Project Communications Management

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Project
Management
Professional
PMP
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Communications
management
keeping
everybody in the loop
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Project Management Process Group

and Knowledge Area Mapping
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The 3 Project Communications

Management Processes
Plan Communications Management
The process of developing an appropriate approach and plan

for project communications based on stakeholders
information needs and requirements, and available
organizational assets
Manage Communications
The process of creating, collecting, distributing, storing,

retrieving and the ultimate disposition of project information in
accordance with the communications management plan.
Control Communications
The process of monitoring and controlling communications

throughout the entire project life cycle to ensure the information
needs of the project stakeholders are met.
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Project Communications
Management Overview
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Communication Activities
Involved
Internal (within the project) and external (customer,

vendors, other projects, organizations, the public);
Formal (reports, minutes, briefings) and informal
(emails, memos, ad-hoc discussions);
Vertical (up and down the organization) and
horizontal (with peers);
Official (newsletters, annual report) and unofficial
(off the record communications); and
Written and oral, and verbal (voice inflections) and
nonverbal (body language).
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Common Communication Skills Used
Listening actively and effectively;

Questioning and probing ideas and situations to ensure better understanding;
Educating to increase teams knowledge so that they can be more effective;
Fact-finding to identify or confirm information;
Setting and managing expectations;
Persuading a person, a team, or an organization to perform an action;
Sequential requests: Where one thing leads to another.
Using repetition: The same thing repeated.
The Art of Being Right
Motivating to provide encouragement or reassurance;

Coaching to improve performance and achieve desired results;
Negotiating to achieve mutually acceptable agreements between parties;
Resolving conflict to prevent disruptive impacts; and
Summarizing, recapping, and identifying the next steps.
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1. Plan Communications
Management
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Considerations that need to be

ANSWERED
Who needs what information, and who is
authorized to access that information;
When they will need the information;
Where the information should be stored;
What format the information should be stored in;
How the information can be retrieved; and
Whether time zone, language barriers, and crosscultural considerations need to be taken into
account.
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Plan Communications Management:

Inputs, Tools & Techniques, and Outputs
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Plan Communications Management: INPUTS
Project Management Plan

Stakeholder Register
Stakeholder Management Strategy

Stakeholder Analysis Models
Power/interest grid, grouping the stakeholders based on their level of authority (power) and
their level or concern (interest)
Power/influence grid, grouping the stakeholders based on their level of authority (power) and
their active involvement (influence)
Influence/impact grid, grouping the stakeholders based on their active involvement (influence)
and their ability to effect changes to the projects planning or execution (impact)
Salience model, describing classes of stakeholders based on their power (ability to impose their
will), urgency (need for immediate attention), and legitimacy (their involvement is appropriate).
Enterprise Environmental Factors
Knowing the way your company runs should help you to find the people who will be impacted by your
project.
Organizational Process Assets
Lessons learned and historical information are of particular importance because they can provide
insights on both the decisions taken regarding communications issues and the results of those
decisions in previous similar projects.
These can be used as guiding information to plan the communication activities for the current
project.
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The Stakeholder Register

[ Templates:
Analysis, Register ]
Group: Its useful to group stakeholders together, because
stakeholders in a particular group tend to have similar needs

and project interests.
Goals are what someone needs to get out of your project,
while expectations are what they think will actually
happen.
Concerns allows you to address problem areas & helps
you turn a negative stakeholder into an advocate!
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The Stakeholder Management Strategy
Buy-in means a stakeholder throws his support

behind your project
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Tools and Techniques
Communication Requirements Analysis
Determine the communications need of project

stakeholders
work from an organization chart to avoid omitting a key stakeholder.

ask for major stakeholder input.
Evaluate any constraints and assumptions
to determine their possible impact on communication planning.
Determine the appropriate communications

technologies
analyze the availability of technology systems.

Evaluate the expected project staff to identify their knowledge of and
access to proposed technology.
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Communication Requirements Analysis
Sources of Information
Organizational charts;
Project organization and stakeholder responsibility
relationships;
Disciplines, departments, and specialties involved in the project;
Logistics of how many persons will be involved with the project
and at which locations;
Internal information needs (e.g., when communicating within
organizations);
External information needs (e.g., when communicating with the
media, public, or contractors); and
Stakeholder information and communication requirements from
within the stakeholder register.
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Communication Technology - Factors affecting

the choice of communication technology
Urgency of the need for information. There is a need to consider the urgency,
frequency, and format of the information to be communicated as they may vary from
project to project and also within different stages of a project.
Availability of technology. There is a need to ensure that the technology that is
required to facilitate communication is compatible, available, and accessible for all
stakeholders throughout the life of the project.
Ease of Use. There is a need to ensure that the choice of communication
technologies is suitable for project participants and that appropriate training events are
planned for, where appropriate.
Project environment. There is a need to determine if the team will meet and
operate on a face-to-face basis or in a virtual environment; whether they will be located
in one or multiple time zones; whether they will use multiple languages for
communication; and finally, whether there are any other project environmental factors,
such as culture, which may affect communications.
Sensitivity and confidentiality of the information. There is a need to
determine if the information to be communicated is sensitive or confidential and
whether or not additional security measures need to be taken. Also, the most
appropriate way to communicate the information should be considered
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Communication Methods
Interactive communication. Between two or more parties
performing a multidirectional exchange of information. It is the most

efficient way to ensure a common understanding by all participants on
specified topics, and includes meetings, phone calls, instant messaging,
video conferencing, etc.
Push communication. Sent to specific recipients who need to
receive the information. This ensures that the information is distributed but
does not ensure that it actually reached or was understood by the intended
audience. Push communications include letters, memos, reports, emails,
faxes, voice mails, blogs, press releases, etc.
Pull communication. Used for very large volumes of information,

or for very large audiences, and requires the recipients to access the
communication content at their own discretion. These methods include
intranet sites, e-learning, lessons learned databases, knowledge
repositories, etc.
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Meetings - Composition
Minutes of meeting [Progress-Review-Meeting-Template]

Defined list of issues to be discussed
Other information documented specifically for the
meeting
Concerned stakeholders and members
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Outputs
1. Communications Management Plan Contents
Stakeholder communication requirements;

Information to be communicated, including language, format, content,
and level of detail;
Reason for the distribution of that information;
Time frame and frequency for the distribution of required information
and receipt of acknowledgment or response, if applicable;
Person responsible for communicating the information;
Person responsible for authorizing release of confidential information;
Person or groups who will receive the information;
Methods or technologies used to convey the information, such as
memos, e-mail, and/or press releases;
Resources allocated for communication activities, including time and
budget;
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Outputs
1. Communications Management Plan [sample]

- Contents
Escalation process identifying time frames and the management chain

(names) for escalation of issues that cannot be resolved at a lower staff
level;
Method for updating and refining the communications management plan
as the project progresses and develops;
Glossary of common terminology;
Flow charts of the information flow in the project, workflows with
possible sequence of authorization, list of reports, and meeting plans,
etc.; and
Communication constraints usually derived from a specific legislation or
regulation, technology, and organizational policies, etc.
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Outputs
2. Project Documents Updates
Project schedule, and

Stakeholder register.
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2. Manage Communications
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Data Flow Diagram
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Techniques and considerations for effective

communications management
Sender-receiver models. Incorporating feedback loops to provide
opportunities for interaction/participation and remove barriers to communication.

Choice of media. Situation specifics as to when to communicate in writing
versus orally, when to prepare an informal memo versus a formal report, and
when to communicate face to face versus by e-mail.
Writing style. Appropriate use of active versus passive voice, sentence
structure, and word choice.
Meeting management techniques. Preparing an agenda and dealing
with conflicts.
Presentation techniques. Awareness of the impact of body language and
design of visual aids.
Facilitation techniques. Building consensus and overcoming obstacles.
Listening techniques. Listening actively (acknowledging, clarifying, and
confirming understanding) and removal of barriers that adversely affect
comprehension.
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2. Manage Communications:
Inputs
Communications Management Plan
Work Performance Reports

Work performance reports are a collection of project performance and status
information that may be used to facilitate discussion and to create
communications.
To optimize this process, it is important that reports be comprehensive, accurate,
and available in a timely manner
Enterprise Environmental Factors
Specific enterprise environmental factors that can influence the Manage
Communications process include, but are not limited to:
Organizational culture and structure,

Government or industry standards and regulations, and
Project management information system.
Organizational process assets that can influence the Manage Communications

process include:
Policies, procedures, processes, and guidelines regarding communications
management;
Templates; and
Historical information and lessons learned.
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Communication Technology
Communication Models
Communication Methods
Information Management Systems
Hard-copy document management: letters, memos, reports, and press releases;

Electronic communications management : e-mail, fax, voice mail, telephone,
video and web conferencing, websites, and web publishing; and
Electronic project management tools : web interfaces to scheduling and project
management software, meeting and virtual office support software, portals, and
collaborative work management tools
Performance Reporting
Analysis of past performance,

Analysis of project forecasts (including time and cost),
Current status of risks and issues,
Work completed during the period,
Work to be completed in the next period,
Summary of changes approved in the period, and
Other relevant information, which is reviewed and discussed.
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Outputs
performance reports
deliverables status
schedule progress
cost incurred
Monthly status report
Project Management Plan Updates
The project management plan provides information on

project baselines, communications management, and
stakeholder management.
Each of these areas may require updates based upon
the current performance of the project against the
performance measurement baseline (PMB).
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Outputs
Project Documents Updates

Issue log
Project schedule
Project funding requirements.
Organizational Process Assets Updates
Stakeholder notifications. Information may be provided to
stakeholders about resolved issues, approved changes, and general

project status.
Project reports. Formal and informal project reports describe
project status and include lessons learned, issue logs, project
closure reports, and outputs from other Knowledge Areas.
Project presentations. The project team provides information
formally or informally to any or all of the project stakeholders. The
information and presentation method should be relevant to the
needs of the audience.
Project records. Project records may include correspondence,
memos, meeting minutes, and other documents describing the
project
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Outputs
Feedback from stakeholders. Information received from
stakeholders concerning project operations is distributed and used to

modify or improve future performance of the project.
Lessons learned documentation. Documentation

includes the causes of issues, reasoning behind the
corrective action chosen, and other types of lessons
learned about communications management. Lessons
learned need to be documented and distributed so that it
becomes part of the historical database for both the
project and the performing organization.
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3. Control Communications
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Control Communications Data Flow Diagram
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Inputs
1.
2.
Project Management Plan
Stakeholder communication requirements,

Reason for the distribution of the information,
Timeframe and frequency for the distribution of required
information,
Individual or group responsible for communication of the
information, and
Individual or group receiving the information.
The Control Communications process involves the activities

that are required for information and communications to be
monitored, acted upon, and released to stakeholders. Project
communications may include:
Deliverables status,
Schedule progress, and
Costs incurred.
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Inputs
3.
4.
Issue Log
An issue log is used to document and monitor the

resolution of issues. It may be used to facilitate
communication and ensure a common understanding of
issues.
A written log documents and helps to monitor who is
responsible for resolving specific issues by a target date.
Issue resolution addresses obstacles that can block the
team from achieving its goals
Work Performance Data
3. Work performance data organizes and summarizes the

information gathered, and presents the results of
comparative analysis to the performance measurement
baseline.
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Inputs
3.
The organizational process assets that may influence the

Control Communications process include:
3.Report templates;
4.Policies, standards, and procedures that define
communications;
5.Specific communication technologies available;
6.Allowed communication media;
7.Record retention policies; and
8.Security requirements.
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3. Control Communications:
1.
2.
Information Management Systems
provides a set of standard tools for the project manager to

capture, store, and distribute information to stakeholders
about the projects costs, schedule progress, and
performance.
Expert Judgment
Expert judgment may need to be applied to technical and/or

management details and may be provided by any group or
individual with specialized knowledge or training, such as:
Other units within the organization,

Consultants,
Stakeholders, including customers or sponsors,
Professional and technical associations,
Industry groups,
Subject matter experts, and
Project management office (PMO).
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3.
4.
Issues Management
Meetings
Discussions and dialogues are commonly facilitated

through meetings, which may be conducted face to face
or online and in different locations, such as the project
site or the clients site.
Project meetings also include discussions and dialog with
suppliers, vendors, and other project stakeholders.
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Outputs
1.
2.
Work Performance Information/Measurements.
Work performance information organizes and summarizes the

performance data gathered.
Change Requests
These change requests are processed through the Perform

Integrated Change Control process and may result in:
New or revised cost estimates, activity sequences, schedule dates,

resource requirements, and analysis of risk response alternatives;
Adjustments to the project management plan and documents;
Recommendations of corrective actions that may bring the expected
future performance of the project back in line with the project
management plan; and
Recommendations of preventive actions that may reduce the probability
of incurring future negative project performance.
Project Management Plan Updates
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Outputs
4.
Project documents may be updated as a result of the

Control Communications process. These updates may
include:
Forecasts
Performance reports
Tools used: Earned Value Management - EVM
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Outputs
4.
Project documents may be updated as a result of the

Control Communications process. These updates may
include:
Forecasts
Performance reports
Tools used: Earned Value Management - EVM
Issue log
5.
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Q&A
Review Questions

Project Communications Management

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Slide 1

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A Free sample background from www.awesomebackgrounds.com

Project Management Process Group

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The 3 Project Communications

Plan Communications Management

The process of developing an appropriate approach and plan

The process of creating, collecting, distributing, storing,

The process of monitoring and controlling communications

A Free sample background from www.awesomebackgrounds.com

A Free sample background from www.awesomebackgrounds.com

Internal (within the project) and external (customer,

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Common Communication Skills Used

Listening actively and effectively;

Motivating to provide encouragement or reassurance;

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A Free sample background from www.awesomebackgrounds.com

Considerations that need to be

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Plan Communications Management:

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Plan Communications Management: INPUTS

Project Management Plan

Stakeholder Management Strategy

Enterprise Environmental Factors

Organizational Process Assets

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The Stakeholder Register

Group: Its useful to group stakeholders together, because

stakeholders in a particular group tend to have similar needs

The Stakeholder Management Strategy

Buy-in means a stakeholder throws his support

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Plan Communications Management:

Determine the communications need of project

work from an organization chart to avoid omitting a key stakeholder.

Evaluate any constraints and assumptions

to determine their possible impact on communication planning.

Determine the appropriate communications

analyze the availability of technology systems.

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Plan Communications Management:

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Plan Communications Management:

Communication Technology - Factors affecting

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Plan Communications Management:

Interactive communication. Between two or more parties

performing a multidirectional exchange of information. It is the most

Push communication. Sent to specific recipients who need to

Pull communication. Used for very large volumes of information,

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Plan Communications Management:

Minutes of meeting [Progress-Review-Meeting-Template]

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Plan Communications Management:

Stakeholder communication requirements;

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Plan Communications Management:

1. Communications Management Plan [sample]

Escalation process identifying time frames and the management chain

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