The document provides an overview of project communication management. It discusses identifying stakeholders, planning communication, distributing information, managing stakeholder expectations, and reporting performance. Some key points: - Project managers spend most of their time communicating to identify stakeholders, plan how and what to communicate, distribute information, manage expectations, and report on project performance. - Identifying stakeholders involves analyzing their interests, impacts, and developing a management strategy. The output is a stakeholder register and management plan. - Planning communication analyzes requirements and defines an approach. The output is a communication management plan. - Distributing information shares relevant details as planned. Managing expectations addresses concerns and resolves issues. - Reporting performance provides

1. 10 - Project Communication Management
Project Management Training
Created by ejlp12@gmail.com, June 2010

2. Project Communication Management
Knowledge Area
Process
Initiating Planning Executing
Monitoring &
Contol
Closing
Communication
Indentify
Stakeholder
Plan
Communication
Distribute Information
Manage Stakeholders -
Expectations
Report
Performance
Enter phase/
Start project
Exit phase/
End project
Initiating
Processes
Closing
Processes
Planning
Processes
Executing
Processes
Monitoring &
Controlling Processes

3. Project Communication Management
• The process required to ensure timely and appropriate generation,
collection, distribution, storage, retrieval, and ultimate disposition of
project information.
• Project managers spend the majority of their time to communicate.
• Some potential dimensions of communication activity:
– Internal – external
– Formal – informal
– Vertical – horizontal
– Official – unofficial
– Written – oral
– Verbal –non-verbal

4. 10.1 Identify Stakeholder
• The process of identifying all people or organizations impacted by the project,
and documenting relevant information regarding their interest, involvement, and
impact on project success.
Inputs
1. Project charter
2. Procurement
documents
3. Enterprise
environmental factors
4. Organizational process
assets
Tools &
Techniques
1. Stakeholder analysis
2. Expert judgment
Outputs
1. Stakeholder register
2. Stakeholder
management strategy

5. Stakeholder Analysis
• A technique of systematically gathering and analyzing quantitative & qualitative
information to determine whose interests should be taken into account throughout
the project.
• Step 1: Identify all potential project
stakeholders and relevant
information
• Step 2: Identify the potential impact or
support each stakeholder could
generate and classify them so as to
define an approach strategy.
• Step 3: Assess how key stakeholder
are likely to react or respond in
various situation Sample grid showing classification model
Keep
Satisfied
Manage
Closely
Keep
Informed
Monitor
(Minimum Effort)
Interest
Power
Low High
High
• A
• B
• C
• D
• E
• F
• G
• H

6. Output of Identify Stakeholder
• Stakeholder Register
Stakeholder Stakeholder interest(s) in
the project
Assessment of impact Potential strategies for gaining
support or reducing obstacles
Name
Contact
Information
Role in
Project
Department/
Supervisor
Company Impact Influence Main expectations
Attitude about
the project
Major requirement
• Stakeholder Management Strategy
- Defines an approach to increase the support and minimize negative impacts of
stakeholder.
- The information could be too sensitive to be shared.
- A common way of representing is by using a stakeholder analysis matrix.

7. 10.2 Plan Communication
• The process of determining the project stakeholder information needs and
defining a communication approach.
Inputs
1. Stakeholder register
2. Stakeholder
management strategy
3. Enterprise
environmental factors
4. Organizational process
assets
Tools &
Techniques
1. Communication
requirement analysis
2. Communication
technology
3. Communication models
4. Communication
methods
Outputs
1. Communication
management plan
2. Project document
updates
90% of project manager’stime is spent for communication

8. Communication Requirement Analysis
• Includes communicating in all directions
• Determine and limit who will communicate
with whom and who will receive what
information.
Customer, sponsor, Functional
managers, and Team Members
Other
Project
Managers
Other
Projects
Other
Stakeholders
The
Project
2
)1( NN
• Consider the number of potential
communication channels or paths
• Formula:

9. Communication Model
• Basic Communication Model
– The components in the model need to be taken into account when discussing project
communications.
– The sender is responsible for making information clear and complete so that the
receiver can receive it correctly, and for confirming that it is properly understood.
SenderSender
Encode
Decode
Encode
Decode
Noise
Noise
Mediu
m
• To make effective communication, sender/receiver need to be aware of these factors:
- Nonverbal: 55% of all communication is nonverbal
- Paralingual: pitch and tone of voice
- Effective listening

10. Communication Methods
• Interactive Communication
– Most efficient way to ensure a common understanding
– E.g. meetings, phone calls, video conferencing
• Push Communication
– Does not certify that it reached or understood
– E.g. letters, email, press release, faxes, voice mail
• Pull communication
– Used for very large information volumes, very large audiences
– E.g. intranet site, e-learning
Project manager cannot control all communications but should try to control to
prevent miscommunication, unclear directions, and scope creeps.

11. Communication Management Plan
Sample
Sample taken from PRINCETON PROJECT METHODOLOGY - PROJECT COMMUNICATION PLAN (rev. 10/03/03)

12. 10.3 Distribute Information
• The process of making relevant information available to project stakeholders
as planned.
Inputs
1. Project management
plan
2. Performance reports
3. Organizational process
assets
Tools &
Techniques
1. Communication
methods
2. Information distribution
tools
Outputs
1. Organizational process
assets updates
Make surethe information arereceived, effective and efficient.

13. 10.4 Manage Stakeholder Expectations
• The process of communicating and working with stakeholders to meet their
needs and addressing issues as they occur.
Inputs
1. Stakeholder register
2. Stakeholder
management strategy
3. Project management
plan
4. Issue log
5. Organizational process
assets
Tools &
Techniques
1. Communication
methods
2. Interpersonal skills
3. Management skills
Outputs
1. Organizational process
assets updates
2. Change requests
3. Project management
plan updates
4. Project document
updates

14. Managing Stakeholder Expectations
• Actively managing the expectation of stakeholders.
– Increase the likelihood of project acceptance by negotiating.
– Influencing their desire to achieve & maintain project goals.
• Addressing concerns that have not become issues yet
(anticipation).
• Clarifying and resolving issues that have been identified.

15. 10.5 Report Performance
• The process of making relevant information available to project stakeholders
as planned.
Inputs
1. Project management
plan
2. Quality metrics
3. Quality checklist
4. Work performance
measurements
5. Approved change
requests
6. Deliverables
7. Organizational process
assets
Tools &
Techniques
1. Cause and effect
diagrams
2. Control charts
3. Flowcharting
4. Histogram
5. Pareto chart
6. Run chart
7. Scatter diagram
8. Statistical sampling
9. Inspection
10.Approved change
request s reviews
Outputs
1. Quality control
measurements
2. Validated changes
3. Validated deliverables
4. Organizational process
updates
5. Change requests
6. Project management
plan updates
7. Project document
updates
Report must betruthfuland not hide what is really going on.

16. BACKUP SLIDES

17. Exercise
Situation Communication Type
Updating the project plan
Presentations to management
Trying to solve a complex problem
Making notes regarding a telephone conversation
Making changes to a contact
Informing a team member of poor performance (first notice)
Informing a team member of poor performance (second notice)
Scheduling a meeting
Clarifying a work package
Requesting additional resources
Trying to discover the root cause of a problem
Sending an email to ask for clarification of an issue
Holding a milestone party
Conducting a bidder conference
Formal Written
Formal Verbal
Formal Written
Informal Written
Formal Written
Informal Verbal
Formal Written
Informal Written
Formal Written
Informal Verbal
Informal Verbal
Informal Written
Informal Verbal
Formal Verbal
Table taken from PMP Exam Prep 6th Edition, Rita Mulcahy.

18. PM Skills
• Interpersonal skills
• Management skills
• Presentation skills
• Negotiation
• Writing skill
• Public speaking
• Etc.
• Leadership
• Team building
• Motivation
• Communication
• Influencing
• Decision making
• Political & cultural awareness
• Negotiation
• Etc.

19. Effective Meeting
• Plan or prepare the meeting
– Set a time/schedule and determine the participants.
– Have a clear purpose for each meeting & communicate it in the invitation.
– Create the agenda and distribute it in advance.
• Stick to the plan (discipline)
– Begin on time, end on time.
– Introduce the moderator and stipulate who will keep the minutes.
– End every agenda with a summary and consensus of the participants.
• Good follow-up
– Send the minutes showing the result along with the to do list.
– Get feedback from the participants.
– Monitor the status of all action items.

20. Thank You
Next topic:
11-Project Risk Management