ProjectmunicationsManagementTwoFactorsofASuccessfulEnterprisemunicationPeopleManagementNOKIACEOMr.OrilaDialogue@某著名企業(yè)ProjectmunicationsManagementProcessestoensuretimelyandappropriategeneration,collection,dissemination,storageandultimatedispositionofprojectinformation項目溝通管理計劃執(zhí)行控制收尾溝通計劃信息傳遞績效報告行政收尾溝通計劃確定項目干系人的信息與溝通需求:誰需要何種信息，他們何時需要這些信息，并且這些信息通過誰，運用何種方式傳遞給他們。Onmostprojects,themajorityofmunicationsplanningisdoneaspartoftheearliestprojectphases.However,theresultsofthisprocessshouldbereviewedregularlythroughouttheprojectandrevisedasneededtoensurecontinuedapplicability.municationsPlanningInputsmunications requirementsmunication technologyConstraintsAssumptionsTools&TechniquesStakeholderanalysisOutputsmunication managementplanInputs

tomunicationsPlanningmunicationsrequirements–Thesumoftheinformationrequirementsoftheprojectstakeholdersmunicationtechnology–UsedtotransferinformationbackandforthamongprojectstakeholdersConstraintsAssumptionsTools&Techniques

formunicationPlanningStakeholderanalysis–Amethodfordevelopingamethodicalandlogicalviewoftheinformationneedsofthestakeholdersandofthesourcestomeetthoseneeds為了對項目干系人的信息需求和信息資源形成一種系統(tǒng)的和符合邏輯的觀點以滿足需求，應對多種多樣項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(特別)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(輔助語言學)(pitchandtone)ActiveListening–receiverconfirmstheyarelistening,confirmsagreementandaskforclarificationEffectiveListening–watchingspeaker,thinkbeforespeaking,askquestions,repeatingandprovidingfeedback噪聲（NOISE）降低溝通效率的影響因素，它存在于傳播過程的各個環(huán)節(jié)。Feedbackloop（溝通是雙向的）。

Todetermineifsomeoneunderstandsmessage,mustobtainfeedback什么阻礙了溝通？過濾（Filtering）

大量信息在上行溝通或下行溝通過程中損失掉的現(xiàn)象.如：language,culture,semanticsand消息內容、可信度、信譽、組織機構位置、歷史因素。障礙（Barriers）

lackofchannels,distance,jargon,attitudes(hostile),environmentalfactors(noise)and權力游戲，滯留信息，隱藏議程;allwhichcancauseconflict.溝通阻斷器municationblocker）

negativethoughtsthatinhibitideas.Example:Itisnotmyjobto...溝通的阻斷器都是噪聲，但并非所有的噪聲都是阻斷器項目經理在溝通中的作用Generally90%ofthePM’stimeismunicatingwith2+hrsinmeetingsand1+hrsincoaching.項目經理必須熟悉于下列人員的溝通技巧：－高層管理者、項目隊伍、與之相競爭的項目團隊－客戶項目經理在溝通中的中心角色：－Facilitator(使溝通變得容)、Coordinator、Leader－Listener、Interpreter避免障礙，管理信息流－項目經理必須控制溝通，但不能控制所有信息ExceptionReportingActiveListener有效聆聽的常見障礙：×假裝聆聽×注意力分散×偏見和固執(zhí)×缺乏耐心×急于得出結論提高聆聽技巧：*首先尋求理解他人，然后再被他人理解*集中精力聽。看著講話人會幫助你集中精力．并且你可以看到講話人的身體語言。*積極主動地聆聽。向講話人提供語言或非語言反饋信息。*提問。當體想要澄清這人所講的事情或獲得關于更多此事信息時，可以追根究底地提問，如“關于那件事，你能多告訴我一些嗎?”*不要打斷。當一個人在講話時．聽清整個思路或在適當?shù)拈g歇提出問題或評論。在一個人提供完信息之前，不要打斷或轉換主題。municationMethodsPicktheformofmunicationthatisbestforthesituationFormalWritten–plexproblems,AllPlans,municatingoverlongdistancesFormalVerbal–Presentations,speechesInformalWritten–memos,e-mail,notesInformalVerbal–Meetings,conversation例如：－需要立即采取措施時，書面和口頭溝通是最好的方法－解決爭端或批評某一團隊成員時，非正式口頭溝通是必要的55％的溝通是非語言溝通體態(tài)語言、面部表情和聲調在溝通中起重要作用OpenQuestions（不能用是或否回答）可以促進溝通保證團隊有效溝通的六點措施AnEffectivemunicator—項目經理必須意識到溝通是雙向的，要鼓勵反饋和達成一致。AnExpeditor—項目經理必須將人們集合起來，建立關系，建立正式和非正式溝通渠道。AvoidmunicationBlockers—例如：老板不會喜歡TightMatrix—項目經理應為來自各職能部門的所有團隊成員分配一間單獨的辦公室空間。它僅指物理距離上的靠近