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1Chapter9:ProjectCommunicationsManagement•Communicationsplanning:determiningtheinformationandcommunicationsneedsofthestakeholders•Informationdistribution:makingneededinformationavailableinatimelymanner•Performancereporting:collectinganddisseminatingperformanceinformation•Administrativeclosure:generating,gathering,anddisseminatinginformationtoformalizephaseorprojectcompletion•Adescriptionofacollectionandfilingstructureforgatheringandstoringvarioustypesofinformation•Adistributionstructuredescribingwhatinformationgoestowhom,when,andhow•Aformatforcommunicatingkeyprojectinformation•Aprojectscheduleforproducingtheinformation•Accessmethodsforobtainingtheinformation•Amethodforupdatingthecommunicationsmanagementplansastheprojectprogressesanddevelops•Astakeholdercommunicationsanalysis沈备军5WhatWentWrong?Awellpublicizedexampleofmisuseofe-mailcomesfromthe1998JusticeDepartment'shighprofile,antitrustsuitagainstMicrosoft.E-mailemergedasastarwitnessinthecase.Manyexecutivessentmessagesthatshouldneverhavebeenputinwriting.Thecourtusede-mailasevidence,eventhoughthesendersofthenotessaidtheinformationwasbeinginterpretedoutofcontext.Harmon,Amy,E-mailcomesbacktohauntcompanies,November29,1998•Performancereportingkeepsstakeholdersinformedabouthowresourcesarebeingusedtoachieveprojectobjectives–Statusreportsdescribewheretheprojectstandsataspecificpointintime–Progressreportsdescribewhattheprojectteamhasaccomplishedduringacertainperiodoftime–Projectforecastingpredictsfutureprojectstatusandprogressbasedonpastinformationandtrends–Statusreviewmeetingsoftenincludeperformancereporting•Aprojectorphaseofaprojectrequiresclosure•Administrativeclosureproduces–projectarchives–formalacceptance–lessonslearned•Manageconflictseffectively•Developbettercommunicationskills•Runeffectivemeetings•Usetemplatesforprojectcommunications•Confrontationorproblem-solving:directlyfaceaconflict•Groupthinkcandevelopiftherearenoconflictingviewpoints•ResearchbyKarenJehnsuggeststhattask-relatedconflictoftenimprovesteamperformance,butemotionalconflictoftendepressesteamperformance•CompaniesandformaldegreeprogramsforITprofessionalsoftenneglecttheimportanceofdevelopingspeaking,writing,andlisteningskills•Asorganizationsbecomemoreglobal,theyrealizetheymustinvestinwaystoimprovecommunicationwithpeoplefromdifferentcountriesandcultures•Ittakesleadershiptoimprovecommunication•Determineifameetingcanbeavoided•Definethepurposeandintendedoutcomeofthemeeting•Determinewhoshouldattendthemeeting•Provideanagendatoparticipantsbeforethemeeting•Preparehandouts,visualaids,andmakelogisticalarrangementsaheadoftime•Runthemeetingprofessionally•Buildrelationships•Manytechnicalpeopleareafraidtoaskforhelp•Providingexamplesandtemplatesforprojectcommunicationssavestimeandmoney•Organizationscandeveloptheirowntemplates,usesomeprovidedbyoutsideorganizations,orusesamplesfromtextbooks•Acommunicationsinfrastructureisasetoftools,techniques,andprinciplesthatprovideafoundationfortheeffectivetransferofinformation–Toolsincludee-mail,projectmanagementsoftware,groupware,faxmachines,telephones,teleconferencingsystems,documentmanagementsystems,andwordprocessors–Techniquesincludereportingguidelinesandtemplates,meetinggroundrulesandprocedures,decision-makingprocesses,problem-solvingapproaches,andconflictresolutionandnegotiationtechniques–Principlesincludeusingopendialogandanagreeduponwo