Project Communication

Management
Definition
Communication Management is a groups of

processes required to ensure timely and appropriate

development, collection, dissemination, storage, and
ultimately, disposition of project information.

Processes
There are following four processes which are part of

Project Communication Management.

Communications Planning
Information Distribution

Performance Reporting
Manage Stakeholders
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Communications Planning
Determining the information and communications

needs of the stakeholders. It includes to identify the

following:
Who needs what information
When they will need it

How it will be given to them

Communications Planning process is a part of "Project

Planning Phase".
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(1) Communications Planning Inputs

(1.1) Enterprise Environmental Factors
(1.2) Organizational Process Assets

(1.3) Project Scope Statement: The project scope

statement provides a documented basis for future

project decisions and for confirming a common
knowledge of project scope among the stakeholders.
Stakeholder analysis is completed as part of the Scope
Definition process.
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 (1.4) Project Management Plan: The project

management plan provides background information about

the project, including dates and constraints that may be
relevant to Communications Planning.
Constraints: Factors that limit project team's options.
Examples of constraints include team members situated in
different geographic locations, incompatible
communication software versions, or limited
communications technical capabilities.
Assumptions : Specific assumptions that affect
Communications Planning will depend upon the particular
project..
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(2) Communications Planning Tools & Techniques

(2.1) Communications Requirements Analysis :

The analysis of the communications requirements

results in the sum of the information needs of the
project stakeholders. The project manager should
consider the number of potential communication
channels or paths as an indicator of the complexity of a
project's communications.

 The total number of communication channels is n(n-

1)/2, where n = number of stakeholders. Thus, a project

with 10 stakeholders has 45 potential communication
channels.

 (2.2) Communications Technology: The

methodologies used to transfer information among

project stakeholders can vary significantly.
Communications technology factors that can affect the
project include:

 The urgency of the need for information

The availability of technology
The expected project staffing
The length of the project
The project environment
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(3) Communications Planning Output

(3.1) Communication management plan: The

communications management plan can also include

guidelines for project status meetings, project team
meetings, e-meetings, and e-mail. It provides
following
Stakeholder communication requirements
Person or groups who will receive the information

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 Methods or technologies used to convey the

information, such as memoranda, e-mail, and/or

press releases
Frequency of the communication, such as weekly
Collection and filing structure: Methods used to

gather, update, and store various types of information.

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 Distribution structure : Specifies to whom

information will flow and what method will be used to

distribute various types of information.
Description of information to be distributed:

Includes format, content, level of detail, and

convention and definitions to be used.
Production schedules : It shows when each type of

communication will be produced.

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 Methods for accessing information between

scheduled communications.
Updation Method: A method for updating and

refining the communications management plan as the

project progresses and develops.

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Information Distribution
Information distribution is making needed

information available to project stakeholders in a

timely manner.
This is implementation of the communications

management plan.
Information Distribution process is a part of "Project

execution Phase".
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(1) Information Distribution Input

(1.1) Communications Management Plan

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(2) Information Distribution Tools & Technology

(2.1) Communications skills: Skills for exchanging

information.
Communication has many dimensions:
Written, oral, listening, and speaking
Internal and external communication

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 Formal reports, briefings and informal memos, ad hoc

conversations
Vertically, up and down the organization, and

horizontally, with peers.

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 (2.2) Information Gathering and Retrieval

Systems : Manual filing systems, databases, project

management software.
(2.3) Information-distribution systems : Methods

such as project meetings, hard-copy document

distribution, shared access to project databases, fax,
electronic mail, voice mail, and video conferencing.

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 (2.4) Lessons Learned Process: Project managers

have a professional obligation to conduct lessons

learned sessions for all projects with key internal and
external stakeholders, particularly if the project
yielded less than desirable results.

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(3) Information Distribution Outputs

(3.1) Organizational Process Assets updates: It

includes following:

Lessons learned documentation.: Documentation

includes the causes of issues, reasoning behind the

corrective action chosen, and other types of lessons
learned about Information Distribution.

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 Project records : Organized storage and maintenance

of correspondence, memos, reports, and documents

describing the project.
Project reports : Formal reports showing status or

issues.
Project presentations : Information provided to the

project stakeholders as required.

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 Feedback from stakeholders: Information received

from stakeholders concerning project operations can

be distributed and used to modify or improve future
performance of the project.
Stakeholder notifications: Information may be

provided to stakeholders about resolved issues,

approved changes, and general project status.

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 (3.2) Requested Changes: Changes to the

Information Distribution process should trigger

changes to the project management plan and the
communications management plan.

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Performance Reporting
Collecting and disseminating performance information.

Keep stakeholders informed how resources are used on the

project.

Performance Reporting includes

Status reporting, progress measurement, and forecasting.
Provides information on scope, schedule, cost, and quality,

and possibly on risk and procurement.

Performance Reporting process is a part of "Project

Controlling Phase".

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(1) Performance Reporting - Input

(1.1) Work Performance Information: Work

performance information on the completion status of

the deliverables and what has been accomplished is
collected as part of project execution, and is fed into
the Performance Reporting process.
(1.2) Performance Measurements

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 (1.3) Forecasted Completion

(1.4) Quality Control Measurements
(1.5) Project Management Plan: The project

management plan provides baseline information.

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 (1.3) Forecasted Completion

(1.4) Quality Control Measurements
(1.5) Project Management Plan: The project

management plan provides baseline information.

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 (2) Performance Reporting - Tools & Techniques

(2.1) Information Presentation Tools: Software

packages that include table reporting, spreadsheet

analysis, presentations, or graphic capabilities can be
used to create presentation-quality images of project
performance data.
(2.2) Performance Information Gathering and

Compilation
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 (2.3) Status Review Meetings: Status review

meetings are regularly scheduled events to exchange

information about the project.
(2.4) Time Reporting Systems: Time reporting

systems record and provide time expended for the

project.
(2.5) Cost Reporting Systems: Cost reporting

systems record and provide the cost expended for the

project.
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(3) Performance Reporting Outputs

(3.1) Performance report : Organizes and

summarizes the information gathered and presents

the results.
(3.2) Forecasts: Forecasts are updated and reissued

based on work performance information provided as

the project is executed.

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 (3.3) Requested Changes: Requests for changes to some

aspect of the project. Handled by the change control

processes.
(3.4) Recommended Corrective Actions
(3.5) Organizational Process Assets updates: Lessons

learned documentation includes the causes of issues,

reasoning behind the
corrective action chosen, and other types of lessons learned
about performance reporting.
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Manage Stakeholders
Stakeholder management refers to managing

communications to satisfy the needs of, and resolve

issues with, project stakeholders. The project manager
is usually responsible for stakeholder management.
Manage Stakeholders process is a part of "Project

Controlling Phase".

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(1) Manage Stakeholders Inputs

(1.1) Communications Management Plan: Stakeholder

requirements and expectations provide an understanding

of stakeholder
goals, objectives, and level of communication during the
project. The needs and expectations are identified,
analyzed, and documented in the communications
management plan
(1.2) Organizational Process Assets: As project issues

arise, the project manager should address and resolve them

with the appropriate project stakeholders.
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(2) Manage Stakeholders - Tools &

Techniques
(2.1) Communications Methods: The methods of

communications identified for each stakeholder in the

communications management plan are utilized during
stakeholder management. Face-to-face meetings are
the most effective means for communicating and
resolving issues with stakeholders. When face-to-face
meetings are not warranted or practical then
telephone calls, electronic mail, and other electronic
tools are useful for exchanging information and
dialoguing.

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 (2.2) Issue Logs: An issue is clarified and stated in a

way that it can be resolved. An owner is assigned and a

target date is usually established for closure.
Unresolved issues can be a major source of conflict
and project delays.

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(3) Manage Stakeholders Outputs

(3.1) Resolved Issues: As stakeholder requirements are

identified and resolved, the issues log will document concerns

that have been addressed and closed.

(3.2) Approved Change Requests: Approved change requests

include stakeholder issue status changes in the staffing

management plan, which are necessary to reflect changes to how
communications with stakeholders will occur.

(3.3) Approved Corrective Actions: Approved corrective

actions include changes that bring the expected future

performance of the project in line with the project management
plan.
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 (3.4) Organizational Process Assets updates

(3.5) Project Management Plan updates: The

project management plan is updated to reflect the

changes made to the communications plan.

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Last Moment Revision:

Active Listening: The receiver confirms that she is

listening, confirms agreement and asks for clarification if

required,

Administrative Closure: Generating, gathering, and

disseminating information to formalize phase or project

completion.

Channels of communication:

Upward communication (vertically or diagonally): For higher

management

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 Downward communication (vertically or diagonally):

For higher management

Lateral communication (horizontally): For peers

Communications Planning: Determining the

information and communications needs of the

project stakeholders. This includes who needs it,

when they will need it, and how it will be given to
them.
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 Information Distribution: Making needed information

available to project stakeholders in a timely manner.

Communication Blockers:

Noise

Distance

Improper encoding of messages

Saying "that is a bad idea"

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 Hostility

Language

Culture

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Communication Methods:
Formal Verbal: Presentation, speeches.

Informal Verbal: Meetings, Conversations

Non-Verbal: Encoding a message without using words.

Usually done through body language. Total Message Impact =

Words (7%) + Vocal tones (38%) + Facial expressions (55%)

Formal Written: Project Plan, Project charter, Specifications

Informal Written: Memos, Email, Notes.

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 Effective Listening: Watching the speaker to pick up

physical gestures and facial expressions, thinking

about what you want to say before responding, asking
questions, repeating and providing feedback.
Filtering : A phenomenon that occurs when a large

portion of the message is lost in vertical/horizontal

communication.
Noise: Anything that interferes with the transmission

and understanding of the message (e.g., distance).

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 Paralingual: means the pitch and tone of your voice. This

also helps to convey a message.

Memos, emails are examples of non-formal

communication.

Reports, Metrics are example of formal communication.

Approximately 70-90% of project manager's time is spend

communicating.

PM's spend ~50% of their time in meetings.

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 Three basic elements of interpersonal

communication:

The sender (or encoder) of the message.

The signal or the message.

The receiver (or decoder) of the message.

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 Number of communication channel will be calculated

using formula n*(n-1)/2 where n is the number of

people involved in the communication. So if there are
ten stakeholders in a project, there are 10*9/2 = 45
channels of communication.

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