Lack of communication in project management - Revision history

Farah.A: /* Transactional model – Dean Barnlund */

2021-02-28T23:35:02Z

Transactional model – Dean Barnlund

← Older revision		Revision as of 23:35, 28 February 2021
Line 143:		Line 143:
	'''Dean Barnlunds five principle'''		'''Dean Barnlunds five principle'''



	1. Communication is not a thing, it’s a process		1. Communication is not a thing, it’s a process
Line 157:		Line 156:

	Transactional model would be common to use in a project where there is interpersonal communication.		Transactional model would be common to use in a project where there is interpersonal communication.
	When it comes to communication in a project where several parties are involved on international basis, there would occur some misunderstandings. This will occur because the way a human being interprets the message depending on many factors, such as experience and background.		When it comes to communication in a project where several parties are involved on international basis, there would occur some misunderstandings. This will occur because the way a human being interprets the message depending on many factors, such as experience and background.

	== '''Communication within a project and program management ''' ==		== '''Communication within a project and program management ''' ==

Farah.A: /* Communication Plan Components */

2021-02-28T23:34:21Z

Communication Plan Components

← Older revision		Revision as of 23:34, 28 February 2021
Line 190:		Line 190:

	'''		'''
	• '''WHO?''' - ''Identify audience for the project'' It’s important to identify the stakeholders in order to organise the communication by shared interests. A stakeholder register is an option in some in organisations to outline the key reference for stakeholder profiles, which makes it easier to understand what the specific interest the stakeholder represents on a program board.		• '''WHO?''' - ''Identify audience for the project'' - It’s important to identify the stakeholders in order to organise the communication by shared interests. A stakeholder register is an option in some in organisations to outline the key reference for stakeholder profiles, which makes it easier to understand what the specific interest the stakeholder represents on a program board.

	• '''WHAT?''' – ''Determine massaging type'' With a stakeholder’s map and stakeholders’ profile it’s easier to analyse what the different stakeholders have in terms of interest, influence and power on the programme’s projects. With an influence/interest matrix a stakeholder’s role can be identified upon the project’s outcome. The higher the interest, the higher influence would lead to a high impact on the project. Stakeholders interest and influence can be changed during the process depending on the phase in the project. An agreement has to be set on which communication channels, programmes, and the frequency of engagement with the stakeholders.		• '''WHAT?''' – ''Determine massaging type'' - With a stakeholder’s map and stakeholders’ profile it’s easier to analyse what the different stakeholders have in terms of interest, influence and power on the programme’s projects. With an influence/interest matrix a stakeholder’s role can be identified upon the project’s outcome. The higher the interest, the higher influence would lead to a high impact on the project. Stakeholders interest and influence can be changed during the process depending on the phase in the project. An agreement has to be set on which communication channels, programmes, and the frequency of engagement with the stakeholders.

	• '''HOW?''' – ''Delivery method'' “How will the programme effectively engage with stakeholders” The programme management team has to ensure the engagement of the stakeholders and how everything should be managed; from communication platforms, clarity of communication, to meetings, feedback, changes and plans.		• '''HOW?''' – ''Delivery method'' - “How will the programme effectively engage with stakeholders” The programme management team has to ensure the engagement of the stakeholders and how everything should be managed; from communication platforms, clarity of communication, to meetings, feedback, changes and plans.

	• '''WHEN?''' – ''Determine frequency of schedule'' A programme communication plan can determine the frequency of the communication to avoid misunderstandings by having scheduled meetings daily, weekly, monthly, when reached a milestone or as needed. Meetings can be scheduled depending on which task it is. It could for instance be on the construction site where a daily meeting is needed.		• '''WHEN?''' – ''Determine frequency of schedule'' - A programme communication plan can determine the frequency of the communication to avoid misunderstandings by having scheduled meetings daily, weekly, monthly, when reached a milestone or as needed. Meetings can be scheduled depending on which task it is. It could for instance be on the construction site where a daily meeting is needed.

	• '''OWNER?''' – ''Message source'' The “owner” of the message is the one who is trying to communicate the effectiveness of the project to the audience, which could be the stakeholders.		• '''OWNER?''' – ''Message source'' - The “owner” of the message is the one who is trying to communicate the effectiveness of the project to the audience, which could be the stakeholders.

Farah.A: /* Communication Plan Components */

2021-02-28T23:31:50Z

Communication Plan Components

← Older revision		Revision as of 23:31, 28 February 2021
Line 190:		Line 190:

	'''		'''
	• '''WHO?''' - ''Identify audience for the project''		• '''WHO?''' - ''Identify audience for the project'' It’s important to identify the stakeholders in order to organise the communication by shared interests. A stakeholder register is an option in some in organisations to outline the key reference for stakeholder profiles, which makes it easier to understand what the specific interest the stakeholder represents on a program board.
	It’s important to identify the stakeholders in order to organise the communication by shared interests. A stakeholder register is an option in some in organisations to outline the key reference for stakeholder profiles, which makes it easier to understand what the specific interest the stakeholder represents on a program board.

	• '''WHAT?''' – ''Determine massaging type''		• '''WHAT?''' – ''Determine massaging type'' With a stakeholder’s map and stakeholders’ profile it’s easier to analyse what the different stakeholders have in terms of interest, influence and power on the programme’s projects. With an influence/interest matrix a stakeholder’s role can be identified upon the project’s outcome. The higher the interest, the higher influence would lead to a high impact on the project. Stakeholders interest and influence can be changed during the process depending on the phase in the project. An agreement has to be set on which communication channels, programmes, and the frequency of engagement with the stakeholders.
	With a stakeholder’s map and stakeholders’ profile it’s easier to analyse what the different stakeholders have in terms of interest, influence and power on the programme’s projects. With an influence/interest matrix a stakeholder’s role can be identified upon the project’s outcome. The higher the interest, the higher influence would lead to a high impact on the project. Stakeholders interest and influence can be changed during the process depending on the phase in the project. An agreement has to be set on which communication channels, programmes, and the frequency of engagement with the stakeholders.

	• '''HOW?''' – ''Delivery method''		• '''HOW?''' – ''Delivery method'' “How will the programme effectively engage with stakeholders” The programme management team has to ensure the engagement of the stakeholders and how everything should be managed; from communication platforms, clarity of communication, to meetings, feedback, changes and plans.
	“How will the programme effectively engage with stakeholders” The programme management team has to ensure the engagement of the stakeholders and how everything should be managed; from communication platforms, clarity of communication, to meetings, feedback, changes and plans.

	• '''WHEN?''' – ''Determine frequency of schedule''		• '''WHEN?''' – ''Determine frequency of schedule'' A programme communication plan can determine the frequency of the communication to avoid misunderstandings by having scheduled meetings daily, weekly, monthly, when reached a milestone or as needed. Meetings can be scheduled depending on which task it is. It could for instance be on the construction site where a daily meeting is needed.
	A programme communication plan can determine the frequency of the communication to avoid misunderstandings by having scheduled meetings daily, weekly, monthly, when reached a milestone or as needed. Meetings can be scheduled depending on which task it is. It could for instance be on the construction site where a daily meeting is needed.

	• '''OWNER?''' – ''Message source''		• '''OWNER?''' – ''Message source'' The “owner” of the message is the one who is trying to communicate the effectiveness of the project to the audience, which could be the stakeholders.
	The “owner” of the message is the one who is trying to communicate the effectiveness of the project to the audience, which could be the stakeholders.

Farah.A: /* Communication Plan Components */

2021-02-28T23:30:41Z

Communication Plan Components

← Older revision		Revision as of 23:30, 28 February 2021
Line 190:		Line 190:

	'''		'''
	• '''WHO?''' - ''Identify audience for the project'' It’s important to identify the stakeholders in order to organise the communication by shared interests. A stakeholder register is an option in some in organisations to outline the key reference for stakeholder profiles, which makes it easier to understand what the specific interest the stakeholder represents on a program board.		• '''WHO?''' - ''Identify audience for the project''
			It’s important to identify the stakeholders in order to organise the communication by shared interests. A stakeholder register is an option in some in organisations to outline the key reference for stakeholder profiles, which makes it easier to understand what the specific interest the stakeholder represents on a program board.

	• '''WHAT?''' – ''Determine massaging type'' With a stakeholder’s map and stakeholders’ profile it’s easier to analyse what the different stakeholders have in terms of interest, influence and power on the programme’s projects. With an influence/interest matrix a stakeholder’s role can be identified upon the project’s outcome. The higher the interest, the higher influence would lead to a high impact on the project. Stakeholders interest and influence can be changed during the process depending on the phase in the project. An agreement has to be set on which communication channels, programmes, and the frequency of engagement with the stakeholders.		• '''WHAT?''' – ''Determine massaging type''
			With a stakeholder’s map and stakeholders’ profile it’s easier to analyse what the different stakeholders have in terms of interest, influence and power on the programme’s projects. With an influence/interest matrix a stakeholder’s role can be identified upon the project’s outcome. The higher the interest, the higher influence would lead to a high impact on the project. Stakeholders interest and influence can be changed during the process depending on the phase in the project. An agreement has to be set on which communication channels, programmes, and the frequency of engagement with the stakeholders.

	• '''HOW?''' – ''Delivery method'' “How will the programme effectively engage with stakeholders” The programme management team has to ensure the engagement of the stakeholders and how everything should be managed; from communication platforms, clarity of communication, to meetings, feedback, changes and plans.		• '''HOW?''' – ''Delivery method''
			“How will the programme effectively engage with stakeholders” The programme management team has to ensure the engagement of the stakeholders and how everything should be managed; from communication platforms, clarity of communication, to meetings, feedback, changes and plans.

	• '''WHEN?''' – ''Determine frequency of schedule'' A programme communication plan can determine the frequency of the communication to avoid misunderstandings by having scheduled meetings daily, weekly, monthly, when reached a milestone or as needed. Meetings can be scheduled depending on which task it is. It could for instance be on the construction site where a daily meeting is needed.		• '''WHEN?''' – ''Determine frequency of schedule''
			A programme communication plan can determine the frequency of the communication to avoid misunderstandings by having scheduled meetings daily, weekly, monthly, when reached a milestone or as needed. Meetings can be scheduled depending on which task it is. It could for instance be on the construction site where a daily meeting is needed.

	• '''OWNER?''' – ''Message source''The “owner” of the message is the one who is trying to communicate the effectiveness of the project to the audience, which could be the stakeholders.		• '''OWNER?''' – ''Message source''
			The “owner” of the message is the one who is trying to communicate the effectiveness of the project to the audience, which could be the stakeholders.


Line 206:		Line 211:

	When everyone in the project are knowledgeable about the chosen components in a plan, it is easier to communicate and understand the message.		When everyone in the project are knowledgeable about the chosen components in a plan, it is easier to communicate and understand the message.
	This will ease the process in the project and provides a successful organising structure. By having a communication plan, feedback will be provided and the communication will be two-way, where there is the opportunity to rectify a misunderstanding without causing major failure to the project.		This will ease the process in the project and provides a successful organising structure. By having a communication plan, feedback will be provided and the communication will be two-way, where there is the opportunity to rectify a misunderstanding without causing major failure to the project.


	== '''Limitations''' ==		== '''Limitations''' ==

Farah.A: /* Transmission model – Shannon and Weaver */

2021-02-28T23:28:36Z

Transmission model – Shannon and Weaver

← Older revision		Revision as of 23:28, 28 February 2021
Line 95:		Line 95:


	'''''Destination, Receiver''''' – Person B receives the message.		'''''Destination, Receiver''''' – Person B receives the message.






	== '''Interaction model – Paul Watzlawick''' ==		== '''Interaction model – Paul Watzlawick''' ==

Farah.A: Undo revision 101744 by Farah.A (talk)

2021-02-28T23:17:19Z

Undo revision 101744 by Farah.A (talk)

← Older revision		Revision as of 23:17, 28 February 2021
Line 1:		Line 1:


	'''== Abstract =='''		== '''Abstract''' ==

	Failure of projects are often a result of poor communication between the project management and stakeholders. The purpose of this article is to investigate the contributory cause for the lack of communication skills between all parties within a project.		Failure of projects are often a result of poor communication between the project management and stakeholders. The purpose of this article is to investigate the contributory cause for the lack of communication skills between all parties within a project.
Line 25:		Line 25:

	• Total coast		• Total coast

Farah.A: Undo revision 101744 by Farah.A (talk)

2021-02-28T23:16:09Z

Undo revision 101744 by Farah.A (talk)

← Older revision		Revision as of 23:16, 28 February 2021
Line 1:		Line 1:


	== Abstract ==		'''== Abstract =='''

	Failure of projects are often a result of poor communication between the project management and stakeholders. The purpose of this article is to investigate the contributory cause for the lack of communication skills between all parties within a project.		Failure of projects are often a result of poor communication between the project management and stakeholders. The purpose of this article is to investigate the contributory cause for the lack of communication skills between all parties within a project.
Line 25:		Line 25:

	• Total coast		• Total coast



Line 74:		Line 75:


	[[File:Skærmbillede 2021-02-18 kl. 17.03.32.png\|600px\|]]		[[File:Skærmbillede 2021-02-18 kl. 17.03.32.png\|600px\|thumb\|center\|Transmission model[[https://www.communicationtheory.org/shannon-and-weaver-model-of-communication/]]]]




Line 111:		Line 110:


	[[File:Skærmbillede 2021-02-21 kl. 18.23.46.png\|450px\|]]
			[[File:Skærmbillede 2021-02-21 kl. 18.23.46.png\|450px\|thumb\|center\|Interactional model[[https://www.sketchbubble.com/en/presentation-transactional-model.html]]]]


Line 127:		Line 127:


	'''3. ‘’Punctuation of the sequence of events’’''' – Each participant will punctuate each sequence differently in an interaction, according to their own experience and personality. In a communicative event "every item in the sequence is simultaneously stimulus, response, and reinforcement"		'''3. ‘’Punctuation of the sequence of events’’''' – Each participant will punctuate each sequence differently in an interaction, according to their own experience and personality. In a communicative event "every item in the sequence is simultaneously stimulus, response, and reinforcement" [[http://www.neoscenes.net/teach/cu/2012_2/atls2000_mit/pdfs/Watzlawick-1967-Some_Tentative_Axioms_of_Communication.pdf ]]


Line 137:		Line 137:
	'''5. ‘’Symmetrical and complementary interaction’’ –''' This axiom defines the relationship between the communicators. Symmetrical interaction is when everyone is equal in their power status. This can be the relationship between two colleagues, brothers and sisters and so on. Complementary interaction is the opposite to symmetrical, where the power of status is different, there is a hierarchy. It could be the relationship between an employee and the manager, student and a teacher, father and his son and so on.		'''5. ‘’Symmetrical and complementary interaction’’ –''' This axiom defines the relationship between the communicators. Symmetrical interaction is when everyone is equal in their power status. This can be the relationship between two colleagues, brothers and sisters and so on. Complementary interaction is the opposite to symmetrical, where the power of status is different, there is a hierarchy. It could be the relationship between an employee and the manager, student and a teacher, father and his son and so on.





Line 147:		Line 145:


			[[File:Skærmbillede 2021-02-21 kl. 21.38.28.png\|500px\|thumb\|center\|Transactional model[[https://slcc.instructure.com/courses/398556/pages/communication-concepts?module_item_id=5206842 ]]]]
	[[File:~~File~~.png\|~~200px~~\|thumb\|~~left~~\|~~alt text~~]]



Line 241:		Line 237:

	Overall when analysing the communication models, it provides an understanding of how individuals react and understand a message. Therefore to ensure good communication, everything has to be clear to all parties that are participating in a conversation.		Overall when analysing the communication models, it provides an understanding of how individuals react and understand a message. Therefore to ensure good communication, everything has to be clear to all parties that are participating in a conversation.




	== '''Annotated Bibliography''' ==		== '''Annotated Bibliography''' ==
	'''Managing successful programmes 2011 edition''' is a British standard for programme management where this reference is used in the part of the article where communication in programme and project management is defined. The standard has a framework on how to manage programmes successfully in all kind of projects to deliver the best outcome. [[https://ebookcentral-proquest-com.proxy.findit.dtu.dk/lib/dtudk/reader.action?docID=4462753&ppg=84]]		'''Managing successful programmes 2011 edition''' is a British standard for programme management where this reference is used in the part of the article where communication in programme and project management is defined. The standard has a framework on how to manage programmes successfully in all kind of projects to deliver the best outcome. [[https://ebookcentral-proquest-com.proxy.findit.dtu.dk/lib/dtudk/reader.action?docID=4462753&ppg=84]]

Farah.A: /* References */

2021-02-28T23:12:25Z

References

← Older revision		Revision as of 23:12, 28 February 2021
Line 249:		Line 249:


	~~== References ==~~

			== '''Reference''' ==
			[[http://www.wanterfall.com/Communication-Watzlawick's-Axioms.htm#111]]
	~~https~~://~~slcc~~.~~instructure~~.com/~~courses/398556/pages/communication~~-~~concepts?module_item_id=5206842~~		[[https://ebookcentral-proquest-com.proxy.findit.dtu.dk/lib/dtudk/reader.action?docID=4462753&ppg=84 ]]
	https://~~www~~.~~academia~~.~~edu~~/~~11210000~~/~~The_public_and_private_Dean_Barnlund~~		[[https://www.youtube.com/watch?v=fBs6G8P4NB8]]
			[[https://www.restonnow.com/2017/06/02/five-step-process-adopted-for-ra-capital-project-communication-plan/ ]]
			[[https://exploringyourmind.com/paul-watzlawick-and-the-theory-of-human-communication/ ]]
	https://www.youtube.com/watch?v=fBs6G8P4NB8		[[https://www.youtube.com/watch?v=go3AwYghhdI ]]
	~~The Human Communication process 2018 p. 8-10~~		[[https://www.youtube.com/watch?v=axx56_7Vz6Q ]]
			[[https://www.mitel.com/articles/john-mitchell-dr-martin-cooper-and-cell-phone ]]
			[[https://www.academia.edu/11210000/The_public_and_private_Dean_Barnlund]]
	https://www.restonnow.com/2017/06/02/five-step-process-adopted-for-ra-capital-project-communication-plan/		[[https://www.communicationtheory.org/shannon-and-weaver-model-of-communication/ ]]
	~~Communication plan~~		[[http://www.wanterfall.com/Communication-Watzlawick's-Axioms.htm#111]]

	~~Diagram for interactional model~~
	https://~~slcc~~.~~instructure~~.com/~~courses~~/~~398556~~/~~pages~~/~~communication-concepts~~?~~module_item_id~~=~~5206842~~

	~~page 67~~ https://~~ebookcentral~~-~~proquest~~-~~com~~.~~proxy~~.~~findit~~.~~dtu~~.dk/~~lib~~/~~dtudk~~/~~reader~~.~~action?docID=4462753&ppg=84~~

Farah.A: /* Reference */

2021-02-28T23:11:55Z

Reference

← Older revision		Revision as of 23:11, 28 February 2021
Line 248:		Line 248:
	'''Managing successful programmes 2011 edition''' is a British standard for programme management where this reference is used in the part of the article where communication in programme and project management is defined. The standard has a framework on how to manage programmes successfully in all kind of projects to deliver the best outcome. [[https://ebookcentral-proquest-com.proxy.findit.dtu.dk/lib/dtudk/reader.action?docID=4462753&ppg=84]]		'''Managing successful programmes 2011 edition''' is a British standard for programme management where this reference is used in the part of the article where communication in programme and project management is defined. The standard has a framework on how to manage programmes successfully in all kind of projects to deliver the best outcome. [[https://ebookcentral-proquest-com.proxy.findit.dtu.dk/lib/dtudk/reader.action?docID=4462753&ppg=84]]


	~~== '''Reference''' ==~~

	== References ==		== References ==

Farah.A: /* Limitations */

2021-02-28T23:11:02Z

Limitations

← Older revision		Revision as of 23:11, 28 February 2021
Line 250:		Line 250:

	== '''Reference''' ==		== '''Reference''' ==

	~~== Limitations ==~~


	~~When it comes to communication three communication models have been analysed to give a better understand of how people communicate to prevent communication failure.~~




	'''Transmission model''' which is the one-way model of communication and one of the first communication models, which is mostly used for sending/sharing a massage and doesn’t not explain the understanding and the emotions in the message compared to the other communications models. It’s a linear communication model.

	'''Interaction model''' which is a two-way communication model is used to define how individuals communicate with a sender and receiver, where emotions and experience form the understand of how the message will be interpreted. It’s a circular conversation and not a linear conversation. It can be a conversation between two people, where they communicate about a subject. Non-verbal and verbal communication is defined in this model. Disadvantage of this communication form is, if the participants is from the same hierarchy, and wants to take a decision, in for instance a project, and both have different decisions without compromising.

	'''Transaction model''' which is a dynamic, a two-way communication model and a circular model, is defined where the participants in the models are mentioned as, ’communicators’’. It’s used for interpersonal conversations. The message in this model is not only formed by the individual based on their experience and background, but also from their cultural, ethnicity, behaviour and experience. This model is used where serval people are communicating in an event, such as in a meeting. Simultaneous message sending, where the communicators have a shared fields experience. The disadvantage of this model is when all the communicators are communicating at the same time in a meeting, then the person who is presenting will not be able to present the message of the presentation.


	Overall when analysing the communication models, it provides an understanding of how individuals reacts and understands a message. Therefor to ensure a good communication, everything has to be clear to all parties that is participated in a conversation.




	== References ==		== References ==