Emotional Intelligence for Project Managers - 5 PDUs

How to Apply Emotional Intelligence in Project Management for the Project Team and Project Stakeholders - 5 PDUs
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  • Lectures 62
  • Length 5.5 hours
  • Skill Level Beginner Level
  • Languages English
  • Includes Lifetime access
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    Available on iOS and Android
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About This Course

Published 2/2016 English

Course Description

We are a PMI Registered Education Provider:

  • Instructingcom, LLC #4082
  • Emotional Intelligence for Project Managers; Activity ID 16825424169
  • 5 PDU hours

The PMI publication, A Guide to the Project Management Body of Knowledge (PMBOK Guide) describes interpersonal skills as a key characteristics of successful project management. These interpersonal skills are largely manifested in the emotional intelligence we, as project managers, bring to a project.

Emotional intelligence is the ability to:

  • Deal successfully with other people
  • Manage self in personal and professional settings
  • Manage other people
  • Understand your feelings
  • Appropriately respond to others

In this course, worth five Professional Development Units (PDUs), we will cover:

  • Definition and role of Emotional Intelligence
  • How to perceive, manage and use emotions
  • Verbal and non-verbal communication skills
  • Controlling thoughts and emotions
  • Optimism vs. Pessimism
  • Making an impact through first impressions and personality

We will also discuss the project management knowledge area of Project Human Resources Management. This includes how to plan for human resources, how to acquire the project team, how to manage the project team, and how to develop the project team.

Another part of emotional intelligence is Project Communications Management. In this course we will discuss planning for communications, managing communications, and controlling communications.

What are the requirements?

  • Understanding of project management fundamentals

What am I going to get from this course?

  • Explain the concepts of emotional intelligence
  • Understand how emotional intelligence is needed for project management
  • Better control emotions in stressful situations
  • Implement emotional self control in project management
  • Earn five (5) Professional Development Units (PDUs)

Who is the target audience?

  • Project managers seeking to better manage the project team
  • Project managers needing to influence the emotions of others
  • Project managers seeking five (5) PDUs for the PMI certification

What you get with this course?

Not for you? No problem.
30 day money back guarantee.

Forever yours.
Lifetime access.

Learn on the go.
Desktop, iOS and Android.

Get rewarded.
Certificate of completion.


Section 1: Defining Emotional Intelligence for Project Managers

Emotional intelligence for project managers means that the project can recognize their emotions, their behaviors and their responses to situations within a project. Emotional intelligence is the ability to be understand why emotions are happening, how best to control and regulate the emotions, and how to respond logically to emotionally-charged situations in a project.


Project managers need a good grasp in emotional intelligence. Emotional intelligence is defined as a set of competencies demonstrating the ability one has to recognize his or her behaviors, moods, and impulses, and to manage them best according to the situation.

This course will give you the tools you need to be emotionally intelligent in your workplace. An employee with high emotional intelligence can manage his or her own impulses, communicate with others effectively, manage change well, solve problems, and use humor to build rapport in tense situations. These employees also have empathy, remain optimistic even in the face of adversity, and are gifted at educating and persuading in a sales situation and resolving customer complaints in a customer service role.


Emotional Intelligence is a part of you that affects every aspect of your life. Understanding the root causes of your emotions and how to use them can help you to effectively identify who you are and how you interact with others.

A number that shows the rating of a person's intelligence. It is found by dividing the mental age, as shown in tests, by the actual age (16 is the largest age used) and multiplying it by 100.

With Emotional Intelligence being a fairly new branch of psychology, its definition can be found in various theories and models. We are presenting a definition influenced and popularized by Daniel Goleman’s 1995 book Emotional Intelligence.

167 pages

This is a simple course workbook that follows along with the course. Feel free to download and print this PDF document, but please don't distribute. Thanks!


Great job finishing this first section on Emotional Intelligence for project managers. In this first section we discussed:

What emotional intelligence is

The difference between emotional intelligence and intelligence quotient

Completed an overview of the entire course

Section 2: Competencies of Emotional Intelligence

Project human resources management, project communications, management, and project stakeholder management all are affected by the successful, or failure, or emotional intelligence. This brief overview video explains the importance of these project management knowledge areas and how they are related to emotional intelligence.


In order to effectively achieve your overall career objectives or the objectives within a given task, you must use clearly defined methods to carry out those activities. This includes the setting of goals, decision making, planning, and scheduling. Once the tasks are completed, you must evaluate the success of these methods.

This lecture discusses:

  • Consistency
  • Sticking to the plan
  • Accountability
  • Education
  • Importance of staying fit

Being ‘aware’ of one’s self is the ability to accurately perceive one’s skills and knowledge, value and responsibilities. It is being confident in what you have to offer, whether it is personally or professionally.

Self-awareness is not only important for one’s self-esteem, but it is also the first step to the process of full acceptance or change. Without understanding why one thinks the way he thinks or why he acts the way he acts, he may never fully appreciate himself or see the importance of making changes to improve him, if necessary. Self-awareness gives power and a sense of peace or happiness. This newly found strength will more than likely carry over into your work life, how you perform your duties as well as how you interact with others.


Self-Regulation is another term for ‘self-control’, which is defined as the ability to control one’s emotions, desires, and behaviors in order to reach a positive outcome. Self-regulation is sometimes difficult because of the phenomenon that it is important to ‘express how you feel’. While this may be partially true, the art to finding the balance between expressing one’s feelings and avoiding unnecessary tension is self-regulation.

In this lecture we’ll discuss:

  • Good pressure
  • Bad pressure
  • No pressure
  • How these environments contribute to project management success

Self-motivation is an essential part of excelling at life. You must learn to motivate yourself because you cannot depend on others to do it for you. You have to know how to encourage yourself regardless of how bad the situation. There are several keys to building self-motivation.

In this lecture we’ll discuss:

  • Working towards a cause
  • Not comparing yourself to others
  • Making the conscious effort to not give up
  • Not living in your past failures or successes
  • Utilizing positive thinking

Empathy is sharing in the feelings of others, whether joy or sadness is an admirable trait. In order for empathy to work, a person must first be able to recognize, classify, and understand their own feelings.

It is not as simple as it sounds. The ideal situation would be for a person to express their issues and you empathize with them, but the fact is, people aren’t always as forthcoming with their problems, even though it is obvious that there is something wrong. Since this is the case, you may be forced to ask probing questions or read between the lines of what is said. You can also focus on non-verbal cues such as body language.


In this lecture we’ll wrap up the section and review the components of emotional intelligence. We have discussed:

  • Self-awareness
  • Self-regulation
  • Motivation
  • Empathy

As a project manager it’s important to have these components in order to effectively relate to your project team, your stakeholders, and understand their emotions – and your emotions.

Section 3: Managing Emotions While Managing Projects

Developing successful Emotional Intelligence begins by understanding your emotions and their meanings. With this understanding, you must uncover productive ways to manage your emotions, then use them to the benefit yourself and others. In this section we’ll discuss:

  • Perceiving emotions from your stakeholders
  • Using emotions to facilitate thinking
  • Managing emotions

We’ll also complete some hands-on exercises in this section. Let’s get started!


The words that people say are only half of the message they are trying to get across. The tone in which they say it, or the emotion tied to their words, is the other half. The ability to decide the manner, in which things are being said, lies in your knack of being able to decode the message by looking beyond the words themselves. It is important that you do not allow your emotional state of being to cloud your judgment of what is being said. Focus on the message (verbally and non-verbally) itself in order to accurately perceive the emotions of others.


“Use emotions to facilitate thinking” is such a profound statement. How one feels will determine how he/she views situations. If you are in a happy mood, everyday events don’t seem so bad. On the contrary, if you are not in a happy mood, even the smallest of situations can seem major to you.

When it comes to the workplace, regardless of your mood, your boss expects you to be a high performer. Make it easy on yourself and ‘choose’ to be in a good mood.


Knowing what emotion you are exhibiting or understanding the reason for that emotion is not enough to manage your emotions. Managing your emotions is a conscious and active task. This can be done in several ways. The overall goal is to establish strategies that utilize your emotions to help accomplish a goal rather than allowing your emotions to use you to create a futile outcome.

It is important to remember that your emotions are not the ‘enemy’. They contain valuable information that if used properly, can help you make sound decisions.


Project management is hard work, but so much of project management can be alleviated by experience and relationships with the project team and stakeholders. Over time, relationship will bloom and the emotional intelligence components becomes more accessible. When dealing with new people however, it's challenging to understand the "people" side of the project equation and requires emotional intelligence savvy. In this section we discussed:

  • Perceiving emotions from your stakeholders
  • Using emotions to facilitate thinking
  • Managing emotions
Section 4: Verbal Communication Skills and Project Management

Strong verbal communication skills are important in all facets of life. Without these essentials, one may find it hard to get a personal point across, articulate needs and desires or even compete in the business world. There are many factors that contribute to solid communication skills.

In this section we’ll discuss:

  • Focused listening
  • Active listening
  • Effective listening
  • Art of asking questions
  • Communicating with authenticity

Because so much of project management is communication, and so much of that communication is verbal, it's no surprise that project managers need good verbal skills. This means being away to talk with someone, not just too someone.

Effective verbal communications centers on the message and how you deliver the message. Based on the project communications management plan, the project manager will communicate directly - and verbally - with project stakeholders as needed throughout the project.


One of the best ways to ensure someone that you are truly listening to what they are saying is to intently listen. To some this may sound like common sense, but it is a skill that is seldom mastered. Usually when engaged in a conversation, the listener is multitasking. They are listening with one part of the brain and preparing a response with the other. It is painfully obvious when a person is not wholeheartedly interested in what someone else has to say. Not only does this make the listener look uncaring, but it may also influence the speaker to go elsewhere when he needs to speak about matters.

Whether you are in a leadership role or an individual contributor, strong listening skills are essential to your success. Hearing something other than what is being said or trying to think of what to say while the speaker is talking, can have dire consequences. Regardless of the industry you work in, focused listening is a great skill to sharpen.


Asking questions is important to successful project managers. You’ll ask questions to solicit requirements, understand change requests, and prioritize stakeholders and objectives.

Asking probing questions is a component that goes hand-in-hand with focused listening. Rarely does someone truly understand everything another is saying without at least asking a couple of probing questions. The key is to not ask questions for the sake of asking questions, or ask questions that do not relate to the conversation.

Section 5: Non-Verbal Communication Skills and Project Management

Your body, facial expressions, and hands are all affecting the message you’re conveying to your audience. The non-verbal clues can alter the meaning of the verbal message.

There is more to communication than the words one speaks or message being conveyed. There are also non-verbal cues that all use in everyday conversations. Being mindful of the signals you send others through body language and the manner in which you speak may get your point across a lot faster than your mere words.


In this lecture I’ll quickly define the importance of non-verbal communications. Sending non-verbal signals to someone can be a great way to reinforce that which you’ve verbally spoken. It can also be used as a tool to further explain what you’re trying to say. However, it can be a way of confusing the listener. So, this can be a valuable skill as long as you are conscious of it and have trained it to have a positive effect rather than using it as an uncertain form of communication.


The saying, ‘Actions speak louder than words’ is so true in the world of business. It is easy to shower someone with promises, but when it is time to perform, if the actions do not measure up to the words spoken, the words spoken will be forgotten.

The use of body language can have both positive and negative effects. The thing to remember about body language is that if you are not conscious of what your body is doing while you are talking, the wrong message could be conveyed. For example, if you are smiling while giving someone condolences on the loss of their loved one, that could be construed as inappropriate and your words insincere. On the other hand, if you are congratulating someone on a job well done, but do so with a frown on your face, you could appear to be unhappy for the person.


Sometimes it's not what you say at all! It's your body language that affects the communications. In this brief section we discussed the characteristics of non-verbal communications and how the help, or hinder, the message. In this section we discussed:

  • Complete communications
  • Body language
  • Paralingual characteristics
Section 6: Social Management and Responsibility for Project Managers

The terms Social management and responsibility refer to a group or organization’s participation in environmental, ethical, and social issues outside of the organization itself. ‘Outside of the organization’ can refer to issues at the country level, B2B (Business to Business) level or even the individual development of the members within the group or organization.

In this section we’ll discuss:

  • Social management and corporate responsibility
  • The value of emotional intelligence in business

Emotions will never go away, but that is not an excuse to say, do and behave anyway we want to. It is important to understand your emotions, what they are, and why you feel that way, and then share your feelings via positive and constructive conversation.

When in a leadership role, you may encounter several opportunities to express yourself, whether it is praising a worker for a job well done, or reprimanding an employee for not meeting deadline. But the key to making sure you articulate your emotions in an effective and efficient manner is to channel those emotions so that your message comes across as firm but professional.


Focusing on the importance of Emotional Intelligence and developing EI skills serves many benefits. Specifically, it affects one decision-making ability, relationships, and health. In this lecture we'll discuss:

  • Decision-making. Having an awareness of your emotions, where they come from and what they mean, can allow you to take a more rational, well-planned approach to how you are going to make a specific decision.
  • Relationships. When one is able to understand why they are the way they are and why they react to things the way they do, they tend to gain more of an appreciation for others and who they are, which can in turn lead to stronger relationships, business and personal.
  • Health. Many times, internal turmoil expresses itself as physical illnesses. Always harboring negative emotions can lead to higher stress levels in the body, which can temporarily or fatally damage it.

In this section we explored the concept of social management and responsibility for project managers and organizations. Social management and responsibility describes an organization’s participation in environmental, ethical, and social issues outside of the organization itself. We discussed:

  • Social management and corporate responsibility
  • The value of emotional intelligence in business
Section 7: Project Management Toolbox for Emotional Intelligence

The ability to keep your emotions under control requires more than a willing heart. Understanding a situation through the eyes of another and strengthening self-management and self-awareness skills are tools that can be used in your quest to regulate your emotions.

While you cannot change what happens to you, you can control how you react. In this section we’ll cover these topics:

  • Detailing self-management and self-awareness
  • How to give in without giving up

Self-management can sometimes be a hard quality to tame when self-awareness produces a very arrogant and self-centered result. The strength to self-management and self-awareness lies in the balance between the two. Understanding who you are, the role you play, authority you possess are all very important, but when these things overshadow your ability to be consistent and accountable, this could cause a poor outcome.

If a person lacks understanding of whom they are and their importance, this could also hinder their ability to be consistent and accountable. People who are aware of their methods of dealing with conflict and understand the bearing of their way of doing things aren’t as likely to make matters worse than those who are not aware of themselves.


If you ever want to understand the type of person you are and how you behave, ask other people. It is easy to justify the things you do, so much so that it seems like everything you do is perfect. If you take an honest look at yourself, you would probably say not only is this perfection untrue for you, but it is unattainable for all.

Talk to your boss, co-workers or friends about how they view you. If someone says, ‘When everything is good you are a nice person, but if something doesn’t go your way, you have an explosive temper’, don’t get upset and don’t automatically say that it is untrue. Gaining this insight is a valuable tool for you to help regulate your emotions. Your emotions and how you express them is your responsibility. If you don’t like it, fix it.


Self-management can sometimes be a hard quality to tame when self-awareness produces a very arrogant and self-centered result. The strength to self-management and self-awareness lies in the balance between the two. Understanding who you are, the role you play, authority you possess are all very important, but when these things overshadow your ability to be consistent and accountable, this could cause a poor outcome.

If a person lacks understanding of whom they are and their importance, this could also hinder their ability to be consistent and accountable. People who are aware of their methods of dealing with conflict and understand the bearing of their way of doing things aren’t as likely to make matters worse than those who are not aware of themselves.


Everyone knows that you can't change what other people say and do to you. However, while you cannot change what happens to you, you can control how you react. In this section we’ll covered these topics:

  • Detailing self-management and self-awareness
  • How to give in without giving up
Section 8: Project Management and Emotional Control

Just as you want to control the project, you must also control your emotions. It’s important to understand what triggers your negative emotions in order to better control those situations. As a professional, it’s unacceptable to act with rage, disrespect, and aloofness of what your actions may do to others.

It’s also important for the project manager to understand why project team members are acting the way they are, to be empathic, but to also remain professional.


Just by the very nature of the word, control is a very powerful thing to have. Having control causes companies to become multi-billion dollar entities and nations to crumble. This is no less important when it comes to having control over yourself, your thoughts, and emotions. Having control or the lack thereof could be the difference between building a successful career and no career at all. If you have control over these aspects of your life, pat yourself on the back. If you do not, read the following to obtain the necessary tools to become the master of your fate.


The power of the mind is amazing. Every day, you will encounter at least one situation that requires you to use the calming forces of your mind, to overcome the potential anxiety of the issue at hand. In order to use these forces, you must have a reservoir that consists of them. When you find yourself in a situation that requires coping skills, do the following:

  • Take a deep breath
  • Step away from the issue
  • Use positive thinking

As a project manager you're the hub of the project, the hub of communications. It's so vital to not allow emotions to skew your communications, your control over the project, and others' impressions of you. In this section we discussed the concept of gaining - and keeping - control of your emotions. Great job finishing this section on project management and emotional control.

Section 9: Understanding Emotional Intelligence in Business Environments

There’s much value in emotional intelligence when it comes to managing a project. Emotional intelligence really deals with managing the project team and managing stakeholders. These are people that have a direct effect on the project’s success. As a project manager, we need to be aware of how we act and react in our projects.

In this section we’ll discuss:

  • How to manage emotions in the workplace
  • Role of Emotional Intelligence at work
  • How to disagree constructively

Having emotions is an inherent part of all human beings. Understanding one’s emotions and learning how to use them is the responsibility of each person. Many times, it may feel like the workplace is no place for emotions, whether good or bad. But the truth is, emotions must be utilized.


Having emotions is just part of being human. You, your project team, and the project stakeholders obviously have emotions and it’s their responsibility to manage their own emotions.

While it may feel that the workplace is no place for emotions, that’s just not the case. Emotions, good or bad, will come out, follow individuals, and affect their work. It’s nearly impossible to separate personal life from professional life – and emotions are part of that life.


Emotional Intelligence plays a vital role in the workplace. How one feels about himself, interacts with others, and handles conflict is directly reflected in the quality of work produced. Both social and personal proficiencies are developed as a result of Emotional Intelligence.


To disagree constructively means to do so in a positive, productive manner. Its purpose is not to disagree for the sake of disagreeing or getting your point across. It is also not used to be negative or destructive of another’s thoughts. The workplace is a place where disagreeing is a common occurrence. Companies look for the most effective ways to carry out operations and therefore invest in process improvement strategies, which opens the floor for discussion and compromise.

What does constructively disagreeing look like in practice, you may ask. Well, it is acknowledging and confirming someone else’s ideas before presenting your own.


Possessing the quality of ‘optimism’ is the ability to find the bright side of every situation. This is an admirable position that not all have. The secret to exhibiting this characteristic is to understand that there are no issues that cannot have a positive spin.

Pessimism is the exact opposite of optimism. Instead of viewing the glass as ‘half full’ or having a positive outlook on situations, pessimists can only see the down side of the issue.


It's nearly impossible - and certainly not recommended - to remove emotions from everything in business. Being zealous, happy, passionate, and excited are all good emotions to have. But a balance a emotions, a control of emotions, and an understanding of others' emotions is needed in the workplace. In this section we discussed:

  • How to manage emotions in the workplace
  • The role of emotional intelligence at work
Section 10: Making an Impact as an Effective Project Manager

The project manager is the key stakeholder responsible for the project’s success or failure. The project manager must understand exactly what the project aims to accomplish, the goals of the project stakeholders, and to inherit the project vision. In order to do these objectives, the project manager must communicate with the stakeholders, end users, and project customers.

This section discusses the idea of making an impact by good a project manager. We’ll also discuss how the project manager aims to create a powerful first impression.


Although some don’t like to admit it, many are greatly concerned with the first impression that is made to a new acquaintance. The impact one leaves can be the difference between getting and not getting a job or obtaining and not obtaining a contract for your company. There are several factors to keep in mind when meeting someone for the first time, whether it is through electronic means or face-to-face.


Project managers plan in order to get things done, in order to achieve goals. Project managers primary aim is just that – to get things done. It’s the planning and the execution that helps the project manager achieve the project goals.

There are opportunities we face each day that allow us to make an impact on the lives of others. How we impact others is up to us. It requires a conscious effort on our part to decide if we are going to leave a legacy of good or bad. Whichever you decide, be sure to thoroughly think through who you are and what you want others to remember about you.


Great job finishing this section on making an impact as the project manager in any project. The project manager must have the interpersonal skills, the emotional intelligence, to communicate and manage the project stakeholders.

It’s project stakeholder management that’s discussed in this section, specifically making a good first impression and the project manager’s role to make an impact in effective project management.

Section 11: Project Human Resources Management and Emotional Intelligence

Participants will be able to discuss project human resources, team development, team management, and the theories of human resources. Human resources management is one of the most important project management knowledge area because the project manager is dealing with the people who'll be doing the project work in order to reach the goals of the project. In this section we'll discuss the project management processes:

Planning human resources management

Acquiring the project team

Developing the project team

Managing the project team


Planning is an iterative process that begins early in the project and continues through the project management life cycle. Planning for project human resources is vital to a successful project. After all, you’ve got to plan how the project work will be completed and which resources will complete that work.

When it comes to planning human resources, the project manager is aiming to plan for several facets of the project. This lecture defines the planning for HR management:

  • Defining human resource planning
  • Examining the project interfaces
  • Considering the project constraints
  • Charting the organizational structure
  • Defining the project roles and responsibilities
  • Creating the Staffing Management Plan

You need people to complete your project. But have you ever managed a project where the resources you wanted on the project were not available? Or have you managed a project where the resources you were assigned weren’t the best resources to complete the project work? Staff acquisition is the process of getting the needed resources on the project team to complete the project work. It focuses on working within the policies and procedures of the performing organization to obtain the needed resources to complete the project work. Negotiation, communication, and political savvy are the keys to getting the desired resources on the project team. You'll need to know all of these topics:

  • Working with your organization
  • Managing a pre-assigned project team
  • Negotiating for project resources
  • Acquiring project resources
  • Relying on virtual project teams

The project team is developed by enhancing the competencies of the individual project team members and promoting the interaction of all the project team members. Throughout the project, the project manager will have to work to develop the project team. The project manager may have to develop an individual team member’s skills so that she can complete her assignments. The project manager will also have to work to develop the project team as a whole so that the team can work together to complete the project. The project manager can use certain tools, techniques, and approaches to develop the project team. That's what this module details:

  • Using general management skills
  • Training the project team
  • Using team building activities
  • Establishing ground rules for the project team
  • Working with non-collocated teams
  • Establishing a rewards and recognition system
  • Assessing the team performance

Now that the project manager has planned for the human resources and developed the project team, he can focus on managing the project team. This process involves tracking each team member’s performance, offering feedback, taking care of project issues, and managing those pesky change requests that can affect the project team and its work. The staffing management plan may be updated based on lessons learned and changes within the team management process. The project manager will have to manage the project team. This includes:

  • Observing and conversing with project team members
  • Completing project team appraisals
  • Resolving and managing team conflict
  • Creating an issue log

In this section we discussed:

  • Planning human resources management
  • Acquiring the project team
  • Developing the project team
  • Managing the project team

These processes are ongoing project management activities that the project manager will go to as needed throughout the project. As instances warrant in the project, the project manager will shift to the process to best handle the situation presented to keep the project moving and the project team working towards project completion.

Section 12: Project Human Communications Management and Emotional Intelligence

Communication is key to good project management. Learners will be able to demonstrate effective communications, controlling communications, and planning for stakeholder communication. Project communications management is an activity that the project manager will participate in from the very start of the project all the way until the close of the project.

In this section we'll discuss:

  • Plan project communications
  • Manage project communications
  • Control project communications

Communication planning is actually done very early in the project planning processes. It’s essential to answer the previous questions as early as possible because their outcomes can affect the remainder of the project planning. Throughout the project, updates to communications planning are expected. Even the responses to the five project management communication questions can change as stakeholders, project team members, vendors, and other project interfaces change. Communication is key to most of project management. This lecture defines:

  • Examining the communications model
  • Analyzing communication requirements
  • Determining the communications technology
  • Creating the Communications Management Plan

Now that the project’s communications management plan has been created, it’s time to execute it. Managing project communications is the process of ensuring that the proper stakeholders get the appropriate information when and how they need it. Essentially, it’s the implementation of the communications management plan. This plan details how the information is to be created and dispersed, and also how the dispersed information is archived. Managing project communications ensures that the right people, get the right message, at the right time, in the right modality.

  • Examining communication skills
  • Creating an Information Gathering and Retrieval System
  • Dispersing project information
  • Documenting the project’s Lessons Learned
  • Updating the organizational process assets

Throughout the project, customers and other stakeholders are going to need updates on the project performance, work status, and project information. The work performance information—the status of what’s been completed and what’s left to do—is always at the heart of performance reporting. Stakeholders want to be kept abreast of how the project is performing, but also what issues, risks, and conditions in the project have evolved.

Controlling communication is the process of following the communications management plan, distributing information, and sharing how the project is performing. Performance reporting is the process of collecting, organizing, and disseminating information on how project resources are being used to complete the project objectives. In other words, the people footing the bill and who are affected by the outcome of the project need some confirmation that things are going the way the project manager has promised. This lecture details:

  • Determining the communication method
  • Dispersing project information
  • Creating an Issue Log

Project communications management in integrated with human resources management and project stakeholder management. Project communications management is an important knowledge area that's directly related to emotional intelligence for project success. In this section we discussed:

  • Plan project communications
  • Manage project communications
  • Control project communications
Section 13: Wrapping it All Up: Emotional Intelligence and Project Management

If you are a PMI Certification holder, such as the PMP, this course is worth five (5) Professional Development Units (PDUs) towards maintaining your certification. In order to claim your PDUs you’ll need to login to your account at PMI and then add the PDUs through the Continuing Certification Requirements System. This lecture explains this process.


Great job finishing this course on emotional intelligence for project managers. We covered many topics in this course, but the bulk of our time together was spent discussing these items:

  • Definition and role of Emotional Intelligence
  • How to perceive, manage and use emotions
  • Verbal and non-verbal communication skills
  • Controlling thoughts and emotions
  • Optimism vs. Pessimism
  • Making an impact through first impressions and personality

We also discussed the Project Human Resources Management and the Project Communications Management from the PMBOK Guide, fifth edition.

Your official certificate of completion is in the Resources for this lecture. You'll add your name and date of completion.

Thank you for your time and attention in this course. All the best in all your projects!

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Instructor Biography

Joseph Phillips, PMP, PMI-ACP, Project+, Certified Technical Trainer

Joseph Phillips has more than 15 years’ experience as a project management consultant, educator, technology consultant, business owner, and technical writer. He has consulted as a project manager for a range of businesses, including startups, hospitals, architectural firms, and manufacturers.  Joseph is passionate about helping students pass the PMP certification exam.  He has created and led both in-person and web-based seminars on project management, PMP certification, IT project management, program management, writing, business analysis, technical writing, and related topics.  Joseph has written, co-authored, or served as technical editor to more than 35 books on technology, careers, project management, and goal setting for MacMillan, McGraw-Hill, Pearson Education, and AMA Press.


Project Management Professional (PMP)

PMI-Agile Certified Practitioner (PMI-ACP)

CompTIA Project+ Professional

CompTIA Certified Technical Trainer+

Author of:

PMP Project Management Professional Study Guide, McGraw-Hill

CAPM/PMP All-in-One Exam Guide, McGraw-Hill

PMP Project Management Lab Book, McGraw-Hill

The Certified Technical Trainer All-in-One Exam Guide, McGraw-Hill

IT Project Management: On Track from Start to Finish, McGraw-Hill

Project Management for Small Business, American Management Association 

Software Project Management for Dummies, For Dummies Publisher

The Lifelong Project, Amazon CreateSpace

Vampire ManagementWhy Your Job Sucks, Amazon CreateSpace

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