Project Communications Management

Project Communications Management- a management function aimed at ensuring the timely collection, generation, distribution and storage of the necessary project information.

Main consumers of information:

• project manager;
• customer;
• sponsor (curator) of the project;
• heads of functional divisions;
• performers of works;
• suppliers.

Communication Management Processes

Communication system planning - determination of the information needs of the project participants (composition of information, terms and methods of delivery).

Collection and distribution of information - processes of regular collection, processing and delivery of information.

Preparation of reports on the progress of the project - processing of the actual results of the state of the project work, correlation with the planned and trend analysis, forecasting.

Documenting the progress of work - collection, processing and organization of storage of project documentation.

Communication planning

The communication plan includes:

• plan for collecting information (sources of information and methods for obtaining it);
• information distribution plan (consumers of information and methods of its delivery);
• a detailed description of each document (format, content, level of detail and definitions used);
• a plan for the commissioning of certain types of communication;
• methods for updating and improving the communications plan.

Reporting and documentation

Progress reporting includes:

• information about the current state of the project as a whole and in the context of individual indicators;
• information about deviations from baseline plans;
• forecasting the future state of the project.

Documentation includes:

• collection and verification of final data;
• data analysis and conclusions about the degree of achievement of project results and the effectiveness of work;
• archiving results for future use.

Tasks of the EMS

Project Management Systems are used to solve the following main tasks:

• development of a schedule for the execution of the project without taking into account / taking into account the limited resources;
• determination of the critical path and time reserves for the execution of project operations;
• determination of the project's need for financing, materials and equipment;
• determination of distribution in time of loading of renewable resources;
• risk analysis and risk-based scheduling;
• project execution accounting;
• analysis of deviations in the progress of work from the planned and forecasting of the main parameters of the project.

The most famous soups

• Microsoft Office Project (Microsoft Corp., USA) www.microsoft.com
• Open Plan (Welcom Software Technology, UK, Deltek, USA) www.deltek.com
• Primavera (Primavera Systems, Oracle, USA) www.oracle.com
• Spider Project (Spider Project, Russia) www.spiderproject.ru
• Project Expert (Expert Systems, Russia) www.expert-systems.com
• 1C-Rarus: Project Management (1C-Rarus, Russia) www.rarus.ru
• Project Office and Service Management (Alef Consulting & Soft, Russia), www.alef.ru

Communication types

There are four functions of communication in a group or organization as a whole:

• Control(with the help of communications, the behavior of group members is controlled. When an employee, for example, is asked to bring his actions in line with the company's strategy, communication performs a controlling function.);
• Motivation(increases motivation by communicating to employees what needs to be done, how to improve performance, etc. For most people, their work is the primary source of social interaction.);
• emotional expression(communicativeness is a mechanism by which group members express their attitude to what is happening. Thus, communicativeness contributes to the emotional expression of employees and allows them to realize social needs.);
• Transfer of information(The function of communication is also essential, which is related to its role in the decision-making process. It allows you to provide the data that individuals and groups need to make decisions, through the transfer of information to identify and evaluate alternative solutions).
• Elements of communication.
• Source. In organizations, the source of communication is usually employees with their ideas, intentions, information and purpose of communication.
• Coding. It is the translation of the ideas of the source of communication into a systematic set of symbols, into a language that expresses its goals. The function of coding is to provide a form in which ideas and goals can be expressed as signaling.
• Signal transmission. The purpose of the communication source is expressed as a signal, the shape of which depends largely on the channel used.
• Channel. Channels refer to transmission mechanisms from the source of communication to the recipient of information. In organizations, this can be a verbal appeal to each other, telephone conversations, informal communications, group meetings, etc.
• Decryption-reception. For the communication process to be completed, the signal must be decrypted. Each recipient of information interprets (decodes) the signal using experience and suggested recommendations. The closer the encoded signal is to the target set by the source, the more effective the communication.
• Feedback. One-way communication is more efficient than two-way communication. However, two-way communication is more accurate. The feedback mechanism provides a channel for the recipient's response, which allows the communication source to determine whether a signal has been received. With the help of feedback, the manager can evaluate how effectively he communicates, as well as improve the accuracy of signals in the future.
• Interference and barriers that impair signal quality. These include:
• distractions;
• misinterpretation by the recipient or source of information;
• different meanings attached to the same words by different people;
• status difference between managers and subordinates in the perception of organizational distance, which increases the communication gap between them;
• the receiver hears only what he wants to hear. You can add cases where the cipher is not understood; when the recipient does not link the information to the position of the person sending it; when so-called noises are detected during transmission.

Types of communication networks

Communication network - this is a connection of people participating in the communication process in a certain way with the help of information flows. The members of the group communicate through the network. From how communication networks are built, the activities of the group may differ in greater or lesser efficiency. The main networks are "star" ("wheel"), "spur" and "circle" ("all-channel"). Each of them has its own advantages and disadvantages. The choice of a particular communication network depends on the tasks that the group faces, the desired results, time, motivation and qualifications of employees, and other factors.

"Star". In such a network, the leader controls the activities of subordinates. The number of channels may vary, but there is always a center to which they converge.

The advantages of the "star" are as follows:

1. There is a recognized leader who is responsible for the operation of the network. Here, the bonds between superior and subordinate are strong;
2. Zvezda is more stable than other networks, all official information comes from the center and goes to the center;
3. Allows you to quickly start completing tasks, since information and instructions from the center can be sent simultaneously to all members of the group;
4. There is more order and accuracy in the execution of tasks, since the center controls the entire network. But if there is an incompetent person in the center, the "star" becomes ineffective. Therefore, the choice of the leader is of primary importance in the "star". The main disadvantage of the "star" is its rigidity, the impossibility of showing the initiative of subordinates. In no other network is the chain of command so clearly expressed, and for the work here to go smoothly, it must be strictly observed. Therefore, the quality of such a network is determined in the center. It cannot be higher than the level of work of the head.

Zvezda is a centralized network and is most effective for solving simple, current tasks.

"Circle" can be called the complete opposite of the "star". Members of the group freely communicate with each other, equally process information and make decisions. Here, there is no formal leader who controls the activities of the network. This does not mean that there are no lines of force or purposeful influence in it.

The advantages of the "circle" is that it:

1. Forms a more favorable moral and psychological climate in the group and provides higher motivation and activity of its members;
2. It educates leaders, since the abilities of each person are in sight, and he is interested in showing himself from the best side;
3. Limits the "sifting" of information;
4. Favors creative work;
5. It has more control points, since information comes from all network participants.

Disadvantages of the "circle":

1. The phenomenon of "groupthink" may arise;
2. The potential gain in flexibility may threaten stability and order;
3. The possible gain from incomplete screening of information and a larger number of control points can be achieved by reducing the control functions of the channels.

"Circle" is most effective for solving complex creative problems.

"Spur" outwardly similar to the "star", it is also a centralized, rigid network, but there are differences: the structure of the "spur" has three levels, not two, as in the "star". The man in the center still occupies a leading position, but has his own boss. Point B is the center of real power in the Spur. This power can be used in the interests of A, in the interests of B, or in the interests of ordinary workers at the ends of the rays. B retains his positions as long as he satisfies A. The main problem of such a network is the selection of a person for position B.

Secondary communication networks are: "tent", "tent" and "house" (Fig. 1)

Rice. 1. Secondary communication networks

"Tent" - a very widespread, strong and stable, like a "star", communication network. Has a minimum number of informal employee interactions.

"Tent" arises from the "tent" when the channel B-C is formally established (it can exist unofficially with the knowledge of A). The “tent” is formed when manager A decides that his senior subordinates need to coordinate their actions and matters of mutual interest before passing them up to him. Such a network can be a very efficient and effective structure if the rights and obligations of B and C are clearly defined.

When a new official channel b - c appears in the "tent", a "house" is obtained. This is a completely closed system, where anyone can communicate with any other point through several channels, without having to follow the usual established chain of command.

There are three circles of communications here: a large one, uniting all members of the network, and two small ones.

From an organizational point of view, the "home" can be the most dangerous of all information networks due to the many official channels through which information is transmitted from one to another.

Information overload can occur. Difficulties are generated by the false idea that the greater the amount of information transmitted and the easier it is to directly process it, the better.

The free exchange of information between people who can benefit from it is good, but when the direct exchange leads to a "short circuit" of the flow or the information does not reach those who should receive it, it is bad.