Description: the process of prioritizing individual project risks for further analysis or action by assessing their probability of occurrence and impact and other characteristics. Such assessments are subjective as they are based on perceptions of risk by the project team and other stakeholders. So it requires explicit identification and management of the risk attitudes of key participants. The process establishes the relative priorities of individual project risks for Plan Risk Responses. It identifies a risk owner for each risk who will take responsibility for planning an appropriate risk response and ensuring that it is implemented. Perform Qualitative Risk Analysis also lays the foundation for Perform Quantitative Risk Analysis if this process is required.
Key benefits: it focuses effort on high-priority risks.
Frequency: throughout the project.
Process / Asset Group
Input
The process
Output
Process / Asset Group
Project Management Plan
Risk management plan
11.3 Perform Qualitative Risk Analysis
Assumption log
Project Documents
Project Documents
Assumption log
Issue log
Risk register
Risk register
Stakeholder register
Risk report
Enterprise / Organization
Enterprise environment factors
Organization process assets
11.3.1 Inputs
11.3.1.1 Project Management Plan
The risk management plan. Roles and responsibilities for conducting risk management, budgets for risk management, schedule activities for risk management, risk categories (often defined in a risk breakdown structure), definitions of probability and impact, the probability and impact matrix, and stakeholders’ risk thresholds.
11.3.1.2 Project Documents
Assumption log. For identifying, managing, and monitoring key assumptions and constraints that may affect the project.
Risk register. Details of each identified individual project risk.
Stakeholder register. Details of project stakeholders who may be nominated as risk owners.
11.3.1.3 Enterprise Environment Factors
Industry studies of similar projects,
Published material, including commercial risk databases or checklists.
11.3.1.4 Organizational Process Assets
Information from similar completed projects.
11.3.2 Tools and Techniques
11.3.2.1 Expert Judgement
Previous similar projects, and
Qualitative risk analysis.
11.3.2.2 Data Gathering
Interviews.
11.3.2.3 Data Analysis
Risk data quality assessment. It may be assessed via a questionnaire measuring the project's stakeholder perceptions of various characteristics, which may include completeness, objectivity, relevancy, and timeliness. A weighted average of selected data quality characteristics can then be generated to give an overall quality score.
Risk probability and impact assessment. Probability and impact are assessed for each identified individual project risk. Differences in the levels of probability and impact perceived by stakeholders are to be expected, and such differences should be explored. Explanatory detail, including assumptions justifying the levels assigned, are also recorded. Risk probabilities and impacts are assessed using the definitions given in the risk management plan.
Assessment of other risk parameters.
Urgency. The period of time within which a response to the risk is to be implemented in order to be effective. A short period indicates high urgency.
Proximity. The period of time before the risk might have an impact on one or more project objectives. A short period indicates high proximity.
Dormancy. The period of time that may elapse after a risk has occurred before its impact is discovered. A short period indicates low dormancy.
Manageability. The ease with which the risk owner (or owning organization) can manage the occurrence or impact of a risk. Where management is easy, manageability is high.
Controllability. The degree to which the risk owner (or owning organization) is able to control the risk's outcome. Where the outcome can be easily controlled, controllability is high.
Detectability. The ease with which the results of the risk occurring, or being about to occur, can be detected and recognized. Where the risk occurrence can be detected easily, detectability is high.
Connectivity. The extent to which the risk is related to other individual project risks. Where a risk is connected to many other risks, connectivity is high.
Strategic impact. The potential for the risk to have a positive or negative effect on the organization's strategic goals. Where the risk has a major effect on strategic goals, strategic impact is high.
Propinquity. The degree to which a risk is perceived to matter by one or more stakeholders. Where a risk is perceived as very significant, propinquity is high.
11.3.2.4 Interpersonal and Team Skills
Facilitation.
11.3.2.5 Risk Categorization
Risks to the project can be categorized by
Sources of risk RBS;
The area of the project affected (WBS);
Common root causes ;
Other useful categories (e.g., project phase, project budget, and roles and responsibilities)
to determine the areas of the project most exposed to the effects of uncertainty. Risk categories that may be used for the project are defined in the risk management plan.
11.3.2.6 Data Representation
Probability and impact matrix. A grid for mapping the probability of each risk occurrence and its impact on project objectives if that risk occurs. This matrix specifies combinations of probability and impact that allow individual project risks to be divided into priority groups. Individual project risks are assigned to a priority level based on the combination of their assessed probability and impact, using a probability and impact matrix.
Hierarchical charts. For 3d measure of risk bubble chart can be used.
11.3.2.7 Meetings
Risk workshop. The goals of this meeting include the review of previously identified risks, assessment of probability and impacts (and possibly other risk parameters), categorization, and prioritization. A risk owner, who will be responsible for planning an appropriate risk response and for reporting progress on managing the risk, will be allocated to each individual project risk as part of the Perform Qualitative Risk Analysis process.
Description: it is the process of identifying individual project risks as well as resources of overall project risks, and documenting their characteristics.
Key benefit: documentation of existing individual project risks and the sources of overall project risks.
Frequency: throughout the project. An iterative process
Process / Asset Group
Input
The Process
Output
Process / Asset Group
Project Management Plan
Requirements management plan
11.2 Identify Risks
Risk register
Project Documents
Schedule management plan
Risk Report
Cost management plan
Assumption log
Resource management plan
Issue log
Quality management plan
Lesson learned register
Risk management plan
Scope baseline
Schedule baseline
Cost baseline
Project Documents
Assumption log
Cost estimates
Duration estimates
Issue log
Lesson learned register
Requirements documentation
Resource requirements
Stakeholder register
12.1 Plan Procurement Management
Procurement documentation
12.2 Conduct Procurements
Agreements
Enterprise / Organization
Enterprise environment factors
Organizational process assets
All project stakeholders should be encouraged to identify individual project risks. It is particularly important to involve the project team so they can develop and maintain a sense of ownership and responsibility for identified individual project risks, the level of overall project risk, and associated risk response actions.
Risk owners for individual project risks may be nominated as part of the Identify Risks process, and will be confirmed during the Perform Qualitative Risk Analysis process. Preliminary risk responses may also be identified and recorded and will be reviewed and confirmed as part of the Plan Risk Responses process.
11.2.1 Inputs
11.2.1.1 Project Management Plan
Requirements management plan. May indicate project objectives that are particularly at risk.
Schedule management plan. May identify areas that are subject to uncertainty or ambiguity.
Cost management plan.
Quality management plan.
Resource management plan.
Risk management plan.
Scope baseline.
Schedule baseline.
Cost baseline.
11.2.1.2 Project Documents
Assumption log.
Cost estimates.
Duration estimates.
Issue log.
Lessons learned register.
Requirements documentation.
Resource requirements.
Stakeholder register.
11.2.1.3 Agreements
It may have information such as milestone dates, contract type, acceptance criteria, and awards and penalties that can present threats or opportunities.
11.2.1.4 Procurement Documentation
The initial procurement documentation should be reviewed as procuring goods and services from outside the organization may increase or decrease overall project risk and may introduce additional individual project risks.
11.2.1.5 Enterprise Environment Factors
Published material, including commercial risk databases or checklists,
Academic studies,
Benchmarking results, and
Industry studies of similar projects.
11.2.1.6 Organizational Process Assets
Project files, including actual data, Organizational and project process controls, Risk statement formats, and Checklists from previous similar projects.
11.2.2 Tools and Techniques
11.2.2.1 Expert Judgement
11.2.2.2 Data Gathering
Brainstorming. The goal of brainstorming is to obtain a comprehensive list of individual project risks and sources of overall project risk. Categories of risk, such as in a risk breakdown structure, can be used as a framework. Particular attention should be paid to ensuring that risks identified through brainstorming are clearly described, since the technique can result in ideas that are not fully formed.
Checklists. Risk checklists are developed based on historical information and knowledge that has been accumulated from similar projects and from other sources of information. The organization may maintain a risk checklist based on its own completed projects or may use generic risk checklists from the industry. While a checklist may be quick and simple to use, it is impossible to build an exhaustive one, and care should be taken to ensure the checklist is not used to avoid the effort of proper risk identification.
Interviews.
11.2.2.3 Data Analysis
Root cause analysis.
Assumption and constraint analysis. Threats may be identified from the inaccuracy, instability, inconsistency, or incompleteness of assumptions. Constraints may give rise to opportunities through removing or relaxing a limiting factor that affects the execution of a project or process.
SWOT analysis. (strengths, weaknesses, opportunities, and threats)
Document analysis.
11.2.2.4 Interpersonal and Team Skills
Facilitation.
11.2.2.5 Prompt Lists
A predetermined list of risk categories that might give rise to individual project risks and that could also act as sources of overall project risk. The risk categories in the lowest level of the risk breakdown structure can be used as a prompt list for individual project risks.
It captures details of identified individual project risks. May contain limited or extensive risk information depending on project variables such as size and complexity.
A short risk title, risk category, current risk status, one or more causes, one or more effects on objectives, risk triggers (events or conditions that indicate that a risk is about to occur), WBS reference of affected activities, and timing information (when was the risk identified, when might the risk occur, when might it no longer be relevant, and what is the deadline for taking action).
List of identified risks. Each individual project risk is given a unique identifier in the risk register. A structured risk statement may be used to distinguish risks from their cause(s) and their effect(s).
Potential risk owners. Where a potential risk owner has been identified during the Identify Risks process, the risk owner is recorded in the risk register. This will be confirmed during the Perform Qualitative Risk Analysis process.
List of potential risk responses.
11.2.3.2 Risk Report
Information on sources of overall project risk, together with summary information on identified individual project risks. It is developed progressively throughout the Project Risk Management process.
Sources of overall project risk, indicating which are the most important drivers of overall project risk exposure; and
Summary information on identified individual project risks, such as number of identified threats and opportunities, distribution of risks across risk categories, metrics and trends, etc.
Description: it is a process of defining how to conduct risk management activities for a project.
Key benefit: it ensures that the degree, type, and visibility of risk management are proportionate to both risks and the importance of the project to the organization and other stakeholders.
Frequency: once or at predefined points in the project. It should begin when a project is conceived and should be completed early in the project. It may be necessary to revisit this process later in the project life cycle.
Process / Asset Group
Input
The Process
Output
Process / Asset Group
4.1 Develop Project Charter
Project charter
11.1 Plan Risk Management
Risk management plan
Project Management Plan
Project Management Plan
All components of the Project Management Plan
Project Documents
Stakeholder Register
Enterprise / Organization
Enterprise environment factors
Organizational Process Assets
11.1.1 Inputs
11.1.1.1 Project Charter
The high-level project description and boundaries, high-level requirements, and risks.
11.1.1.2 Project Management Plan
All approved subsidiary management plans should be taken into consideration in order to make the risk management plan consistent with them.
11.1.1.3 Project Documents
Stakeholder register: details of the project's stakeholders and provides an overview of their project roles and their attitude toward risk on this project -> determining roles and responsibilities for managing risk on the project, as well as setting risk thresholds for the project.
11.1.1.4 Enterprise Environment Factors
Overall risk thresholds set by the organization or key stakeholders.
11.1.1.5 Organizational Process Assets
Organizational risk policy;
Risk categories, possibly organized into a risk breakdown structure;
Common definitions of risk concepts and terms;
Risk statement formats;
Templates for the risk management plan, risk register, and risk report;
Roles and responsibilities;
Authority levels for decision making; and
Lessons learned repository from previous similar projects.
11.1.2 Tools and Techniques
11.1.2.1 Expert Judgment
Familiarity with the organization's approach to managing risk, including enterprise risk management where this is performed;
Tailoring risk management to the specific needs of a project; and
Types of risk that are likely to be encountered on projects in the same area.
11.1.2.2 Data Analysis
Stakeholder analysis to determine the risk appetite of project stakeholders.
11.1.2.3 Meetings
11.1.3 Outputs
11.1.3.1 Risk Management Plan
It is a component of the project management plan that describes how risk management activities will be structured and performed.
Risk strategy. Describes the general approach to managing risk on this project.
Methodology. Defines the specific approaches, tools, and data sources that will be used to perform risk management on the project.
Roles and responsibilities. Defines the lead, support, and risk management team members for each type of activity described in the risk management plan, and clarifies their responsibilities.
Funding. Identifies the funds needed to perform activities related to Project Risk Management. Establishes protocols for the application of contingency and management reserves.
Timing. Defines when and how often the Project Risk Management processes will be performed throughout the project life cycle, and establishes risk management activities for inclusion into the project schedule.
Risk categories. Provide a means for grouping individual project risks. A common way to structure risk categories is with a risk breakdown structure (RBS), which is a hierarchical representation of potential sources of risk.
Stakeholder risk appetite. The risk appetites of key stakeholders on the project are recorded in the risk management plan, as they inform the details of the Plan Risk Management process. In particular, stakeholder risk appetite should be expressed as measurable risk thresholds around each project objective. These thresholds will determine the acceptable level of overall project risk exposure, and they are also used to inform the definitions of probability and impacts to be used when assessing and prioritizing individual project risks.
Definitions of risk probability and impacts. Definitions of risk probability and impact levels are specific to the project context and reflect the risk appetite and thresholds of the organization and key stakeholders. The project may generate specific definitions of probability and impact levels or it may start with general definitions provided by the organization. The number of levels reflects the degree of detail required for the Project Risk Management process, with more levels used for a more detailed risk approach (typically five levels), and fewer for a simple process (usually three). An example of definitions of probability and impacts against three project objectives. These scales can be used to evaluate both threats and opportunities by interpreting the impact definitions as negative for threats (delay, additional cost, and performance shortfall) and positive for opportunities (reduced time or cost, and performance enhancement).
Probability and impact matrix. Prioritization rules may be specified by the organization in advance of the project and be included in organizational process assets, or they may be tailored to the specific project. Opportunities and threats are represented in a common probability and impact matrix using positive definitions of impact for opportunities and negative impact definitions for threats. Descriptive terms (such as very high, high, medium, low, and very low) or numeric values can be used for probability and impact. Where numeric values are used, these can be multiplied to give a probability-impact score for each risk, which allows the relative priority of individual risks to be evaluated within each priority level. An example probability and impact matrix is presented in Figure 11-5, which also shows a possible numeric risk scoring scheme.
Reporting formats. Reporting formats define how the outcomes of the Project Risk Management process will be documented, analyzed, and communicated. This section of the risk management plan describes the content and format of the risk register and the risk report, as well as any other required outputs from the Project Risk Management processes.
Tracking. Tracking documents how risk activities will be recorded and how risk management processes will be audited.
Project Risk Management includes the processes of conducting risk management planning, identification, analysis, response planning, response implementation, and monitoring risk on a project. The objectives of project risk management are to increase the probability and/or impact of positive risks and to decrease the probability and/or impact of negative risks, in order to optimize the chances of project success.
Key Concepts for Project Risk Management
All projects are risky since they are unique undertakings with varying degrees of complexity that aim to deliver benefits. They do this in a context of constraints and assumptions, while responding to stakeholder expectations that may be conflicting and changing. Organizations should choose to take project risk in a controlled and intentional manner in order to create value while balancing risk and reward.
When unmanaged, these risks have the potential to cause the project to deviate from the plan and fail to achieve the defined project objectives.
Two level of of risks:
Individual project risk is an uncertain event or condition that, if it occurs, has a positive or negative effect on one or more project objectives.
Overall project risk is the effect of uncertainty on the project as a whole, arising from all sources of uncertainty including individual risks, representing the exposure of stakeholders to the implications of variations in project outcome, both positive and negative.
Risk can be positive (opportunity) and negative (threat).
Risk is initially addressed during project planning by shaping the project strategy. Risk should also be monitored and managed as the project progresses to ensure that the project stays on track and emergent risks are addressed.
The project team needs to know what level of risk exposure is acceptable in pursuit of the project objectives. This is defined by measurable risk thresholds that reflect the risk appetite of the organization and project stakeholders. Risk thresholds express the degree of acceptable variation around a project objective. They are explicitly stated and communicated to the project team and reflected in the definitions of risk impact levels for the project.
Trends and Emerging Practices in Project Risk Management
Non-event risks.
Variability risk. Uncertainty exists about some key characteristics of a planned event or activity or decision. Examples of variability risks include: productivity may be above or below target, the number of errors found during testing may be higher or lower than expected. It can be addressed using Monte Carlo analysis, with the range of variation reflected in probability distributions, followed by actions to reduce the spread of possible outcomes.
Ambiguity risk. Uncertainty exists about what might happen in the future. Ambiguity risks are managed by defining those areas where there is a deficit of knowledge or understanding, then filling the gap by obtaining expert external input or bench-marking against best practices. Ambiguity is also addressed through incremental development, prototyping, or simulation.
Project resilience. These are risks that can only be recognized after they have occurred. Emergent risks can be tackled through developing project resilience. This requires each project to have:
Right level of budget and schedule contingency for emergent risks, in addition to a specific risk budget for known risks;
Flexible project processes that can cope with emergent risk while maintaining overall direction toward project goals, including strong change management;
Empowered project team that has clear objectives and that is trusted to get the job done within agreed-upon limits;
Frequent review of early warning signs to identify emergent risks as early as possible;
Clear input from stakeholders to clarify areas where the project scope or strategy can be adjusted in response to emergent risks.
Integrated risk management. Projects exist in an organizational context, and they may form part of a program or portfolio. Risk exists at each of these levels, and risks should be owned and managed at the appropriate level. This builds risk efficiency into the structure of programs and portfolios, providing the greatest overall value for a given level of risk exposure.
Tailoring Considerations
Project size by.
Budget,
Duration,
Scope, or
Team size.
Project complexity.
Project importance.
Development approach. Waterfall, iterative, agile, ...
Considerations for Agile/Adaptive Environments
High-variability environments, by definition, incur more uncertainty and risk -> use of frequent reviews of incremental work products and cross-functional project teams to accelerate knowledge sharing and ensure that risk is understood and managed. Risk is considered when selecting the content of each iteration, and risks will also be identified, analyzed, and managed during each iteration.
Additionally, the requirements are kept as a living document that is updated regularly, and work may be reprioritized as the project progresses, based on an improved understanding of current risk exposure.
Description: it is the process of ensuring timely and appropriate collection, creation, distribution, storage, retrieval, management, monitoring, and the ultimate disposition of project information. It identifies all aspects of effective communications (choice of technology, methods, techniques). Adjustments if methods and techniques to accommodate the changing needs of stakeholders and the project.
Techniques and considerations for effective communications management:
Sender-receiver models. Incorporating feedback loops to provide opportunities for interaction/participation and remove barriers to effective communication.
Choice of media. Decisions about application of communications artifacts to meet specific project needs, such as when to communicate in writing versus orally, when to prepare an informal memo versus a formal report, and when to use push/pull options and the choice of appropriate technology.
Writing style. Appropriate use of active versus passive voice, sentence structure, and word choice.
Meeting management. Preparing an agenda, inviting essential participants, and ensuring they attend. Dealing with conflicts within the meeting or resulting from inadequate follow-up of minutes and actions, or attendance of the wrong people.
Presentations. Awareness of the impact of body language and design of visual aids.
Facilitation. Building consensus and overcoming obstacles such as difficult group dynamics, and maintaining interest and enthusiasm among group members.
Active listening. Listening actively involves acknowledging, clarifying and confirming, understanding, and removing barriers that adversely affect comprehension.
Process / Asset Group
Input
The process
Output
Process / Asset Group
Project Management Plan
Resource Management Plan
10.2 Manage Communications
Project Communications
Project Documents
Communications management plan
Issue log
Project Management Plan
Stakeholder engagement plan
Lesson learned register
Project Documents
Change log
Project schedule
Issue log
Risk register
Lesson learned register
Stakeholder register
Quality report
Communications management plan
Project Management Plan
Risk report
Stakeholder engagement plan
Enterprise / Organization
Stakeholder register
4.5 Monitor and Control Project Work
Work performance reports
Enterprise / Organization
Enterprise environment factors
Organizational process assets
Key benefit: it enables an efficient and effective information flow between the project team and the stakeholders.
Frequency: throughout the project.
10.2.1 Inputs
10.2.1.1 Project Management Plan
Resource management plan. Describes the communications that are needed for management of team or physical resources.
Communications management plan. How project communications will be planned, structured, monitored, and controlled.
Stakeholder engagement plan. How stakeholders will be engaged through appropriate communication strategies.
10.2.1.2 Project Documents
Change log. Used to communicate changes and approved, deferred, and rejected change requests to the impacted stakeholders.
Issue log. Issues is communicated to impacted stakeholders.
Lessons learned register.
Quality report. It is forwarded to those who can take corrective actions in order to achieve the project quality expectations.
Quality issues,
Project and product improvements, and
Process improvements.
Risk report. Information on sources of overall project risk, together with summary information on identified individual project risks. This information is communicated to risk owners and other impacted stakeholders.
Stakeholder register. Identifies the individuals, groups, or organizations that will need various types of information.
10.2.1.3 Work Performance Reports
Status reports and progress reports.
10.2.1.4 Enterprise Environmental Factors
Organizational culture, political climate, and governance framework;
Personnel administration policies;
Stakeholder risk thresholds;
Established communication channels, tools, and systems;
Global, regional, or local trends and practices or habits; and
Geographic distribution of facilities and resources.
10.2.1.5 Organizational Process Assets
Corporate policies and procedures for social media, ethics, and security;
Corporate policies and procedures for issue, risk, change, and data management;
Organizational communication requirements;
Standardized guidelines for development, exchange, storage, and retrieval of information; and
Historical information from previous projects, including the lessons learned repository.
10.2.2 Tools and Techniques
10.2.2.1 Communication Technology
Factors that influence the technology include :
Whether the team is colocated,
The confidentiality of any information that needs to be shared,
Resources available to the team members, and
how the organization's culture influences the way in which meetings and discussions are normally conducted.
10.2.2.2 Communication Method
10.2.2.3 Communication Skills
Communication competence.
Feedback. Feedback is information about reactions to communications, a deliverable, or a situation. Feedback supports interactive communication between the project manager, team and all other project stakeholders. Examples include coaching, mentoring, and negotiating.
Nonverbal. Examples of nonverbal communication include appropriate body language to transmit meaning through gestures, tone of voice, and facial expressions. Mirroring and eye contact are also important techniques.
Presentations. A presentation is the formal delivery of information and/or documentation:
Progress reports and information updates to stakeholders;
Background information to support decision making;
General information about the project and its objectives, for the purposes of raising the profile of the work of the project and the team;
Specific information aimed at increasing understanding and support of the work and objectives of the project.
10.2.2.4 Project Management Information System (PMIS)
Electronic project management tools.
Electronic communications management.
Social media management.
10.2.2.5 Project Reporting
The act of collecting and distributing project information.
10.2.2.6 Interpersonal and Team Skills
Active listening.
Conflict management.
Cultural awareness.
Meeting management.
Networking.
Political awareness.
10.2.2.7 Meetings
10.2.3. Outputs
10.2.3.1 Project Communications
Performance reports,
Deliverable status,
Schedule progress,
Cost incurred, Presentations, and
Other information required by stakeholders.
10.2.3.2 Project Management Plan Updates
Communications management plan. Changes are made to the project communications approach.
Stakeholder engagement plan. Updated stakeholder communication requirements and agreed-upon communications strategies.
10.2.3.3 Project Documents Updates
Issue log.
Lessons learned register. Approaches that worked well and what did not work well for managing communications.
Project schedule.
Risk register.
Stakeholder register.
10.2.3.4 Organizational Process Assets Updates
Project records such as correspondence, memos, meeting minutes and other documents used on the project; and
Planned and ad hoc project reports and presentations.
Description: It is the process of ensuring timely and appropriate collection, creation, distribution, storage, retrieval, management, monitoring, and the ultimate disposition of project information. Ensures that the information being communicated to project stakeholders has been appropriately generated and formatted, and received by the intended audience. It also provides opportunities for stakeholders to make requests for further information, clarification, and discussion. Techniques and considerations:
Sender-receiver models.
Choice of media.
Writing style.
Meeting management.
Presentations.
Facilitation.
Active listening.
Key benefit: enables an efficient and effective information flow between the project team and the stakeholders.
Frequency: throughout the project.
Process/ Asset Group
Input
The process
Output
Process / Asset Group
Project Management Plan
Resource Management Plan
10.2 Manage Communications
Project Communications
Project Documents
Communications Management Plan
Issue Log
Stakeholder engagement plan
Lesson learned register
Project Documents
Change log
Project Schedule
Issue log
Risk register
Lesson learned register
Stakeholder register
Quality report
Communications management plan
Project Management Plan
Risk report
Stakeholder engagement plan
Stakeholder register
Organizational processes assets updates
Enterprise / Organization
4.5 Monitor and Control Project Work
Work performance reports
Enterprise / Organization
Enterprise environment factors
Organizational process assets
10.2.1 Inputs
10.2.1.1 Project Management Plan
Resource management plan. Describes the communications that are needed for management of team or physical resources.
Communications management plan. Describes how project communications will be planned, structured, monitored, and controlled.
Stakeholder engagement plan. Describes how stakeholders will be engaged through appropriate communication strategies.
10.2.1.2 Project Documents
Change log. To communicate changes and approved, deferred, and rejected change requests to the impacted stakeholders.
Issue log.
Lessons learned register.
Quality report. Quality issues, project and product improvements, and process improvements.
Risk report. Presents information on sources of overall project risk, together with summary information on identified individual project risks.
Stakeholder register. Identifies the individuals, groups, or organizations that will need various types of information.
10.2.1.3 Work Performance Reports
Status reports and progress reports.
10.2.1.4 Enterprise Environmental Factors
Organizational culture, political climate, and governance framework;
Personnel administration policies;
Stakeholder risk thresholds;
Established communication channels, tools, and systems;
Global, regional, or local trends and practices or habits; and
Geographic distribution of facilities and resources.
10.2.1.5 Organizational Process Assets
Corporate policies and procedures for social media, ethics, and security;
Corporate policies and procedures for issue, risk, change, and data management;
Organizational communication requirements;
Standardized guidelines for development, exchange, storage, and retrieval of information; and
Historical information from previous projects, including the lessons learned repository.
10.2.2 Tools and Techniques
10.2.2.1 Communication Technology
Whether the team is colocated,
The confidentiality of any information that needs to be shared,
Resources available to the team members, and
How the organization's culture influences the way in which meetings and discussions are normally conducted.
10.2.2.2 Communication Methods
Flexibility in the event that the membership of the stakeholder community changes or their needs and expectations change.
10.2.2.3 Communication Skills
Communication competence. A combination of tailored communication skills that considers factors such as clarity of purpose in key messages, effective relationships and information sharing, and leadership behaviors.
Feedback. Information about reactions to communications, a deliverable, or a situation.
Nonverbal. Appropriate body language to transmit meaning through gestures, tone of voice, and facial expressions.
Presentations. The formal delivery of information and/or documentation. Presentations will be successful when the content and delivery take the following into account:
The audience, their expectations, and needs; and
The needs and objectives of the project and project team.
10.2.2.4 Project Management Information System (PMIS)
Ensures that stakeholders can easily retrieve the information they need in a timely way.
10.2.2.5 Project Reporting
Collecting and distributing project information. Project information is distributed to many groups of stakeholders and should be adapted to provide information at an appropriate level, format, and detail for each type of stakeholder.
10.2.2.6 Interpersonal and Team Skills
Active listening. Involve acknowledging, clarifying and confirming, understanding, and removing barriers that adversely affect comprehension.
Conflict management.
Cultural awareness.
Meeting management. Meeting management is taking steps to ensure meetings meet their intended objectives effectively and efficiently. The following steps should be used for meeting planning:
Prepare and distribute the agenda stating the objectives of the meeting.
Ensure that the meetings start and finish at the published time.
Ensure the appropriate participants are invited and attend.
Stay on topic.
Manage expectations, issues, and conflicts during the meeting.
Record all actions and those who have been allocated the responsibility for completing the action.
Networking.
Political awareness.
10.2.2.7 Meetings
10.2.3 Outputs
10.2.3.1 Project Communications
Performance reports,
Deliverable status,
Schedule progress,
Cost incurred,
Presentations, and
Other information required by stakeholders.
10.2.3.2 Project Management Plan Updates
Changes are going through the organization's change control process via a change request.
Updated components:
Communications management plan. Changes to the project communications approach.
Stakeholder engagement plan. Updated stakeholder communication requirements and agreed-upon communications strategies.
10.2.3.3 Project Documents Updates
Issue log. Any communication issues on the project.
Lessons learned register. Information on challenges encountered and how they could have been avoided as well as approaches that worked well and what did not work well.
Project schedule.
Risk register.
Stakeholder register.
10.2.3.4 Organizational Process Assets Updates
Project records such as correspondence, memos, meeting minutes and other documents used on the project;
Planned and ad-hoc project reports and presentations.
Description: the process of developing an appropriate approach and plan for project communications activities based on the information needs of each stakeholder or group, available organizational assets, and the needs of the project. Communication management plan is developed early in the project life cycle during stakeholder identification and project management plan development. Reviewed and modified regularly.
Methods of storage, retrieval, and ultimate disposition of the project information documented.
Key benefit: a documented approach to effectively and efficiently engage stakeholders by presenting relevant information in a timely manner.
Frequency: throughout the project as needed.
Process / Asset Group
Input
The process
Output
Process/ Asset Group
4.1 Develop Project Charter
Project Charter
10.1 Plan Communication Management
Communication Management Plan
Project Management Plan
Project Management Plan
Resource Management Plan
Project Schedule
Project Documents
Stakeholder engagement plan
Stakeholder register
Project Documents
Requirements Documentation
Stakeholder register
Enterprise / Organization
Enterprise Environmental Factors
Organizational Process Assets
10.1.1 Input
10.1.1.1 Project Charter
Identifies the key stakeholder list, information about the roles and responsibilities of the stakeholders.
10.1.1.2 Project Management Plan
Resource management plan. How team resources will be categorized, allocated, managed, and released.
Stakeholder engagement plan. Identifies the management strategies required to effectively engage stakeholders.
10.1.1.3 Project Documents
Requirements documentation. Requirements for stakeholder communications.
Stakeholder register. To plan communications activities with stakeholders.
10.1.1.4 Enterprise Environmental Factors
Organizational culture, political climate, and governance framework;
Personnel administration policies;
Stakeholder risk thresholds;
Established communication channels, tools, and systems;
Global, regional, or local trends, practices, or habits; and
Geographic distribution of facilities and resources.
10.1.1.5 Organizational Process Assets
Organizational policies and procedures for social media, ethics, and security;
Organizational policies and procedures for issue, risk, change, and data management;
Organizational communication requirements;
Standardized guidelines for development, exchange, storage, and retrieval of information;
Historical information and lessons learned repository; and
Stakeholder and communications data and information from previous projects.
10.1.2 Tools and Techniques
10.1.2.1 Expert Judgement
Politics and power structures in the organization;
Environment and culture of the organization and other customer organizations;
Organizational change management approach and practices;
Industry or type of project deliverables;
Organizational communications technologies;
Organizational policies and procedures regarding legal requirements of corporate communications;
Organizational policies and procedures regarding security; and
Stakeholders, including customers or sponsors.
10.1.2.2 Communication Requirements Analysis
Stakeholder information and communication requirements from within the stakeholder register and stakeholder engagement plan;
Number of potential communication channels or paths, including one-to-one, one-to-many, and many-to-many communications;
Organizational charts;
Project organization and stakeholder responsibility, relationships, and interdependencies;
Development approach;
Disciplines, departments, and specialties involved in the project;
Logistics of how many persons will be involved with the project and at which locations;
Internal information needs (e.g., when communicating within organizations);
External information needs (e.g., when communicating with the media, public, or contractors); and
Legal requirements.
10.1.2.3 Communication Technology
Conversations,
Meetings,
Written documents,
Databases,
Social media, and
Websites.
Factors that can affect the choice of communication:
Urgency of the need for information. The urgency, frequency, and format of the information.
Availability and reliability of technology. Compatible, available, and accessible for all stakeholders.
Ease of use.
Project environment.
Face-to-face basis or in a virtual environment;
Located in one or multiple time zones;
Multiple languages for communication;
Various aspects of culture.
Sensitivity and confidentiality of the information.
Sensitive or confidential;
To ensure appropriate behavior, security, and the protection of proprietary information.
10.1.2.4 Communication Models
Sample basic sender/receiver communication model. Two parties: a sender and a receiver. This model is concerned with ensuring that the message is delivered, rather than understood. Steps:
Encode.
Transmit message.
Decode.
Sample interactive communication model. A sender and a receiver. The model recognizes the need to ensure the massage is understood. Steps:
Encode.
Transmit message.
Decode.
Acknowledge. Signal the message is received.
Feedback/response. Return ideas in a new message to the first party.
The sender is responsible for the transmission of the message, ensuring the information being communicated is clear and complete, and confirming the message is correctly interpreted.
The receiver is responsible for ensuring that the information is received in its entirety, interpreted correctly, and acknowledged or responded to appropriately.
10.1.2.5 Communication Methods
Interactive communication. Exchange of information in real time. It employs communications artifacts such as meetings, phone calls, instant messaging, some forms of social media, and videoconferencing.
Push communication. Sent or distributed directly to specific recipients who need to receive the information. This ensures that the information is distributed but does not ensure that it actually reached or was understood by the intended audience. Push communications artifacts include letters, memos, reports, emails, faxes, voice mails, blogs, and press releases.
Pull communication. Web portals, intranet sites, e-learning, lessons learned databases, or knowledge repositories.
Major communication forms:
Interpersonal communication.
Small group communication. 3~6 persons.
Public communication. A single speaker addressing a group of people.
Mass communication.
Networks and social computing communication.
Communications artifact and methods:
Notice boards,
Newsletters/in-house magazines/e-magazines,
Letters to staff/volunteers,
Press releases,
Annual reports,
Emails and intranets,
Web portals and other information repositories (for pull communication)
Phone conversations,
Presentations,
Team briefings/group meetings,
Focus groups,
Face-to-face formal or informal meetings between various stakeholders,
Consultation groups or staff forums, and
Social computing technology and media.
10.1.2.6 Interpersonal and Team Skills
Communication styles assessment.
Political awareness. The recognition of power relationships, both formal and informal, and also the willingness to operate within these structures.
Cultural awareness. An understanding of the differences between individuals, groups, and organizations and adapting the project's communication strategy in the context of these differences.
10.1.2.7 Data Representation
A stakeholder engagement assessment matrix.
10.1.2.8 Meetings
Virtual (e-meetings) or face-to-face meetings, and can be supported with document collaboration technologies, including email messages and project websites.
10.1.3 Outputs
10.1.3.1 Communications Management Plan
It is a component of the project management plan that describes how project communications will be planned, structured, implemented, and monitored for effectiveness.
Contains:
Stakeholder communication requirements;
Information to be communicated, including language, format, content, and level of detail;
Escalation processes;
Reason for the distribution of that information;
Timeframe and frequency for the distribution of required information and receipt of acknowledgment or response, if applicable;
Person responsible for communicating the information;
Person responsible for authorizing release of confidential information;
Person or groups who will receive the information, including information about their needs, requirements, and expectations;
Methods or technologies used to convey the information, such as memos, email, press releases, or social media;
Resources allocated for communication activities, including time and budget;
Method for updating and refining the communications management plan as the project progresses and develops, such as when the stakeholder community changes as the project moves through different phases;
Glossary of common terminology;
Flow charts of the information flow in the project, workflows with possible sequence of authorization, list of reports, meeting plans, etc.; and
Constraints derived from specific legislation or regulation, technology, organizational policies, etc.
Plan can include guidelines and templates for project status meetings, meetings, e-mail messages.
