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PMP Certification: A Beginner s Guide
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directly at him In doing so, he sent a nonverbal signal of interest and respect McCain s decision to avoid looking at Obama during that debate was not only dismissive, it was counter to McCain s stated position that Democrats and Republicans need to work together on behalf of the American people
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Tip 5: Remember that you are never off camera When the second presidential debate of 2008 was over, and their wives were on stage, Senator McCain tapped his rival on the back Senator Obama turned around to offer his hand, but it was not reciprocated McCain, instead, pointed to his wife, Cindy an action that many viewers took for a nonverbal brush-off[6]
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According to a fellow instructor Michael Starling, Vague terms are deadly to effective communication People are free to interpret things according to their own frames of reference (everyone has different filters) [7] The vague words in Table 10-4 can create huge misunderstandings and conflict How do you avoid using vague words, terms, or phrases Practice thinking about what you say and how you say it; then work on ways to say it without the use of vague terms
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5 Report Performance Process
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The Report Performance process involves collecting and distributing performance information, including status reports, measurements, and forecasts Performance reports need to provide the stakeholders with an appropriate level of information according to their level of involvement in the project One size doesn t always fit all when it comes to project reports
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Table 10-4 Vague Words
10: Project Communications Management
Ask the Expert
Q: A:
My client continues to ask for more and more reports, more details, and in various formats This has required me to assign a full-time person to generate all the reports for my project What can I do to get this under control I recommend meeting with the key stakeholders and determine which reports are essential and which are just nice to have If there are mixed results, take a vote or, worst case, stop sending what you and the team view as nonessential reports and see who complains Another option is to determine the impact to the project (for example, extra time and cost) and write a proposal to charge more for the additional reports That should get someone s attention If the stakeholders are not willing to pay extra, then reduce the number of reports and the problem is solved
Performance reports are essential to the success of the project Their importance is evident in the number of times performance reports show up in the PMBOK (49 times) Performance reports are referenced as inputs and outputs to many processes in many knowledge areas, such as integration management, risk management, HR, and communications Therefore, you can expect a number of questions on these reports in the PMP and CAPM exams
Report Performance Outputs
The primary output from the Report Performance process is the actual performance reports Reports are created and distributed at different intervals and to different stakeholder audiences (See the list of report types shown later in this section for details) The reports you create and distribute on your project will more than likely be customized to meet your needs and the needs of the stakeholders There is an old saying that goes something like this: A job is never done until the paperwork is complete The paperwork makes the finding or results real and auditable; it is the glue that keeps the project together
Types of Performance Reports
The type of reports that go to the various stakeholders depend on a number of factors, including the size of the project, level of criticality, and impact to the community
PMP Certification: A Beginner s Guide
Reports come in many types, and the following list shows only a few areas of focus for performance reports (according to PMI):
Current status for project progress (usually reported on a weekly basis) Previous project performance analysis (trends, lessons learned, and so on) Risk and issue logs to know where the threats and opportunities might be Work completed during the period (earned value reports, percentage complete, and so on) Summary of changes reviewed, approved, and implemented during the period Specific approved measurements or metrics (for example, schedule and budget results) Plan versus actual charts with variance analysis against the approved baseline Forecast reports, such as ETC (estimate to complete) and EAC (estimate at completion) Other relevant information, as needed, for review and discussion
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