.

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Communication Planning


The communication' requirements for the project and the flow of intcrmotion will bcaftcttcd by many factors including:

.. e-Learning

• Who. will need what information

• When and how often Will the Information be needed

• The stakeholders involved - a stakeholder analysis must be-done tounderstendtheir needs

• The reporting structure of the certorrnino orcaniz ation

• The best W8'y to distribute the required intormatior

• The tcchnolouv thatis available for communlcatir c

1-, -'Mc-"-P-.-o-f;-'.-------- 'II! IAlill new technology. need to be procured for comrnunicetions

• The complexity of the. project i.e. noof departments J locations involved,.technology

• The length of the project

• Is the technology likely to change during the project

• Is the project an in-house one or being done under contract

• The .contents and format to be used for cresentina different reports

• Ditte-entoroiect contreints that must be considered

.. RIDL

.. Full length Test

.. Site Exam



~st yp.ur ':qndeq~tallding )

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Welcome 1"11"" •. sadanand M Sapr-e - 'iou la5tvi5ited on 1/27/2'007 3:2g:37·PM

Communication Process


Probably the single most irnocrtarrtthina in project management is communication. It. is said that if good communication exists in the project, the.team will be motivated, and project will succeed in spite of the problems that might_otherwise have jeopardised the project .

.. e-Learning

.. RIDL

.. Full length Test

Project management requires ccmrnunicaticn, communication and communication, Most of the- time "of the project manager is spent in communication, It is es sential that project managers have good cornrnunication skills end.a oood understanding of communications,·

.. Site Exam

Communicatinrris required tourrde-stero the needs of all the stakeholders, communicate project progress to project 1-, -'Mc-"-P-.-o-f;-'.-------- "teem members and.other relevant stakeholders allOWing thern.to take informed timely action to keep the project on track, motivate team members; ne jotiete for.dfferent tvoes.ot resources through the project etc .



Communication-management is the process required to ensure timely and.aporcpriata generation, collection,

dissernineticn, storaue.end ultimately dispositon of proiect information, .

communtcotton is done to deliver tntormctlonymes sones in a timely manner to retevent-stekeholders.

Project communication can be ~ - written formal.

- written inf.ormal

- oral formal and

- oral informal

Communicati"n_g both within·the project as.well as.outside the 'project should be prcperlv planned,

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communlcarlon Process


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To ensure effective communication in the project the project manager should develop a Communication Strategy as w~11 as a ·c"ommi.mi"cation Plan early. inthe project,

.. RIDL

Communication Strategy

The Communication Strategy is a strategy that de-velops and defines how to effectively implernentccrnmunications through the project life cycle by using both Informal communications like intormaloet tooethe-s and meetings as well as

formal communications like. letters and reports. ' .

.. Full length Test

.. Site Exam


Communications Plan

The Communications Plan describes how to distribute and retrieve information from all thestakeholders.


When developing the Communication ~.Ian the project manager and his team must includ.e in it:

• The needs and requirements of the·different stakeholders from the stakeholder analysis

• The scope, purpose and quality requirements of the project (available in the Busines-s case, the Project Management

Plan, Product details, Quality plan etc.) . .

• The types of ·reports.that·will be required bv.stakehclders and.at what frequency?

• Who. willbe responsiole for preparing whichreports?

'II! Who' will receive which report, the intorrnstion to be included inthe report, how often will each report be prepared? • What s ources.ofintormation Will be used to pr.ep.are the .dfferent r.eports?

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cemmunreenen Process


A sample communtcetrons Plan template that can be used is shown' below (reference APM Project Management Pathways)'

.. e-Learning

.. RIDL

• Executive summary 'II! Key messages

- Mission/vision

- Busine~s plan objectives

.. Full length Test

.. Site Exam

- People issues

• The audience e.g . 1----,------------ - All-team members

.. :M'y Pr-oftle _ Senior rner aqerrtent - other depa-trnents

- Customers

- Contractors

• Communications methods e.u, - r ece-to-tace

- Meetinqs



- memos

- Electronic corrununications etc • Feedback methods

'II! Resp.btisibility. definitions

• Definition of measurement system

• Timing chart

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communlcarlon Process

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.. e-Learning

pro iect Manager's (PM) role in communication:

The projsct manager pL3YS a key role in cornrnunication, is responsible for the overall communicatio-i in the project arid can spend from ·75%.to·gO% ofhis/r ertime.on some form of communication,

.. RIDL

.. Full length Test

The project manager has to commur-icete with a. Wide range of persons such as'

.. Site Exam

• Upper management to ensure their.continued support

• Team rner-ibers.tc solve any conflicts, motivate arid train them, supervise-their work" co- ordinate.their activities 1-, -'Mc-"-P-.-o-f;-I.-------- • customer-clients to discuss the project and get approvals/accsptanca

'II! Subcontractors and other suppliers to monitor them

• Functional heads to get the. necessary resources



To do·th·Is he/she Will use Upward .ccmmuncation. Downward communlcation'and Horizontal communication.

The proiect.Soons cr should acc:ep~ the different reports of the oroiect.qenereted by the project manager and his team,

As. the project's integrator the project manager has to ensure that the various parts and pieces of the project fit properly at. the right time so that the project can function as an inteurated unit,

Not only is t~e project meneqer responsible for.the majority .of the comm.uni-catiops Within the project he/she also. ha~ the responsibility of.ensurinq that the messages sent by them are properly received and properly understood by their team members,

To avoid communication blocks in.the taamthe 'project rnarrauer mustalso encourage good communicati"on among the

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As the project's integrator the project manager has to ensure that the. various parts and pieces of the. project fit properly at the ri.grrt time 50 that the project can function as an 'integrated unit.


Not only. is the project manager responsible for the majority 'of the communications within-the project he/she also has the.resoonslbtlftv of ensuring that the me-ssage-s set""!t by' them are properly received and properly .understood hvtheir

team me·mbers. . . . .

.. e-Learning

.. RIDL

To avoid communication blocks in the team-the project manager must. also encouraue good cornrnunicstion among the different team members;

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.. Site Exam

Commtmicating within the project as well as outside the project has to be properly planned to be effective


1----,------------ The project manaaer's.responsbihties-to ensure communications in-the project IS effective includes

.. :M'y Pr-oftle • understendmo 'and establishing the communication needs and requirements of the project's stakeholders

• Choosing the most appropriate communication channel or method to cornrnunicete e.o. telephone, e-mail, memo, . lsttsr, fax etc

• Ensure the type. and frequency of communications required by stakeholders is included in the communication plan and i-s implemented 'in a timely msnneres planned

• Define the roles and responsihilities and ownership ot.teem members for cerreretno and distributing information

• Conductinuqualitv checkser-d.eudits periodicallv.tcensure that the reports and other' communication is being carried out properly and to the required quality

• Try to reduce the:communication barriers that maybe disrupting/distorting ccrnrnunicstions ion the project

• Use logs/registers to keep track of and. record irncortsnt cornrnunications made

'II! Ensure that all statutory cornmunlcation required in the projact is met as per the law and duly recorded

• Be alert to new .cor-mumcetion requirements of stakeholders' as well, as for any unplanned Information and reports


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Communication PILin


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once.the needs of the var!or:s stakeholders heve.been Her-tifiadand und,?r~tood through communications planning a Communication Management Plan is prepared .

.. RIDL

This Cornrnunicaticns Plan can be a verv formal document or an" informal document arid a very broadly framed or a .detailed plan.depending on what will be most suitable for.the project needs,

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The Communication Maneqemerrt Plan should contain details pertaininq to:


1----,------------ .. The.d~tailed communication requirementsof.all the s~a~eholders of the project .

.. :M'y Pr-oftle • A description 'of the information that is to be distributed, including it's format, content level of detail required, and the

conventions/definitions to be used in the ~eports, .

'II! The methods theft willbs used to gather· and store various types of mtormst.cn arid how axisrinq information will be filed, stored and retrieved,

• ~ distribution structure that shows to whom intorrnation will flow, and what methods will be used to distribute the verous types of. information.

• Production schedule showmq-treq.rencv of when each type of communication-will be produced.

• Methods of accessing Information between scheduled communications

• A method of refining and updetinu the.corrnnunication manage~rwnt·plan i3S the project progresses and deveops.

• The schedules for.the different rneetinus.tc be held - perform·ance reviews, team meetings, status reports, broures reports etc, and who will be responsible·for distributing in"formation for theserneetinqs.

• Details of the common terminology and acronyms used.


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Barriers to Communication

If any of the incredients.or elements ot the.cornrnunicetion process is defective in any way, clarity reuerdin; the' meaning anti understendinc of the message sent and received can be 'reduced,

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There are several macro and micro barriers to' communication that can arise leading to bottlenecks and forrnbarriers to .communication. These macro and rntcro Communication Barriers cover the area-s of:

• cersonel (psyr::hQloglcal) barriers

• Technical barriers

• Cultural barriers

• oroeniaational barriers

• Environmental barriers

.. e-Learning

.. RIDL

.. Full length Test

.. Site Exam

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Barriers. to communlcarlon

Personal or Psychological.Comm.unication Barriers ~~ise from everyday interactions with other people and have a larg!? negative impact on communication, They cover of factors such as:

• Dogmatic attitude of sender If the receiver feels that their opinions are not valued he/she will react and become I

defensive of their own viewpoints and be less receptive to message

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.. Disli~e/p~rsqnal prejudice of the. reoever - if a p~rsqn who is recetvtno information dlsftkes.the sen-fer for any reason they will notpev.as much. attention to the intormatior- received by them' as they' should Th~ sender becomes mor,? importantthan the messece-sent

.. RIDL

.. Full length Test

• Selective/biased listening - receiver has some perceived bias that causes them to dis.r:egard/neglect the message sent and' instead listen to what they wish to hear

.. Site Exam

• Defensive listening. by receiver - perceptual bias that arises when-the information received clashes with-receiver's

1-, -'Mc-"-P-.-o-f;-'.-------- own self-image. The rnesaaqereceivad is rejected If there is a neue-iva f~~ling of beinq evaluated/judqed by the sender and some ill f~"elrng 'could also.develop



'II! Hidden agenda - Receiver does not pay proper attention to the message received by them as they have their own agenda. or own interest which is different to.the· project interests

• Sender too neutral - receiver'feels that the' sertcerls di'sinterested ·in·them as a person and they disreqard the messeqe SEnt to them

• Sender lacks.cretlibility -lack of respect for the sender at a technical or a personal level creates a negative listeni-ng

attitude in the receiver towards t-ie rnessaqs .

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aarriers to Communication


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Technical Barriers in Communication are:

_ Message is tbb technical - there-etver does not have the required level of technical knowledge to understand the messeqe received

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_ Message not structured logically - message is.difficultto.understand as it is too. verbose and confusing, The receiver is unable to relate to the irnportcnt parts

.. Site Exam

1_' _T-,-;m_e_D_;._f_r;_b_ut_;o_· n To many details, the information transmitted is much more detailed than-required or- is beyond the capability·of the

.. :M'y Pr-oftle re~e!ver. It is better for the receiver to follow theprinciple of 'Keep It Simple and Short' when sendlno mess~ge-s


_ Message contains unfamiliar terms/jargons - rnesseue sent contains many technical terms frorn.other disciplines or contains many non familiar cultural terms and references making it difficult for the message-to be understood by the receiver

_ Numberuf links - More the number of trans mtss ion links, more ere-the opportunities for distortion to creep into the messeoe.

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Barriers: to Communication

"distorts the message and would require use of an alternative method of communicating e.g. written- communication in- I

place of a telephone conversatiori

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Cultural Barriers in Communication:

'SUch barriers are especially important in cross-cultural projects a;:; meanincs and interpretations may vary withditterent cultures and religi-ous beliefs which Dan tntluence.the communication process .

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.. RIDL

Due to'globallzadon not only do people have to work closely with team members from vastly different backgrounds, . "cultures, lanuueues, religions, social norms ofbeheviour etc. but often also withpersons they have never actually met . This has impact on communication .

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Organisational Barriers in "Communication:


Not rmlv does the' individual behavlourot team members vary but the reporting style of organisations and lines of

authority also varies depending on' the. company and the country .


For example, in an Eastern environment the group' is ·given rncre importance than the IndiVidual whlle·in Western "countries the individual is more irnoortent.

The:difficulties related with status and ego of the organization must be minimized for effecti.ve communication in the project.

securtv.co-istrents could also.give ris e.to .communication barriers. It ma-y become necessary to avoid communicating some specific project information as it is confidential.

Environmental Barriers in Communication:

This is due to environmental fa~ors such.as electronic or audible.noise present in.the communication channe] that

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Barriers to Communication


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Message Filtering

otten it is found that a por.tion of the message sent is lost or distorted in upward /downward communication. This is known ·as message 'filterinq and can be caused by factors such as'

.. RIDL

.. Full length Test

• Differences m' language between the sender and receiver so a p artofthe message is lost in translation

• Differences in culture between the sender- and receiver so rnessaue not fullv understood

• A subiective.interoretation of the intcrrnatic-r that is received which.c8n ~Ibud the message actually sent

• lntelliqence/knowledqe base is not sufficient to fully comprehend the mess.age

1-, -'Mc-"-P-.-o-f;-'.-------- 'II! Reputation· of sender plays a more important aspect then the message actually sent and received

• Organizational position - for instance, differences in the organizational hierarchy can cause a receiver to disreqard an important message

• Environmental background

• Any pre-determined notions that a sender:/receiver has

• Historical considerations

.. Site Exam




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Meetin.gs


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Performance Reporting

Information management and distribution leads to the production of project records, project reports and presentations. The project r:eporting includes project performance r:eporting exercise as one of its important componentto.understand the project progress

.. RIDL

.. Full length Test

.. Site Exam

Performance reporting involves ccllectinq.end disseminating performance related info-metion-to provide stakeholders with inf?rmation ebouthow the-resources are beinq used to achieve the project.objectives .



P.etiormance r.~porting should generally provide information onscopa, schedule, cost.iqualitv stc, M·any projects also require intorrnationon risk arid procurement. Reports for such activities may be prepared comprehensively or on an exception basis as planned and required in the. project.

The reports Include Status reports, proaress reports and Forecasting.

Status reports: thsse reports d8s~ri~e the current status of the oroiect as.it presently ~tand~

Progress reports; these reports describewhat the project team has accomollshsc during aspecific period of time·with reference to some pre-dertrnined parameters such as ·schedule, "Costs, time, etc.

Forecasting: this exercise cons-ists .of predicting the future status and .proqress of the project assuming the present level of progress will.continue or looking at alternative progress possibiliti"es

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Meetin.gs


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croiect performance reoortino is done using various methods and techniques. sorne.of.the techniques are discussed below:

.. RIDL

Performance reviews: These are meetings held tnasses s the project status and progress. These are typ"ically used in conjurtctiun with'one or more of.the performance reporting techniques described below .

.. Full length Test

.. Site Exam

Trend Analysis: Trend enelvsis involves ex'arnininu project results over time.to determine if performance is irnprcuinq.or tietericretinu .


variance analysis: It involves comoannc actual project results to planned orcxocctcd results, costand schedule variance are the most. commonly analyzed aspects of the project performance. However, variances from plan in' the areas .cf.scope , resource, quality and risk are otte-r of equal orqreater import.ance


Earned Value Analysis (EVA): EVA in its various forms is-the most commonly' used method ot.pertor-nance measurement. It integrate's scope'! cost.and schedule measures to help the project management team assess. project performance. It has.haen.dealt iri tietails under sections Cost anti Time managerrient.

Project reporting results in' the production' of project reports and further action in the form of change requests to be . taken to deliver the project as per the. schedules and other constraints.

Performance reports: performance reports organize. and summarize< the informat',on qethered and present the- results "of any analysis from" such reports. Reports should provide the kinds of information and the levelofdetail required' by stakeholders.as documented in the communication rnaneuement plan.

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Performance revi-ews: These are meetings held to-assess the project status and progress. These are typically used in' conu.nctio-r with one or more.qfthe perf?~m8nCe reportinq.technicues described beow.


Tr~nd Analysis; Trend 'analysis involves examiriinq project results' over time to determine if p,?rfwmance is' irnprovinu.or deteriorating.

.. e-Learning

Variance analysis: It involves comparing actual project results to planned or expected results. Cost and schedule variance are the most·commonly analyzed aspects ofthe project performance; However. variances from plan in the areas "of scope] rescurce, quality and risk are often of equal or-greater importance,

resources etc,


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.. RIDL

.. Full Length Test

Earned Value Analysis (EVA): EVA"in its various forms is·the most cornmonlv- used method ofperfurrnance measurement. It integrates scope, cost and schedule measures to help the project rnarrauernent team 'assess project performance. It h~~ been dealt in details under sections Cost and Time rnanaqement .

.. Site Exam



Project reporting results in the production of project reports and further action In the form of change requests to. be taken to deliver the project as per the schedules and other constraints',

Performance reports: P~rformance reports organize and surnrnariza.the intormeticn gather~Q and present the results "Of any analysis frorri such reports, Reporl;s shculd provide.the kinds of information and the levelofdetail required by stakeholders as documented in the commuriicetion menecement plan.

Common formats.of reports include bar charts, S curves, histograms, tables etc

Change requests: AnalYSIS ~f project performance often generates a request for a. change to some aspect of the project, Thesechanae requests are documented and handled as per the procedures' docUmented inthe change "Control processes. Change requests can Qenera~e due to various reasqns li~~ chanqe in the scope; requirements. schedules,

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Effective Listening


.crrtrnportant part of-being aqccd communicatar is to-be an' effective listener. By improving 'our listening cap abilitie s and attitudes we' canour i-nprcve commumcetlon skills end ertactlve-iess in qettinq our wor_k done-more ettoentfv.end

cor-ectlv. .

.. e-Learning

.. RIDL

To be an EffectiveListenarwe must:

_ Impro-ve lister.ring: Many times when we listen we don't r:eally hear everything beinq.said.to.us. To improve. our listeni"ng W8 shoul.d:

.. Full length Test

.. Site Exam

.. Time Dtstrtbutton - Avoid Interrupting' one of the mostdisruptivethinqs that can be-done is to' keep interrupting the speaker as it stops

1----,------------ their chain of thouqhts.end rneke s them feel-that you 'are no~ interested In what they ar.e say.ing. At times interruption is

.. :M'y Pr-oftle used as a tactic .


'II! Put the speaker at ease: if asoaaksrls nervous or uncomfortable you can' encourage thsmbv making some encouraging comments or noddlnc. smiling etc .. to make the speaker. feel more comfortable while communicating.

. . ....

_ Appear interested: creating the impression that you are verv interested in-what is beinqaaid will do a lot of good to the speaker and make 'you retain more Information "of what IS' being communicated.

_ Reduce distractions: improve the enviro-unent where the cornrnunicatiort is taking place as noisvend unccrntcrteble locations severely inhibit effective cornrnuriication.

_ Sum up what is being seid periodicall.y: sum up the message communicated

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PM's Role in communlcatlon


.. e-Learning

The oroiect manager plays a key role in ccmmuricaticn, is responsible for the overall cornrnunicatio-r in the project and can spend from 75% to 90% of his/her time on some form of communication:

.. RIDL

The project manager has to communicate with a wide range of persons such as'

.. Full length Test

• Upper manaqement to ensure their continued support

• Team members to solve any' conflicts, motivate and train them, supervise their wcrk, co- ordinate their activities

• cus-omer-clients to discuss. the project and get approvals/acceptance

• Subcontractors and other suppliers t6 monitor them .

1-, -'Mc-"-P-.-o-f;-'.-------- • Func:1:ional head~ toqat 'the necessary resources'

.. Site Exam



To do. this he/she. will use Upward communication, uownward communication and Horizontal communication.

The Project Sponsor should accept the-different reports of the projecouene-ated by the project manager and his team.

A~ the oroiect's integrator the project manager has.to ensure that the'. various parts and pieces of the. project fit properly at the right time so that the 'crciect.can function as an in-eureted unit.

Not only is the project manager responsible for the majority of the communications within the' project, he/shealso has the responsibility of ensuring that the messages sent by them are pr.operly received and propertv.understucd hvtheir teern members.

Glossary,

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PM's Role in communlcatlon


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To avoid cornrnunicatio-r blocks' in the team the orciect manager rnust also. encourage uccd cornrnunicatio-r among the different team members, c"ommi.micating within the project as we.ll as outsidethe project has to be properly planned to be. effective,

.. RIDL

The project manager's resocnsibjrnes to ensure communications in the project is effectrve 'includes:

• understendmo and esteblishinpthe communication' needs and requirements of the project's stakeholders'

.. Choosing the·most:appropriate·.·communication channel or method to communicate.e.o. telephone, e-mail, memo,

letter, fax etc . . . .

1-, -'Mc-"-P-.-o-f;-'.-------- • Ens.ure the type 'and frequency of communications required by stakeholders is included in the communication plan and is implemented in a timely manner as planned

• Define the roles and responsibilities and ownership of team members for generating and distributing information

• Conductinq.qualitv checks .. and·au~!ts periodically to. ensure that the reports and other communication is beinqcarried

.. Full length Test

.. Site Exam



out properly and to the required quality

• T~y to reduce the communication' barriers that maybe disrupting/distorting communications In the project

• Use loos/reois-ers to keeo track of-and record important communications made

• Ensure that all stetutcrv ccrnrnunicatiori required in the project is met as per the law and 'duly recorded

• Be alert. to new communication requirements of stakeholder's as wei! as 'for any unplanned information and reports

Test X-Clur UD.derEifariding::: )

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Project charter

.. e-Learning

The.Pruject Charter formally outhcrlzes.the pruject to go ahead end it terms-the link between the project and-the on-coinq work of the -Organization

.. RIDL

.. Full length Test

The Business Case for the project which documents 'full details-of the project's financia! Viability. along with the' product! .servrce ur results that are to be.rnet by the. project mayor may not be approved;

.. Site Exam


Once the Business' Case- IS approv-ed by top management and a-decision IS takento go ahead with the project then 'it acts as the Project Charter


A contract can also.form the Project Charter

The project charter could be issued external to the-organization performing the project by. the-project sponsor, initiator, or some person associated with funding' the project e .q. a company, government department, funding agencies,

The project's Sponsor is responsible to lssuerhe Project Charte-r.

'the-project manager should preferably be appointed while-the charter is being developed and it gives the project

manager the authnritv to use-the crqanisetron's.resources tor the.project . .

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Project Charter


The'Projl?ct Chartershould contain the fqlh~wing details:

_ The orqanizatiun's vision and mission statement _ The bus_i"ness need for taking up t.he project

_ The project's purpose or justification

_ Results of the feasibility study

_ project's expected i-rvestrnent, it's IRR and Return on Investment (ROI) _ The custorr er's requirements and expectations from·the project

.. Time Dtstrtbutton - Expec;ted stakeholder influences

1----,------------ - The various cruanizaticns/departments that will be involved in the project

.. :M'y P r- oftle _ who.the project manager will be and his/her level of authority

_ A broad, high level-description of the new product/servi-ce to .be provided by the project to meet these requirements _ The expected project budget

_ Assumptions made in project regarding external, environmental and organizational factors ,.; constralnts idantifiad regarding externalJ envirpnmental and organizatiqnal factors

_ A milestone schedule showing summary of completiori dates required

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.. RIDL

.. Full length Test

.. Site Exam


Note:

i"n PMI®s PMP® certification examthe Project Charter IS a primary document end.there IS no separate formal Business

Case.

In IPMA Level D certification the Busl'ness Case 'is the key document and once the ·go ahead [s-uiven it forms the Project charter.

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Welcome 1''11-. ~:iluanand r>I Sa"pre ::: You la5:tvl5lted on 17~f /z'Uu_/~:-Z'Y:".i_/ j)M

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Close-out


All projects need to be forma·lly closed so that-the project's adminlstretivewurk can be completed and filed. All the contracts.used ir-' the project also have to be formally closed after ensuring that the work has been satisfactorily completed .

.. e-Learning

.. RIDL

Relevant records-of the project must be updated and filed .

.. Full length Test

If a lar·ge multi phase project has been undertaken then-this process.of.closing·the project will.also need to bedone at the end of each phase .

.. Site Exam



To.be able to. close the.project effectively it r.equires that the project manager first puts structured procedures in place and assigns specific responsibilities to.team members for collecting relevant project records. asses.sing them an.d filing them for use as hlstorlc81 Information In ·future projects .

Along with.this, whenever there :are any contracts in the project the delixeraoles must be fWlly and completely verified and then an acceptance letter should be taken·fro-m·the· customer. Ch·an_ges.that may ha~e been ·introduced in the ror-trectshoufd be prone-tv recorded. Any contractual closure procedures if a part of the rontrect must alsc be comofied with.

In case the project is terrriineted before it can be cornoleted then· a formal project closure should be done recording the work done and the reasons for terrnihetmuthe project.

Recwds.gerrwatecj would includea formal product handover and acceptance letter, full project information and updated records relat.ing to the scope, schedule,.cost, quality, risk responses and impacts.

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