1. PROJECT COMUNICATIONS
MANAGEMENT
ÍNDICE
10.1 Identify Stakeholders
10.2 Plan Communications
10.3 Distribute Information
10.4 Manage Stakeholders Expectations
10.5 Report Performance
Roberto A. Rodríguez Pérez

2. .1 STAKEHOLDER ANALYSIS
1. Process of systematically gathering and analyzing quantitative and
qualitative
2. information to determine whose interests should be taken into account
throughout the project.
3. It identifies the interests, expectations, and influence of the
stakeholders and relates them to the purpose of the project.
4. It also helps identify stakeholder relationships that can be leveraged to
build coalitions and potential partnerships to enhance the project’s
10.1.2
chance of success Identify Stakeholders: Tools and
technics

3. STEPS
Step 1: Identify all potential project stakeholders and relevant
information, such as their roles, departments, interests, knowledge
levels, expectations, and influence levels
Identifying other stakeholders is usually done by interviewing
identified stakeholders and expanding the list until all potential
stakeholders are included.
Step 2: Identify the potential impact or support each stakeholder could
generate, and classify them so as to define an approach strategy
Classification models:
1. Power/interest grid, grouping the stakeholders based on their level of authority
Escala de Likert
(“power”) and their level or concern (“interest”) regarding the project outcomes;
2. Power/influence grid, grouping the stakeholders based on their level of authority
(“power”) and their active involvement (“influence”) in the project;
3. Influence/impact grid, grouping the stakeholders based on their active involvement
(“influence”) in the project and their ability to effect changes to the project’s planning
or execution (“impact”); and
4. 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).
10.1.2 Identify Stakeholders: Tools and
technics

4. POWER/INTEREST GRID
10.1.2 Identify Stakeholders: Tools and
technics

5. STEPS
Step 3: Assess how key stakeholders are likely to react or respond in
various situations, in order to plan how to influence them to enhance
their support and mitigate potential negative impacts.
10.1.2 Identify Stakeholders: Tools and
technics

6. .2 EXPERT JUDGMENT
1. Judgment and expertise should be sought from groups or individuals
with specialized training or knowledge on the subject area such as:
i. Senior management,
ii. Other units within the organization, Identified key stakeholders,
iii. Project managers who have worked on projects in the same area
(directly or through lessons learned),
iv. Subject matter experts (SMEs) in business or project area,
v. Industry groups and consultants, and
vi. Professional and technical associations.
Expert judgment can be obtained through individual consultations (one-on-
one meetings,
interviews, etc.) or through a panel format (focus groups, surveys etc).
10.1.2 Identify Stakeholders: Tools and
technics

7. .1 STAKEHOLDER REGISTER
Details related to the identified stakeholders including, but not limited to:
1. Identification information: Name, organizational position, location,
role in the project, contact information;
2. Assessment information: Major requirements, main expectations,
potential influence in the project, phase in the life cycle with the most
interest; and
3. Stakeholder classification: Internal/ external,
supporter/neutral/resistor, etc.
10.1.3 Identify Stakeholders: Outputs

8. .2 STAKEHOLDER MANAGEMENT
STRATEGY
Increase the support and minimize negative impacts of stakeholders. It includes
elements such as:
1. Key stakeholders who can significantly impact the project,
2. Level of participation in the project desired for each identified
stakeholder, and
3. Stakeholder groups and their management (as groups).
A common way of representing the stakeholder management strategy is a
stakeholder analysis matrix.
Back to Index 10.1.3 Identify Stakeholders: Outputs

9. .2 PLAN COMMUNICATIONS

10. .2 PLAN COMMUNICATIONS
.1 Communications Requirements Analysis
Information needs of the project stakeholders.
These requirements are defined by combining the type and format of information
needed with an analysis of the value of that information.
Number of potential communication channels or paths as an indicator of the
complexity of a project’s communications.
n(n-1)/2
Where n represents the number of stakeholders.
10.2.2 Plan Communications: Tools and Techniques

11. .2 PLAN COMMUNICATIONS
Information typically used to determine project communication requirements
includes:
• Organization 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., communicating across organizations),
• External information needs (e.g., communicating with the media, public,
or contractors), and
• Stakeholder information from the stakeholder register and the
stakeholder management strategy.
10.2.2 Plan Communications: Tools and Techniques

12. .2 PLAN COMMUNICATIONS
.2 Communication Technology
Factors that can affect the project include:
• Urgency of the need for information. Is project success dependent
upon having frequently updated information available on a moment’s
notice, or would regularly issued written reports suffice?
• Availability of technology. Are appropriate systems already in place or
do project needs warrant change? For example, do the intended
stakeholder(s) have access to a selected communications technology?
• Expected project staffing. Are the proposed communication systems
compatible with the experience and expertise of the project participants, or
is extensive training and learning required?
• Duration of the project. Is the available technology likely to change
before the project is over?
• Project environment. Does the team meet and operate on a face-to-face
basis or in a virtual environment?
10.2.2 Plan Communications: Tools and Techniques

13. .2 PLAN COMMUNICATIONS
.3 Communication Models
• Encode.
• Medium.
• Noise.
• Decode.
Notas: KM y Ciclo de satisfacción y que tan bien vamos
10.2.2 Plan Communications: Tools and Techniques

14. .2 PLAN COMMUNICATIONS
.4 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, video conferencing, etc.
• Push communication. Sent to specific recipients who need to know the
information. This ensures that the information is distributed but does not certify
that it actually reached or was understood by the intended audience. Push
communication includes letters, memos, reports, emails, faxes, voice mails,
press releases etc.
• Pull communication. Used for very large volumes of information, or for very
large audiences, that requires the recipients to access the communication
content at their own discretion. These methods include intranet sites, e-
learning, and knowledge repositories, etc. The project manager decides,
based on communication requirements, what, how, and when communication
methods are to be used in the project.
10.2.2 Plan Communications: Tools and Techniques

15. .1 Communications Management Plan
The communications management plan can be formal or informal, highly detailed or broadly
framed, and based on the needs of the project. The communications management plan
usually provides:
• 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;
• 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;
• 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;
• F low 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 specific legislation or regulation, technology, and
organizational policies, etc. The communications management plan can also include guidelines and
templates for project status meetings, project team meetings, e-meetings, and e-mail. The use of a
project website and project management software can also be included if they are used in the project.
10.2.2 Plan Communications: Outputs

16. .3 DISTRIBUTE INFORMATION
Process of making relevant information available to project stakeholders.
Effective information distribution includes a number of techniques including:
• Sender-receiver models. Feedback loops and barriers to communication.
• Choice of media. Situation specifics of when to communicate in writing
versus orally, when to write an informal memo versus a formal report, and
when to communicate face-to-face versus by e-mail.
• Writing style. Active versus passive voice, sentence structure, and word
choice.
• Meeting management techniques. Preparing an agenda and dealing with
conflicts.
• Presentation techniques. Body language and design of visual aids.
• Facilitation techniques. Building consensus and overcoming obstacles.

17. .3 DISTRIBUTE INFORMATION
.1 Project Management Plan
.2 Performance Reports
.3 Organizational Process Assets
The organizational process assets (see Section 2.4.3) that can influence
the Distribute Information process include, but are not limited to:
• Policies, procedures, and guidelines regarding information
distribution,
• Templates, and
• Historical information and lessons learned. Note: KM
10.3.1 Distribute Information: Inputs

18. .3 DISTRIBUTE INFORMATION
.1 Communication Methods
Individual and group meetings, video and audio conferences, computer
chats, and other remote communications methods are used to distribute
information.
.2 Information Distribution Tools
Project information can be distributed using a variety of tools, including:
• Hard-copy document distribution, manual filing systems, press
releases, and shared-access electronic databases;
• Electronic communication and conferencing tools, such as e-mail,
fax, voice mail, telephone, video and web conferencing, websites
and web publishing; and
• Electronic tools for project management, such as web interfaces
to scheduling and project management software, meeting and
virtual office support software, portals, and collaborative work
management tools. NOTE: Gmail and CRM
10.3.2 Distribute Information: Tools and Techniques

19. .3 DISTRIBUTE INFORMATION
.1 Organizational Process Assets Updates
• Stakeholder notifications. Information may be provided to
stakeholders about resolved issues, approved changes, and
general project status
• Project reports
• Project presentations
• Project records
• Feedback from stakeholders
• Lessons learned documentation
10.3.3 Distribute Information: Outputs

20. .4 MANAGE STAKEHOLDERS
EXPECTATIONS
Process of communicating and working with stakeholders to meet their
needs and addressing issues as they occur. Involves communication
activities directed toward project stakeholders to influence their
expectations, address concerns, and resolve issues, such as:
• Actively managing to increase the likelihood of project acceptance by
negotiating and influencing their desires to achieve and maintain the
project goals,
• Addressing concerns that have not become issues yet.
• Clarifying and resolving issues.