Learn how to plan communication for a project.
- [Voiceover] If you've ever watched Abbott and Costello's Who's on First, you know how hard it can be to get your point across. The success of a project depends on good communication. The right people, getting the right information, at the right time, and in the right way. To do that, you need to plan project communication. If your project is large and complex, with people working around the globe, good communication is even more important.
First, identify your audiences. That is, who needs to know about the project? The responsibility matrix is a good place to look to find your audiences. Second, define what your audiences need or want to know. Management stakeholders typically care most about a project achieving its goals. During planning, you communicate the project plan to management. While the project is underway, you tell them about progress, how much you've spent, and the overall project result.
The project sponsor is tightly connected with the project, so you'll probably communicate with the sponsor more often, and perhaps using frequent face-to-face meetings. Functional managers initially need to know the skill sets you need, when you need them, and other things like cost constraints. When people are on assignment, these managers want to know whether the assignments are going according to plan, and how long their people are going to be on the assignment.
Team members need to know what they're supposed to do, and ideally how that fits into the big picture. As they complete assignments, they also need to know who's on first, I mean, what's on deck. Finally, the last part of a communication plan is how you distribute information to your audiences. That is, how often information is exchanged, how it's sent, and the format you use. Face-to-face communication is good for brainstorming, getting to know people, and discussing sensitive topics.
If your team is dispersed geographically, email, conference calls, and video conferencing are indispensable. Earlier we talked about the stakeholder management knowledge area, including setting up a stakeholder management plan. That plan focuses on how you're going to engage your stakeholders to get, and keep, their support for your project. The communication plan helps with that. It spells out how you're going to provide information to stakeholders to keep them on board.
A communication plan helps to ensure that people get the information they need in the most effective way. To learn more about project communication, see Doug Rose's course Managing Project Communication.
Bonnie Biafore has always been fascinated by how things work and how to make things work better. In this course, she explains the fundamentals of project management, from defining the problem, establishing project goals and objectives, and building a project plan to managing team resources, meeting deadlines, and closing the project. Along the way, she provides tips for reporting on project performance, keeping a project on track, and gaining customer acceptance.
- Defining the components of a project
- What it takes to be a project manager
- Using project management software like Microsoft Project
- Managing project scope, budget, and schedule
- Managing project resources, including people
- Managing project risk
- Initiating a project
- Identifying and managing stakeholders
- Identifying requirements and deliverables
- Developing a project plan
- Building a project schedule
- Assigning resources to tasks
- Understanding the critical path
- Running the project
- Managing teams
- Monitoring performance
- Closing a project
Skill Level Beginner
Project Management Foundations: Communicationwith Doug Rose1h 47m Appropriate for all
Project Management Foundations: Budgetswith Bob McGannon1h 11m Appropriate for all
1. Getting to Know Project Management
2. Exploring Project Management Knowledge Areas
3. First Things First
How to develop requirements4m 19s
4. Developing a Project Plan
5. Building a Project Schedule
6. While You Run the Project
7. Working with Teams
8. Monitoring and Controlling Progress and Performance
9. Closing a Project
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