PMBOK ® Guide: Tools for Competent and Proficient Management
(Project Management Institute, 2013)
As an Embry-Riddle Aeronautical University course
project, I have to develop a professional portfolio to showcase my competency
and proficiency within the PMBOK® Guide knowledge area/process group matrix.
Focusing on the Project Communications Management knowledge area, I will
discuss Plan Communications Management, Manage Communications, and Control
Communications within the Process Groups.
So why did I choose Communications
Management, besides the obvious fact that I am in a Project Management Communication
course? The main reason, communications is the key to project success! Just
look at the definition of Project Communications Management: The Project Communications
Management knowledge area includes “the processes that are required to ensure timely and appropriate planning, collection,
creation, distribution, storage, retrieval, management, control, monitoring,
and the ultimate disposition of project information” (Project Management Institute, 2013 pg. 287). This encompasses all
the important, vital, critical aspects of the project. Without accurate and continuous
communications, the project is assured to fail.
So let’s look at what the
Communications Management knowledge area contains.
Plan Communications Management
The PMBOK® definition of
Plan Communications Management states that this is “the process of developing
an appropriate approach and plan for project communications based on
stakeholder’s information needs and requirements, and available organizational
assets” (Project Management Institute, 2013 pg. 287).
This was an easy choice.
The Plan Communications Management outlines the full communications spectrum.
What better way to show competency in project management than to expertly craft
a well-developed Communications Management Plan, which is the output of Plan
Communications Management. “The devil
is in the detail”.
So what are some of the
tools and techniques available under this process? Here is a list with brief description.
-
Communications
Requirements Analysis- determine the needs of the project stakeholders.
-
Communication
Technology- the type, extent, and frequency of communications.
-
Communication
Models- understanding how the message (communication) is sent and received.
Have to verify message receipt and understanding.
-
Communication
Methods- will the communications
be interactive, push, pull, or a combination.
-
Meetings- The
holy grail of information sharing. This is where all details, updates, and
other reports are hashed out and/or shared.
The Project Charter
Document
In my earlier blog, I
discussed the Business Case. For those that missed it (or just glossed over
it), here is the link for reference. The
Business Case is one powerful document. In addition, just as powerful is the
Project Charter.
The Project Charter
includes the project’s purpose, scope, goals, budget, timeliness, resources,
critical success factors, and expected benefits (Dow & Taylor, 2015). This information
provides the answers and information the project team (and stakeholders) need
to start the project. A well-researched and crafted charter can motivate a
team, and keep stakeholders engaged, giving everyone details like WHY
they are doing the project and what they hope to ACCOMPLISH.
This, I chose, because working
on a team, I like to know the details of why I’m doing something and what we
hope to achieve. Motivation and sense of accomplishment are what keep me
engaged in any project.
The Project
Kick-Off Meeting
Okay, I’m sure I’m getting some
eyes rolls on this one. Though not an absolute requirement, this is an industry
best practice. However, the reason I chose this to be added on my list is, in
one word, FUN! What better opportunity way to showcase competency and
proficiency than to motivate a team to success! “Kicking off a project, forming
a project team, and coming together to perform a goal is exciting” (Dow & Taylor, 2015 pg. 445).
The Project kick-Off
Meeting allows the project manager to bring everyone together and provide
details such as the scope, goals, objectives, and project background. Here is
the opportunity to create excitement and enthusiasm. A project manager is a
leader. A leader has to be knowledgeable, respected, and be charismatic! The
leader has to convey confidence and, in reality, a little showmanship.
That is my short list for
now readers. As always, I want to thank you for reading and appreciate all
feedback.
References
Dow, W.,
& Taylor, B. (2015). Project management communication tools. Renton,
WA: Dow Publishing LLC.
Project
Management Institute. (2013). A guide to the project management body of
knowledge (PMBOK guide) (5th ed.). Newtown Square, PA: Project Management
Institute, Inc.
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