PMP PROJECT COMMUNICATIONS MANAGEMENT

The major processes of Project Communications Management are:

• Plan Communications Management, Manage Communications, and Monitor Communications.

• Plan Communications Management, Develop Responses, Report Progress, and Distribute Information.

• Plan Communications, Distribute Information, and Schedule Reporting.

• Distribute Information, Report Changes, Update Project Documents,and Accept Project Deliverables.

Inputs to the Plan Communications Management process include:

• Project management plan, project documents,enterprise environmental factors,and organizational

  process assets.

• Stakeholder requirements, project scope statement, project budget,and project schedule.

• Organizational structure,stakeholder analysis, project management plan, and communications barriers.

• Stakeholder management strategy, RAM, WBS, and administrative procedures.

The communications management plan usually contains all of the following

EXCEPT:

• Information to be communicated, including language, format, content, and level of detail.

• Time frame and frequency for the distribution of required information and receipt of acknowledgment or response, if applicable.

• Methods or technologies used to convey the information, such as memos, email, and/or press releases.

• Email archives, correspondence, reports,and documents related to the project from all stakeholders.

Hard-copy document management, electronic communications management, and web interfaces to scheduling and project management software are example of:

• Project management information systems (PMIS).

• Internal communications systems (ICS).

• Internalmanagement systems (IMS).

• Project records databases.

Factors that can affect the choice of communication technology generally include all of the following EXCEPT:

• Urgency of the need for information.

• Availability of technology.

• Executive requirements.

• Sensitivity and confidentiality of the information.

As part of the communications model, the sender is responsible for:

• Ensuring that the receiver agrees with the message.

• Confirming that the communication is correctly understood.

• Presenting the information in the most favorable manner.

• Decoding the medium correctly.

As part of the communications model, the receiver is responsible for:

• Agreeing with the sender's message.

• Pretending that the message is received only partially, to encourage further discussions.

• Ensuring that the information is received in its entirety, understood correctly, and acknowledged or responded to appropriately.

• Specifying that a verbal message does not give insight to problem areas, and requiring that the message be reduced to writing to avoid potential confusion.

Sources of information typically used to identify and define project communication requirements include all of the following EXCEPT:

• Project organization and stakeholder responsibility relationships.

• Disciplines, departments, and specialties involved in the project.

• Logistics of how many persons will be involved with the project and at which locations.

• Availability of the project sponsor at the project location.

Communication activities have many potential dimensions that generally include all of the following EXCEPT:

• Written, oral, and nonverbal.

• Internal and external.

• Conceptual and definitive.

• Formal and informal.

All of the following are information management and distribution tools EXCEPT:

• Hard-copy document management.

• Electronic communications management.

• Inputting project performance data into a spreadsheet or database.

• Electronic project management tools.