Created by ejlp12@gmail.

com, June 2010

10 - Project Communication Management

Project Management Training

Project Communication
Management
Monitoring &
Controlling Processes
Planning
Processes

Enter phase/
Start project

Initiating
Processes

Closing
Processes

Exit phase/
End project

Executing
Processes

Process
Knowledge Area

Communication

Initiating

Indentify
Stakeholder

Planning

Plan
Communication

Executing

Distribute Information
Manage Stakeholders Expectations

Monitoring &
Contol

Report
Performance

Closing

Project Communication
Management
Theprocessrequiredtoensuretimelyandappropriategeneration,
collection,distribution,storage,retrieval,andultimatedispositionof
projectinformation.
Projectmanagersspendthemajorityoftheirtimetocommunicate.
Somepotentialdimensionsofcommunicationactivity:

Internalexternal
Formalinformal
Verticalhorizontal
Officialunofficial
Writtenoral
Verbalnon-verbal

10.1 Identify Stakeholder

Theprocessofidentifyingallpeopleororganizationsimpactedbytheproject,
anddocumentingrelevantinformationregardingtheirinterest,involvement,and
impactonprojectsuccess.
Inputs
1. Projectcharter
2. Procurement
documents
3. Enterprise
environmentalfactors
4. Organizationalprocess
assets

Tools &
Techniques
1. Stakeholderanalysis
2. Expertjudgment

Outputs
1. Stakeholderregister
2. Stakeholder
managementstrategy

Stakeholder Analysis
Atechniqueofsystematicallygatheringandanalyzingquantitative&qualitative
informationtodeterminewhoseinterestsshouldbetakenintoaccountthroughout
theproject.
High

Step1:Identifyallpotentialproject
stakeholders and relevant
information
Step2:Identifythepotentialimpactor
supporteachstakeholdercould
generateandclassifythemsoasto
defineanapproachstrategy.

Keep
Satisfie
d

Power

Manage
Closely

Monitor
(Minimum
Effort)

HKeep
Informe
d

Step3:Assesshowkeystakeholder
arelikelytoreact or respond in
varioussituation

Low

Interest

High

Samplegridshowingclassificationmodel

Output of Identify Stakeholder

Stakeholder Register
Name

Role in
Contact
Project
Information

Department/
Supervisor

Company

Impact

Influence

Main expectations

Attitude about
Major requirement
the project

Stakeholder Management Strategy

- Definesanapproachtoincreasethesupportandminimizenegativeimpactsof
stakeholder.
- Theinformationcouldbetoosensitivetobeshared.
- Acommonwayofrepresentingisbyusingastakeholderanalysismatrix.
Stakeholder

Stakeholder interest(s)
in the project

Assessment of impact

Potential strategies for gaining

support or reducing obstacles

10.2 Plan Communication

Theprocessofdeterminingtheprojectstakeholderinformationneedsand
definingacommunicationapproach.
Inputs
1. Stakeholderregister
2. Stakeholder
managementstrategy
3. Enterprise
environmentalfactors
4. Organizationalprocess
assets

Tools &
Techniques
1. Communication
requirementanalysis
2. Communication
technology
3. Communicationmodels
4. Communication
methods

Outputs
1. Communication
managementplan
2. Projectdocument
updates

90% of project managers time is spent

for communication

Communication Requirement
Analysis

Includescommunicatinginalldirections
Customer, sponsor, Functional
managers, and Team Members

Other
Project
Managers

The
Project

Considerthenumberofpotential
communication channels orpaths

Other
Projects

Other
Stakeholders

Determineandlimitwhowillcommunicate Formula:
withwhomandwhowillreceivewhat
information.
N ( N 1)
2

Communication Model
BasicCommunicationModel
Thecomponentsinthemodelneedtobetakenintoaccountwhendiscussingproject
communications.
Thesenderisresponsibleformakinginformationclearandcompletesothatthe
receivercanreceiveitcorrectly,andforconfirmingthatitisproperlyunderstood.
Nois
e

Encode

Sender
Sender

Medi
um

Decode

Encode

Sender
Sender
Decode

Nois
e

Tomakeeffectivecommunication,sender/receiverneedtobeawareofthesefactors:
- Nonverbal:55%ofallcommunicationisnonverbal
- Paralingual:pitchandtoneofvoice
- Effectivelistening

Communication Methods
InteractiveCommunication
Mostefficientwaytoensureacommonunderstanding
E.g.meetings,phonecalls,videoconferencing

PushCommunication
Doesnotcertifythatitreachedorunderstood
E.g.letters,email,pressrelease,faxes,voicemail

Pullcommunication
Usedforverylargeinformationvolumes,verylargeaudiences
E.g.intranetsite,e-learning
Projectmanagercannotcontrolallcommunicationsbutshouldtrytocontrolto
preventmiscommunication,uncleardirections,andscopecreeps.

Communication Management Plan

Sample

SampletakenfromPRINCETONPROJECTMETHODOLOGY-PROJECTCOMMUNICATIONPLAN(rev.10/03/03)

10.3 Distribute Information

Theprocessofmakingrelevantinformationavailabletoprojectstakeholders
asplanned.

Inputs
1. Projectmanagement
plan
2. Performancereports
3. Organizationalprocess
assets

Tools &
Techniques
1. Communication
methods
2. Informationdistribution
tools

Outputs
1. Organizationalprocess
assetsupdates

Make sure the information are received,

effective and efficient.

10.4 Manage Stakeholder

Expectations
Theprocessofcommunicatingandworkingwithstakeholderstomeettheir
needsandaddressingissuesastheyoccur.
Inputs
1. Stakeholderregister
2. Stakeholder
managementstrategy
3. Projectmanagement
plan
4. Issuelog
5. Organizationalprocess
assets

Tools &
Techniques
1. Communication
methods
2. Interpersonalskills
3. Managementskills

Outputs
1. Organizationalprocess
assetsupdates
2. Changerequests
3. Projectmanagement
planupdates
4. Projectdocument
updates

Managing Stakeholder Expectations

Activelymanagingtheexpectationofstakeholders.
Increasethelikelihoodofprojectacceptancebynegotiating.
Influencingtheirdesiretoachieve&maintainprojectgoals.

Addressingconcernsthathavenotbecomeissuesyet
(anticipation).
Clarifyingandresolvingissuesthathavebeenidentified.

10.5 Report Performance

Theprocessofmakingrelevantinformationavailabletoprojectstakeholders
asplanned.
Inputs
1. Projectmanagement
2.
3.
4.
5.
6.
7.

plan
Qualitymetrics
Qualitychecklist
Workperformance
measurements
Approvedchange
requests
Deliverables
Organizationalprocess
assets

Tools &
Techniques
1. Causeandeffect
diagrams
2. Controlcharts
3. Flowcharting
4. Histogram
5. Paretochart
6. Runchart
7. Scatterdiagram
8. Statisticalsampling
9. Inspection
10.Approvedchange
requestsreviews

Outputs
1. Qualitycontrol
2.
3.
4.
5.
6.
7.

measurements
Validatedchanges
Validateddeliverables
Organizationalprocess
updates
Changerequests
Projectmanagement
planupdates
Projectdocument
updates

Report must be truthful and not hide

what is really going on.

BACKUP SLIDES

Exercise
Situation
Updatingtheprojectplan
Presentationstomanagement
Tryingtosolveacomplexproblem

CommunicationType
FormalWritten
FormalVerbal
FormalWritten
InformalWritten

Makingnotesregardingatelephoneconversation

FormalWritten

Makingchangestoacontact

InformalVerbal

Informingateammemberofpoorperformance(firstnotice)

FormalWritten
InformalWritten

Informingateammemberofpoorperformance(secondnotice)

FormalWritten

Schedulingameeting

InformalVerbal

Clarifyingaworkpackage
Requestingadditionalresources
Tryingtodiscovertherootcauseofaproblem
Sendinganemailtoaskforclarificationofanissue
Table taken from PMP Exam Prep 6th Edition, Rita Mulcahy.

Holdingamilestoneparty

InformalVerbal
InformalWritten
InformalVerbal
FormalVerbal

PM Skills
Interpersonal skills

Leadership
Teambuilding
Motivation
Communication
Influencing
Decisionmaking
Political&culturalawareness
Management
skills
Negotiation
Presentationskills
Etc.
Negotiation
Writingskill
Publicspeaking
Etc.

Effective Meeting
Planorpreparethemeeting
Setatime/scheduleanddeterminetheparticipants.
Haveaclearpurposeforeachmeeting&communicateitintheinvitation.
Createtheagendaanddistributeitinadvance.

Sticktotheplan(discipline)
Beginontime,endontime.
Introducethemoderatorandstipulatewhowillkeeptheminutes.
Endeveryagendawithasummaryandconsensusoftheparticipants.

Goodfollow-up
Sendtheminutesshowingtheresultalongwiththetodolist.
Getfeedbackfromtheparticipants.
Monitorthestatusofallactionitems.

Next topic:
11-Project Risk Management

Thank You