4. Understand communication within project management

Question 1

4.1 Explain

Answer 1

the benefits to a project of a communication plan

Communication The process of exchanging information and confirming there is shared understanding.

Communication plan A document that identifies what information is to be communicated to whom, why, when, where, how, through which medium and the desired impact.

Communication planning The establishment of project stakeholders’ communication and information needs.

Question 2

4.2 Explain

Answer 2

the relationship between stakeholder analysis and an effective communication management plan

Stakeholder - Individuals or groups who have an interest or role in the project, programme or portfolio, or are impacted by it.

Stakeholder analysis - The identification of stakeholder groups, their interest levels and ability to influence the project or programme.

Stakeholder grid - A matrix used as part of a stakeholder analysis to identify the relative importance of stakeholders to a project; for example, by considering their relative power and influence.

Stakeholder identification - The process of identifying stakeholders in a project.

Communication Plan:

Stakeholder engagement
The systematic identification, analysis, planning and implementation of actions designed to influence stakeholders.

Communication - The process of exchanging information and confirming there is shared understanding.

Communication plan - A document that identifies what information is to be communicated to whom, why, when, where, how, through which medium and the desired impact.

Communication planning - The establishment of project stakeholders’ communication and information needs.

Do stakeholder analysis first to inform approaches in CP.

Question 3

4.3 State

Answer 3

factors which can positively or negatively affect communications

Question 4

4.4 State

Answer 4

sources of conflicts within a project

———

Conflict resolution The process of identifying and addressing differences that if left unmanaged would affect successful completion of objectives.
———

Conflict “Different objectives and attitudes between two or more parties.”

Conflict resolution “Process of identifying and addressing differences that if left unresolved could affect objectives.”

Arises where stakeholders:
- differing opinions
- different objectives
- different expectations
- different outcomes
- different motivations
- opposing interests and influence

Associated with:
- task/activity
- process to perform task
- relationships

Not necessarily bad:
- Creates debate and discussion
- Demonstrates true feelings
- Allows direction to be sought

Project lifecycle touch points:

Concept
- business need
- business case approval
- stakeholder influence

Definition
- priority of requirements
- PMP approval

Deployment
- resource availability
- resource commitment
- plans, processes, methods
- agreeing deadlines
- agreeing completion
- over spending

Transition
- failure to agree acceptance
- lack of confirmation of final closure

Adoption
- output not adopted by BAU

Benefits realisation
- disagreements over benefits measurement and realisation

Question 5

4.5 Explain

Answer 5

ways in which conflict can be addressed (such as Thomas Kilmann Conflict Mode Instrument

———
———

Conflict resolution perspective - opportunity to add value - everybody can win

Extent to which resolving conflict matters to achieving objectives and benefits - and building/preserving relationships - win-win = understanding and creatively aligning goals

Assertiveness skills - stand up for project
Listening skills - understand perspectives
Personal resilience - context highly charged and many conflicts

Desire to meet personal needs/objectives - vertical low to high

Desire to meet the needs/objectives of others - horizontal low to high

Compete (top left)
Avoid (bottom left)
Compromise (middle)
Collaborate (top right)
Accommodate (bottom right)

Compete (top left)
- I right - you wrong
- Combative
- One party asserts
- Win-lose
- Power play/rivalry
- Forced submission
Use:
- Decisive action - Emergency
- Important unpopular actions
- Org welfare - right/wrong

Avoid (bottom left)
- After you - no after you
- One party withdraws
- Ignore and go away
- Problems on hold
- Use of secrecy to avoid confrontation
- Slow procedures
- Evade demonstration of disagreement
- Use bureaucratic rules
Uses:
- Trivial issues
- Disruption outweighs benefits of resolution
- Cool down after intense conflict
- Others resolve more effectively

Compromise (middle)
- Split the difference
- Each party gives up something
- No-one wins, no-one loses
- Look for trade offs/deals
- Find acceptable solutions
Uses:
- Negotiation to reach agreement
- Goals important but more disruptive / not worth effort to pursue
- Equal power - mutually exclusive goals
- Temp settlements to complex issues
- Time pressure
- Back up to collaboration

Collaborate (top right)
- Lets work together
- Both satisfy goals
- No detriment to other party
- Problem solving
- Confronting differences
- Sharing ideas
- Both gain - win-win - requires high level facilitation skills
Use:
- Integrative solution important
- Concerns can’t be compromised
- Merge insights
- incorporate concerns into consensus
- Build strong relationships

Accommodate (bottom right)
- You are right, I am wrong
- Appeasement
- Give way
- Compliance
- Submission
- Put others concerns first
- Maintain relationships
Uses:
- Better position to be heard
- Learn and show reasonableness
- Others issues more impt than own
- Maintain co-operation
- Harmony and stability impt
- Others learn to develop from mistakes

Question 6

4.6 Explain

Answer 6

how to plan and conduct negotiations (including ZOPA, BATNA, and ‘win-win’)

———

———

Negotiation “Discussion between two or more parties aimed at reaching agreement.”

Planning
- preparation time and effort = likelihood of desirable outcome
- define objectives
- criteria for what want to achieve
- understanding of best alternative to a negotiated agreement (BATNA)
- consideration of influence of other parties objectives
- identify variables and their limits - elements which can be adjusted to make concessions
- variables provide bargaining framework

Understand price rational to pay for service offered (not ‘value-based’, what paid before)

Note where negotiation has implications for wider orgn (programme/portfolio) and reflect in bargaining framework

Most Favourable Positions
MFP - each parties initial preferred position - buyer / seller

Both parties need to acknowledge degree of possible movement for negotiation to take place

MFP to BATNA = degree of possible movement

Zone of possible agreement ZOPA = positions of respective BATNAs

Final agreement anywhere in ZOPA
- relationship between parties developed
- levels of trust resulting

Create collaborative ‘win-win’ with competitive price, not competitive ‘win-lose’

Win-lose = poor ongoing relationship

Collaborative - communication skills (face to face), problem solving, strong trusting relationship, resilience, respect, build trust

Price of service balanced with understanding of value provided by supplier

Good background knowledge of respective positions
- why negotiating
- important outcome factors
- likely concessions - cost? value ascribed?
- revealing client time constraints can imbalance negotiations in favour of seller

Concessions
- cost of concession - low, medium, high
- value of concession - low, medium, hight
- trade concessions

• give low-cost low-value concessions first
• never give away high-cost low-value - too high an impact on final deal

Concession The acceptance of something that is not within specified requirements.

Follow up
- Vital
- Progress actions
- Documentation of agreed deal
- Minimises potential future conflict
- Legal entities negotiation will require commercial contract
- PM recognise limitations of authority and experience
- PM get support from procurement and legal specialists
- defendable in law
- best value for investing orgn