第08章沟通管理(课件)

8CHAPTER沟通管理对外经济贸易大学信息学院徐嘉震Xujz@8CHAPTER沟通管理ProjectScopeManagement项目范围管理ProjectQualityManagement项目质量管理ProjectRiskManagement项目风险管理ProjectTimeManagement项目时间管理ProjectHumanResourceManagement项目人力资源管理ProjectProcurementManagement项目采购管理ProjectCostManagement项目成本管理ProjectCommunicationsManagement项目沟通管理ProjectIntegrationManagement项目整体管理项目管理知识体系结构/PMBOKProjectProjectProjectProjec本次课主要知识点提示本次课Objectives本章知识点：1、沟通规划（communicationplanning）2、沟通实施（communicationimplementation）3、沟通控制（communicationcontrol）4、面访（interview)5、讲演（presentation)Objectives本章知识点：项目沟通管理沟通管理，是项目管理过程，包括沟通规划、沟通实施、沟通控制等活动。项目沟通管理本节课主要参考模型本节课表8-1沟通管理知识结构沟通需求沟通计划沟通信息反馈依据/输入干系人分析项目管理信息系统沟通技巧处理方法/工具沟通计划沟通文件改善沟通效果结果/输出1.沟通规划2.沟通实施3.沟通控制活动过程表8-1沟通管理知识结构依据/输入处理方法/工具结果8.1CHAPTER沟通规划8.1CHAPTER沟通管理沟通规划

分析干系人对项目信息的需求，有针对性地确定沟通对象、沟通时间、沟通内容、沟通方式等预案。沟通管理沟通规划表8-1-1-1项目沟通规划的主要工作1.沟通需求2.沟通方式3.约束条件依据/输入1.干系人分析2.沟通模型处理方法/工具1.沟通计划结果/输出表8-1-1-1项目沟通规划的主要工作依据/输入处理方沟通方式,P116（11）网络沟通

（1）正式沟通（2）非正式沟通（3）上行沟通（4）下行沟通

（5）平行交叉沟通（6）单向沟通（7）双向沟通（8）书面沟通（9）口头沟通（10）体语沟通

沟通方式,P116（11）网络沟通（1）正式沟通（2）非沟通计划的方法和工具表8-1-3-1干系人信息需求分析表

序号干系人时间地点方式内容说明

沟通计划的方法和工具表8-1-3-1干系人信息需求分析表项目干系人图8-1-3-1项目干系人

项目干系人图8-1-3-1项目干系人沟通过程的一般模型如图图8-1-3-2沟通过程的一般模型

沟通过程的一般模型如图图8-1-3-2沟通过程的一般模型8.2CHAPTER沟通实施8.2CHAPTER沟通管理沟通实施按沟通计划实施信息发布和收集信息反馈。沟通管理沟通实施表8-2-1-1项目沟通实施的主要工作1.沟通计划2.项目进展依据/输入1.项目管理信息系统2.面访3讲演4联合项目计划处理方法/工具1.沟通文件2沟通信息反馈结果/输出表8-2-1-1项目沟通实施的主要工作依据/输入处理方沟通实施的方法和工具1、项目管理信息系统2、面访/Interviw见附录A3、讲演/presentation

见附录B4、沟通环境（JPP/联合项目计划）沟通实施的方法和工具1、项目管理信息系统图8-2-3-1系统开发项目信息系统Intranet模型图8-2-3-1系统开发项目信息系统Intranet模型沟通环境（JPP/联合项目计划）图8-2-3-2JPP/联合项目计划模型

沟通环境（JPP/联合项目计划）图8-2-3-2JPP/8.3CHAPTER沟通控制8.3CHAPTER沟通管理沟通控制分析沟通效果和信息反馈，调整沟通计划。沟通管理沟通控制表8-3-1-1项目沟通控制的主要工作1.沟通信息反馈依据/输入1.沟通技巧2.沟通障碍分析处理方法/工具1沟通效果改善结果/输出表8-3-1-1项目沟通控制的主要工作依据/输入处理方CHAPTERInterviews面访CHAPTERInterviewsInterviewsInterviews

访问(mostimportantandused)collectinformationfromindividualsthroughface-to-faceinteraction.Youmustpossessgoodhumanrelationskillsfordealingeffectivelywithdifferenttypesofpeople.Advantages-tomotivatetheinterviewee,andprobeformorefeedback-toadaptdifferentquestionforeachindividual,andobserveinterviewee’sbodymovementsDisadvantages-timeconsuming,costly-success,highlydependentonhumanrelationskillsInterviewsInterviews访问(mostTypesofInterviewsTypesof:Unstructuredinterviews-interviewer,hasonlyageneralgoalorsubjectinmind,andcountson

（指望）

theintervieweetoprovideaframework-frequentlygetsoffthetrack,mustredirectthembackstructuredinterviews-hasaspecificsetofquestionstoask-open-endedquestion以“开放式”结尾的问题,allowtorespondinanyway-closed-endedquestion以“关闭式”结尾的问题,restrictanswerstoeitherspecificchoicesorshortanddirectresponsesTypesofInterviewsTypesof:ProceduretoConductanInterviewHowtoconductaninterview(1)SelectInterviewees-organizationalchartwillbehelpfulshouldinterviewtheend-usersProceduretoConductanIntervProceduretoConductanInterview(2)PreparefortheInterviewTolearntheintervieweeasmuchaspossibleinadvanceTomakeanappointmentwiththem,andnotifythesubjectGettheirsupervisor’spermissionThehigherlevel,thelesstime(usually0.5-1hour)Becertain,thelocationwillbeavailableMostquestionsbeginwith5W1H

(Who,What,When,Where,Why,andHow,which)ProceduretoConductanIntervProceduretoConductanInterviewInterviewquestionguidelines-useclearlanguage-avoidlongorcomplexquestions-don’tincludeyouropinion

thepurposeoftheinterviewistoinvestigate,nottoevaluate-don’tuse“you”（你）,whenmeaningofagroupofpeopleProceduretoConductanIntervProceduretoConductanInterview(3)ConducttheInterview(threephases)1)Interviewopening-motivatetheinterviewee-establishmutualtrustandrespect-tellthepurposeandlengthofinterview-explainhowtheinformationgatheredwillbeused2)Interviewbody-listenandobservecarefully,takenotes-keeptheinterviewontrackalltheway3)Interviewconclusion-expressappreciationandanswerquestionsProceduretoConductanIntervProceduretoConductanInterview(4)FollowupontheInterview-sendtheintervieweeamemosummarized-remindtheintervieweeoftheircontributions-allowthemtoclarifyanymisinterpretationProceduretoConductanIntervCHAPTERPresentations讲演CHAPTERPresentatio项目的沟通管理，沟通的技巧，展示/presentationsPresentationsusedtosellnewideasandgainapprovalfornewsystems.Cannotimprovise

（即席演讲）andexpectacceptance.Oftenfollowedbyawrittenreport.Preparingforpresentation-particularlyimportanttoknowyouraudience-defineyourexpectations-mustbeaneffectivesalesperson-usevisualaidstoexpressmoreclearly-considerdistributingcopiesatthestart-wellpreparedis80%complete项目的沟通管理，沟通的技巧，展示/presentationpresentationsConductingthepresentationdressprofessionallyMaintaineyecontactwithyouraudiencesKeepingyouraudienceslisteningStoptalking,usingpauseforattentionAskaquestion,letaudienceinvolvedTryalittlebithumorandChangeyourvoicelevelUsesomeprops（道具）,anddosomethingunexpectedpresentationsConductingtheppresentationsToallot

（分配、摊派）timeforquestionsfromaudiences-alwaysansweraquestionseriously,evenifyouthinkitisasillyone-behonest.Ifyoudon’tknowtheanswertoaquestion,admitit.-limittheamountoftimeyouspendansweringanyonequestion-answerboththeonewhoaskedthequestionandtheentireaudiencepresentationsToallot（分配、摊派）tTypicalOutlineandTimeAllocationforanOralPresentationI.Introduction(one-sixthoftotaltimeavailable)A.ProblemstatementB.WorkcompletedtodateII.Partofthepresentation(two-thirdsoftotaltimeavailable)A.SummaryofexistingproblemsandlimitationsB.SummarydescriptionoftheproposedsystemC.FeasibilityanalysisD.ProposedscheduletocompleteprojectIII.Questionsandconcernsfromtheaudience(timehereisnottobeincludedinthetimeallottedforpresentationandconclusion;itisdeterminedbythoseaskingthequestionsandvoicingtheirconcerns)IV.Conclusion(one-sixthoftotaltimeavailable)A.SummaryofproposalTypicalOutlineandTimeAllocInterviewandlistenListening:(themostimportantskill)tohearistorecognizethatsomeoneisspeaking,tolistenistounderstandwhatthespeakerwantstocommunicate-withapositiveattitude(attitudemakeseverything)-startbytalkingaboutinterestsorhobbies-maintaineyecontactandrespondbyposture(headnod)-askquestion,showthatyouarelistening,andtakenotes-don’tassumeanything,bepatientExample.Childandparachute

（降落伞）InterviewandlistenListening:InterviewandbodylanguagesBodylanguages:7%only,communicatedbywords38%bythetoneofvoiceused55%byfacialandbodyexpressionsThreeaspects:-facialdisclosure

（流露），someonegoodatcontrolling-eyecontact,eyesare“thewindowtothesoul”-bodyposture,holdsawealthofinformationInterviewandbodylanguagesBoSpatialZones空间与距离：Intimate

（亲密的）zone—closerthan1.5feet

(1.5X30.48=45.72cm，about0.5m)Personalzone—from1.5feetto4feet(0.5m-1.2m)Socialzone—from4feetto12feet(1.2m-3.6m)

a“respect”distancePubliczone—beyond12feet(3.6m-)SpatialZones空间与距离：JointRequirementsPlanningJRP

联合需求计划，JointRequirementsPlanningisaprocesswherebyhighlystructuredgroupmeetingsareconductedforthepurposeofanalyzingproblemsanddefiningrequirements.JointRequirementsPlanningJRP41'-0"30'-0"FlipchartITProfessionals&OtherObserversUsersandManagersJADFacilitatorScribeWorkstation(forCASEtool)PrinterBlackboardOverheadProjectorComputerProjectionDeviceFood&RefreshmentsITProfessionals&OtherObserversWorkstation(forprototypingtool)ScribeScribeTypicalroomlayoutforJRPsession41'-0"30'-0"FlipchartITProf本次课主要知识点总结及教材导读本次课Objectives本章知识点：1、沟通规划（communicationplanning）2、沟通实施（communicationimplementation）3、沟通控制（communicationcontrol）4、面访（interview)5、讲演（presentation)Objectives本章知识点：

theendtheend演讲完毕，谢谢观看！演讲完毕，谢谢观看！8CHAPTER沟通管理对外经济贸易大学信息学院徐嘉震Xujz@8CHAPTER沟通管理ProjectScopeManagement项目范围管理ProjectQualityManagement项目质量管理ProjectRiskManagement项目风险管理ProjectTimeManagement项目时间管理ProjectHumanResourceManagement项目人力资源管理ProjectProcurementManagement项目采购管理ProjectCostManagement项目成本管理ProjectCommunicationsManagement项目沟通管理ProjectIntegrationManagement项目整体管理项目管理知识体系结构/PMBOKProjectProjectProjectProjec本次课主要知识点提示本次课Objectives本章知识点：1、沟通规划（communicationplanning）2、沟通实施（communicationimplementation）3、沟通控制（communicationcontrol）4、面访（interview)5、讲演（presentation)Objectives本章知识点：项目沟通管理沟通管理，是项目管理过程，包括沟通规划、沟通实施、沟通控制等活动。项目沟通管理本节课主要参考模型本节课表8-1沟通管理知识结构沟通需求沟通计划沟通信息反馈依据/输入干系人分析项目管理信息系统沟通技巧处理方法/工具沟通计划沟通文件改善沟通效果结果/输出1.沟通规划2.沟通实施3.沟通控制活动过程表8-1沟通管理知识结构依据/输入处理方法/工具结果8.1CHAPTER沟通规划8.1CHAPTER沟通管理沟通规划

分析干系人对项目信息的需求，有针对性地确定沟通对象、沟通时间、沟通内容、沟通方式等预案。沟通管理沟通规划表8-1-1-1项目沟通规划的主要工作1.沟通需求2.沟通方式3.约束条件依据/输入1.干系人分析2.沟通模型处理方法/工具1.沟通计划结果/输出表8-1-1-1项目沟通规划的主要工作依据/输入处理方沟通方式,P116（11）网络沟通

（1）正式沟通（2）非正式沟通（3）上行沟通（4）下行沟通

（5）平行交叉沟通（6）单向沟通（7）双向沟通（8）书面沟通（9）口头沟通（10）体语沟通

沟通方式,P116（11）网络沟通（1）正式沟通（2）非沟通计划的方法和工具表8-1-3-1干系人信息需求分析表

序号干系人时间地点方式内容说明

沟通计划的方法和工具表8-1-3-1干系人信息需求分析表项目干系人图8-1-3-1项目干系人

项目干系人图8-1-3-1项目干系人沟通过程的一般模型如图图8-1-3-2沟通过程的一般模型

沟通过程的一般模型如图图8-1-3-2沟通过程的一般模型8.2CHAPTER沟通实施8.2CHAPTER沟通管理沟通实施按沟通计划实施信息发布和收集信息反馈。沟通管理沟通实施表8-2-1-1项目沟通实施的主要工作1.沟通计划2.项目进展依据/输入1.项目管理信息系统2.面访3讲演4联合项目计划处理方法/工具1.沟通文件2沟通信息反馈结果/输出表8-2-1-1项目沟通实施的主要工作依据/输入处理方沟通实施的方法和工具1、项目管理信息系统2、面访/Interviw见附录A3、讲演/presentation

见附录B4、沟通环境（JPP/联合项目计划）沟通实施的方法和工具1、项目管理信息系统图8-2-3-1系统开发项目信息系统Intranet模型图8-2-3-1系统开发项目信息系统Intranet模型沟通环境（JPP/联合项目计划）图8-2-3-2JPP/联合项目计划模型

沟通环境（JPP/联合项目计划）图8-2-3-2JPP/8.3CHAPTER沟通控制8.3CHAPTER沟通管理沟通控制分析沟通效果和信息反馈，调整沟通计划。沟通管理沟通控制表8-3-1-1项目沟通控制的主要工作1.沟通信息反馈依据/输入1.沟通技巧2.沟通障碍分析处理方法/工具1沟通效果改善结果/输出表8-3-1-1项目沟通控制的主要工作依据/输入处理方CHAPTERInterviews面访CHAPTERInterviewsInterviewsInterviews

访问(mostimportantandused)collectinformationfromindividualsthroughface-to-faceinteraction.Youmustpossessgoodhumanrelationskillsfordealingeffectivelywithdifferenttypesofpeople.Advantages-tomotivatetheinterviewee,andprobeformorefeedback-toadaptdifferentquestionforeachindividual,andobserveinterviewee’sbodymovementsDisadvantages-timeconsuming,costly-success,highlydependentonhumanrelationskillsInterviewsInterviews访问(mostTypesofInterviewsTypesof:Unstructuredinterviews-interviewer,hasonlyageneralgoalorsubjectinmind,andcountson

（指望）

theintervieweetoprovideaframework-frequentlygetsoffthetrack,mustredirectthembackstructuredinterviews-hasaspecificsetofquestionstoask-open-endedquestion以“开放式”结尾的问题,allowtorespondinanyway-closed-endedquestion以“关闭式”结尾的问题,restrictanswerstoeitherspecificchoicesorshortanddirectresponsesTypesofInterviewsTypesof:ProceduretoConductanInterviewHowtoconductaninterview(1)SelectInterviewees-organizationalchartwillbehelpfulshouldinterviewtheend-usersProceduretoConductanIntervProceduretoConductanInterview(2)PreparefortheInterviewTolearntheintervieweeasmuchaspossibleinadvanceTomakeanappointmentwiththem,andnotifythesubjectGettheirsupervisor’spermissionThehigherlevel,thelesstime(usually0.5-1hour)Becertain,thelocationwillbeavailableMostquestionsbeginwith5W1H

(Who,What,When,Where,Why,andHow,which)ProceduretoConductanIntervProceduretoConductanInterviewInterviewquestionguidelines-useclearlanguage-avoidlongorcomplexquestions-don’tincludeyouropinion

thepurposeoftheinterviewistoinvestigate,nottoevaluate-don’tuse“you”（你）,whenmeaningofagroupofpeopleProceduretoConductanIntervProceduretoConductanInterview(3)ConducttheInterview(threephases)1)Interviewopening-motivatetheinterviewee-establishmutualtrustandrespect-tellthepurposeandlengthofinterview-explainhowtheinformationgatheredwillbeused2)Interviewbody-listenandobservecarefully,takenotes-keeptheinterviewontrackalltheway3)Interviewconclusion-expressappreciationandanswerquestionsProceduretoConductanIntervProceduretoConductanInterview(4)FollowupontheInterview-sendtheintervieweeamemosummarized-remindtheintervieweeoftheircontributions-allowthemtoclarifyanymisinterpretationProceduretoConductanIntervCHAPTERPresentations讲演CHAPTERPresentatio项目的沟通管理，沟通的技巧，展示/presentationsPresentationsusedtosellnewideasandgainapprovalfornewsystems.Cannotimprovise

（即席演讲）andexpectacceptance.Oftenfollowedbyawrittenreport.Preparingforpresentation-particularlyimportanttoknowyouraudience-defineyourexpectations-mustbeaneffectivesalesperson-usevisualaidstoexpressmoreclearly-considerdistributingcopiesatthestart-wellpreparedis80%complete项目的沟通管理，沟通的技巧，展示/presentationpresentationsConductingthepresentationdressprofessionallyMaintaineyecontactwithyouraudiencesKeepingyouraudienceslisteningStoptalking,usingpauseforattentionAskaquestion,letaudienceinvolvedTryalittlebithumorandChangeyourvoicelevelUsesomeprops（道具）,anddosomethingunexpectedpresentationsConductingtheppresentationsToallot

（分配、摊派）timeforquestionsfromaudiences-alwaysansweraquestionseriously,evenifyouthinkitisasillyone-behonest.Ifyoudon’tknowtheanswertoaquestion,admitit.-limittheamountoftimeyouspendansweringanyonequestion-answerboththeonewhoaskedthequestionandtheentireaudiencepresentationsToallot（分配、摊派）tTypicalOutlineandTimeAllocationforanOralPresentationI.Introduction(one-sixthoftotaltimeavailable)A.ProblemstatementB.WorkcompletedtodateII.Partofthepresentation(two-thirdsoftotaltimeavailable)A.SummaryofexistingproblemsandlimitationsB.SummarydescriptionoftheproposedsystemC.FeasibilityanalysisD.ProposedscheduletocompleteprojectIII.Questionsandconcernsfromtheaudience(timehereisnottobeincludedinthetimeallottedforpresentationandconclusion;itisdeterminedbythoseaskingthequestionsandvoicingtheirconcerns)IV.Conclusion(one-sixthoftotaltimeavailable)A.SummaryofproposalTypicalOutlineandTimeAllocInterviewandlistenListening:(themostimportantskill)tohearistorecognizethatsomeoneisspeaking,tolistenistounderstandwhatthespeakerwantstocommunicate-withapositiveattitude(attitudemakeseverything)-startbytalk