Communication Management 2

88
Project Communication Management Rendy KR

Transcript of Communication Management 2

Page 1: Communication Management 2

Project Communication Management

Rendy KR

Page 2: Communication Management 2

What is Project Communication Management?

Project Communication Management merupakan serangkaian proses yang digunakan untuk optimalisasi waktu pengerjaan proyek dengan menciptakan komunikasi yang efektif diantara project manager, team dan para stakeholdernya

Page 3: Communication Management 2

Project Communications Management Process

Serangkaian proses yang terdapat dalam komunikasi manajemen proyek :

• Identify Stakeholder• Plan Communication• Distribute Information• Manage Stakeholder Expectations• Report Performance

Page 4: Communication Management 2

Cont’d

Page 5: Communication Management 2

IDENTIFY STAKEHOLDERS

Rizky Dian B/5210105002

Page 6: Communication Management 2

Input, tools & techniques, and outputs

Page 7: Communication Management 2

Data flow diagram

Page 8: Communication Management 2

Input • Project charter• Procurement documents

Vendor list, purchase order, dll• Enterprise environmental factors

Struktur dan budaya perusahaan, peraturan dan hukum pemerintah, dll

• Organizational process assetsStakeholder register templates, pengalaman dan nama baik dari proyek sebelumnya

Page 9: Communication Management 2

Tools and techniques• Stakeholder analysis

Mengidentifikasi minat, ekspektasi dan pengaruh dari stakeholder dan hubungannya pada proyek

• Expert judgementUntuk memastikan indentifikasi dan mendaftar stakeholder, keputusan dan keahlian secara menyeluruh

Page 10: Communication Management 2

Stakeholder analysis• Mengidentifikasi seluruh stakeholder potensial

dan informasi lain yang relevan• Mengidentifikasi imbas atau dukungan yang

mungkin terjadi dari stakeholder, serta mengklasifikasikan untuk melakukan strategi pendekatan

• Menilai reaksi pada situasi yang berbeda untuk merencanakan tindakan mitigasi atas pengaruh baik positif maupun negatif pada proyek

Page 11: Communication Management 2

Stakeholder analysis cont’d

Page 12: Communication Management 2

Expert judgement• Senior management• Unit lain organisasi• Stakeholder kunci yang teridentifikasi• Manajer proyek• Subject matter experts (SMEs)• Grup dan konsultan industri• Asosiasi profesional dan teknis

Page 13: Communication Management 2

Outputs • Stakeholder register• Stakeholder management strategy

Page 14: Communication Management 2

Stakeholder register

Berisi :• Identification information• Assessment information• Stakeholder classification

Page 15: Communication Management 2

Stakeholder management strategyBerisi :• Stakeholder kunci• Tingkat partisipasi yang diinginkan dalam proyek• Grup stakeholder dan manajemennya

Page 16: Communication Management 2

Stakeholder analysis matrix• contoh

Page 17: Communication Management 2

PLAN COMMUNICATION

Andi Saputra/5210105013

Page 18: Communication Management 2

Plan Communication on PMBOK

Page 19: Communication Management 2

Pengertian• Plan Communications adalah sebuah proses untuk

menentukan kebutuhan informasi dari stakeholder sebuah proyek dan mendefinisikan pendekatan komunikasi terhadap stakeholder.

• Proses dari Plan Communications ini adalah untuk merespon kebutuhan informasi dan komunikasi dari stakeholder, misalnya siapa yang membutuhkan informasi apa, kapan informasi itu dibutuhkan, bagaimana cara penyampaiannya dan oleh siapa informasi itu akan disampaikan.

Page 20: Communication Management 2

Pengertian (cont’d)• Ketika proyek memberikan sebuah informasi maka

kebutuhan dan metode penyebaran informasi harus diberikan secara luas tapi bervariasi. Mengidentifikasikan kebutuhan informasi kepada stakeholder dan menentukan cara yang pas untuk pendistribusian informasi adalah merupakan sebuah factor penting untuk kesuksesan sebuah proyek.

• Communications Plan yang tidak tepat akan mengakibatkan masalah dalam proyek, seperti terlambatnya penyampaian informasi, memberikan informasi kepada pihak yang salah atau kurangnya informasi kepada salah satu pihak.

Page 21: Communication Management 2

Pengertian (cont’d)• Communications Plan mengharuskan seorang manajer

proyek untuk mendokumentasikan pendekatan komunikasi yang efektif dan efisien terhadap stakeholder. Komunikasi yang efektif berarti informasi harus disediakan dengan cara yang tepat, waktu yang tepat dan pengaruh yang baik. Komunikasi yang efisien berarti menyediakan informasi hanya kepada yang dibutuhkan.

• Dalam kebanyakan proyek, Communications Plan harus dilakukan di awal proyek, seperti saat pembuatan rencana manajemen proyek. Hal ini berarti Communication Plat bias mendapatkan Sumber Daya (Waktu dan Uang) yang tepat untuk menghasilkan komunikasi yang efektif.

Page 22: Communication Management 2

Pengertian (cont’d)• Hasil dari Communications planning bisa dirubah

setelah diriew secara periodik. Hal ini dimaksudkan agar memastikan penerapan perencanaan yang berkelanjutan.

Page 23: Communication Management 2

Plan Communications Input

1. Stakeholder RegisterTelah dibahas di Identify Stakeholders: Outputs

2. Stakeholder management StrategyTelah dibahas di Identify Stakeholders: Outputs

3. Enterprise Environtment FactorsSemua faktor yang berhubungan dengan Perusahaan harus menjadi input dari proses ini, karena komunikasi harus berhubungan dengan Project Environment.

Page 24: Communication Management 2

Plan Communications Input (cont’d)4.Organizational Process Assets

Semua asset dari perusahaan bisa dijadikan input dari proses Communications Plan. Yang terpenting adalah informasi tentang perusahaan dan perkembangannya karena hal tersebut dapat menyediakan gambaran yang tepat untuk menentukan sebuah komunikasi yang efektif dan efisien.

Page 25: Communication Management 2

Plan Communications: Tools and Techniques1. Communication Reqwuirements Analysis

• Analisis tentang kebutuhan komunikasi mementukan informasi apa saja yang dibutuhkan untuk masing-masing stakeholders. Kebutuhan ini didistribusikan dari kombinasi tipe dan format dengan analisis dari setiap nilai informasi. • Sumber daya yang digunakan nantinya diharapkan dapat dikeluarkan hanya untuk mengkomunikasikan hal-hal yang penting, jika tidak maka akan terjadi pemborosan dalam penggunaan sumber daya.

Page 26: Communication Management 2

Plan Communications: Tools and Techniques (cont’d)

•Perhitungan dari petensi jalur komunikasi dirumuskan dengan •Dengan n adalah jumlah stakeholder yang ada. Contoh jika ada 10 stakeholder maka perhitungannya adalah

Page 27: Communication Management 2

Plan Communications: Tools and Techniques (cont’d)• Informasi biasanya digunakan untuk menentukan kebutuhan

komunikasi sebuah proyek meliputi : Organization charts Project Organization dan Stakeholder Responsibility

Relationship Departemen, Sub Departemen dan Speciality yang terlibat

dalam proyek. Pembagian SDM yang terlibat dalam proyek dan lokasinya. Kebutuhan informasi internal, seperti komunikasi antar

departemen. Kebutuhan informasi eksternal, seperti Komunikasi dengan

public, media atau pihak ketiga. Informasi untuk stakeholder dari Stakeholder Register dan

Stakeholder Management Strategy.

Page 28: Communication Management 2

Plan Communications: Tools and Techniques (cont’d)

2. Communication Technology• Metode yang digunakan mendistribusikan

informasi diantara stakeholder yang ada sangat beragam, seperti perbedaan pemberian informasi terhadap level kewenangan dari stakeholder.

• Factor yang mempengaruhi perbedaan ini adalah:• Urgensi dari kebutuhan organisasi.• Teknologi yang mendukung.• Kemampuan dari SDM yang ada.• Durasi dari proyek.• Project Environtment.

Page 29: Communication Management 2

Basic Communication Models

• Sender mengirimkan informasi kepada Receiver• Receiver menerima informasi, tapi tidak menutup kemungkinan adanya Noise (hal yang

mengakibatkan informasi menjadi tidak tepat)• Receiver, berdasarkan informasi sebelumnya, mengirimkan informasi balasan kepada Sender.• Sender menerima informasi balasan dari Receiver, yang juga tidak menutup kemungkinan

adanya Noise yang terjadi.

Page 30: Communication Management 2

Communication Method

Ada beberapa metode komunikasi yang digunakan untuk mendistribusikan informasi kepada stakeholder, yaitu :• Interactive Communication

Terjadi antara dua (2) pihak dalam pertukaran informasi. Hal ini dinilai lebih efisien untuk menjamin kesepahaman antara kedua belah pihak mengenai informasi yang ditukarkan. Contoh : Rapat, Teleepon atau Video Conference.

• Push CommunicationMengirimkan kepada pihak yang terkait tentang informasi yang dirasa perlu diketahui. Contoh Surat, Memo atau Press Release.

• Pull CommunicationMenerima informasi dalam jumlah besar atau kepada banyak pihak. Contoh Website, e-learning atau repositories.

Page 31: Communication Management 2

Plan Communications : Output

Communication Management Plan• Communication Management Plan dapat bersifat formal

ataupun non-formal, besifat detail atau secara gambaran luas, dan berdasaran kebutuhan dari proyek.

• Comunication Management Plan biasanya menyediakan:1.Kebutuhan komunikasi dari stakeholder.2.Rencana komunikasi yang akan didistribusikan, termasuk

bahasa, format, konten, dan level kedetailan.3.Penjadwalan dan Frekuensi dan pendistribusian informasi.4.Pihak yang bertanggung jawab atas pendistribusian

informasi.5.Pihak yang bertanggung jawab atas penggesahan

informasi.

Page 32: Communication Management 2

Plan Communications : Output (cont’d)Communication Management Plan

• Pihak yang akan menerima pendistribusian informasi.

• Metodelogi dan teknologi pendistribusian informasi.• Sumber daya yang digunakan untuk pendistribusian

informasi.• Proses eskalasi pengidentifikasian penjadwalan dan

rantai manajemen untuk proses eskalasi.• Metode untuk perubahan dan penerimaan rencana

manajemen komunikasi sebagai progress proyek.• Glosarry dari terminology.• Diagram alur dari distribusi informasi dalam pryek.• Batasan komunikasi.

Page 33: Communication Management 2

Plan Communications : Output (cont’d)Communication Management Plan

• Communication Management Plan juga berisi guidelines dan template untuk rapat status proyek, rapat tim proyek, electronic meeting, dan email. Dapat juga dibantu oleh website proyek atau software sebagai pendukung komunikasi.

Page 34: Communication Management 2

Plan Communications : Output (cont’d)

Project Document UpdateUpdate dari dokumen proyek meliputi tapi tidak terbatas pada:• Project Schedule.• Stakeholder Register• Stakeholder management Stategy

Page 35: Communication Management 2

Plan Communications: Inputs, Tools & Techniques, and Outputs

Page 36: Communication Management 2

Plan Communications Data Flow Diagram

Page 37: Communication Management 2

DISTRIBUTED INFORMATION

Olivia Renanda

Page 38: Communication Management 2

Pengertian

Distribusi informasi adalah proses untuk membuat informasi yang relevant untuk stakeholders dari proyek sesui dengan perencaanaan. Yang menjadi fokus disini adalah pad proses eksekusi dimana juga mencakup implementasi dari communication management plan, serta merespond dengan baik permintaan akan informasi yang diluar perkiraan.

Page 39: Communication Management 2

Teknik dalam pendistribusian informasi dengan efektif• Sender-receiver models • Choice of media

Memilih media yang paling tepat sesuai dengan situasi

• Writting styleMemperhatikan kalimat aktif dan pasif, struktur penulisan kalimat, serta pemilihan kata.

• Meeting Management TechniqueMentuapkan agenda dan mengatasi konflik

• Presentation TechniqueMemperhatikan bahasa tubuh serta bantuan desain visual untuk membantu imajinasi

• Facilitation TechniquesMembangun kesepakatan dan mengatasi hambatan

Page 40: Communication Management 2
Page 41: Communication Management 2
Page 42: Communication Management 2

INPUT (cont’d)

1. Project Management PlanPMP berisi comunication management plan

Page 43: Communication Management 2

INPUT2. Performance Report

Performance report digunakan untuk mendistribusikan informasi dari performa dan status proyek, harus dibuat sebelum rapat proyek dan sesuai dengan keadaan saat ini.Sebuah forecast akan diupdate dan diterbitkan kembali berdasarkan perngukuran performa kerja saat proyek dilaksanakan. Informasi ini akan mencakup performa proyek sebelumnya yang dapat mempengaruhi proyek dimasa akan datang, seperti estimasi penyelesaian proyek dan estimasi untuk menyelesaikan. Forecast dari informasi umumnya didapatkan menggunakan metode earn value namun juga bisa menggunakan metode lain seperti analogi dengan proyek sebelumnya, melalukan re-estimasi terhadap sisa proyek, mempertimbangkan dampak dari faktor eksternal terhadap schedule. Informasi ini harus ada bersamaan dengan informasi performa proyek dan informasi penting lainnya harus didistribusikan untuk membantu pengambilan keputusan.

Page 44: Communication Management 2

INPUT (cont’d)

3. Organizational Process AssetBeberapa aset proses organisasi yang mempergaruhi pendistribusian informasi meliputi :• Kebijakan, prosedur, dan pedoman distribusi informasi• Template• Histori informasi dan pelajaran

Page 45: Communication Management 2

Tools and Techniques

1. commucication methodPertemuan individu maupun kelompok, video dan audio conference, computer chat, dan alat komunikasi lain adala metode yang digunakan dalam pendistribusian informasi.

Page 46: Communication Management 2

Tools and Techniques (cont’d)

2. Information Distribution Tools• Informasi proyek dapat didistribusikan dengan

berbagai macam tools seperti :• Dokumen hardcopy, sistem pengisian manual, press

release, dan akses untuk share elektronilk database• Menggunakan media elektronik untuk komunikasi

seperti email, fax, vioce mail, video dan web conference, serta website dan web publishing.

• Menggunakan media elektronik untuk manajemen proyek seperti web interface untuk schedulimng dan web manajemen software, serta berbagai macam tools proyek lainnya.

Page 47: Communication Management 2

OutputOrganization Pricess Asset Updates• Stakeholder Notification

Informasi yang berkenaan dengan permasalahan yang telah diatasi, perubahan yang telah disetujui, serta status proyek secara general

• Project Report

Formal dan informal project report yang mendeskripsikan status proyek yang didalamnya mencakup pelajaran yang diterima, permasalahan, output, serta knowledge areas.

Page 48: Communication Management 2

Output (cont’d)• Project Presentation

Tim dari proyek membuat membuat sebuah informasi formal maupun informal yang akan dipresentasikan kepada setiap stakeholder yang telah disesuaikan dengan kebutuhan mereka.

• Project Record

Project record meliputi koresponden, memo, meeting minutes, serta dokumen lain yang mendeskripsikan proyek. Setiap informasi ini harus disimpan dengan baik dan setiap member dari tim harus memaintain dalam sebuah proyek notebook, bisa dalam bentuk fisik maupun elektronik.

Page 49: Communication Management 2

Output (cont’d)• Feedback stakeholder

Setiap informasi yang didapatkan dari stakeholder harus didistribusikan dan digunakan untuk meningkatkan peforma proyek dimasa depan.

• Lesson learned documentation

Dokumentasi juga mencakup penyebab dari permasalahan yang ada, alasan dibalik tindakan yang dipilih dalam perbaikan, serta pelajaran yang diperoleh saat mendistribusikan informasi. Pelajaran tersebut didokumentasikan dan didistribusikan untuk menjadi history dari database dan juga bagi organisasi dan pelaku proyek.

Page 50: Communication Management 2

MANAGE STAKEHOLDER EXPECTATION

Slamet Darmawan/5210105013

Page 51: Communication Management 2

Definition

Manage Stakeholder Expectations is the process of communicating and working with stakeholders to meet their needs and addressing issues as they occur.

Page 52: Communication Management 2

communication activitiesManage Stakeholder Expectations involves communication activities directed toward project stakeholders to influence their expectations, address concerns, and resolve issues, such us:• Actively managing the expectations of stakeholders to

increase the likelihood of project acceptance by negotiating and influencing their desires to achieve and maintain the project goals.

• Addressing concerns that have not become issues yet, usually related to the anticipation of future problems. These concerns need to be uncovered and discussed, and the risks need to be assessed.

• Clarifying and resolving issues that have been identified. The resolution may result in a change request or may be addressed outside of the project, for example, postponed for another project or phase or deferred to another organizational entity.

Page 53: Communication Management 2

Benefit of Managing Expectation• helps to increase the probability of project success

by ensuring that the stakeholders understand the project benefits and risks.

• decreases the risk that the project will fail to meet its goals and objectives due to unresolved stakeholder issues, and limits disruptions during the project.

Page 54: Communication Management 2

Manage Stakeholder Expecation: Inputs, Tools & Techniques and Outputs

Inputs

1. Stakeholder register2. Stakeholder manage

ment strategy3. Project Management

plan4. Issue log5. Change log6. Organizational proc

ess asset

Tools and Techniques

1. Communication methods

2. Interpersonal skills

3. Management skills

Outputs

1. Organizational Process Assets updates

2. Change Requests3. Project Managem

ent Plan updates

4. Project Document updates

Page 55: Communication Management 2

Inputs: Stakeholder Register• The stakeholder register is a list of the relevant

stakeholders for the project. • It is used to ensure that all stakeholders are

included in the project communications.

http://www.brighthub.com

Page 56: Communication Management 2

Inputs: Stakeholder Management Strategy• An understanding of stakeholder goals and

objectives is used to determine a strategy to manage stakeholder expectations.

• The strategy is documented in the stakeholder management strategy document.

http://www.projectmanagementdocs.com

Page 57: Communication Management 2

Inputs: Project Management Plan• The project management plan contains the

communications management plan.• Stakeholder requirements and expectations

provide an understanding of stakeholder goals, objectives, and level of communication required during the project.

• The needs and expectations are identified, analyzed, and documented in the communications management plan which is a subsidiary of the project management plan.

Page 58: Communication Management 2

Inputs: Issue Log• An issue log contains a list of ongoing and closed

issues of the project.• An issue log or action item log can be used to

document and monitor the resolution of issues.• It can be used to facilitate communication and

ensure a common understanding of issues.• Unresolved issues can be a major source of

conflict and project delays.

http://en.wikipedia.org/wiki/Issue_Log

Page 59: Communication Management 2

Inputs: Change Log

• A change log is used to document changes that occur during a project. These changes and their impact.

• to the project in terms of time, cost, and risk, must be communicated to the appropriate stakeholders.

http://pmtips.net/change-management-change-log/

Page 60: Communication Management 2

Inputs: Organizational Process Assets• Every organization keeps a database of all the information and records

of the previous executed projects and these information are stored in a central repository called Organizational Process Assets. (http://www.pmbody.com/blog/organizational-process-assets/)

• Organizational Process Assets may include but not limited to all the documents, templates, policies, procedures, plans, guidelines, lesson learned, historical data and information, earned value, estimating, risk etc.

• The organizational process assets that can influence the Manage Stakeholder Expectations process include, but are not limited to:1. Organizational communication requirements,2. Issue management procedures,3. Change control procedures, and4. Historical information about previous projects.

Page 61: Communication Management 2

Tools and Techniques:Communication Methods• The methods of communication identified for each

stakeholder in the communications management• plan are utilized during stakeholder management

Page 62: Communication Management 2

Tools and Techniques:Interpersonal Skills• The project manager applies appropriate

interpersonal skills to manage stakeholder expectations. For example: Building trust, Resolving conflict, Active listening, and Overcoming resistance to change.

Page 63: Communication Management 2

Tools and Techniques:Management Skills• Management is the act of directing and controlling

a group of people for the purpose of coordinating and harmonizing the group towards accomplishing a goal beyond the scope of individual effort.

• Management skills used by the project manager include but are not limited to:Presentation skills,Negotiating,Writing skills, andPublic speaking.

Page 64: Communication Management 2

Outputs: Organizational Process Assets updates• Organizational process assets that may be

updated include, but are not limited to:• Causes of issues,• Reasoning behind corrective actions chosen, • Lessons learned from managing stakeholder

expectations.

Page 65: Communication Management 2

Outputs: Change RequestsManaging stakeholder expectations may result in a change request to the product or the project. It may also include corrective or preventive actions as appropriate.

http://www.technologyuk.net/computing/project_management/managing_change.shtml

Page 66: Communication Management 2

Outputs: Project Management Plan updates• Elements of the project management plan that

may be updated include, but are not limited to, a communications management plan.

• This is updated when new or changed communication requirements are identified. For example, some communications may no longer be necessary, an ineffective communication method may be replaced by another method, or a new communication requirement may be identified.

Page 67: Communication Management 2

Outputs: Project Document updates

Project documents that may be updated include, but are not limited to:

Stakeholder management strategyThis is updated as a result of addressing concerns and resolving issues. For example, it may be determined that a stakeholder has additional informational needs.

Stakeholder registerThis is updated as information on stakeholders change, when new stakeholders are identified or if registered stakeholders are no longer involved in or impacted by the project, or other updates for specific stakeholders are required.

Issue logThis is updated as new issues are identified and current issues are resolved.

Page 68: Communication Management 2

Manage Stakeholder Expectations Data Flow Diagram

Page 69: Communication Management 2

REPORT PERFORMANCE

Vinda Daningrum

Page 70: Communication Management 2

Definition• Report Performance is the process of collecting

and distributing performance information, including status reports, progress measurements, and forecasts.

• The performance reportingprocess involves the periodic collection and analysis of baseline versus actual data to understand and communicate the project progress and performance as well as to forecast the project results.

• Performance reports need to provide information at an appropriate level for each audience. The format may range from a simple status report to more elaborate reports.

Page 71: Communication Management 2

a simple status reportmight show performance :• Performance information, such as percent

complete, or status dashboards for each area (i.e., scope, schedule, cost, and quality)

Page 72: Communication Management 2

More elaborate reports

may include:• Analysis of past performance,• Current status of risks and issues,• Work completed during the period,• Work to be completed next,• Summary of changes approved in the period, and• Other relevant information which must be

reviewed and discussed.

Page 73: Communication Management 2

complete report• should also include forecasted project completion

(including time and cost). • These reports may be prepared regularly or on an

exception basis.

Page 74: Communication Management 2
Page 75: Communication Management 2
Page 76: Communication Management 2

Report Performance: Inputs

1 Project Management Plan• The project management plan provides

information on project baselines. The performance• measurement baseline is an approved plan for the

project work to which the project execution is• compared, and deviations are measured for

management control. The performance measurement

• baseline typically integrates scope, schedule, and cost parameters of a project, but may also include

• technical and quality parameters.

Page 77: Communication Management 2

Report Performance: Inputs (cont’d)

2 Work Performance Information• Information from project activities is collected on

performance results such as:• Deliverables status,• Schedule progress, and• Costs incurred..

Page 78: Communication Management 2

Report Performance: Inputs (cont’d)

3 Work Performance Measurements• Work performance information is used to generate

project activity metrics to evaluate actual• progress compared to planned progress. These

metrics include, but are not limited to:• Planned versus actual schedule performance,• Planned versus actual cost performance, and• Planned versus actual technical performance.

Page 79: Communication Management 2

Report Performance: Inputs (cont’d)

4 Budget Forecasts• Budget forecast information from the Control Cost

(7.3.3.2 ) provide information on the additional• funds that are expected to be required for the

remaining work, as well as estimates for the completion

• of the total project work.

Page 80: Communication Management 2

Report Performance: Inputs (cont’d)

5 Organizational Process AssetsThe organizational process assets that can influence the Report Performance process include, but are not limited to:• Report templates,• Policies and procedures that define the

measures and indicators to be used, and• Organizationally defined variance limits.

Page 81: Communication Management 2

Report Performance: Tools and Techniques1. Variance Analysis Variance analysis is an after-the-fact look at what caused a

difference between the baseline and the actual performance.Steps:• Verify the quality of the information collected to ensure that it

is complete, consistent with past data, and credible when comparing with other project or status information,

• Determine variances, comparing the actual information with the project baseline and noting all differences both favorable and unfavorable to the project outcome. Earned value management uses specific equations to quantify variances. The technique is explained in detail in Section 7.3.2.1.

• Determine the impact of the variances in the project cost and schedule as well as in other areas of the project (i.e., quality performance adjustments and scope changes, etc.)

Page 82: Communication Management 2

Report Performance: Tools and Techniques (cont’d)2. Forecasting Methods

Forecasting is the process of predicting future project performance based on the actual performance to date. Forecasting methods:• Time series methods. Time series methods use historical data

as the basis for estimating future outcomes.• Causal/econometric methods. Some forecasting methods use

the assumption that it is possible to identify the underlying factors that might influence the variable that is being forecasted.

• judgmental methods. Judgmental forecasting methods incorporate intuitive judgments, opinions, and probability estimates

• Other methods. Other methods may include simulation, probabilistic forecasting, and ensemble forecasting.

Page 83: Communication Management 2

Report Performance: Tools and Techniques (cont’d)

3. Communication MethodsStatus review meetings can be used to exchange and analyze information about the project progress and performance

Page 84: Communication Management 2

Report Performance: Tools and Techniques (cont’d)

4. Reporting Systems• A reporting system provides a standard

tool for the project manager to capture, store, and distributeinformation to stakeholders about the project cost, schedule progress, and performance.

• Software packages allow the project manager to consolidate reports from several systems and facilitate report distribution to the project stakeholders.

Page 85: Communication Management 2

Report Performance: Outputs1 Performance Reports• Performance reports organize and summarize the

information gathered, and present the results of any analysis as compared to the performance measurement baseline.

• Reports should provide the status and progress information, at the level of detail required by various stakeholders, as documented in the communications management plan

• Performance reports are issued periodically and their format may range from a simple status report to more elaborate reports

Page 86: Communication Management 2

Report Performance: Outputs (cont’d)

Page 87: Communication Management 2

Report Performance: Outputs (cont’d)

2. Organizational Process Assets updatesThe organizational process assets that can be updated include, but are not limited to, report formats and lessons learned documentation, including the causes of issues, reasoning behind the corrective action chosen, and other types of lessons learned about performance reporting. Lessons learned are documented so that they become part of the historical database for both this project and the performing organization.

Page 88: Communication Management 2

Report Performance: Outputs (cont’d)2. Change Requests• Analysis of project performance often generates

change requests.• These change requests are processed through the

Perform Integrated Change Control process as follows:a. Recommended corrective actions include changes

that bring the expected future performance of the project in line with the project management plan, and

b.Recommended preventive actions can reduce the probability of incurring future negative project performance.