168 Free PMP Exam Sample Questions On Project Communication Management

PMP stands for professional management project that is organised to help anyone who want to obtain a PMP certification to open further opportunity in future career. Please visit here to get more information. If you are considering applying for the PMP certification that you need to score 106 out of 200 questions during 4 hours, these 200 questions included a lot of areas such as domain I (initiating the project 13%); Domain II (planning the project 24%); Domain III (executing the project 30%); Domain IV (monitoring and controlling the project 25%); Domain V (closing the project 8%) and knowledge area namely communication, cost, human resource, integration, procurement, quality, risk, scope, shakeholder and time. Actually, you need to prepare well your knowledge before taking the exam. In this article, we recommend you 168 Free PMP Exam Sample Questions on Project Communication Management to help you improve effectively your background as well as you can learn the concepts included in your materials. Completing free Pmp practice exam that is one of way to ensure passing the exam. Let’s enjoy us to discover the concepts and help yourself add more confidence to success in the PMP exam now, and remember tell us your resuly by leaving your comment below. Good time!

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168 Free PMP Exam Sample Questions On Project Communication Management - Page 1

1. Stakeholder Register2. Stakeholder Management Strategy3. Enterprise Environmental Factors4. Organizational Process Assets

Communication Model
Tools and Techniques for Plan Communications
Inputs to Plan Communications
Effective Communication Includes

Judgmental forecasting methods incorporate intuitive judgments, opinions, and probability estimates. Examples of methods in this category are composite forecasts, surveys, Delphi method, scenario building, technology forecasting, and forecast by analogy

Decode
Pull Communications
Forecasting Methods
Judgemental Methods

Communication requirements analysis is a tool for

Executing Process Group
Contains the communications management plan
Initiating Process Group
Plan Communications process

Outputs of Report Performance

• Precise• Transmitted through the medium of correspondence
1. Performance Reports2. Organizational Process Assets Updates3. Change Requests
n(n-1)/2where n represents the number of stakeholders
1. Stakeholder Analysis2. Expert Judgement

• Stakeholder management strategy• Stakeholder register• Issue log

Manage Stakeholder Expectations
Stakeholder Management Strategy
Manage Stakeholder Expectations: Organizational Process Assets
Manage Stakeholder Expectations: Project Management Plan Updates

ARMA

Plan Communications process
Auto Regressive Moving Average
Executing Process Group
Body language and design of visual aids

Report Performance: Change Requests

Analysis of project performance often generates change requests. These change requests are processed through the Perform Integrated Change Control process as follows:• Recommended corrective actions include changes that bring the expected future performance of the project in line with the project management plan, and• Recommended preventive actions can reduce the probability of incurring future negative project performance
This 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
The analysis of the communication requirements determines the information needs of the project stakeholders
Is the available technology likely to change before the project is over?

Stakeholder Management Strategy Use in Manage Stakeholder Expectations

An understanding of stakeholder goals and objectives is used to determine a strategy to manage stakeholder expectations
In large stakeholder communities, it is important to prioritize the key stakeholders to ensure the efficient use of effort to communicate and manage their expectations
Is a list of the relevant stakeholder for the project. Used to ensure that all stakeholders are included in the project communications
This contains all details related to the identified stakeholders

Stakeholder Management Strategy

n(n-1)/2where n represents the number of stakeholders
In large stakeholder communities, it is important to prioritize the key stakeholders to ensure the efficient use of effort to communicate and manage their expectations
To translate the message back into meaningful thoughts or ideas
Defines an approach to increase the support and minimize negative impacts of stakeholders throughout the entire project life cycle

• About 55% of the total communication

Characteristics of Non-verbal Communication
Characteristics of Project Communications Management
Characteristics of Manage Stakeholder Expectations
Characteristics of Performance Reports

Plan Communications

The process of determining the project stakeholder information needs and defining a communications approach
1. Stakeholder Register2. Stakeholder Management Strategy
Sent to specific recipients who need to know the information. This ensures that the information is distributed but does not certify that it actually reached or was understood by the intended audience. Push communication includes letters, memos, reports, emails, faxes, voice mails, press releases etc
A basic model of communication, demonstrates how information is sent and received between two parties, defined as the sender and the receiver

Management Skills

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
The process of making relevant information available to project stakeholders as planned
The process of identifying all people or organizations impacted by the project and documenting relevant information regarding their interests, involvement, and impact on project success
The process of collecting and distributing performance information, including status reports, progress measurements and forecasts

Purpose of Communication Plan

Includes the processes required to ensure timely and appropriate generation, collection, distribution, storage, retrieval, and ultimate disposition of project information
Feedback loops and barriers to communication
• About 55% of the total communication
Allows the project manager to document the approach to communicate most efficiently and effectively with stakeholders

Documenting Lessons Learned

• The lessons learned are compiled, documented, and distributed so that they become part of the historical database. • However, most of the organizations prefer post-implementation meetings and case studies to document lessons learned
This contains all details related to the identified stakeholders
• These requirements are defined by combining the type and format of information needed with an analysis of the value of that information. • Project resources are expended only on communicating information that contributes to success, or where a lack of communication can lead to failure.• The project manager should also consider the number of potential communication channels or paths as an indicator of the complexity of a project's communications• A key component of planning the project's actual communications is to determine and limit who will communicate with whom and who will receive what information
• 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

A basic model of communication, demonstrates how information is sent and received between two parties, defined as the sender and the receiver

Sender-receiver models
Communication Model
Presentation Techniques
Encode

Salience Model

grouping the stakeholders based on their level of authority ("power") and their active involvement ("influence") in the project
grouping the stakeholders based on their active involvement ("influence") in the project and their ability to effect changes to the project's planning or execution ("impact")
describing classes of stakeholders based on their • power (ability to impose their will), • urgency (need for immediate attention), and • legitimacy (their involvement is appropriate)
• Organizational or company culture and structure• Governmental or industry standards, e.g., regulations, product standards

Distribute Information Process Group

The output of encoding
Initiating Process Group
Executing Process Group
1. Organizational Process Assets Updates

Distribute Information: Project records

1. Communications Management Plan2. Project Document Updates
To translate the message back into meaningful thoughts or ideas
Project records can include correspondence, memos, meeting minutes, and other documents describing the project. This information should, to the extent possible and appropriate, be maintained in an organized manner. Project team members can also maintain records in a project notebook or register, which could be physical or electronic
Documentation includes the causes of issues, reasoning behind the corrective action chosen, and other types of lessons learned about information distribution. Lessons learned are documented and distributed so that they become part of the historical database for both the project and the performing organization

Characteristics of Stakeholders

• They may exert influence over the project and its deliverables. • Stakeholders may be at different levels within the organization and may possess different authority levels, or may be external to the performing organization for the project. • It is critical for project success to identify the stakeholders early in the project, and to analyze their levels of interest, expectations, importance and influence. • A strategy can then be developed for approaching each stakeholder and determining the level and timing of stakeholders' involvement to maximize positive influences and mitigate potential negative impacts. • The assessment and corresponding strategy should be periodically reviewed during project execution to adjust for potential changes.• Most projects will have a large number of stakeholders. • As the project manager's time is limited and must be used as efficiently as possible, these stakeholders should be classified according to their interest, influence, and involvement in the project. • This enables the project manager to focus on the relationships necessary to ensure the success of the project.
This contains all details related to the identified stakeholders
• meeting management techniques, • preparing an agenda and • dealing with conflicts
Is a list of the relevant stakeholder for the project. Used to ensure that all stakeholders are included in the project communications

Management Skills Use in Manage Stakeholder Expectations

• Power/interest grid• Power/influence grid• Influence/Impact grid• Salience model
• Presentation skills,• Negotiating,• Writing skills, and• Public speaking
• meeting management techniques, • preparing an agenda and • dealing with conflicts
• Sender-receiver models• Choice of media• Writing style• Meeting management techniques• Presentation techniques• Faciliation techniques

Stakeholder Classification Models

• Sender-receiver models• Choice of media• Writing style• Meeting management techniques• Presentation techniques• Faciliation techniques
• Deliverable status• Schedule progress• Costs incurred
• Power/interest grid• Power/influence grid• Influence/Impact grid• Salience model
• Stakeholder notifications• Project reports• Project presentations• Project records• Feedback from stakeholders• Lessons learned documentation

Interactive communication

Between two or more parties performing a multidirectional exchange of information. It is the most efficient way to ensure a common understanding by all participants on specified topics, and includes meetings, phone calls, video conferencing, etc
the complexity of a project's communications
Is the available technology likely to change before the project is over?
A common way of representing the stakeholder management strategy

Anything that interferes with the transmission and understanding of the message (e.g., distance, unfamiliar technology, lack of background information)

Noise
The Receiver
Stakeholder Register
Other Methods

Does the team meet and operate on a face-to-face basis or in a virtual environment?

The Receiver
Project environment
Report Performance
Forecasting Methods

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

Manage Stakeholder Expectations: Issue Log Update
Manage Stakeholder Expectations: Stakeholder Management Strategy Update
Manage Stakeholder Expectations: Organizational Process Assets
Manage Stakeholder Expectations: Stakeholder Register Update

• 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• Issues do not usually rise to the importance of becoming a project or activity but are usually addressed in order to maintain good, constructive working relationships among various stakeholders, including team members.• The issues are clearly stated and categorized based on urgency and potential impact. • An owner is assigned an action item for resolution, and a target date is usually established for closure. • Unresolved issues can be a major source of conflict and project delays.

Management Skills Use in Manage Stakeholder Expectations
Change Log Use in Manage Stakeholder Expectations
Outputs of Manage Stakeholder Expectations
Issue Log Use in Manage Stakeholder Expectations

Plan Communications: Organizational Process Assets

• All organizational process assets are used as inputs• Lessons learned and historical informational are of particular importance because they can provide insights on both the decisions taken regarding communication issues and the results of those decisions
1. Organizational Process Assets Updates2. Project Management Plan Updates
Formal and informal project reports describe project status and include lessons learned, issues logs, project closure reports, and outputs from other Knowledge Areas
• Organizational communication requirements• Issue management procedures• Change control procedures• Historical information about previous projects

Information may be provided to stakeholders about resolved issues, approved changes, and general project status

Distribute Information: Project records
Distribute Information: Project reports
Distribute Information: Stakeholder notifications
Distribute Information Process Group

responsible for making sure that the information is received in its entirety, understood correctly, and acknowledged

Choice of Media
The Sender
The Receiver
Noise

Classification of Communication Methods

• About 55% of the total communication
• Precise• Transmitted through the medium of correspondence
• Interactive communication• Push communication• Pull communication
Contains the communications management plan

Report Performance Process Group

Executing Process Group
Preparing an agenda and dealing with conflicts
Informal verbal communication
Monitoring and Controlling Process Group

1. Stakeholder Register2. Stakeholder Management Strategy

Project Charter Use in Identify Stakeholders
Outputs of Identify Stakeholders
Outputs of Report Performance
Outputs of Manage Stakeholder Expectations

Techniques for Effective Communication

• Power/interest grid• Power/influence grid• Influence/Impact grid• Salience model
• Causes of issues• Reasoning behind corrective actions chosen• Lessons learned from managing stakeholder expectations
• Sender-receiver models• Choice of media• Writing style• Meeting management techniques• Presentation techniques• Faciliation techniques
• Encode• Message and feedback-message• Medium• Noise• Decode

168 Free PMP Exam Sample Questions On Project Communication Management