項(xiàng)目溝通管理課件

ProjectCommunicationsManagementProjectCommunicationsManagemTwoFactorsofASuccessfulEnterpriseCommunicationPeopleManagementNOKIACEOMr.OrilaDialogue@CCTVTwoFactorsofASuccessfulEnProjectCommunicationsManagementProcessestoensuretimelyandappropriategeneration,collection,dissemination,storageandultimatedispositionofprojectinformationProjectCommunicationsManagem項(xiàng)目溝通管理項(xiàng)目溝通管理溝通計(jì)劃確定項(xiàng)目干系人的信息與溝通需求:誰(shuí)需要何種信息，他們何時(shí)需要這些信息，并且這些信息通過(guò)誰(shuí)，運(yùn)用何種方式傳遞給他們。Onmostprojects,themajorityofcommunicationsplanningisdoneaspartoftheearliestprojectphases.However,theresultsofthisprocessshouldbereviewedregularlythroughouttheprojectandrevisedasneededtoensurecontinuedapplicability.溝通計(jì)劃確定項(xiàng)目干系人的信息與溝通需求:誰(shuí)需要何種信息，他們CommunicationsPlanningInputsCommunications requirementsCommunication technologyConstraintsAssumptionsTools&TechniquesStakeholderanalysisOutputsCommunication managementplanCommunicationsPlanningInputsTInputs

toCommunicationsPlanningCommunicationsrequirements–ThesumoftheinformationrequirementsoftheprojectstakeholdersCommunicationtechnology–UsedtotransferinformationbackandforthamongprojectstakeholdersConstraintsAssumptionsInputs

toCommunicationsPlanTools&Techniques

forCommunicationPlanningStakeholderanalysis–Amethodfordevelopingamethodicalandlogicalviewoftheinformationneedsofthestakeholdersandofthesourcestomeetthoseneeds為了對(duì)項(xiàng)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(diǎn)以滿足需求，應(yīng)對(duì)多種多樣項(xiàng)目干系人的信息需求加以分析Tools&Techniques

forCommun×Question×QuestionOutputs

fromCommunicationsPlanningCollectionandfilingstructure–Methodsusedtogather,update,andstorevarioustypesofinformationDistributionstructure–Specifiestowhominformationwillflowandwhatmethodwillbeusedtodistributevarioustypesofinformation.Descriptionofinformationtobedistributed–Includesformat,content,levelofdetail,andconventionsanddefinitionstobeusedProductionschedules–ShoweachtypeofcommunicationMethodsforaccessinginformationMethodofupdatingandrefiningthecommunicationmanagementplanastheprojectprogresses返回Outputs

fromCommunicationsPInformationDistributionMakingneededinformationavailabletoprojectstakeholdersinatimelymannerIncludesimplementingthecommunicationsmanagementplan,aswellasrespondingtounexpectedrequestsforinformationInformationDistributionMakingInformationDistributionInputsWorkresultsCommunication managementplanProjectplanTools&TechniquesCommunicationsskillsInformation-retrieval systemsInformation-distribution systemsOutputsProjectrecordsProjectreportsProjectpresentationsInformationDistributionInputsInputs

toInformationDistributionWorkresultsCommunicationmanagementplanProjectplanInputs

toInformationDistribTools&Techniques

forInformationDistributionCommunicationsskills–SkillsforexchanginginformationWritten,oral,listening,andspeakingInternalandexternalcommunicationFormalreports,briefingsandinformalmemos,adhoc(特別)conversationsVertically,upanddowntheorganization,andhorizontally,withpeersInformation-retrievalsystems–Manualfilingsystems,electronicdatabases,projectmanagementsoftware,andsystemswhichallowaccesstosuchtechnicaldocumentationasengineeringdrawingsInformation-distributionsystems–Methodssuchasprojectmeetings,hard-copydocumentdistribution,sharedaccesstonetworkedelectronicdatabases,fax,electronicmail,voicemail,andvideoconferencingTools&Techniques

forInformOutputs

fromInformationDistributionProjectRecords–Organizedstorageandmaintenanceofcorrespondence,memos,reports,anddocumentsdescribingtheprojectProjectreports–Formalprojectreportsonprojectstatusand/orissuesProjectpresentations–Provideinformationformallyorinformallytoanyoralloftheprojectstakeholders返回Outputs

fromInformationDistPerformanceReportingCollectinganddisseminatingperformanceinformationtoprovidestakeholderswithinformationabouthowresourcesarebeingusedtoachieveprojectobjectivesThisincludesStatusReports(whereprojectstands)ProgressReports(whathasbeenaccomplished)TrendReport(projectresultsovertime)ForecastingReport(projectingfuturestatus)VarianceReport(actualresultsvs.planned)EarnedValueProvidesinformationonscope,schedule,cost,andquality,andpossiblyonriskandprocurementPerformanceReportingCollectinPerformanceReportingInputsWorkresultsProjectplanOtherprojectrecordsTools&TechniquesPerformancereviewsVarianceanalysisTrendanalysisEarned-valueanalysisInformationdistributiontoolsandtechniquesOutputsPerformancereportsChangerequestsPerformanceReportingInputsTooInputs

toPerformanceReportingProjectplan–ContainsthevariousbaselinesusedtoassessprojectperformanceWorkresults–Accurateinformationonprojectstatus,suchasinformationaboutfully,orpartially,completedtasksandcostsincurredorcommittedOtherprojectrecords–AnyinformationpertainingtotheprojectcontextInputs

toPerformanceReportiTools&Techniques

forPerformanceReportingPerformancereviews–MeetingsheldtoassessprojectstatusorprogressVarianceanalysis–ComparingactualprojectresultstoplannedorexpectedresultsTrendanalysis–ExaminingprojectresultsovertimetodetermineifperformanceisimprovingordeterioratingEarned-valueanalysis–Integratingscope,cost,andschedulemeasurestoassessprojectperformanceInformation-distributiontoolsandtechniquesTools&Techniques

forPerforEarnedValueAnalysiscalculate3keys:TheplannedValue(PV)

BudgetedCostofWork(BCWS)–portionofapprovedcostestimateplannedtobespentonactivityduringagivenperiodTheActualCost(AV)

ActualCostofWorkPerformed(ACWP)–totalofdirectandindirectcostincurredinaccomplishingworkonactivityinagivenperiodTheEarnedValue(EV)(BudgetedCostofWorkPerformed–BCWP)–percentageoftotalbudgetequaltopercentageofworkactuallycompletedCostVariance(CV)=EV–ACScheduleVariance(SV)=EV–PVCostPerformanceIndex(CPI)=EV/ACSchedulePerformanceIndex(SPI)=EV/PVEarnedValueAnalysiscalculateQuestionQuestionOutputs

fromPerformanceReportingPerformancereport–Organizesandsummarizestheinformationgatheredandpresentstheresultsofanyanalysis.Reportsshouldprovidethekindsofinformationandthelevelofdetailrequiredbyvariousstakeholdersanddocumentedinthecommunicationsmanagementplan.Barcharts,Ganttcharts,S-curves,etc.Changerequests–RequestsforchangestosomeaspectoftheprojectOutputs

fromPerformanceRepoIllustrativeGraphicPerformanceReport(S-curves)IllustrativeGraphicPerformanIllustrativeTabularPerformanceReport返回IllustrativeTabularPerformanAdministrativeClosureDocumentingprojectresultsinordertoformalizetheacceptanceoftheproductbythesponsor,client,orcustomerItincludescollectingprojectreports,ensuringtheyreflectfinalspecificationsandanalysisofprojectsuccessandeffectiveness,andarchivingsuchinformationforfutureuseAdministrativeclosureactivitiesshouldnotbedelayeduntilprojectcompletion.EachphaseoftheprojectshouldbeproperlyclosedtoensurethatimportantandusefulinformationisnotlostAdministrativeClosureDocumentAdministrativeClosureInputsPerformancemeasurement documentationProductdocumentationOtherprojectrecordsTools&TechniquesPerformance-reporting toolsandtechniquesProjectreportsProjectpresentationsOutputsProjectarchivesProjectclosureLessonslearnedAdministrativeClosureInputsToInputs

toAdministrativeClosurePerformance-measurementdocumentation–Alldocumentationproducedtorecordandanalyzeprojectperformance,includingtheplanningdocumentswhichestablishedtheframeworkforperformancemeasurementProductdocumentation–DocumentsproducedtodescribetheproductOtherprojectrecordsInputs

toAdministrativeClosTools&Techniques

ofAdministrativeClosurePerformance-reportingtoolsandtechniquesProjectreportsProjectpresentationsTools&Techniques

ofAdminisOutputs

fromAdministrativeClosureProjectarchives–Completeset

ofindexedprojectrecordsProjectclosure–ConfirmationthattheprojecthasmetallcustomerrequirementsfortheproductoftheprojectLessonslearnedOutputs

fromAdministrativeCCommunicationModel:

Sender-receivermodels(ShannonModel)Messagesareencodedbysenderanddecodedbyreceiverbasedonreceiver’seducation,experience,languageandcultureSendershouldencodemessagecarefullyNonverbalParalingual(輔助語(yǔ)言學(xué))(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(guò)程的各個(gè)環(huán)節(jié)。Feedbackloop（溝通是雙向的）。

Todetermineifsomeoneunderstandsmessage,mustobtainfeedbackCommunicationModel:

Sender-re什么阻礙了溝通？過(guò)濾（Filtering）

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

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

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什么阻礙了溝通？過(guò)濾（Filtering）項(xiàng)目經(jīng)理在溝通中的作用Generally90%ofthePM’stimeiscommunicatingwith2+hrsinmeetingsand1+hrsincoaching.項(xiàng)目經(jīng)理必須熟悉于下列人員的溝通技巧：－高層管理者、項(xiàng)目隊(duì)伍、與之相競(jìng)爭(zhēng)的項(xiàng)目團(tuán)隊(duì)－客戶項(xiàng)目經(jīng)理在溝通中的中心角色：－Facilitator(使溝通變得容易的人)、Coordinator、Leader

－Listener、Interpreter避免障礙，管理信息流－項(xiàng)目經(jīng)理必須控制溝通，但不能控制所有信息項(xiàng)目經(jīng)理在溝通中的作用Generally90%ofthExceptionReportingExceptionReportingActiveListener有效聆聽(tīng)的常見(jiàn)障礙：

×假裝聆聽(tīng)

×注意力分散

×偏見(jiàn)和固執(zhí)

×缺乏耐心

×急于得出結(jié)論提高聆聽(tīng)技巧：

*首先尋求理解他人，然后再被他人理解

*集中精力聽(tīng)?？粗v話人會(huì)幫助你集中精力．并且你可以看到講話人的身體語(yǔ)言。

*積極主動(dòng)地聆聽(tīng)。向講話人提供語(yǔ)言或非語(yǔ)言反饋信息。

*提問(wèn)。當(dāng)體想要澄清這人所講的事情或獲得關(guān)于更多此事信息時(shí)，可以追根究底地提問(wèn)，如“關(guān)于那件事，你能多告訴我一些嗎?”*不要打斷。當(dāng)一個(gè)人在講話時(shí)．聽(tīng)清整個(gè)思路或在適當(dāng)?shù)拈g歇提出問(wèn)題或評(píng)論。在一個(gè)人提供完信息之前，不要打斷或轉(zhuǎn)換主題。ActiveListener有效聆聽(tīng)的常見(jiàn)障礙：CommunicationMethodsPicktheformofcommunicationthatisbestforthesituationFormalWritten–complexproblems,AllPlans,communicatingoverlongdistancesFormalVerbal–Presentations,speechesInformalWritten–memos,e-mail,notesInformalVerbal–Meetings,conversation例如：－需要立即采取措施時(shí)，書(shū)面和口頭溝通是最好的方法－解決爭(zhēng)端或批評(píng)某一團(tuán)隊(duì)成員時(shí)，非正式口頭溝通是必要的55％的溝通是非語(yǔ)言溝通體態(tài)語(yǔ)言、面部表情和聲調(diào)在溝通中起重要作用OpenQuestions（不能用是或否回答）可以促進(jìn)溝通CommunicationMethodsPickthe保證團(tuán)隊(duì)有效溝通的六點(diǎn)措施AnEffectiveCommunicator—項(xiàng)目經(jīng)理必須意識(shí)到溝通是雙向的，要鼓勵(lì)反饋和達(dá)成一致。AnExpeditor—項(xiàng)目經(jīng)理必須將人們集合起來(lái)，建立關(guān)系，建立正式和非正式溝通渠道。AvoidCommunicationBlockers—例如：老板不會(huì)喜歡TightMatrix—項(xiàng)目經(jīng)理應(yīng)為來(lái)自各職能部門的所有團(tuán)隊(duì)成員分配一間單獨(dú)的辦公室空間。它僅指物理距離上的靠近，而不論是什么類型的矩陣組織，不同于“強(qiáng)矩陣式”。WarRoom—項(xiàng)目團(tuán)隊(duì)集合在一個(gè)單獨(dú)的地方有利于提高溝通水平。EffectiveMeet