Project Communications

Project Communications
A Critical Factor for
Project Success

Connie Plowman, PMP

Jill Diffendal
Project Communications: A Critical Factor for Project Success
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 Abstract
Communication is vital for project success. Experts know it. Industry-
wide research verifies it. Yet projects continue to fail because of poor com-
munication. As a result, stakeholders and organizations don’t realize the
benefits of their projects and project teams.
This book presents a new way to look at communication within proj-
ects. It combines real-world examples and practical tips with theory, re-
search, and professional standards you can apply to any size and type of
project. Gain actionable insights into identifying your audience, choosing
the right tools, managing change, and handling conflict. Expand your
professional toolkit with templates, activities, and resources. Develop
your project communications expertise with reflective questions and
recommendations.
Whether you are a project manager, team member, project sponsor,
or stakeholder, this book is for you. For educators, the book is ideal for
students studying project management and related fields.
Make your project communications a critical factor in your project
success!

Keywords
agile project teams; communication; project communication; project
communications management plan; project communication tools; proj-
ect risk; stakeholders; traditional project teams; uncertainty management
theory; uncertainty reduction theory; virtual project teams
 Contents
Preface...................................................................................................xi
Acknowledgments..................................................................................xiii
Chapter 1 Introduction......................................................................1
Chapter 2 Exploring Communication Theories................................19
Chapter 3 Knowing Your Audience..................................................33
Chapter 4 Starting with the Basics....................................................49
Chapter 5 Planning Project Communications...................................69
Chapter 6 Managing and Monitoring Project
Communications.............................................................81
Chapter 7 Using Project Communication Tools..............................101
Chapter 8 Communicating Change................................................125
Chapter 9 Managing Conflict through Communication.................141
Chapter 10 Closing..........................................................................157
Appendix A: Evolution of Project Communications...........................167
Appendix B: Resource Guide..............................................................169
Appendix C: Templates......................................................................173
Appendix D: Key Questions...............................................................179
Appendix E: Sample Ground Rules....................................................183

About the Authors................................................................................187

Index..................................................................................................189
 Preface
Meet Connie Plowman. Throughout her career she has traveled the road
of project management—as a project manager, sponsor, team member,
and in many other project roles.

Meet Jill Diffendal. Throughout her career she has traveled the road of
communication—as a writer, editor, content contributor, and in many
other communication roles.

Then our two roads met, and a project was launched to write a book
about project communications. We were first connected by an intro-
ductory email from a mutual colleague—one of many different forms of
communication that took place on this project. As we wrote this book,
we found ourselves using, practicing, and experimenting with the same
project communication practices that you will read about in these pages.
Like many project teams starting out, there was uncertainty, both
about the project and with each other. We eliminated uncertainty by de-
veloping, and using, a project communications management plan. We
made changes when the plan needed adjustment. We set clear expecta-
tions, listened to each other’s ideas, provided feedback, communicated
with stakeholders, used many different tools and techniques to effectively
communicate—including our talents and strengths—and ultimately,
built trust.
We do not present this book as the “be all, end all” in project com-
munications. Rather, it is a resource to encourage you to broaden the way
you look at communicating on projects, and to offer insights, tools, and
techniques to bring that perspective into your projects.
Effective communication leads to project success. We know it. We
experienced it. We completed the book on time, within scope, and under
budget.
When it comes to project communications, we walk the talk. So can you!
 Acknowledgments
To our terrific editor, Tim Kloppenborg, special thanks for bringing us
together and encouraging us to put our project communications thoughts
and experiences on paper. Thank you, Tim, for your ongoing support,
guidance, and confidence in bringing this book to life.
To our awesome peer reviewers, Debbie Austin, Martha Buelt, Diane
Cooney, Sara Webber, and Shannon Heizenrader, we can’t thank you
enough for giving us your precious time and valuable input.
To our amazing graphic designer, Aaron Roshong, thank you for
lending us your exceptional talent in creating the graphics for this book
and making it even better.
To our great colleagues, students, clients, and customers, sincere
thanks for a lifetime of learning in how effective communications can
truly make a difference in projects—and in life.
And finally, to our wonderful family and friends—we couldn’t have
done this without you!
 CHAPTER 1

Introduction
As long as there is communication, everything can be solved.1
—Robert Trujillo, bassist for the rock band Metallica

Think about any time you have needed to work with another person to
accomplish something. Did you coordinate with your spouse this morn-
ing to determine who would pack your children’s lunches or pick them
up after soccer practice? Did you call the doctor’s office to schedule an
appointment? Did you send or respond to a meeting invitation at work?
Did you speak with your boss about a project assignment or to prioritize
your workload?
Communication is how people work together to get things done.
Without it, the kids would never get picked up from school (or get there
in the first place). You would never see the doctor (or tell him what ails
you). You would never meet with your colleagues (or discuss the tasks at
hand with them). You would never understand your project assignment
(or receive it in the first place).
Still not convinced? Try spending an hour at work without com-
municating. Do not read or respond to any e-mails, use the phone, at-
tend a meeting, speak to coworkers. You’re probably thinking, “That’s
impossible!”
Exactly.
In a project, communication is vital because the project is a new
endeavor for every stakeholder involved. Even if every member of the
team has worked together on dozens of projects before this one, every
project is unique. Communication is how stakeholders understand what
this project is about, how it will affect them, and what role they may be
expected to play.
2 PROJECT COMMUNICATIONS

There are a number of resources available on communication in

project management. Most of those resources, however, focus on the
“how”—the tools and techniques project managers, project teams, and
stakeholders can use. This book will take a step back to look at commu-
nication more holistically as the way projects—and just about everything
else that involves more than one person—get done. So let’s get started.
Welcome to Chapter 1.
The purpose of this chapter is to help you:

• Understand why project communication is so important

• Know what to expect from this book: what it will cover, who the
audience is, how the book is structured, and key definitions
• Trace the evolution of project communications

Are you ready? We are!

Why Is Communication So Important in Projects?

Communication is, of course, a necessity in projects. But just how impor-
tant is it? Good communication skills separate good project managers from
the rest of the pack, and separate successful projects from unsuccessful ones.
Research from the Project Management Institute (PMI) and other sources
shows that project communication has a significant impact on project bud-
gets and project success. In 2013, PMI published an in-depth report on
“The Essential Role of Communications” in project management, with con-
clusions derived from the organization’s annual, global Pulse of the Profession®
survey. This report revealed how impactful project communications are.

• Effective communication to all stakeholders is “the most crucial

success factor in project management.”
• 7.5 percent of every dollar spent on a project is at risk due to inef-
fective communication.
• Effective communication leads to a 17-percent increase in finish-
ing projects within budget.
• Half of all unsuccessful projects fall short due to ineffective
communication.
 Introduction 3

• High-performing organizations create project communications

management plans for nearly twice as many projects as low-
performing organizations (see more about project communica-
tions management plans in Chapter 5).
• High-performing organizations also perform significantly better
at delivering the message in a timely manner, with sufficient de-
tail and clarity, using nontechnical language, through appropriate
communication channels/media.2

In another study of 448 innovative projects, researchers found that in-

terpersonal skills including communication were more predictive of proj-
ect success than traditional project management skills such as planning
and controlling activities. These interpersonal skills are what separate
leaders from managers, and become more important to project success as
the complexity and innovativeness of the project increases.3
With so much evidence demonstrating the value that effective com-
munication can bring to a project, why do project communications con-
tinue to fall short, thereby putting projects at risk? The literature reveals
at least two reasons.
First, project managers do not always follow or prioritize good com-
munication practices. In one study of several projects at a large IT service
provider, only a small percentage of the projects had a formal commu-
nications plan, and performance reports and lessons learned were not
frequently utilized. This was despite the company having well-defined
communication processes in its project management framework.4
Second, project managers may take a narrow, transactional view of
communication as a means of delivering information about the project.
In a study of communication practices of project managers at a large in-
ternational bank, 82 percent viewed communication as a means to trans-
mit clear and complete information about the project.5
Communication, however, is much more than simply sending and re-
ceiving information. It is a mechanism to reduce uncertainty, build trust,
demonstrate leadership, generate support, manage change, mitigate con-
flict, and facilitate stakeholder satisfaction—all key elements to a project’s
success.
Which is why we wrote this book.
4 PROJECT COMMUNICATIONS

Communication is much more than simply sending and receiving

information. It is a mechanism to reduce uncertainty, build trust,
demonstrate leadership, generate support, manage change, mitigate
conflict, and facilitate stakeholder satisfaction—all key elements to a
project’s success.

What to Expect from This Book

This book intends to help you apply theory and best practices from the
communication world to enhance your understanding and execution of
the communication aspects of project management. It may reconfirm
some of the techniques and approaches you already use. We also hope
that it helps you look at project communications more holistically, giving
you some new ideas to try. The goal is not to achieve perfect communi-
cations in a project—that is unrealistic to define, much less accomplish.
Rather, our purpose is to demonstrate the importance of good communi-
cation in any project, and to help you improve your project communica-
tions to have more successful projects, more satisfied stakeholders, and
more productive project teams.
Remember that there is no “one-size-fits-all” approach to any aspect
of project management, including project communication. Everything
from the style and tone of your messages, to the tools and technology you
use to create and deliver them, needs to be modified and adapted to suit
the project (and the stakeholders) at hand. Some of what is presented in
this book will make perfect sense in your current projects, while other
information may not apply. Use what fits, and modify it as necessary to
accomplish your communication and project goals. Most of all, enjoy the
learning and practical experience, and keep track of lessons learned to
help you communicate even more effectively in future projects.

Who This Book Is for

This book is designed for project managers, team members, project sponsors,
and all stakeholders who are impacted by project actions, decisions, and out-
comes. While the book directly addresses project managers, all other project
stakeholders can learn from the information presented here to improve the
 Introduction 5

way they communicate, both within projects and in many other contexts.
In addition, educators can benefit by using this book in the classroom with
students studying project management and project communication.

What You Will Find in This Book

We begin with an overview of the importance of project communication,

and travel through time to reflect on the evolution of project communica-
tion. In Chapter 2, we will take a deeper look at communication theories
that fit well within the project management context. These theories are
based on the concept of uncertainty, how it affects people’s attitudes and
behaviors, and how you can use communication to minimize the impact
of uncertainties on your project. Chapter 3 looks at the concept of audi-
ence, including how to identify the audience of your project, and how
to tailor your communications to engage your audience in ways that will
support the success of the project.
Chapter 4 reviews some of the “basics” and “things to consider” when
communicating on projects, along with looking at why high-performing
organizations and project teams are better at communicating. Chapters 5
and 6 cover the Project Communications Management Knowledge Area
as outlined in A Guide to the Project Management Body of Knowledge
(PMBOK ® Guide), a widely used set of project management standards
published by PMI. Chapter 5 covers planning project communications,
while Chapter 6 reviews managing and monitoring project communica-
tions. Then in Chapter 7 we will review common tools used to communi-
cate in projects. Note that this chapter does not highlight specific tools
(e.g. Slack® or GoToMeeting™); rather, it provides considerations on vari-
ous types of tools available, along with some guidelines on how to choose
the right communication tool(s) for your project.
We’ll conclude with two topics that share a significant overlap with
communication within projects, and also apply more broadly within or-
ganizations. Chapter 8 looks at the process and nascent field of change
management, emphasizing concepts that can help you communicate the
changes your project will create for your stakeholders. In Chapter 9, we
look at conflict management and share communication-based strategies for
handling conflict within the project team, and with stakeholders outside
6 PROJECT COMMUNICATIONS

the team. Chapter 10 concludes with a review of what you can take away
from this book, both conceptually and practically, including how to build
a personalized action plan to grow your project communication skills.
Each chapter begins with specific chapter objectives, uses examples
that demonstrate the practical relevance of the information, and includes
templates and other tools and activities you can use to apply the con-
cepts in your current and future projects. Each chapter concludes with a
summary of what was covered. There are also key questions to encourage
reflection on the information, how it can be applied to your projects,
and how it can be used in your own professional development. These key
questions can also be useful in educational environments to stimulate
students’ critical thinking about applying these concepts to practice.
In Chapters 3 to 9, the end of each chapter also includes a special
“Putting it into Practice” section that provides practical tips for applying
the chapter’s information in specific project contexts such as:

• traditional (also called “waterfall”) project teams (colocated teams),

• agile project teams, and
• virtual project teams (also called distributed project teams;
those that are not colocated and so have limited opportunity for
face-to-face communication).

The book concludes with appendices that provide additional re-

sources, templates, and other information for your use and reference.

Key Definitions
Before progressing further, let’s take a moment to define some terms we
will use often in this book. As we discuss further in Chapter 4, words
matter, and using language that everyone understands is a critical aspect
of clear and effective communication. So, let’s provide some basic defini-
tions to ensure a common understanding.

• Agile project teams: Agile project teams are those that work on
projects using an agile or iterative approach. Rather than planning
the full project at initiation, agile projects are planned in sprints
 Introduction 7

of a set period of time (for example, 1 week or 2 months) that

have a set list of goals/deliverables. Once the sprint is complete,
the project is evaluated, and the next sprint is planned. This allows
for changes and decisions to be made throughout the project as it
progresses.
• Communication: There are three aspects of the term communica-
tion that we will explore in this book. First, it is a discipline within
the social sciences that studies the way in which human beings
share meaning through verbal, nonverbal, and symbolic (words
and images) messages. Second, it is the act of transmitting and
receiving those messages. Third, it is the tools or methods we use
to transmit those messages.
• Project communication: This refers to the communication that
takes place among project stakeholders and is related to some as-
pect of the project and its execution.
• Project communications management plan: This is a plan that
outlines when, how, and what to communicate to various stake-
holder groups throughout the duration of the project.
• Project communication tools: Project communication tools can be
a wide range of technologies, documents, devices, interactions, and
skills. For the purposes of this book, we define project communica-
tion tools as any mechanism or strategy to exchange information, re-
duce uncertainty, engage stakeholders, build trust, generate support
for the project, and, ultimately, deliver project and team success.
• Project risk: A risk is an event or condition that may occur, result-
ing in a positive and/or negative effect on the project.
• Stakeholders: Stakeholders are anyone who affects or is affected
by the project. This includes the project team, leadership who have
authority over the project (such as the project sponsor), and others
both inside and outside the organization who could be affected by
the activities or outcomes of the project. At times we will distin-
guish different groups of stakeholders, since communication needs
and approaches can differ based on the stakeholders’ relationship
to the project.
• Traditional project teams: Traditional project teams are those
that use a traditional (or “waterfall”) methodology. This is a linear
8 PROJECT COMMUNICATIONS

approach where most of the planning for the entire project is done
after the initiation of the project.
• Uncertainty management theory: This is a theory in the field of
communication that proposes that uncertainty is both a cognitive
(knowledge-based) and emotional state. People may or may not
communicate to reduce uncertainty.
• Uncertainty reduction theory: This is a theory in the field of
communication that proposes that uncertainty is a cognitive state
based on an individual’s knowledge, and is separate from emotion.
People will communicate in order to reduce uncertainty.
• Virtual project teams: Virtual (or distributed) project teams are
those that involve individuals who are not geographically colocated.
These teams generally rely heavily on technology to maintain com-
munication, as face-to-face interactions are limited or nonexistent.

Now that we have covered these key concepts, let’s take a quick trip
through history to look at how project communication has evolved over
time, through the lens of the PMBOK ® Guide. Why look back? The
PMBOK ® Guide is written by project management professionals from
around the world. A review will show how project communication (and
project management knowledge) has changed and progressed as the pro-
fession itself has grown and matured. This may also give you a greater
appreciation for how your project communication and approaches have
developed, and can continue to evolve, over time.

The Evolution of Communications

in the PMBOK ® Guide
As project management has progressed since it first emerged as a profes-
sion in the middle of the last century, so has the approach to project
communication. Understanding this historical context is a great place to
start our conversation on project communication. So let’s look at how the
subject has changed in one of the seminal sources of information about
project management practice, A Guide to the Project Management Body of
Knowledge, or PMBOK ® Guide, published by PMI and currently in its
sixth edition. Figure 1.1 provides a high-level overview of this evolution,
while the rest of this section traces the progression in more detail.
 Introduction 9

• Communications is for information dissemination

PMBOK® • Differentiation between general communications skills and communications in project
Guide management
1st edition • Expectation for stakeholders to understand project language
• Project Communications Management Knowledge Area is 8 pages, includes 4 processes
(1996)

• Relatively few changes

PMBOK® • Expectation for stakeholders to understand project language is no longer included
Guide • Knowledge Area is 10 pages, same 4 processes as first edition
2nd edition
(2000)

• View of communication begins to broaden, with an emphasis on the importance of meeting

PMBOK® the communications needs of stakeholders
Guide • Introduces basic communications model of sender-message-receiver
3rd edition • Administrative Closure process removed, Manage Stakeholders process added
• Knowledge Area is 16 pages; 4 processes (with changes as noted above)
(2004)

• Clearly states that project managers spend the majority of their time communicating
PMBOK® • Identify Stakeholders process added
Guide • Increasing emphasis on stakeholders as partners in ensuring project success
4th edition • Knowledge Area jumps to 29 pages, 5 processes
(2008)

PMBOK® • Stakeholder Management separated into its own Knowledge Area

Guide • Knowledge Area decreases to 22 pages, 3 processes: Plan Communications Management,
5th edition Manage Communications, and Control Communications
(2013)

• Purpose of communications is ensuring the information needs of stakeholders are met

PMBOK® • New concepts are added: Key Concepts, Trends and Emerging Practices, Tailoring
Guide Considerations, Considerations for Agile/Adaptive Environments
6th edition • Knowledge Area jumps to 35 pages, 3 processes (same as 5th edition, with one change:
Control Communications is renamed to Monitor Communications)
(2017)

Figure 1.1  An overview of the evolution of the Project

Communications Management Knowledge Area in the PMBOK® Guide

First Edition, 1996

PMI published the very first PMBOK ® Guide in 1996. Prior to that, the
institute published a white paper called the “Ethics, Standards, and Ac-
creditation Committee Final Report” in the Project Management Journal®
in 1983 that included baseline standards for the profession. Those stan-
dards outlined six major knowledge areas (today there are ten). One of
those six was Communications Management.6
The very first PMBOK ® Guide debuted in 1996 with nine knowledge
areas, once again including Project Communications Management. The
emphasis was on processes that are relatively unilateral—information is
disseminated to stakeholders, but there was little acknowledgement of
stakeholders having input back into the process. The introduction of the
communications section of the guide notably stated, “Everyone involved
10 PROJECT COMMUNICATIONS

in the project must be prepared to send and receive communications in

the project ‘language’ and must understand how the communications
they are involved in as individuals affect the project as a whole”7 (as
shown in Exhibit 1.1). This put the onus on stakeholders to understand
project jargon, which we will discuss more in Chapter 4.

Exhibit 1.1

Quote from the beginning of the Project Communications

Management Knowledge Area in the first edition of the
PMBOK® Guide

Everyone involved in the project must be prepared to send and receive

communications in the project ‘language’ and must understand how the
communications they are involved in as individuals affect the project as
a whole.

Additionally, this edition noted, “The general management skill of

communicating is related to, but not the same as, project communica-
tions management.”8 While some communication concepts were men-
tioned, such as basic communication models and information delivery
techniques, there was no further explanation of the integration of these
concepts into the practice of communicating within projects.
The whole of the Project Communications Management Knowl-
edge Area in this first edition comprised just eight pages of the book and
was built on four processes, each with inputs, tools and techniques, and
outputs:

1. Communications Planning used only one tool: stakeholder analy-

sis. This process included ways to access information in between
planned communications, and also acknowledged the need to build
in review and revision of the communication plan.
2. Information Distribution was simply what the name of the pro-
cess implies: the distribution of information about the project to
stakeholders.
 Introduction 11

3. Performance Reporting included status reports (current status),

progress reports (what has been done so far), and forecasts (what to
expect for the rest of the project).
4. Administrative Closure was the documentation and dissemination
of information around the end of each phase of the project and the
project as a whole.

Second Edition, 2000

The second edition of the guide expanded the Project Communications

Management Knowledge Area by two pages. One interesting change was
that the quote noted in Exhibit 1.2 no longer included the phrase “in the
project ‘language,’” demonstrating that expecting others to understand
project jargon was not a viable expectation for the wide range of stake-
holders involved in a project.

Exhibit 1.2

Quote from the beginning of the Project Communications

Management Knowledge Area in the second edition of the
PMBOK® Guide

Everyone involved in the project must be prepared to send and receive com-
munications in the project ‘language’ and must understand how the communi-
cations they are involved in as individuals affect the project as a whole.

The second edition’s approach to communications changed relatively

little; the most notable changes were some additions within the communi-
cations processes. Two outputs were added to the Information Distribution
process: project reports and project closures. In the Administrative Closure
process, project reports and project presentations were added to tools and
techniques, while “formal acceptance” was replaced with “project closure.”

Third Edition, 2004

In the third edition, the Project Communications Management Know-

ledge Area grew to 16 pages, and began to take a more holistic view of
12 PROJECT COMMUNICATIONS

communication. While processes were still at the forefront, this version

of the guide shifted toward emphasizing the importance of effective com-
munication as a project management skill, rather than implying that
stakeholders are responsible for participating in and understanding the
importance of project communication. The quote shown in Exhibit 1.3
was modified significantly to, “Everyone involved in the project should
understand how communications affect the project as a whole.”9

Exhibit 1.3

Quote from the beginning of the Project Communications

Management Knowledge Area in the third edition of the
PMBOK® Guide

Everyone involved in the project must be prepared to send and receive

communications and must understand how the communications they are
involved in as individuals affect the project as a whole.
Everyone involved in the project should understand how communica-
tions affect the project as a whole.

While the introduction still noted a differentiation between proj-

ect management communication and general communication skills,
it did outline several general communication concepts. Notably, this
included an illustration of a basic sender–message–receiver commu-
nication model that demonstrated how communication takes place
between the party that sends the message and the party that receives it.
This model, which has been carried forward through every subsequent
revision of the PMBOK ® Guide, encompassed two important aspects
of communication that had not been acknowledged in previous edi-
tions: that communication includes some element of feedback to ac-
knowledge that the receiver has received and understood the message,
and the concept of “noise” to recognize that many different factors can
interfere with transmitting and understanding the message. An un-
derstanding of this model is important because, as this edition of the
guide now stated, “A breakdown in communications can negatively
impact the project.”10
 Introduction 13

This emphasis on the importance of communication was carried

through in major changes to the processes in the Project Communications
Management Knowledge Area in the third edition. The Administrative
Closure process was removed and replaced with the Manage Stakeholders
process, which focused on communication as a means to “satisfy the re-
quirements of and resolve issues with project stakeholders,”11 and sug-
gested the connection between good stakeholder management and
project success. Changes were also made to the remaining three processes
in the knowledge area. These changes broadened the scope of what can
affect communication planning, such as enterprise environmental factors
(conditions outside the control of the project team, but which can affect
the project) and organizational process assets (the knowledge bases and
practices of the organization that may be used within the project). The
changes also reflected the desired outcome of project communication—to
identify and then meet the informational needs of stakeholders, which is
an important factor in project success.

Fourth Edition, 2008

The fourth edition of the PMBOK ® Guide included the single largest
increase in the Project Communications Management Knowledge Area
across any revision, nearly doubling in size to 29 pages. This edition was
the first to directly call out just how significant communication is in a
project: “Project managers spend the majority of their time communicat-
ing with team members and other project stakeholders, whether they are
internal (at all organizational levels) or external to the organization.”12 It
also broke down the barrier that previous editions had created between
general communication skills and those used in project management:
“Most communication skills are common for general management and
project management.”13

Project managers spend the majority of their time communicating.

The four processes from the third edition remained: Plan Commu-
nications, Distribute Information, Manage Stakeholder Expectations,
and Report Performance. The emphasis on stakeholders increased with
14 PROJECT COMMUNICATIONS

the addition of a new process called Identify Stakeholders. It included

stakeholder analysis as well as expert judgment and provided examples
of tools such as a stakeholder analysis matrix and a power/interest grid.
The Manage Stakeholders process was renamed to Manage Stakeholder
Expectations, shifting away from the idea of controlling stakeholders and
toward the concept of working with them as partners in ensuring project
success. Interpersonal and management skills like leadership, influencing,
and political/cultural awareness were included as tools for accomplishing
this desired outcome.

Fifth Edition, 2013

The fifth edition of the PMBOK ® Guide brought a major change to the
Project Communications Management Knowledge Area. Stakeholder
Management was separated out into its own knowledge area, in response
to global feedback on the fourth edition regarding the need to expand
stakeholder management concepts and recognize communications man-
agement and stakeholder management as two distinct areas.14 As a result,
the Identify Stakeholders and Manage Stakeholder Expectations processes
were moved to this new knowledge area, reducing the Project Communi-
cations Management Knowledge Area to 22 pages.
The three processes that remained in the communications knowl-
edge area were renamed to eliminate confusion and to focus on three key
elements:

• Plan Communications Management changed little from the fourth

edition.
• Manage Communications (changed from Distribute Information)
added an emphasis on the need to ensure that stakeholders under-
stand project communications and have opportunities for further
information or clarification.
• Control Communications (changed from Report Performance)
emphasized the need for a smooth flow of information among all
stakeholders. This process shifted the focus from simply producing
reports on how the project is progressing, to ensuring that those
reports adequately meet stakeholder needs.
 Introduction 15

Sixth Edition, 2017

In the most recent edition of the PMBOK ® Guide, the Project Com-
munications Management Knowledge Area grew substantially, totaling
35 pages. The first sentence of this section shows the shift in the focus
from process to purpose, indicating that the processes outlined in this
knowledge area are those that are “necessary to ensure that the informa-
tion needs of the project and its stakeholders are met.”15
Several key concepts were added to the introduction, including:

• Key Concepts for Project Communications Management, which pro-

vides definitions, as well as general concepts about how informa-
tion is exchanged and how miscommunication can be avoided.
• Trends and Emerging Practices in Project Communications Manage-
ment, which looks at recent developments such as the inclusion
of stakeholders in project reviews and meetings, and the increas-
ing use of social media and other technology to communicate
in projects.
• Tailoring Considerations, which includes considerations to apply
communication strategies to each unique project.
• Considerations for Agile/Adaptive Environments, which for the first
time calls out unique considerations for agile projects.

These changes continued the trend toward emphasizing the impor-

tance of communication in any project; adapting communication based
on the needs of the project, stakeholders, and changing technology/envi-
ronment; and tying effective project communication to general commu-
nication concepts and best practices.

Where We Are Today

Through its iterative revision process, the PMBOK ® Guide has evolved over
time to reflect the developing understanding of the purpose and impor-
tance of communication to the practice of project management worldwide.
The guide has moved away from being process-oriented and toward ac-
knowledging the important role that communication plays in project suc-
cess. The guide now offers project managers much more information and
16 PROJECT COMMUNICATIONS

knowledge about considerations and proven practices in communication.

While this knowledge is not unique to project management, it is crucial in
achieving the intent of the Project Communications Management Knowl-
edge Area—to ensure that stakeholders’ communication needs are met so
that they support the project’s deliverables and expected outcomes.

Summary
The goal of this book is to encourage you to think more comprehensively
and critically about your project communication, and to view it as much
more than a means to provide information to your stakeholders. We hope
you will come to see that communication is the most critical factor to
project success. In fact, it is how the project succeeds by serving as the link
between the process (project management) and the people (project stake-
holders). By applying the concepts and practices outlined throughout the
book, you can plan, manage, and monitor project communications that
will not only help your projects succeed, but also help ensure satisfied
stakeholders who will contribute toward your positive reputation as an
exceptional project participant, regardless of your project role.
As you read this book, consider tailoring the content and concepts to
your own project communications practices and approaches. Refer back
to the evolution of project communications as you continue to evolve
your own project communications. Where we have been will help guide
the way to where we are going!

Key Questions

1. What successes and challenges have you experienced when communi-

cating on projects?
2. How would you answer this question: If so much has been written
about effective communication in projects, why does ineffective com-
munication continue, risking project success?
3. Now that you have explored the evolution of project communication
through the lens of the PMBOK ® Guide, describe your own journey in
communicating on projects. How has your approach to communicat-
ing on a project evolved over time?
 Introduction 17

Notes
1. Kielty (2018).
2. Project Management Institute (2013), The High Cost of Low Perfor-
mance, pp. 1–6.
3. Dominick et al. (2004), p. 5.
4. Carvalho (2013), p. 54.
5. Ziek and Anderson (2015), p. 788.
6. Project Management Institute (1996), PMBOK® Guide, 1st ed., p. 139.
7. Project Management Institute (1996), PMBOK® Guide, 1st ed., p. 103.
8. Project Management Institute (1996), PMBOK® Guide, 1st ed., p. 103.
9. Project Management Institute (2004), PMBOK® Guide, 3rd ed., p. 221.
10. Project Management Institute (2004), PMBOK® Guide, 3rd ed., p. 224.
11. Project Management Institute (2004), PMBOK® Guide, 3rd ed., p. 221.
12. Project Management Institute (2008), PMBOK® Guide, 4th ed., p. 243.
13. Project Management Institute (2008), PMBOK® Guide, 4th ed., p. 245.
14. Project Management Institute (2013), PMBOK® Guide, 5th ed., p. 469.
15. Project Management Institute (2017), PMBOK® Guide, 6th ed., p. 359.

References
Carvalho, de M. M. 2013. “An Investigation of the Role of Communica-
tion in IT Projects.” International Journal of Operations & Production
Management 34, no. 1, pp. 36–64.
Dominick, P., T. Lechler, and Z. Aronson. 2004. “Project Characteris-
tics and Project Leadership: Understanding Sources of Uncertainty in
Project-Based work.” SATM Current Issues in Technology Management
8, no. 3, pp. 5–7.
Kielty, M. June, 2018. “Robert Trujillo Discusses His Role as Mediator
in Metallica.” Ultimate Classic Rock. https://ultimateclassicrock.com/
metallica-mediator-robert-trujillo/
Project Management Institute. 1996. A Guide to the Project Management
Body of Knowledge. 1st ed. Newtown Square, PA: Project Manage-
ment Institute.
Project Management Institute. 2000. A Guide to the Project Management
Body of Knowledge. 2nd ed. Newtown Square, PA: Project Manage-
ment Institute.
18 PROJECT COMMUNICATIONS

Project Management Institute. 2004. A Guide to the Project Management

Body of Knowledge. 3rd ed. Newtown Square, PA: Project Manage-
ment Institute.
Project Management Institute. 2008. A Guide to the Project Management
Body of Knowledge. 4th ed. Newtown Square, PA: Project Manage-
ment Institute.
Project Management Institute. 2013. A Guide to the Project Management
Body of Knowledge. 5th ed. Newtown Square, PA: Project Manage-
ment Institute.
Project Management Institute. 2017. A Guide to the Project Management
Body of Knowledge. 6th ed. Newtown Square, PA: Project Manage-
ment Institute.
Project Management Institute. 2013. The High Cost of Low Performance:
The Essential Role of Communications. Newtown Square, PA: Project
Management Institute.
Rajkumar, S. 2010. “Art of Communication in Project Management.”
Paper presented at PMI® Research Conference: Defining the Future
of Project Management (Washington, DC). Newtown Square, PA:
Project Management Institute.
Ziek, P., and J. D. Anderson. 2015. “Communication, Dialogue and
Project Management.” International Journal of Managing Projects in
Business 8, no. 4, pp. 788–803.
 Index
ACMP. See Association for Change Conflict
Management Professionals within project team, 144–147
(ACMP) outside project team, 148–152
Action plan, 161, 162 sources of, 142–144
Agile project teams, 6–7, 44, 65, 78, Contemporary Project Management, 57
97, 122, 136, 153 Continuous learner, 58
Association for Change Covey, Stephen R., 29
Management Professionals
(ACMP), 126, 129 Dashboards, 63, 116, 117
Asynchronous communications, DDI. See Development Dimensions
104–105 International (DDI)
Audience design, 33 Development Dimensions
stakeholders, 34–38 International (DDI),
83–84, 87
Brashers, Dale, 24 Drucker, Peter, 90–91
Buelt, Martha, 119
E-mail, 108–109, 185
CCL. See Center for Creative Effective project communications,
Leadership (CCL) 157, 160
Center for Creative Leadership uncertainty and, 25–28
(CCL), 52
Change fatigue, 133 Face-to-face meetings, 116, 118
Change management, 126–135 Feedback, 53
definition of, 126 loop, 92–95
integrating with communications Formal communication, 61–62
plan, 134–135, 159
models, 127–128 Golden circle, 102
and project management,
relationship between, 126–127 Informal communication, 61–62
Change reinforcement, 133–134 Interaction EssentialsSM, 84, 90
Clifton, Donald Dr., 58 Interaction Guidelines, 87
Collaboration software, 107 Interactive
Communication. See also specific methods, 57
communication strategy, 23
definition of, 7 Interpersonal conflict, 142–143, 151
methods, feedback, 53
scaling, for project size, 63–64 Kotter’s eight steps, 127–128
Communication theory. See
Uncertainty management Language, 60–61
theory (UMT); Uncertainty Lessons learned. See Retrospectives
reduction theory (URT) Lewin’s model, 128
190 INDEX

Managing project communications, Project Management Institute (PMI),

82–90 2, 8, 50, 60, 167
Meetings, 184 Project risk, 7
face-to-face, 116, 118 Prosci ADKAR model, 128
outcomes, 118 Pull methods, 57
stand-up, 118 Push methods, 57
Merriam Webster, 119
Milestone schedule, 110–113 Q-tip® (Quit Taking It Personally),
Monitoring project communications, 147
82, 90–95 Quality communication, 26–28
Quantity communication, 26
Nonverbal communication, 52
Reducing uncertainty builds trust,
People-based uncertainties, 21 28–29
Plan communications, 69 Resource guide, 169–171
PMI. See Project Management Retrospectives, 95–96
Institute (PMI) Risk management planning, 149
Presentations/templates, 115–116 Roles/responsibilities, 55
Project communication
basics, 51–61 Sample ground rules, 59, 183–185
definition of, 7 Scaling communications, 63–64
evolution of, 8–16, 167–168 Self-esteem, 84–85
importance of, 2–4 Sender–receiver communication
management plan, 7, 70–76, 82–90 model, 93
matrix, 76–78 Seven, rule of, 56–57
monitoring, 90–95 Social media, 109
tool, 7, 101–122 Stakeholders, 23, 24, 34–38, 58, 63,
Project Communications 83, 158
Management Knowledge change map template, 135
Area, 9–16, 34, 167–168 conflict template, 152
Project documents, 109–115 definition of, 7
Kanban board, 113–115 direction of influence, 36
reports, 109–110 engagement, 37–38
schedule, 110–113 identifying, 35–38
status reports, 113 impact on, 130–131
Project kick-off, 55, 58 persona template, 42–43
Project management register template, 41
and change, relationship between, Stand-up meetings, 118
126–127 Status reports, 113, 184
jargon, 60 Stories, 118–119
value of, 162–163 Synchronous communications,
Project Management Body of 105
Knowledge (PMBOK®
Guide), 5, 8–16, 20, 34, 37, Talents/strengths, 119–121
39, 60, 69, 70, 81, 82, 83, Talkers, 53–54
125, 148, 151, 158, 167, 168 Task conflict, 143
Project Stakeholder Management Team agreement, 58
Knowledge Area of, 35, 151 Team contract. See Team agreement
 INDEX
191

Team operating principles, 58–60 URT. See Uncertainty reduction

Technology, 54, 107–109 theory (URT)
Teleconferencing, 108 Utilize training, 57–58
Tool selection template, 106
Traditional project teams, 7–8, 44, Verbal communication, 52
65, 78, 97, 122, 136, 152 Video conferencing, 107–108
Virtual project teams, 8, 44, 65, 79,
UMT. See Uncertainty management 97, 122, 136, 153
theory (UMT)
Uncertainty management theory W.A.I.T. (Why Am I Talking), 95
(UMT), 8, 19, 21, WIIFM (what’s in it for me), 38–43,
23–25, 158 150, 158
Uncertainty reduction theory (URT), Wooden, John, 55
8, 19, 21, 22–23, 25, 158 Words matter, 51
 OTHER TITLES IN OUR PORTFOLIO AND
PROJECT MANAGEMENT COLLECTION
Timothy Kloppenborg, Editor
• Quantitative Tools of Project Management by David L. Olson
• The People Project Triangle: Balancing Delivery, Business-as-Usual, and People’s Welfare
by Stuart Copeland and Andy Coaton
• How to Fail at Change Management: A Manager’s Guide to the Pitfalls of Managing Change by
James Marion and John Lewis
• Core Concepts of Project Management by David L. Olson
• Projects, Programs, and Portfolios in Strategic Organizational Transformation
by James Jiang and Gary Klein
• Capital Project Management, Volume III: Evolutionary Forces by Robert N. McGrath
• Capital Project Management, Volume II: Capital Project Finance by Robert N. McGrath
• Capital Project Management, Volume I: Capital Project Strategy by Robert N. McGrath
• Executing Global Projects: A Practical Guide to Applying the PMBOK Framework in the Global
Environment by James Marion and Tracey Richardson
• Project Communication from Start to Finish: The Dynamics of Organizational Success
by Geraldine E. Hynes
• The Lost Art of Planning Projects by Louise Worsley and Christopher Worsley
• Project Portfolio Management, Second Edition: A Model for Improved Decision Making
by Clive N. Enoch
• Adaptive Project Planning by Louise Worsley and Christopher Worsley
• Passion, Persistence, and Patience: Key Skills for Achieving Project Success
by Alfonso Bucero
• Leveraging Business Analysis for Project Success, Second Edition by Vicki James
• Project Management Essentials, Second Edition by Kathryn N. Wells and Timothy J. Kloppenborg
• Agile Working and the Digital Workspace: Best Practices for Designing and Implementing
Productivity by John Eary
• Project-Based Learning: How to Approach, Report, Present, and Learn from Course-Long Projects
by Harm-Jan Steenhuis and Lawrence Rowland
• Developing Strengths-Based Project Teams by Martha Buelt and Connie Plowman
• Scrum for Teams: A Guide by Practical Example by Dion Nicolaas

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