Projects Communication Management

0
Project Management Professional

PMP
Memo No ( )
Projects Communications Management

using Projects Management Software
‫أدارة األتصاالت وههارات التعاهل للوشروعات بأستخذام الحاسب‬
by
Dr. Abdalla ElDaoushy
Nov, 2010
Abdalla ElDaoushy, Institute of National Planning, Cairo, EGYPT Page 0

1
Contents
Page
Theoretical Part
 Introducing Projects Communication Management. . 3
1. Communications Planning . . . . . 5,9

2. Information Distribution . . . . . 6, 14
3. Project Performance Reporting . . . . 7, 18
4. Administrative Closure . . . . . 8,25
 Key Terms . . . . . . . . 28
 Summary . . . . . . . . 31
 Self Test . . . . . . . . 33
Practical Part
Using Primavera Expedition in Projects Communications

Management, Course 202A . . . . . 43
Lesson 1: Introduction to Primavera Expedition, Course 202A . 1-1
Lesson 2: Setting up the Contact Directory, Course 202A . 2-1
Lesson 5: Reporting Project Events, Course 202A . . . 5-1
Lesson 6: Tracking and Statusing Submittals . . . 6-1
Lesson 7: Communicating Project Information. . . . 7-1
 References . . . . . . . . 46

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Theoretical Part

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Projects Communications Management
 Communication is the most important Skill the Project Manager

must have.
 Project Managers spend about %90 of their time communicating:

Meetings, Phone Calls, Memos, E-Mails, Reports, Presentations,
etc…
 A Project Manager is a Communicator.
 Projects Communications Management centers on determining who

needs what information and when --- and then produces the plan to
provide the needed information.
 Project Communication Management includes the processes

required to insure timely, collection, dissemination (distribution), and
storing Communication.
 Projects Communications Management provides the critical links

among People, Ideas, and Information that are necessary for success.
 Everyone involved in the Project must be prepared to send and

receive communications, and must understand how the
communications in which they are involved as Individuals affect the
Project as a whole.

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In this memo, we discuss the following major Processes:
1. Communications Planning --- Determining the Information and

Communications Needs of the Stakeholders; specifically who
needs what Information, when they will need it, and how it will be
given to them.
2. Information Distribution --- Making Needed Information available

to Project Stakeholders in a timely manner.
3. Project Performance Reporting --- Connecting and disseminating

Performance Information. This includes Status Reporting, Progress
Measurement, and Forecasting Project Conditions.
4. Administrative Closure --- The Project Manager will need a

Routine of Documentation, Communication, and Information
Distribution to close out a Phase or Project.
These Processes interact with each other and with the Processes in
the other knowledge areas as well.
Each Process may involve effort from one or more Individuals or

Group of Individuals based on the Needs of the Project.

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In brief,
1. Communications Planning
1.1 Inputs to Communications Planning
1.1.1 Communications Requirements
1.1.2 Communications Technology
1.1.3 Constraints & Assumptions
1.2 Tools & Techniques to Communications Planning
1.2.1 Stakeholders Analysis
1.3 Outputs from Organizational Planning
1.3.1 Communications Management Plan

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2. Information Distribution
2.1 Inputs to Information Distribution
2.1.1 Work Results
2.1.3 Project Plan
2.2 Tools & Techniques for Information Distribution
2.2.1 Communications Skills
2.2.2 Information Retrieval Systems
2.2.3 Information Distribution Methods
2.3 Outputs from Information Distribution
2.3.1 Project Records
2.3.2 Project Reports
2.3.3 Projects Presentations

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3. Project Performance Reporting
3.1 Inputs to Project Performance Reporting
3.1.1 Project Plan
3.1.2 Work Results
3.1.3 Other Project Records
3.2 Tools & Techniques for Project Performance

Reporting
3.2.1 Performance Reviews
3.2.2 Variance Analysis
3.2.3 Trend Analysis
3.2.4 Earned Value Analysis
3.2.5 Information Distribution Tools & Techniques
3.3 Outputs from Project Performance Reporting
3.3.1 Performance Reports
3.3.2 Change Requests

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4. Administrative Closure
4.1 Inputs to Administrative Closure
4.1.1 Performance Measurement Documentation
4.1.2 Product Documentation
4.2 Tools to Administrative Closure
4.2.1 Performance Reporting Tools & Techniques
4.2.3 Project Presentations
4.3 Outputs from Administrative Closure
4.3.1 Project Archives
4.3.2 Project Closure
4.3.3 Lessons Learned

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In details,
1. Communications Planning
Communications Planning involves determining the Information &

Communications Needs of Stakeholders. (Who needs what
information? When they will need it? How it will be given to
them and by whom? ).
While all Projects share the need to communicate Project

Information, the Informational Needs and the Methods of
Distribution vary widely.
Identifying the Informational Needs is an important factor for

Project Success.
On most Projects, the majority on Communications Planning is

done as part of the earliest Project Phases. However, the results
of this process should be reviewed regularly throughout the
Project and revised as needed to ensure continued applicability.

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1.1 Inputs to Communications Planning
1.1.1 Communications Requirements
Stakeholders will need different types of Information

depending on their interest in the Project. The Project
Manager will need to complete an analysis of the
Identified Stakeholders to determine what Information
they actually need --- and how often the Information is
needed.
The Project Manager & Project Team can identify the

demand for Project Communication Requirements on
the basis of the following:
o Project Organization and Stakeholders

Responsibility Relationships.
o Disciplines, Departments, and Specialties involved

in the Project.
o Logistics of how many Individuals will be involved

with the Project and at which Locations.
o External Communication Needs (i.e.,

communicating with the media).

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1.1.2 Communications Technology
The Technologies or Methods used to transfer

Information back and forth among Project Stakeholders
can vary significantly (from brief conversations to
extended meetings, from simple written documents to
immediately accessible online schedules and databases).
Communications Technology Factors that may affect the

Project include:
 The Closeness of the Need for Information.
 The Availability of Technology.
 The Expected Project Staffing --- Are the proposed

Communications Systems compatible with the
experience and expertise of the Project
Participants, or will extensive Training and
Learning be required?
 The Length of the Project --- Is the Available

Technology likely to change before the Project is
over?

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1.1.3 Constraints & Assumptions
Every Project usually has Constraints and Assumptions.

Constraints are any force that limits the Project’s
Options.
A Project Constraint (such as Contractual Obligations)

may require extensive Communications. The
requirements for the Contract should be evaluated
against the demands of the Project Staff to determine if
extra Resources will be needed to handle the
Communications.
Assumptions can also affect Communications. Consider

a Project operating under the assumption that
Communications with Management can happen only
through e-mail. This false assumption can impose time
demands the Project Manager had not expected.
1.2 Tools & Techniques to Communications Planning
1.2.1 Stakeholders Analysis
The Information Needs of the various Stakeholders

should be analyzed to develop a precise and logical view
of their Information Needs and Sources to meet those
Needs.
The Analysis should consider Methods and Technologies

suited to the Project that will provide the Information
Needed.

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1.3 Outputs from Communications Planning
A Communications Management Plan is a Document

that provides:
o A Collection & Filing Structure that details what

methods will be used to gather and store various
types of Information. Procedures should also
cover collecting and disseminating (distributing)
updates and corrections to previously distributed
Materials.
o Details of how Needed Information flows through

the Project to the correct Individuals. The
Communication Structure Documents where the
Information will originate, to whom the
Information will be sent, and in what Modality the
Information is acceptable.
o Schedules of when the various types of

Communication should occur. Some
Communication (such as Meetings) should happen
on a regular Schedule; other Communications may
be prompted by conditions within the Project.
o Methods to retrieve Information as needed.
o Instructions on how the Communications

Management Plan can be updated as the Project
progresses.

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2. Information Distribution
Information Distribution involves making needed information available

to project Stakeholders in a timely manner.
2.1 Inputs to Information Distribution
2.1.1 Work Results
Work Results (good or bad) serve as inputs to

Information Distribution because they show progress (or
lake of progress), Quality Issues, and other relevant
Information.
This Plan serves as a guide on how to communicate on

Project Issues within the Performing Organization.
2.1.3 Project Plan
The Comprehensive Project Plan may have Information,

Requirements, or Described Conditions that are
integrated with Communications.

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2.2 Tools & Techniques for Information Distribution
2.2.1 Communications Skills
Communications Skills are used to exchange

Information. The Sender is responsible for making the
Information clear (explicit and complete) so that the
Receiver can receive it correctly and for confirming that
it is properly understood.
Communicating has many dimensions:
o Written and Oral – Listening and Speaking
o Internal (within the Project) and External (to the

Customer, the Media, the Public, etc.).
o Formal (Reports, Briefings, etc.) and Informal

(Memos, Ad hoc (unplanned) Conversations, etc.)
o ‫شاهذ الفيلن الوعني بأألتصال‬
2.2.2 Information Retrieval Systems
Information can be shared by Team Members and

Stakeholders through a variety of methods including
Manual Filing Systems, Electronic Databases, Project
Management Software (Oracle Primavera Expedition),
and Systems that allow access to Technical
Documentation such as Engineering Drawings, Design
Specifications, Test Plans, etc.

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2.2.3 Information Distribution Methods
Project Information may be distributed using a variety of

methods including Project Meetings, Hard-Copy
Document Distribution, and Shared Access to
Networked Electronic Databases, Faxes, Electronic
Mail, Voice Mail, Videoconferencing, and Project Web
Site.

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2.3 Outputs from Information Distribution
2.3.1 Project Records
Project Records may include Correspondence, Memos,

E-Mails, and Documents describing the Project.
These Records are important to secure and organize the

Information throughout the Project for future reference.
The Information should be stored as part of the Project

Archives.
Reports are Formal Communications on Project

Activities, Project Status and/or Conditions.
Management, Customers, and Policies within the
Performing Organization may have different
requirements for when Reports are required.
2.3.3 Projects Presentations
Presentations are useful in providing Information to

Customers, Management, the Project Team, and other
Stakeholders. The Project Team provides information
formally (or informally) to any or all of the Project
Stakeholders.

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3. Project Performance Reporting
Project Performance Reporting is the Process of collecting and

distributing Performance Information to provide Stakeholders with
Information about how Resources are being used to achieve Project
Objectives.
Performance Reporting should generally provide information on Scope,

Schedule, Cost, and Quality. Many Projects also require Information on
Risk and Procurement.
This Process includes:
o Status Reporting --- Describing where the Project now stands ---
for example, the status related to Schedule and Budget of the
Project.
o Progress Reporting --- Describing what the Project Team has

accomplished --- For example, Percent Complete to Schedule,
What is completed versus What is in progress.
o Forecasting --- Predicting future Project Status and Progress. Will

this Project end on Schedule? Will the Project be on Budget? How
much longer will the Project take? and how much money will this
Project need to finish?
o Scope --- How is the Project meeting the Project Scope?
o Quality --- What are the Results of Quality Audit, testing, and
Analysis?
o Risks --- What Risks have come into the Project and what has
been their affect on the Project?

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3.1 Input to Project Performance Reporting
3.1.1 Project Plan
The Project Plan contains the various baselines that will

be used to assess Project Performance.
3.1.2 Work Results
Which Deliverables have been fully or partially

completed?
What Costs (and/or Resources) have been incurred or
committed*, etc. are an output of Project Plan
Execution.
Work Results should be reported within the framework
provided by the Communications Management Plan.
Accurate, Uniform Information on Work Results is

essential to useful Performance Reporting.
In addition to the Project Plan and Project’s Work

Results, other Documents often contain information
pertaining to the Project Context that should be
considered when assessing Project Performance.
-----------------------------
 The Budgeted Cost Amount usually between the General Contractor

& Owner, while the Committed Cost Amount usually between the
General Contractor & Subcontractors… [See Primavera Expedition
for more details…]

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3.2 Tools & Techniques for Project Performance

Reporting
3.2.1 Performance Reviews
Performance Reviews are meetings held to assess

(evaluate) Project Status and/or Progress.
3.2.2 Variance Analysis
Variance Analysis involves comparing actual Project

Results to Planned or Expected Results.
Cost and Schedule Variances are the most frequently

analyzed, but Variances from Plan in the areas of Scope,
Resource, Quality, and Risk are often of equal or greater
importance.
3.2.3 Trend Analysis
Trend Analysis involves examining Project Results over

time to determine if importance is improving or
worsening.
3.2.4 Earned Value Analysis
Earned Value Analysis in its various forms is the most

commonly used method of Performance Measurement.
It integrates Scope, Cost (or Resources), and Schedule
Measures to help the Project Management Team assess
Project Performance.

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Earned Value (EV) involves calculating 3 key values for

each Activity:
1. Planned Value (PV), previously called Budgeted

Cost of Work Scheduled (BCWS), is that portion of
the Approved Cost Estimate planned to be spent
on the Activity during a given period.
2. Actual Cost (AC), previously called the Actual Cost
of work Performed (ACWP), is the total of costs
incurred in accomplishing work on the Activity
during a given period.
3. Earned Value (EV), previously called the Budgeted
Cost of Work Performed (BCWP), is the Value of
Work Actually Completed.
These 3 Values are used in combination to provide

measures of whether or not Work is being
Accomplished as Planned. The most commonly
used measures are:
Cost Variance (CV): CV = EV – AC

Schedule Variance (SV): SV = EV – PV
Cost Performance Index (CPI): CPI = EV/AC
The Cumulative CPI (the sum of all individual EV

budgets divided by the sum of all individual ACs) is
widely used to forecast Project Costs at
Completion.
The Schedule Performance Index (SPI = EV/PV) is

sometimes used in conjunction with the CPI to
forecast the Project Completion Estimates.

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3.2.5 Information Distribution Tools & Techniques
Performance Reports are distributed using the Tools &

Techniques described above (Tools & Techniques for
Information Distribution).

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3.3 Outputs from Project Performance Reporting
The goal of Performance Reporting is to share Information

regarding the Project Performance with the appropriate
Stakeholders. Of course, Performance Reporting is not
something done at the end of the Project or after a Project
Phase, but is rather done on a regular Schedule, as detailed in
the Communication Plan, or as Project Conditions warrant.
Outputs of Performance Reporting include:
3.3.1 Performance Reports
Performance Reports organize and summarize the

information gathered and present the results of any
analysis. Reports should provide the kinds of
information and level of detail required by various
Stakeholders as documented in the Communication
Management Plan.
Common formats for Performance Reports include Bar-
Charts, S-Curves, Histograms, and Tables
3.3.2 Change Requests
Analysis of Project Performance often generates a

Request for a Change to some aspect of the Project.
The Change Requests should flow into the Change

Control System for consideration and Approved or
Rejection.

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Performance Reports and Change Requests are an input

to the following Change Control Processes:
o Integrated Change Control
o Scope Change Control
o Schedule Change Control
o Cost Change Control

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4. Administrative Closure
The Project or Phase of the Project (after either achieving its objectives
or being terminated for other reasons) require closure.
Administrative Closure consists of documenting Project Results to
formalize acceptance of the product of the Project by the Sponsor, or
Customer.
Administrative Closure includes collecting Project Records; ensuring that
they reflect final Specifications; Analyzing Project Success, Effectiveness,
and Lessons Learned; and archiving such information for future use.
Administrative Closure Activities should not be delayed until Project
Completion. Each Phase of the Project should be properly closed to
ensure that the important and useful information is not lost.
In addition, Employee Skills in the Staff Pool Database should be
updated to reflect new Skills and Proficiency Increases.
4.1 Inputs to Administrative Closure
4.1.1 Performance Measurement Documentation

All Documentation produced to record and analyze
Project Performance must be available for review during
Administrative Closure.
4.1.2 Product Documentation

Documents produced to describe the Product of the
Project (Plans, Specifications, Technical Documentation,
Drawings, Electronic Files, etc.) must also be available
for review during Administrative Closure.

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4.2 Tools to Administrative Closure
4.2.1 Performance Reporting Tools & Techniques
4.2.3 Project Presentations
(all of these are discussed before)

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4.3 Outputs from Administrative Closure
4.3.1 Project Archives
A Complete Set of Indexed Project Records should be

prepared for archiving by the appropriate Parties.
Any Project-Specific or Historical Databases pertinent to
the Project should be updated.
When Projects done under Contract, or when they

involve significant Procurement, particular attention
must be paid to archiving of Financial Records.
4.3.2 Project Closure
Project Closure means that there is a Formal

Confirmation that the Project has met all Customer
Requirements for the Product of the Project.
4.3.3 Lessons Learned
As the Project moves through its phase, the Project

Manager and Project Team should be completing the
“Lesson Learned” for future reference.
At the end of the Project Closure, the Lesson Learned

Documentation should be archived as well for future
use.

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Key Terms
Encoder: Part of the communications model; the device or technology that
packages the message to travel over the medium.
Decoder: This is a part of the communications model; it is the inverse of the

encoder. If a message is encoded, a decoder translates it back to usable
format.
Receiver: Part of the communications model: the recipient of the message.
Bull's eye: Creates limits to the acceptable earned value metrics. Any
variances within the preset values automatically prompt communication to
management.
Schedule Performance Index (SPI): This reveals the efficiency of work.

The closer the quotient is to 1, the better: SPI=EV/PV
Schedule Variance: The difference between the planned work and the
earned work.
Scope statement: A document that describes the work, and only the
required work, to meet the project objectives. The scope statement
establishes a common vision among the project stakeholders to establish the
point and purpose of the project work. It is used as a baseline against which
all future project decisions are made to determine if proposed changes or
work-results are aligned with expectations.
Scope Verification: The process of the project customer accepting the

project deliverables. Scope verification happens at the end of each project
phase and at the end of the project. Scope verification is the process of
ensuring the deliverables the project creates are in alignment with the project
scope.
Scoring Models (also called weighted scoring models): These models use
a common set of values for all of the projects up for selection. Each value
has a weight assigned values of high importance have a high weight, while
values of lesser importance have a lesser weight. The projects are measured

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against these values and assigned scores according to how well they match
the predefined values. The projects with high scores take priority over
projects will lesser scores.
Secondary Risks: Risks that stem from risk responses. For example, the
response of transference may call for hiring a third party to management an
identified risk. A secondary risk caused by the solution is the failure of the
third party to complete its assignment as scheduled. Secondary risks must be
identified, analyzed, and planned for just as any identified risk.
Sender: Part of the communications model: the person or group delivering

the message to the receiver.
Simulation: This allows the project team to play 'what-if' games without
affecting any areas of production.
Single Source: A specific seller that the performing organization prefers to

contract with.
Stakeholders: The individuals, groups, and communities that have a vested

interest in the outcome of a project. Examples include the project manager,
the project team, the project sponsor, customers, clients, vendors, and
communities.
Statement of Work (SOW): This fully describes the work to be completed,

the product to be supplied, or both. The SOW becomes part of the contract
between the buyer and the seller. The SOW is typically created as part of the
procurement planning process and is used by the seller to determine whether
it can meet the project's requirements.
Supporting Detail: Any information that support decisions, including logic

employed and rationales, and the project plan as a whole.
Supporting detail can include books, articles, web sites, vendor information,
results of testing, historical information, and many others information
sources.
Cost Performance Index (CPI): An index that measures how well the
project is performing on cost: CPI=EV/AC.

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Cost variance: The Cost Variance (CV) is the difference between the
Earned Value (EV) and the Actual Costs (AC).
Cost-Reimbursable Contracts: A contract that pays the seller for the

product. In the payment to the seller, there is a profit margin the difference
between the actual costs of the product and the sales amount.
Trend Analysis: Trend analysis is taking past results to predict future

performance.
Earned Value (EV): The value of the work that has been completed and the
budget for that work: EV=%Complete X BAC.
Earned Value Management: Earned value management integrates scope,

schedule, and cost to give an objective, scalable point-in-time assessment of
the project. EVM calculates the performance of the project and compares
current performance against plan. EVM can also be a harbinger of things to
come. Results early in the project can predict the likelihood of the project's
success or failure.
Effective Listening: The receiver is involved in the listening experience by

paying attention to visual clues by the speaker and to paralingual intentions
and by asking relevant questions.
Paralingual: The pitch, tone, and inflections in the sender's voice affect the
message being sent.
Nonverbal Communication: Approximately 55 percent of oral

communication is non-verbal. Facial expressions, hand gestures, and body
language contribute to the message.

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Summary:
Planning for Communication
Communication centers on who needs what and on when and how you are
going to give it to them.
Communication Requirements are set by Stakeholders.
Communication Planning is accomplished early in the Planning Processes.
Communications are linked to the organizational structure of the Performing

Organization.
Constraints and Assumptions can affect the Communications Planning.
Communications Management Plan
Provides Instructions on how to gather and disseminate Project Information.
Provides Instructions on the Communications Methods, such as Hard

Copies, Reports, and E-Mail.
Includes a Schedule of Expected Communications, such as Reports and

Meetings.
Provides a Method to access Needed Information between regularly

Scheduled Communications.

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Performance Reporting
Status Reporting provides current Information on the Project.
Progress Reporting provides Information on what the Team has

accomplished? and may include Information on what is yet to be
accomplished.
Forecasting Reporting provides Information on how the remainder of the

Project or Phase is expected to go.
Variance Analysis Reporting examines the reason why Cost, Schedule,

Scope, Quality, and other factors may vary from what was planned.
Trend Analysis Reporting is the study of Trends over time to reveal patterns
and expectations of future results.
Earned Value Analysis is a series of formulas that reveal and predict project
performance.
Change Requests may stem from Performance Reports.
Administrative Closure
Administrative Closure is the formal Documentation, Organization, and
Archival Aspects of a Project or Phase Acceptance.
Administrative Closure should also happen when the Project is terminated.
The Project Archives include the Complete Index of all Project Records,
Documents, Product Specifications, and any relevant Documents. The
Project Archives will serve as Historical Information for future Projects.
The Project Team and the Project Manager complete the Lessons Learned
Documents throughout the Project Phases.

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Self Test (Reference No 2)

1. Of the following, which one is not an example of formal communications?
A. Presentations to groups
B. Ad hoc conversations
C. Contractual agreements
D. Presentations to management
(B. Ad hoc conversations, while often effective, are not examples of formal
communications, as they are unplanned meetings.)
2. Of the following, which one is an example of informal communications?
A. Memos
B. Presentations to groups
C. Briefings
D. Speeches
3. You are the project manager for the LKH Project. Management has
requested that you create a document detailing what information will be
expected from stakeholders and to whom that information will be
disseminated. Management is asking for which one of the following?
A. Roles and responsibilities matrix

B. Scope Management Plan
C. Communications Management Plan
D. Communications worksheet
(C. Management is requesting a Communications Management Plan, which details the

requirements and expectations for communicating information among the project
stakeholders.
A. is incorrect; a roles and responsibilities matrix depicts who does what and who makes
what decisions.
B. the Scope Management Plan is also incorrect; this plan explains how changes to the
scope may be allowed depending on the circumstances.
D. is not a valid choice for the question.)

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4. Which one of the following will help you, the project manager, complete the
needed Communications Management Plan by identifying the stakeholders
and their communication needs?
A. Identification of all communication channels

B. Formal documentation of all communication channels
C. Formal documentation of all stakeholders
D. Communication matrix
(D. A communication matrix is an excellent tool to identify the stakeholders and their
requirements for communication. A communication matrix is the best tool to identify
stakeholders’ requirements for communication.)
5. You are the project manager for the JGI Project. You have 32 stakeholders
on this project. How many communications channels do you have?
A. Depends on the number of project team members.

B. 496
C. 32
D. 1
(B. Using the formula N(N-1)/2, where N represents the number of stakeholders, there
are 496 communication channels.)
6. You are the project manager for the KLN Project. You had 19 stakeholders
on this project. You have added three team members to the project. How
many more communication channels do you have now than before?
A. 171
B. 231
C. 60
D. 1
C. This is a tough question, but typical of the PMP exam. The question asks how many
more communication channels exist. You’ll have to calculate the new value, which is 231
(22*21/2), and then subtract the original value, which is171(19*18/2), for a total of 60
new channels.)

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7. A memo has been sent to you, the project manager, project team members,
and the project customers from the project sponsor. In this instance, who is
the encoder?
A. Project sponsor
B. Project manager
C. Project team members
D. Project customers
(A. The project sponsor is the source of the memo, as this is the sender of the message.
B, C, and D are all recipients of the memo, not the sender, so they cannot be the source of
the message.)
8. Which one of the following can use EVM in its preparation for
management?
A. Status reports
B. Trend reports
C. Performance reports
D. All of the above
(EVM --- Earned Value Management)

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9. What does the following figure mean?
A. It is a control chart to manage communications between the project

manager and the project sponsor.
B. It is a control chart to management communications between the
project manager and Management.
C. It is a variance chart to manage communications between the project
manager and Management.
D. It is a bull’s eye to manage communications between the project
manager and the Management.
(D. The figure is called a communications bull’s eye and is used to trigger
communication needs to management when EVM results fall within the identified
ranges.)
10. Of the following, which term describes the pitch and tone of an individual’s
voice?
A. Paralingual
B. Feedback
C. Effective listening
D. Active listening
(A. Paralingual is a term used to describe the pitch and tone of one’s voice.
B, feedback, is a request to confirm the information sent in the conversation.
C, effective listening is the ability to understand the message through what is said, facial
expressions, gestures, tone and pitch, and so on.
D, active listening is the process of confirming what is understood and asking for
clarification when needed.)

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11. You are the project manager of the KMH Project. This project is slated
(scheduled) to last eight years. You have just calculated EVM and have a
CV of -$3500. What type of report is needed for management?
A. Progress report
B. Forecast report
C. Exception report
D. Trends report
(C. An exception report is typically completed when variances exceed a given limit.
Progress Reports describe the progress of the project or phase.
Trends Report is an analysis of project trends over time.)
12. In your Communications Management Plan, you have detailed

administrative closure. At what point will administrative closure take place?
A. When the project is archived

B. At the completion of each phase
C. Only when the project is complete or cancelled
D. As management sees fit
13. You are the project manager for OOK Project. You will be hosting project
meetings every week. Of the following, which one is not a valid rule for
project meetings?
A. Schedule recurring meetings as soon as possible

B. Allow project meetings to last as long as needed
C. Distribute meeting agendas prior to the meeting start
D. Allow the project team to have input to the agenda
14. The three basic elements needed for communication in project management
are
A. Words, sentences, paragraphs

B. Proper grammar, spelling, ideas
C. Verbal, nonverbal, action
D. Sender, receiver, message

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15. Which one of the following is the method of analyzing project performance
preferred in government projects?
A. Communications management
B. Management by walking around
C. EVM
D. Variance analysis
(C. EVM is all about analyzing project performance.

A. communications management focuses on managing communications, not
performance.
B. management by walking around is an effective management style, but it does reflect
project performance.
D. variance analysis focuses on the root causes of variances within the project, but not
solely on the project performance.)
16. What percentage of a message is sent through nonverbal communications,

such as facial expressions, hand gestures, and body language?
A. Greater than 50 percent

B. 30 to 40 percent
C. 20 to 30 percent
D. 10 to 20 percent
17. Which one is not a filter for receivers of communication?
A. Culture
B. Conflict
C. Knowledge
D. Language
(B. Conflict is not a filter of communication. It is a communication hindrance (difficulty).

Culture, Knowledge, and Language are filters for receivers)

39
18. You are finalizing project completion. You will gather, generate, and
disseminate project information. This is known as which one of the
following?
A. Project closure
B. Project postmortem
C. Administrative closure
D. Operational transfer
(C. Administrative closure is the process of generating, gathering, and disseminating
project information.
A and B are incorrect, as project closure and project postmortem involve more than just
generating, gathering, and disseminating project information. D. Operational Transfer is
the process of moving the project deliverable into operations.)
19. Often in project management you will have to negotiate. Negotiations work
best in which environment?
A. Caution and yielding

B. Sincerity, honesty, and extreme caution
C. Mutual respect and admiration
D. Mutual respect and cooperation
20. You are the project manager for the PMU Project. Your project has 13
members. You have been informed that next week your project will receive
the 7 additional members you requested. How many channels of
communications will you have next week?
A. 1
B. 78
C. 190
D. 201
[N(N-1)/2]; N is the number of Identified Stakeholders in the Communication Channels

40
21. Which one of the following will result in the most productive results when
negotiating?
A. Yielding
B. Forcing
C. Collaborating
D. Compromising
(C. Collaborating is the ideal method when negotiating. The goal of negotiations is to
work together for the good of the project.
A. Yielding is not working for the good of the project.
B. forcing, exerts power over one party without properly negotiating.
D. Compromising, calls for both parties to give up something without necessarily
working together for the good of the project.)
22. Which one of the following is an output from performance reporting?
A. Trend analysis
B. EVM
C. Variance analysis
D. Change requests
(D. Of all the choices, change requests are the only acceptable answer. Incidentally, there
are two outputs of performance reporting: change requests and performance reports.
A. Trend analysis is the study of project performance results to determine if the project is
improving or failing. It is a tool used as part of performance reporting, but it is not an
output of performance reporting.
B and C are also tools used in performance reporting, but they are not an output of the
process.)
23. The process of sending information from the project manager to the project
team is called which of the following:
A. Functioning
B. Matrixing
C. Blended communications
D. Transmitting

41
24. George is the project manager of the 7YH Project. In this project, George
considers the relation between himself and the customer to be of utmost
important. Which one of the following is a valid reason for George’s belief
in the importance of the relationship between the customer and himself?
A. The customer will complete George’s performance evaluation. A poor

communication model between George and the customer will affect
his project bonus.
B. The customer is not familiar in project management. George must
educate the customer on the process.
C. The customer is always right.
D. The communication between the customer and George can convey
the project objectives more clearly than can the language in the
project contract.
25. Which one of the following means that communications occur?
A. The transfer of knowledge

B. The outputting of knowledge
C. The presence of knowledge
D. The transmission of knowledge
(A the transfer of knowledge is evidence that communication has occurred.

B and C do not necessarily mean the knowledge has originated from the source and been
transferred to the recipient.
D is incorrect; messages are transmitted, but knowledge is transferred.)

42
Practical Part

43
Using Primavera Expedition in Projects Communications

Management
Course 202A
Lesson 1: Introduction to Primavera Expedition, Course 202A . 1-1
Lesson 2: Setting up the Contact Directory, Course 202A . 2-1
o Contacts Log . . . . . . 2-2

o Adding a New Company . . . . . 2-4
 Entering Company Data . . . . 2-4
 Adding Contact Data . . . . 2-5
 Copying Addresses . . . . . 2-6
 Contact role Configuration . . . 2-7
 Project preferences . . . . 2-8
 Contacts Tab . . . . . 2-8
 Copying Contacts . . . . . 2-9
 Log . . . . . . . 2-10
 Forms . . . . . . 2-10
 Reports . . . . . . 2-10
 Printing Contact Information . . . 2-11

44
Lesson 5: Reporting Project Events, Course 202A . . . 5-1
o Meeting Minutes . . . . . . 5-2

 Printed Meeting . . . . . 5-3
o Adding Meeting Minutes . . . . 5-4
 Meeting Minutes Log . . . . 5-4
 Adding Business Items . . . . 5-4
 Adding Attendees . . . . . 5-5
o Creating Agendas using Generate . . . 5-6
o Daily Reports . . . . . . 5-11
o Creating Daily Reports . . . . . 5-13
o Adding a New Daily Report . . . . 5-14
o Copying Daily Reports . . . . . 5-19
Lesson 6: Tracking and Statusing Submittals . . . 6-1
o Correspondence . . . . . . 6-26
 Correspondence Received . . . 6-26
 Correspondence Sent . . . . 6-26
 Re-Submit . . . . . . 6-28
 Returned Date . . . . . 6-28
 Forwarded Date . . . . . 6-28
 New revision Cycle . . . . . 6-29
 Distribution . . . . . . 6-30
 Distribution List for Submittal . . . 6-32
 Tracking Multiple Reviewer . . . 6-32
o Using Dunning Letters with Submittals . . 6-37

45
Lesson 7: Communicating Project Information. . . . 7-1
o Letters. . . . . . . . 7-2
o Request for Information (RFI) . . . . 7-10
o Generating Documents . . . . . 7-12

46
References
1. PMBOK Guide, A Guide to the Project Management of Knowledge

Project Management Institute, Four Campus Boulevard, Newtown
Square, PA 19073-3299 USA
2. Joseph Phillips, Project Management Professional – Study Guide

McGraw Hill
3. Using Primavera Expedition for Contract Administration, Course 202

A, Training Manual.
4. Contract Management with Primavera Expedition, Course 202 B,

Training Manual.
5. Dr. Abdalla El Daoushy,

Projects Time Management & Controlling using Projects
Management Software, Memo No. 971, Institute of National
Planning, Cairo, Egypt, 2008
6. Dr. Abdalla El Daoushy,

Projects Cost Management – Computer Software Oriented, Memo
No. 973, Institute of National Planning, Cairo, Egypt, 2009

Projects Communication Management

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Project Management Professional

Projects Communications Management

Dr. Abdalla ElDaoushy

Abdalla ElDaoushy, Institute of National Planning, Cairo, EGYPT Page 0

 Introducing Projects Communication Management. . 3

1. Communications Planning . . . . . 5,9

Using Primavera Expedition in Projects Communications

Lesson 1: Introduction to Primavera Expedition, Course 202A . 1-1

Lesson 2: Setting up the Contact Directory, Course 202A . 2-1

Lesson 5: Reporting Project Events, Course 202A . . . 5-1

Lesson 6: Tracking and Statusing Submittals . . . 6-1

Lesson 7: Communicating Project Information. . . . 7-1

Abdalla ElDaoushy, Institute of National Planning, Cairo, EGYPT Page 1

Abdalla ElDaoushy, Institute of National Planning, Cairo, EGYPT Page 2

Projects Communications Management

 Communication is the most important Skill the Project Manager

 Project Managers spend about %90 of their time communicating:

 A Project Manager is a Communicator.

 Projects Communications Management centers on determining who

 Project Communication Management includes the processes

 Projects Communications Management provides the critical links

 Everyone involved in the Project must be prepared to send and

Abdalla ElDaoushy, Institute of National Planning, Cairo, EGYPT Page 3

In this memo, we discuss the following major Processes:

1. Communications Planning --- Determining the Information and

2. Information Distribution --- Making Needed Information available

3. Project Performance Reporting --- Connecting and disseminating

4. Administrative Closure --- The Project Manager will need a

Each Process may involve effort from one or more Individuals or

Abdalla ElDaoushy, Institute of National Planning, Cairo, EGYPT Page 4

1.1 Inputs to Communications Planning

1.1.1 Communications Requirements

1.1.2 Communications Technology

1.1.3 Constraints & Assumptions

1.2 Tools & Techniques to Communications Planning

1.2.1 Stakeholders Analysis

1.3 Outputs from Organizational Planning

1.3.1 Communications Management Plan

Abdalla ElDaoushy, Institute of National Planning, Cairo, EGYPT Page 5

2.1 Inputs to Information Distribution

2.1.1 Work Results

2.1.2 Communications Management Plan

2.1.3 Project Plan

2.2 Tools & Techniques for Information Distribution

2.2.1 Communications Skills

2.2.2 Information Retrieval Systems

2.2.3 Information Distribution Methods

2.3 Outputs from Information Distribution

2.3.1 Project Records

2.3.2 Project Reports

2.3.3 Projects Presentations

Abdalla ElDaoushy, Institute of National Planning, Cairo, EGYPT Page 6

3. Project Performance Reporting

3.1 Inputs to Project Performance Reporting

3.1.1 Project Plan

3.1.2 Work Results

3.1.3 Other Project Records

3.2 Tools & Techniques for Project Performance

3.2.1 Performance Reviews

3.2.2 Variance Analysis

3.2.3 Trend Analysis

3.2.4 Earned Value Analysis

3.2.5 Information Distribution Tools & Techniques