Project Management Communications Bible by Bruce Taylor, , available at Book Depository with free delivery worldwide. PDF | The purpose of this research was to determine if communication might be The findings of the research illustrate that the project managers' skill to  Dow W, Taylor B. Project Management Communications Bible. management of a construction project manager in terms of its importance to the successful ..  Dow W, Taylor B. Project Management Communications Bible. Available from: pdf>.
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Project Management Communications Bible (William Dow) - Ebook download as PDF File .pdf), Text File .txt) or read book online. The authoritative reference. ayofoto.info: Project Management Communications Bible (): William Dow, Bruce Taylor: Books. Project Management Communications Bible book. Read reviews from world's largest community for readers. The authoritative reference on one of the most imp .
Want to Read Currently Reading Read. These are usually associated with employees only. The project manager. A person that has a low risk tolerance level requires constant project reporting. These tools. Without a weekly review. E-mail has become so popular that even staff members working in the same department tend to communicate via e-mail instead of talking face-to-face.
Get A Copy. Published June 11th by Wiley first published More Details Other Editions 5. Friend Reviews. To see what your friends thought of this book, please sign up. To ask other readers questions about Project Management Communications Bible , please sign up. Be the first to ask a question about Project Management Communications Bible.
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Preparing and Delivering Presentations Chapter 3: Working with Project Communications. Chapter 4: Chapter 5: Introducing the Scope Definition Document Chapter 6: Introducing the Schedule Management Plan Chapter 7: Chapter 8: Introducing the Scatter Chart Chapter 9: Chapter Introducing the Risk Management Plan Using Communication Tools in the Initiating Process.
Mastering the Customer Requirements Document Using Communication Tools in the Planning Process. Mastering the Project Calendar Contents Mastering Quality Metrics Contents Mastering the Scope Definition Document Contents Mastering the Issues List Tool Breakdown Structure Diagrams Planning Project Communications in a Foreign Country Tools at a Glance. Using Communication Tools for the Closeout Process Appendixes Appendix A: Team members require accurate and comprehensive details on the scope of their work.
Communication is also the key to identifying issues. Stakeholders want to know the status and the performance of the project execution. Receiving a monthly progress report four weeks after the status date is like reading a several-months. Funding agencies want to know that their funds are being used as planned. Nothing has revolutionized human communication capability as much as the Internet since Gutenberg invented the printing press.
The technology for communications has evolved and allowed for much greater speed in communicating. The task of dealing with all of these challenges and demands can be daunting.
The challenge is to find a single. Contractors need to have clarifications on any ambiguous issues in the specifications and drawings. Communication is the key to keeping team members.
Along with this speed increase.
The literature is full of books on communication skills and methodologies. Participants want to know what to expect at upcoming meetings so they can prepare or be prepared. Project teams and stakeholders require information as rapidly as possible. It affects all human relationships and endeavors. Radio and television come close. One solution might be proper planning. That makes it difficult to intercept the problem because it is generally too late by the time we identify the problem.
International teams face the added challenge of different time zones and cultural issues such as perceptions and practices. N o human social process is as pervasive nor as important as communications.
This volume covers it all. Foreword I am delighted to congratulate you on holding in your hand a volume that has met that challenge. Whether you are looking for tips on planning your communications process on your project. So please. Tammo T. Bruce Taylor and Bill Dow. Many of these have evolved over time. The reader will also find the material broken down into two major parts: It will be your friend for life.
In addition. PMP xx. PMP have concluded a superb effort to bring the subject into focus while covering all aspects of the issues. Performance reports.. The material is also up to date in light of the ever-changing technology that we humans make use of in communicating with others. And may your future communication problems all appear before they are problems.
Just as the technology of communications tools has evolved.
The spreadsheet guides your project communications throughout your project. It will offer guidance as to what tool to use in what lifecycle phase or what knowledge area you are trying to communicate.
This includes. The CD also includes a spreadsheet that provides Tools at a Glance for your instant reference of the communication tools located in the book. There will be an expectation you will have from the project manager and project team members as to how they will communicate this throughout the project.
Using the tools in this book. The attached CD provides a working template for the tools explained in the book. This mapping allows instant understanding of what tools to use in both the knowledge area and lifecycle process of the project.
This book is a guide for all project managers. It is important that you are obtaining the information you need to make project decisions and guide the project to completion. As a customer or a client of the project. The book acts as a single source of project communication tools for immediate utilization on your projects.
This spreadsheet is a complete reference to the communication tools located in the book. There is a direct one-to-one mapping of communication tools and knowledge areas. There is an old but wise saying. There is also a one-to-one mapping of communication tools to project lifecycles. This spreadsheet has sorting capabilities that will allow you to slice and dice the communication tools by a number of different methods.
The CD can be a helpful asset to managing and communicating effectively on your project. In some cases. It is important to note the tools in the book are applicable for most projects. There may be times when a team member or the project manager is unfamiliar with how to communicate a certain aspect of the project.
Since there are a number of tools in this book. This book will become valuable to you in ensuring you are continually receiving the project status information you need. The project manager will have examples readily available from the CD to utilize on your project. Preface project. To communicate more effectively. Barry Pruett. It has taken us over four years to develop. W e want to thank everyone who was involved on this project for his or her help and support in the writing of this book.
We would like to thank everyone for the great effort provided in the support and development of the book. Special thanks to our friend Len Lewis for his extensive knowledge in project management and the editing and support that he supplied. Tammo Wilkins.
Murray Rosenthal. It is impossible to write a book of this magnitude without having a large number of people to thank. Andrew Friedrich PMP. Thank you Luc Brisard for your international knowledge and support.
Greg Hutchins. You can obtain information about local PMI chapters at www. We strongly recommend this nonprofit organization to anyone pursuing the field of Project Management. Dean Rosenthal. Len Lewis. Heather Clark. Mike Fisher.
Luc Brisard. We still have many new tools and concepts for future editions of this book. We would like to thank the following people in their support for this book: Beth Taylor. Thanks Bill! We have learned a lot from you throughout this journey. Al Callan. Irene Holt. Bill Dow my son.
Special thanks to Scott Button and Tony Rizzo for writing the critical chain sections in the book. Carl Chatfield. NOTE Notes provide supplementary information to the text.
How to Get the Most out of this Book Here are some things to know so you can get the most out of this book: What Do They Mean? Although the icons are pretty standard and self-explanatory they have their names written on them! If you already know the tool. TIP Tips offer you extra information that further explains a given topic or technique. In these chapters. This communication planning effort will guide the project manager and the team members through the lifecycle from a communication perspective.
When working in a project environment. In the first section. Communication tools can have primary knowledge areas and secondary knowledge areas.
The communication planning activity includes documenting the where. An Introduction to Project Communications Project communication planning is the task of identifying the information needs and requirements of the project customers. As projects become complex and more challenging. The challenges that project managers are facing today are greater than in the past.
The second section of the book covers communication tools that support the nine project knowledge areas. And the fourth part provides extra information you may find helpful. Customers require information about the project such as risk events. For example. These challenges include virtual project teams. The third part includes the same communications tools. Using best-practice techniques and historical reference determines where each tool fits within each knowledge area.
Part II: You are the project manager. Each tool has a series of 10 planning questions that assist project managers in their planning discussions with their customers on how they will xxvi. Using the best practices techniques and historical reference determines where each communication tool fits within the project lifecycle process. In this section of the book. In this mapping process.
These questions each have our suggested answers or ideas as to how you could use this tool on your project. We based our mapping of tools to knowledge areas and processes. These answers are simply ideas and are not complete as they are only a starting point to get you thinking about how the tool could be utilized on your project. Introduction utilize this particular communication tool.
This process is the same one utilized for mapping communications tools to knowledge areas. This table provides not only an easy mapping communication tools to knowledge areas and processes. In chapters 14 through Part III: Project Communication Tools by Process Groups This part describes and highlights the communication tools applicable to the five lifecycle processes.
These factors include: Let us take you through our reasoning below. Here is the list of reasons in order: It is highly recommended that every reader take the time to discover the power of this table. The other 50 percent represents various other reasons.
We strongly believe that number is too low. They also own the responsibility for communicating effectively on their projects. The following list represents the results from a project management survey conducted by a leading U. A lack of clear and concise communications prevents projects from succeeding. This data was presented in the Project World November 13— In reviewing this list. Projects fail due to one main reason only. Without that. It is that simple! Regardless of what you read or what experts on the Web say.
In closer analysis. This is also true for clients or customers of the project. This list indicates the results as to why projects fail. Reprinted with permission. Project communications is a two-way effort and both parties are responsible for ensuring that their messages are clear and concise. A common saying in the Project Management profession is. They may be. The project managers should ask themselves if they are delivering project information effectively to their customers.
Someone is not communicating effectively on the project such as deadlines missed. The most important aspect of project communications is the way you approach it. It is common for project managers to send out project status reports. Introduction The following list represents the reasons and percentages as to why we feel that projects fail.
In this table. When looking at the various reasons for failures. If you are a great communicator. This upfront planning. In most cases. It is common knowledge that it is easy to resolve technical problems. Here are the reasons why projects fail: If not. Most project managers just let communications happen and they do not plan for it. In order for a project manager to be successful. The project manager should work directly with the customers or clients to ensure they are receiving the information they require.
Then ask your customers and see how they respond. Changing the way you think about project communications will allow you to be more successful. Your customers can benefit greatly from this effective and proactive communication style.
You are in greater control of your project when you are a proactive communicator then when you are a reactive communicator. You must understand what information you need to manage your project successfully.
When project managers are proactive and plan their communications with their customers. When your team members send you the basic project information. Without making this fundamental paradigm shift. When project managers do not explain how they want project information. Project managers who take this proactive approach become more effective and in more control of their projects than the project managers who tend to be more reactive and always in a mode where they are reacting and fighting problems on the project.
Introduction Planning communications is a fundamental change for most project managers and it is important to understand this culture shift immediately. Successful communicators change the way they think about communicating by planning ahead and communicating their project information and other communication needs. If you worked closely with them and explained why and how you want the information from them. Introducing Project Communication Chapter 2: Planning Project Communication Chapter 3: Take the time to see the bigger picture and fully understand the project communication aspects of your project.
Project communication is composed of three components: They start working on a project without even thinking about how to communicate with others. In this chapter. The lack of a communication plan is possibly the biggest mistake the project manager and the team members make. One common difficulty with project communication is that the project manager and team members assume they have communicated properly with each another.
Introducing Project Communication M any project managers take good communication for granted. TIP Each team member communicates with other team members on a variety of subjects. The project manager should ask questions of the requestor as follows: Using this technique of question and answers actually develops the customer requirements for this report.
It becomes a win-win for everyone. The process is routine and requires no thinking or planning. When a project team member does not use this technique and simply develops the report on the fly from the initial request.
Using this technique. Absolutely no planning occurred. NOTE 4. Planning how you will communicate your project information is the responsibility of both the project team member and the customer.
If the person who requested the report wants to receive it every week. A team member who is familiar with the data or has the skills to run a particular tool generates the report.
This scenario happens every day on thousands of projects. A stakeholder requests an unexpected report. This technique saves time and money by clarifying the needs of the customer before developing anything.
Or rather. The customer requests a report. Project managers must use their communication tools correctly. If customers are not seeing the information they require.
After the upfront planning is complete and the project manager and customers agree on what communication tools will work. These tools enable them to deliver a variety of project statuses and. Introducing Project Communication Plan to Communicate. We suggest learning all the communication tools in this book and then selecting the right tools based on the size of the project.
Using a series of predefined planning questions forces the project manager and customers to think in a completely different way about how to deliver or receive project information. Upfront planning of projects is not new.
The days when project customers received and accepted generic status reports from project managers are over! Communicate the Plan We recommended that. This technique of upfront planning of your project communication is a brand new technique for the Project Management industry. If the project manager sits down with the customers and asks them what kinds of information they need from the project.
Each communication tool. Upfront planning goes a long way in effectively communicating with your customers. The group then selects the communication tools for utilization on the project. This is okay because it simply represents a lack of immaturity in the PMOs at this time.
This allows anyone to be able to determine at a glance who is receiving what report. The project management office PMO is important in the role of project communication.
After the planning meeting occurs. As the PMO grows and establishes itself. That communication plan becomes the official plan for the project. The project manager sends the plan to all customers. During the meeting. As a project manager. A project management office is a formal organizational structure that supports all projects and project methodologies for the organization. The project manager can refer to a report that the customer is already receiving that contains the same information.
The first tool. As we all know. The size of the project management office will vary depending on the company size and the number of projects being executed. One method you can use to plan project communication is to gather the project team members and stakeholders into a communication planning meeting. The second tool is the people report matrix that provides a table displaying the project roles and the different reports those roles will receive.
Large corporations have had project management offices for many years. Without it. This meeting allows the group to jointly plan on who will be involved in communicating project information. If there are large differences. It is important that after reviewing the communication tools in this book and the different aspects covered about project communications that each project manager looks at the current policies and procedures of their own PMO to determine if there are any differences.
To be a successful project manager you should know and understand each of the areas. A project manager who discovers large discrepancies may find value in discussing the inconsistency with the leaders of the PMO. Introducing Project Communication start to enforce the new policies and procedures that enhance project communications. Most projects are undergoing continuous change that requires constant integration.
Project integration management The project integration management concept area includes all concept areas and activities that require coordination throughout the life of the project. Project Integration. Human Resources. The Integration knowledge area is the work required to integrate all areas of project management: Understanding Project Management Knowledge Areas The project manager and team members are involved in all aspects of the project. The membership is now over a half million and growing fast.
Not everything covered in this book will be applicable to every project. Project managers who are unsure of a particular knowledge area will struggle until they learn that area well enough to work effectively in it. Knowledge areas are the nine components of any project. A typical day for a project manager can have her shifting attention from communication issues to cost and budget concerns.
It is important that project managers understand the knowledge areas well to help them be successful in their jobs. Project managers spend their day spread thinly between each of the nine knowledge areas. We cover them in the following sections. A common term within scope management is scope creep. To prevent scope getting out of hand. NOTE The project scope approval process is normally project specific and is important to every project manager to understand and drive continually.
The other important communication tool within the scope management area is the project communication plan. Unless your project is using machines.
Time management Time management includes all aspects of managing the time components of the project. The communication plan documents and describes how the project manager or team members will communicate project information throughout the life of the project. It can range from project activities start and end dates to resource allocation.
In many cases. Time management consists of many different aspects on your project. Without that approval. A change control process is an important method of scope control. Scope creep is adding additional work items to the original scope without going through a change control process.
Your project team members normally give these to the project manager. Part I Introducing Project Communication Concepts Project scope management The project scope management identifies how to manage all the work that is required to complete the project.
The team members give a best guess as to how long they feel it will take to complete their assigned area of the project. There are two major groups that handle scope approval. Scope creep is a common risk to projects today. Scope creep can consist of a small change like adding two or three new reports to a software development project to complex change where designers add square feet to the building.
The first group is the customers requesting the additional work. Project managers should ensure that their project has well-defined scope and ensure that customers and management approve that scope before getting too far along in the project. Project scope control is a critical task that project managers undertake while managing their projects.
Activity estimating is a difficult component of a project to manage because. If there are any miscalculations from anyone. Human resource management Human resource management includes all aspects of managing the team members who are working on a project.
All projects will have numerous documents as part of the lifecycle of the project. If a project has 5 severity 1 bugs. Quality should equal but never exceed what is in the scope of the project.
On the majority of projects. Time management also includes schedule development and resource schedule management. Cost management Cost management includes all aspects of managing the costs of your project.
Quality can also refer to documentation. Quality management All the aspects of managing quality of your project are included in quality management. The project team members review each document for content as well as acceptable levels of quality before giving their final approval. Each of these activities is a component of time management. In software development projects. On most projects. Quality management plays an important role on all projects.
Introducing Project Communication project. It is important that all companies provide the appropriate cost estimating tools for their project managers. All areas of the project should measure quality. This can be a difficult situation for project managers. If the project is cost driven. Because cost management can be challenging.
A software project manager measures quality by measuring the number of bugs in the Severity 1 level. Without tools in place.
It is another key component of your project and is one of the core areas managed tightly by most project managers. Part II: Project Knowledge Areas. Chapter 4: Chapter 5: Chapter 6: Chapter 7: Chapter 8: Chapter 9: Chapter Part III: Project Lifecycle Processes.
Using Communication Tools in the Initiating Process. Using Communication Tools in the Planning Process. Using Communication Tools for the Closeout Process. Part IV: Appendix A: Appendix B: Planning Project Communications in a Foreign Country. Appendix C: Tool Breakdown Structure Diagrams. Appendix D: Tools at a Glance. Bill has a strong passion for project management, project management offices, and software development lifecycle methodologies.
Bill has a strong methodology background and has been very successful in every company he has worked for in ensuring the projects methodologies matches the project while still guaranteeing the highest of quality for the customer. Bill has also taught IT courses in several Canadian colleges. Bruce Taylor is an expert in the field of project management. He regularly provides professional assistance to top management and has accumulated impressive experience in developing project scheduling and cost control systems continuously since the mid s.
He has worked worldwide on some of the largest projects, including some huge offshore platforms in the North Sea and the Northwest shelf of Australia. Taylor is a pioneer in project management software tools. He and a partner founded a small project management consulting and software development company, which quickly grew internationally. Using his experience, the company developed, and marketed an automated project scheduling, and cost control system.