IT Project Management

[INSY 714 / HUMA 1001]

GUC - Lecture 8

IT Project Communication and Stakeholder Management

Prof. Hany Ismail & Dr. Ayman Al-Serafi

Outline
1. Project Communications Management Overview
2. Project Stakeholder Management
3. Project Communication Techniques
4. Project Communications Best Practice
5. Project Communications Tools
6. Conclusion

Q&A breaks
between sections

Urgent Qs only in
between!
What is Communication?
 “the imparting or exchanging of information, ideas, or feelings by speaking,
writing, or using some other medium.”

What is Communication?

•Source: The sender of information.

Example: Manager.

•Receivers: The final recipients.

Example: Team members.

•Channel: The medium of transmission.

Example: Email.

•Message: The content being communicated.

Example: Project update.
 Importance of Good Communications

 The greatest threat to many projects is a failure to communicate:

 An IT project which does not have top-management support usually fails!
 A project that does not have clearly communicated goals, expectations, and need usually fails!
 A project that does not have coordination between project team members usually fails!

 Project managers say they spend as much as 90 percent of their time communicating
 Research shows that IT professionals must be able to communicate effectively to succeed
in their positions

 Strong verbal and non-technical skills are a key factor in career advancement for IT project
management professionals
Project Communications Management Processes

3 Step Processes Vs 8 Step Processes

#
3 Processes (PMBOK)
#
8 Processes
Identify stakeholders'
1 Plan Communications 1 Communications planning communication needs.

2 Managing stakeholders Deliver information on time.

Improving project Share updates on

3 progress.
communication
Formalize project
2 Manage Communications 4 Information distribution completion.
Manage and store
5 Managing communications communications.
Adjust communications as
6 Performance reporting needed.
Engage and address
3 Monitor Communications 7 Controlling communications stakeholder expectations.
Refine communication
8 Administrative closure strategies.
3 Step Processes Vs 8 Step Processes
 3 Key Processes:
Project Communications Management Processes
The Three Key Processes:

1.Plan Communications Management

1. Define how project communications will be planned, structured, implemented, and
monitored.
2. Output: Communications Management Plan.
2.Manage Communications
1. Ensure timely and appropriate collection, creation, distribution, storage,
retrieval, and disposition of project information.
2. Focus on effective information flow among stakeholders.
3.Monitor Communications
1. Ensure information needs of the project stakeholders are met.
2. Evaluate communication effectiveness and make adjustments if necessary.

Control
Communications
 Communications Management Plan Contents
Should include …
1.Information Organization:
•Information Collection & Filing: Structure for gathering and storing information.
•Project Schedule: Timeline for producing information.
•Glossary: Common terminology for the project.

2.Information Distribution:
•Distribution Structure: Details on what information goes to whom, when, and how.
•Roles: Who will receive and produce the information.
•Conveying Methods: Suggested technologies or methods for communication.

3.Issue Resolution:
•Escalation Procedures: Hierarchy for resolving complex issues.

4.Plan Management:
•Communication Templates: Format for key project information.
•Plan Updates: How the communication plan will be updated as the project progresses.

5.Stakeholder Management:
•Stakeholder Analysis: Communication requirements for stakeholders.
Table 10-1. Sample Stakeholder Analysis for Project
Communications
 Determining the Number of Communications Channels

 As the number of people involved increases, the complexity of communications

increases because there are more communications channels or pathways through
which people can communicate.
 Number of communications channels = n(n-1)
2
where n is the number of people involved

Example
Figure 10-2. The Impact of the Number of People on
Communications Channels
Outline
1. Project Communications Management
Overview
2. Project Stakeholder Management
3. Project Communication Techniques
4. Project Communications Best Practice
5. Project Communications Tools
6. Conclusion

Q&A
Importance of Project Stakeholder Management

 The purpose of project stakeholder management is to identify all people or

organizations affected by a project, to analyze stakeholder expectations, and to
effectively engage stakeholders

 Usually defined in the project charter

 Internal project stakeholders generally include

 the project sponsor, project team, support staff, and internal customers for the project.
 Other internal stakeholders include top management, other functional managers, and other
project managers because organizations have limited resources

 External project stakeholders include the project’s customers (if they are
external to the organization),
 suppliers, and other external groups that are potentially involved in the project or affected by it,
such as government officials and concerned citizens
Project Structure  Communication

EC Project Officer

Project
Administrator
Project Manager Quality Assurance
Manager
SW Development
Committee Project Co-ordination Financial Manager
Committee

Liaison officer
to PA

Work Package Leaders

Task Leaders
Table 13-1. Sample Stakeholder Register
Table 13-2. Sample Stakeholder Analysis
Outline
1. Project Communications Management
Overview
2. Project Stakeholder Management
3. Project Communication Techniques
4. Project Communications Best Practice
5. Project Communications Tools
6. Conclusion

Q&A
Keys to Good Communications

 Need to focus on group and individual communication needs

 Use formal and informal methods for communicating appropriately

 Distribute important information in an effective and timely manner

 Set the stage for communicating bad news

 Determine the number of communication channels and effective ways to

tackle each channel
Formal Communication
 Examples:
 Documents (e.g., Project Charter, WBS, Schedules, …

 Official Business Emails

 Formal meeting reports / signed minutes of meetings

 Official presentations (communicated as such)

 Project official repository, website, discussion board

 When to use it?

 When approvals or confirmation required
 When legally / professionally required
 When conflicts arise!
Informal Communication
 Informal methods are effective with colleagues and managers

 Project managers must have a nurturing relationships and listening skills

 The project manager is seen many times as the coach
 Don’t bury crucial information
 Don’t be afraid to report bad information

 Informal communication makes people up to date, reveals tacit issues

 Oral communications (including body language, tone etc.) help people build stronger
relationships and communicate complex matters faster
 Example: Standup meeting every morning
(meetings to give or have directions, not actions)

Other informal communication

 Telephone calls
 Instant messaging
 Coffee break chats
 Social media
 Etc …
 Importance of Face-to-Face Communication

 Research says that in a face-to-face interaction:

 58 percent of communication is through body language.
 35 percent of communication is through how the words are said.
 7 percent of communication is through the content or words that are spoken.
 Pay attention to more than just the actual words someone is saying.
 A person’s tone of voice and body language say a lot about how he or she really
feels.

Encouraging More Face-to-Face Interactions

 Short, frequent meetings are often very effective in IT projects

 Stand-up meetings force people to focus on what they really need to

communicate

 Some companies have policies preventing the use of e-mail between certain hours or
even entire days of the week
 3 Key Processes:
Project Communications Management Processes
The Three Key Processes:
1.Plan Communications Management
1. Define how project communications will be planned, structured, implemented,
and monitored.
2. Output: Communications Management Plan.

2.Manage Communications
1. Ensure timely and appropriate collection, creation, distribution, storage,
retrieval, and disposition of project information.
2. Focus on effective information flow among stakeholders.
3.Control Communications
1. Ensure information needs of the project stakeholders are met.
2. Evaluate communication effectiveness and make adjustments if necessary.

Control
Communications
Managing Communications

 Managing communications is a large part of a project manager’s daily job

 Getting project information to the right people at the right time and in a
useful format is just as important as developing the information in the first
place
 Also called Information Management!
 using technology to enhance information distribution
Classifications for Communication Methods

 Interactive communication: Two or more people interact to exchange

information via meetings, phone calls, or video conferencing. Most effective way to
ensure common understanding

 Push communication: Information is sent or pushed to recipients without their

request via reports, e-mails, faxes, voice mails, and other means. Ensures that the
information is distributed, but does not ensure that it was received or understood

 Pull communication: Information is sent to recipients at their request via Web

sites, bulletin boards, e-learning, knowledge repositories like blogs, and other means
Table 10-2. Media Choice Table
 3 Key Processes:
Project Communications Management Processes
The Three Key Processes:
1.Plan Communications Management
1. Define how project communications will be planned, structured, implemented,
and monitored.
2. Output: Communications Management Plan.
2.Manage Communications
1. Ensure timely and appropriate collection, creation, distribution, storage,
retrieval, and disposition of project information.
2. Focus on effective information flow among stakeholders.
3.Control Communications
1. Ensure information needs of the project stakeholders are met.
2. Evaluate communication effectiveness and make adjustments if necessary.

Control
Communications
Reporting Performance
 Frequent meetings and presentations to communicate status
is a crucial part of any project manager’s job!

Performance reporting keeps stakeholders informed about how

resources are being used to achieve project objectives

 Status reports describe where the project stands at a specific point in time
 Progress reports describe what the project team has accomplished over a
certain period of time
 Project forecasting predicts future project status and progress based on past
information and trends
 Status review meetings often include performance reporting
Administrative Closure
 A project or phase of a project requires closure

 Administrative closure produces

 project archives: complete (?) set of organized project
records providing an accurate project history

 formal acceptance: documentation that the project

sponsors (customer) show have accepted the project
deliverables

 lessons learned: reflective statements written by

project managers and their team members
Final Project Documentation

 Very important in IT projects to provide system documentation to the system

users for successful IT adoption!

 Important system users need to have training on the new project products /
services produced
 Otherwise it will be never utilized and will be rejected

 Human beings are change averse!

 Project managers must convince and motivate IT users to migrate to the new
system!

 Internal project reports should be communicated with the project team as

well
 E.g., the lessons learnt for future similar projects!
Lessons Learned Reports
 The project manager and project team members should each prepare a
lessons-learned report
 A reflective statement that documents important things and individual learned
from working on the project
 What went right or wrong in project?

 The project manager often combines information from all of the lessons-
learned reports into a project summary report

Project Archives
 It is also important to organize and prepare project archives

 Project archives are a complete set of organized project records that

provide an accurate history of the project

 These archives can provide valuable information for future projects as well
 And to resolve conflicts if they arise!
Sample Template for a Monthly Progress Report
Outline
1. Project Communications Management Overview
2. Project Stakeholder Management
3. Project Communication Techniques
4. Project Communications Best Practice
5. Project Communications Tools
6. Conclusion

Q&A
 Improving Project Communications
 Manage conflicts effectively & fairly (listen to all involved parties, don’t
prejudge!)
 Run effective meetings frequently
 Report good and bad news on time to motivate project members and
prevent future problems!

Suggestions for Improving Project Communications

 Develop better communication skills
 Use e-mail and other technologies effectively
 Use templates for project communications
 Have a template for status and progress reports
 Have guidelines for e-mails
 Put rules for confidential vs public communication
 Clearly label confidential reports and communication
 Give training to employees on how to use project management tools and
communication
 E.g., How to use JIRA, MS Project, Slack etc.
Using Templates for Project Communications

 Many technical people are afraid to ask for help

 Providing examples and templates for project communications saves

time and money

 Organizations can develop their own templates, use some provided by

outside organizations, or use samples from textbooks / internet

 Recall that research shows that companies that excel in project

management make effective use of templates
Communications Best-Practice
 Make a repository of all project documentation and deliverables accessible by stakeholders,
including:
 Project charter
 Project schedule and WBS
 Project status updates
 Project Test plans and reports
 Etc.
 Determine how many communication channels the project manager needs to manage
 Determine the right communication channel to use with each stakeholder

Running Effective Meetings

 Determine if a meeting can be avoided
• They usually take long and can waste your precious time!

 Define the purpose & intended outcome of the meeting

 Determine who should attend the meeting
 Provide an agenda to participants before the meeting
 Prepare handouts, visual aids, and make logistical arrangements ahead of time
 Run the meeting professionally (in organized manner!)
 Build relationships (facilitate communication)
Using E-Mail, Instant Messaging, Texting, and Collaborative Tools Effectively

 Make sure that e-mail, instant messaging, texting, or collaborative tools are an appropriate
medium for what you want to communicate
 Be sure to send information to the right people
 Use meaningful subject lines and limit the content of emails to one main subject, and be as clear
and concise as possible
 Be sure to authorize the right people to share and edit your collaborative documents

Guidelines for Writing Effective Emails

Guidelines for Writing Effective Emails
1.Subject: Always include a clear, meaningful subject.
2.Tone: Use formal language; avoid informal language like "heyz" or "wats up."
3.Recipients: Ensure you're sending to the correct people and avoid sending internal emails to the
public.
4.Spelling: Always spellcheck before sending.
5.Attachments: Limit the number and size of attachments.
6.Check Before Sending: Draft emails with your manager if necessary.
7.Content: Keep emails concise and focus on one main subject.
8.Purpose: Make sure email is the appropriate medium for your message.
9.Virus Software: Ensure it's up to date.
10.Responses: Respond to and file emails promptly.
11.Avoid Emotional Emails: Don’t send emails when angry or emotional.
12.Confirmation: Request receipt confirmation if needed.
13.Complex Matters: Use in-person meetings or phone calls for complicated issues.
14.Organize: Delete unnecessary emails and organize your inbox.
 Importance of Good Communication (2)
 Good project managers are empathic listeners; they listen with the intent to understand
 Before you can communicate with others, you have to have rapport (i.e. same "wavelength“)
 Mirroring is a technique to help establish rapport
 Confirm you understood the message by repeating it to the sender!

 IT professionals often need to develop empathic listening and other communication skills to
improve relationships with users & other stakeholders
 Multinational projects require increasing awareness of cultural differences

Personal Preferences Affect Communication Needs cont.

• It is important for project managers and their teams to be aware of their own communication styles
• Many IT professionals have different personality traits than the general population
• Many IT professionals are more introverted, intuitive, and oriented to thinking (as opposed to feeling).
• Personality differences can lead to miscommunication with people who are extroverted, sensation-
oriented, and feeling types.
Personalities and Personal Preferences Personalities  
Communication Needs

Personality Preferences in Communication

1.Introverts: Prefer private communication (e.g., emails, one-on-one meetings).
Example: Preferring an email over a group discussion to share thoughts.

2.Intuitive: Focus on the big picture and abstract ideas.

Example: Suggesting future trends rather than focusing on current details.

3.Thinkers: Value logic and objectivity in decision-making.

Example: Making decisions based on data analysis, not emotions.

4.Judging: Prefer structure, deadlines, and following set plans.

Example: Sticking to a detailed project plan and meeting all deadlines.

Styles of Social Behavior

& Communication
Conflict Management Modes (in Preference Order)

1.Confrontation or Problem-Solving: Directly address the issue.

Example: Discussing differing opinions openly in a meeting to find a solution.

2.Compromise: Give-and-take approach.

Example: Agreeing on a middle ground when both parties want different things.

3.Smoothing: Focus on agreement, downplay differences.

Example: Highlighting common goals while downplaying minor disagreements.

4.Forcing: Win-lose approach.

Example: One person imposes their solution without considering the other's input.

5.Withdrawal: Retreat from the conflict.

Example: Leaving the discussion when emotions escalate.
Conflict Can Be Good
 Conflict often produces important results, such as new ideas, better
alternatives, and motivation to work harder and more collaboratively
 Different opinions and diversity are enriching and not limiting!

 Groupthink can develop if there are no conflicting viewpoints

 Research suggests that task-related conflict often improves team
performance, but emotional conflict often depresses team performance

Developing Better Communication Skills

 Companies and formal degree programs for IT professionals often neglect the
importance of developing speaking, writing, and listening skills
 As organizations become more global, they realize they must invest in ways to
improve communication with people from different countries and cultures
 It takes leadership to improve communication
Outline
1. Project Communications Management
Overview
2. Project Stakeholder Management
3. Project Communication Techniques
4. Project Communications Best Practice
5. Project Communications Tools
6. Conclusion

Q&A
Sample Collaborative Tools
 A SharePoint portal allows users to create custom Web sites to access documents
and applications stored on shared devices
 Google Docs allow users to create, share, and edit documents, spreadsheets, and
presentations online
 A wiki is a Web site designed to enable anyone who accesses it to contribute or
modify Web page content
 Stores history of edits and revision as well
 Can be good in collaborating to make user guides for example

Project Web Sites

 Many project teams create a project Web site to store important product
documents and other information
 Can create the site using various types of software, such as enterprise
project management software
 Using Software to Assist in Project Communications
 There are many software tools to aid in project communications, including:
 Common calling and online meeting tools
 Skype, Zoom, etc.

 Project repositories like Content Management Systems

 Microsoft Sharepoint
 Confluence, …

 Project discussion boards and communication management

 Slack
 JIRA

 Project Process and Tasks management

 Clickup.com
SharePoint Website
SharePoint Website
Sample Template for a Project Web Site
JIRA
JIRA
JIRA
JIRA
Slack
Slack (Cloud Service Integration)
Outline
1. Project Communications Management
Overview
2. Project Stakeholder Management
3. Project Communication Techniques
4. Project Communications Best Practice
5. Project Communications Tools
6. Conclusion

Q&A
 THANK YOU FOR
YOUR ATTENTION
NEXT WEEK: Project Risk
Management

NEXT TUTORIAL: Project

Quality Management