The Project Manager's Communication Toolkit
Addressing the unique difficulties involved in day-to-day project management communication, The Project Manager’s Communication Toolkit provides proven methods for creating clear and effective communications—including text-based plans, reports, messages, and presentations. It examines the many tools available and goes beyond traditional coverage to define their proper use and application.
Using language that’s easy to understand, the author explains how to determine the appropriate tools for specific communication needs. This time-saving resource provides the understanding to harness the power of everyday communication, such as email and PowerPoint® to:
- Gain control over project parameters
- Overcome conflict
- Create effective project plans, charters, and statements of work
Considering that most projects fail due to lapses in communication, it is essential for project managers to understand how to communicate their plans and ideas clearly and effectively. Complete with numerous examples and case studies, this book provides the understanding required to select the right tools, as well as the insight to use those tools effectively in a wide range of real-world situations.
... a ‘slam dunk’ in providing the reader a foundation, emphasizing various tools, techniques; and in which situations they should be applied. The case studies further challenge the day-to-day situations one may face; providing techniques that work! Anyone that has been part of a project team will benefit from this book.
—Lisa Holowiak, Quality Assurance Specialist, Pfizer, in PM World Today, Vol. XII, Issue X
… a valuable resource for program and project managers at all levels and all industries. Shankar very successfully managed very large and complex projects for my organization utilizing many of these tools and techniques.
—Nancy Couture, V. P. Enterprise Intelligence, Ingenix
the other two variables, then MS Project will adjust the value of the third factor by itself to come up with the schedule. There is one more option; you can make the schedule dependent on the effort by checking the box “Effort driven.” The “Effort driven” option should be chosen when the resource allocation is fixed and you want to find out the amount of effort required for a given period. Suppose you want to get a particular task finished in ten days; you should set the “Task type” to “Fixed
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Play 3 Don’t Play 3 Don’t Play 0 Don’t Play 2 WINDY? Tru e e 0 <= ls Fa >7 70 HUMIDITY? Play 2 Play 0 Play 0 Play 3 Don’t Play 0 Don’t Play 3 Don’t Play 2 Don’t Play 0 Figure 3.24 Decision tree. ◾◾ ◾◾ ◾◾ ◾◾ ◾◾ The outlook: whether it was sunny, overcast, or raining The temperature (in degrees Fahrenheit) The relative humidity in percent Whether it was windy Whether people attended the golf club on that day David then compiled this data set into a table as shown
organization chart shows the areas/functions responsible for different project functions; and the roles and responsibility chart shows major project roles and their responsibilities. Then why do we need another document to capture similar information? A closer look reveals that none of the above tools provides information about the complete set of responsibilities and corresponding role/resource required for carrying out an activity. Every activity needs the involvement of various people in
even if they have relatively low probabilities. Plenty of practice and skills are required in using the nonlinear scales. The team should understand the significance of numbers and their relationship to each other, how they were derived, and the effect they may have on different objectives of the project. A simple example is shown in Figure 4.6, where both the probability and impact have “Low,” “Medium,” and “High” values. Because the resultant of risk is the multiplication of probability and