项目沟通管理

ProjectmunicationsManagementTwoFactorsofASuccessfulEnterprisemunicationPeopleManagementNOKIACEOMr.OrilaDialogue@某著名企业ProjectmunicationsManagementProcessestoensuretimelyandappropriategeneration,collection,dissemination,storageandultimatedispositionofprojectinformation项目沟通管理计划执行控制收尾沟通计划信息传递绩效报告行政收尾沟通计划确定项目干系人的信息与沟通需求:谁需要何种信息，他们何时需要这些信息，并且这些信息通过谁，运用何种方式传递给他们。Onmostprojects,themajorityofmunicationsplanningisdoneaspartoftheearliestprojectphases.However,theresultsofthisprocessshouldbereviewedregularlythroughouttheprojectandrevisedasneededtoensurecontinuedapplicability.municationsPlanningInputsmunications requirementsmunication technologyConstraintsAssumptionsTools&TechniquesStakeholderanalysisOutputsmunication managementplanInputs

tomunicationsPlanningmunicationsrequirements–Thesumoftheinformationrequirementsoftheprojectstakeholdersmunicationtechnology–UsedtotransferinformationbackandforthamongprojectstakeholdersConstraintsAssumptionsTools&Techniques

formunicationPlanningStakeholderanalysis–Amethodfordevelopingamethodicalandlogicalviewoftheinformationneedsofthestakeholdersandofthesourcestomeetthoseneeds为了对项目干系人的信息需求和信息资源形成一种系统的和符合逻辑的观点以满足需求，应对多种多样项目干系人的信息需求加以分析×QuestionOutputs

frommunicationsPlanningCollectionandfilingstructure–Methodsusedtogather,update,andstorevarioustypesofinformationDistributionstructure–Specifiestowhominformationwillflowandwhatmethodwillbeusedtodistributevarioustypesofinformation.Descriptionofinformationtobedistributed–Includesformat,content,levelofdetail,andconventionsanddefinitionstobeusedProductionschedules–ShoweachtypeofmunicationMethodsforaccessinginformationMethodofupdatingandrefiningthemunicationmanagementplanastheprojectprogresses返回InformationDistributionMakingneededinformationavailabletoprojectstakeholdersinatimelymannerIncludesimplementingthemunicationsmanagementplan,aswellasrespondingtounexpectedrequestsforinformationInformationDistributionInputsWorkresultsmunication managementplanProjectplanTools&TechniquesmunicationsskillsInformation-retrieval systemsInformation-distribution systemsOutputsProjectrecordsProjectreportsProjectpresentationsInputs

toInformationDistributionWorkresultsmunicationmanagementplanProjectplanTools&Techniques

forInformationDistributionmunicationsskills–SkillsforexchanginginformationWritten,oral,listening,andspeakingInternalandexternalmunicationFormalreports,briefingsandinformalmemos,adhoc(特别)conversationsVertically,upanddowntheorganization,andhorizontally,withpeersInformation-retrievalsystems–Manualfilingsystems,electronicdatabases,projectmanagementsoftware,andsystemswhichallowaccesstosuchtechnicaldocumentationasengineeringdrawingsInformation-distributionsystems–Methodssuchasprojectmeetings,hard-copydocumentdistribution,sharedaccesstonetworkedelectronicdatabases,fax,electronicmail,voicemail,andvideoconferencingOutputs

fromInformationDistributionProjectRecords–Organizedstorageandmaintenanceofcorrespondence,memos,reports,anddocumentsdescribingtheprojectProjectreports–Formalprojectreportsonprojectstatusand/orissuesProjectpresentations–Provideinformationformallyorinformallytoanyoralloftheprojectstakeholders返回PerformanceReportingCollectinganddisseminatingperformanceinformationtoprovidestakeholderswithinformationabouthowresourcesarebeingusedtoachieveprojectobjectivesThisincludesStatusReports(whereprojectstands)ProgressReports(whathasbeenaplished)TrendReport(projectresultsovertime)ForecastingReport(projectingfuturestatus)VarianceReport(actualresultsvs.planned)EarnedValueProvidesinformationonscope,schedule,cost,andquality,andpossiblyonriskandprocurementPerformanceReportingInputsWorkresultsProjectplanOtherprojectrecordsTools&TechniquesPerformancereviewsVarianceanalysisTrendanalysisEarned-valueanalysisInformationdistributiontoolsandtechniquesOutputsPerformancereportsChangerequestsInputs

toPerformanceReportingProjectplan–ContainsthevariousbaselinesusedtoassessprojectperformanceWorkresults–Accurateinformationonprojectstatus,suchasinformationaboutfully,orpartially,pletedtasksandcostsincurredormittedOtherprojectrecords–AnyinformationpertainingtotheprojectcontextTools&Techniques

forPerformanceReportingPerformancereviews–MeetingsheldtoassessprojectstatusorprogressVarianceanalysis–paringactualprojectresultstoplannedorexpectedresultsTrendanalysis–ExaminingprojectresultsovertimetodetermineifperformanceisimprovingordeterioratingEarned-valueanalysis–Integratingscope,cost,andschedulemeasurestoassessprojectperformanceInformation-distributiontoolsandtechniquesEarnedValueAnalysiscalculate3keys:TheplannedValue(PV)

BudgetedCostofWork(BCWS)–portionofapprovedcostestimateplannedtobespentonactivityduringagivenperiodTheActualCost(AV)

ActualCostofWorkPerformed(ACWP)–totalofdirectandindirectcostincurredinaplishingworkonactivityinagivenperiodTheEarnedValue(EV)(BudgetedCostofWorkPerformed–BCWP)–percentageoftotalbudgetequaltopercentageofworkactuallypletedCostVariance(CV)=EV–ACScheduleVariance(SV)=EV–PVCostPerformanceIndex(CPI)=EV/ACSchedulePerformanceIndex(SPI)=EV/PVQuestionOutputs

fromPerformanceReportingPerformancereport–Organizesandsummarizestheinformationgatheredandpresentstheresultsofanyanalysis.Reportsshouldprovidethekindsofinformationandthelevelofdetailrequiredbyvariousstakeholdersanddocumentedinthemunicationsmanagementplan.Barcharts,Ganttcharts,S-curves,etc.Changerequests–RequestsforchangestosomeaspectoftheprojectIllustrativeGraphicPerformanceReport(S-curves)IllustrativeTabularPerformanceReport返回AdministrativeClosureDocumentingprojectresultsinordertoformalizetheacceptanceoftheproductbythesponsor,client,orcustomerItincludescollectingprojectreports,ensuringtheyreflectfinalspecificationsandanalysisofprojectsuccessandeffectiveness,andarchivingsuchinformationforfutureuseAdministrativeclosureactivitiesshouldnotbedelayeduntilprojectpletion.EachphaseoftheprojectshouldbeproperlyclosedtoensurethatimportantandusefulinformationisnotlostAdministrativeClosureInputsPerformancemeasurement documentationProductdocumentationOtherprojectrecordsTools&TechniquesPerformance-reporting toolsandtechniquesProjectreportsProjectpresentationsOutputsProjectarchivesProjectclosureLessonslearnedInputs

toAdministrativeClosurePerformance-measurementdocumentation–Alldocumentationproducedtorecordandanalyzeprojectperformance,includingtheplanningdocumentswhichestablishedtheframeworkforperformancemeasurementProductdocumentation–DocumentsproducedtodescribetheproductOtherprojectrecordsTools&Techniques

ofAdministrativeClosurePerformance-reportingtoolsandtechniquesProjectreportsProjectpresentationsOutputs

fromAdministrativeClosureProjectarchives–pleteset

ofindexedprojectrecordsProjectclosure–ConfirmationthattheprojecthasmetallcustomerrequirementsfortheproductoftheprojectLessonslearnedmunicationModel:

Sender-receivermodels(ShannonModel)Messagesareencodedbysenderanddecodedbyreceiverbasedonreceiver’seducation,experience,languageandcultureSendershouldencodemessagecarefullyNonverbalParalingual(辅助语言学)(pitchandtone)ActiveListening–receiverconfirmstheyarelistening,confirmsagreementandaskforclarificationEffectiveListening–watchingspeaker,thinkbeforespeaking,askquestions,repeatingandprovidingfeedback噪声（NOISE）降低沟通效率的影响因素，它存在于传播过程的各个环节。Feedbackloop（沟通是双向的）。

Todetermineifsomeoneunderstandsmessage,mustobtainfeedback什么阻碍了沟通？过滤（Filtering）

大量信息在上行沟通或下行沟通过程中损失掉的现象.如：language,culture,semanticsand消息内容、可信度、信誉、组织机构位置、历史因素。障碍（Barriers）

lackofchannels,distance,jargon,attitudes(hostile),environmentalfactors(noise)and权力游戏，滞留信息，隐藏议程;allwhichcancauseconflict.沟通阻断器municationblocker）

negativethoughtsthatinhibitideas.Example:Itisnotmyjobto...沟通的阻断器都是噪声，但并非所有的噪声都是阻断器项目经理在沟通中的作用Generally90%ofthePM’stimeismunicatingwith2+hrsinmeetingsand1+hrsincoaching.项目经理必须熟悉于下列人员的沟通技巧：－高层管理者、项目队伍、与之相竞争的项目团队－客户项目经理在沟通中的中心角色：－Facilitator(使沟通变得容)、Coordinator、Leader－Listener、Interpreter避免障碍，管理信息流－项目经理必须控制沟通，但不能控制所有信息ExceptionReportingActiveListener有效聆听的常见障碍：×假装聆听×注意力分散×偏见和固执×缺乏耐心×急于得出结论提高聆听技巧：*首先寻求理解他人，然后再被他人理解*集中精力听。看着讲话人会帮助你集中精力．并且你可以看到讲话人的身体语言。*积极主动地聆听。向讲话人提供语言或非语言反馈信息。*提问。当体想要澄清这人所讲的事情或获得关于更多此事信息时，可以追根究底地提问，如“关于那件事，你能多告诉我一些吗?”*不要打断。当一个人在讲话时．听清整个思路或在适当的间歇提出问题或评论。在一个人提供完信息之前，不要打断或转换主题。municationMethodsPicktheformofmunicationthatisbestforthesituationFormalWritten–plexproblems,AllPlans,municatingoverlongdistancesFormalVerbal–Presentations,speechesInformalWritten–memos,e-mail,notesInformalVerbal–Meetings,conversation例如：－需要立即采取措施时，书面和口头沟通是最好的方法－解决争端或批评某一团队成员时，非正式口头沟通是必要的55％的沟通是非语言沟通体态语言、面部表情和声调在沟通中起重要作用OpenQuestions（不能用是或否回答）可以促进沟通保证团队有效沟通的六点措施AnEffectivemunicator—项目经理必须意识到沟通是双向的，要鼓励反馈和达成一致。AnExpeditor—项目经理必须将人们集合起来，建立关系，建立正式和非正式沟通渠道。AvoidmunicationBlockers—例如：老板不会喜欢TightMatrix—项目经理应为来自各职能部门的所有团队成员分配一间单独的办公室空间。它仅指物理距离上的靠近