This document discusses effective communication strategies for project management. It covers communication planning, key audiences, methods of communication, and barriers to effective communication. The document emphasizes understanding stakeholder needs, distributing information in a timely manner, and using various channels like meetings, listening skills, and email appropriately. Overall, the document provides guidance on developing strong communication practices to support project goals and stakeholder relationships.

1. MSc Project Management
MANG6311 Stakeholder Communication
Dr. Ian Cammack
i.j.cammack@soton.ac.uk

2. Learning Objectives
 Understand the importance of good communications in projects.
 Explain the elements of project communications planning.
 Recognize the importance of good communications management
for stakeholder relationships and for resolving issues.
 List various methods for improving project communications, such
as managing conflicts, running effective meetings, using e-mail and
other technologies effectively, and using templates.

3. Communication Planning Understand the
communication needs of the
stakeholders
Information Distribution Making information available
in a timely fashion
Performance Reporting Collecting & distributing
performance information
(status reports etc.)
Managing stakeholders Managing communication
flows to satisfy the needs of
stakeholders
Burke & Barron (2007) p.35

4. Types of Communication
Formal
Written
Letters, emails, faxes, memos, minutes, drawings,
specifications, reports
Informal
written
Instant messaging, text, blogs, twitter / weibo, (group)
wiki’s
Formal verbal Presentations, reviews, meetings, briefings, phone calls,
Informal
Verbal
Casual discussions, networking events
Nonverbal [Rich Pictures, Graphic facilitation, Personal
Presentation] Body language

6. Key Documents
• Project Mandate / Statement of Requirements
• Feasibility Report
• Project Plan
• Project Risk Plan
• Communications Plan
• Change Request(s)
• Project Close-out Report
• Lessons Learnt Report
Some templates are available at this site:
http://www.prince-officialsite.com/Resources/Resources.aspx

7. Communications Plan
[Project Name]
Communications Plan
Prepared by [name]
[date]
Contents
Document History ......................................................................................................2
Document Location.......................................................................................................................... 2
Revision History............................................................................................................................... 2
Approvals......................................................................................................................................... 2
Distribution ...................................................................................................................................... 2
1. Objectives of the project.........................................................................................3
2. Communications objectives, principles and key messages ....................................3
3. Key Audiences .......................................................................................................4
4. Key Messages .......................................................................................................5
5. Communicators ...............................................................................................6
6. Methods of Communication....................................................................................6
7. Communication Activities.................................................................................8
8. Evaluating Success................................................................................................8
Stakeholder Sensitivities InformationNeeds Media WhoDelivers Timing Feedback
Whattopics/issuesis
thisstakeholder
particularlyinterested
in?(e.g.Salespersonnel
-sensitivetoextra
bureaucracy)
Howistheinformation
goingtobedelivered?
E.g.Tescosendsout
messagesindifferent
formatstoproject/
corestaff
Whoistherightperson
todeliverthemessage?
Important.Tooearly
mayresultinquestions
thatarenotresolved.
Toolateanditis
alreadyknowningossip
Howwillweknowifthe
messagehasbeen
understood?
Templates for
Communication
Plans

8. Schramm’s model of communication
Source: http://coloursoflife16.blogspot.co.uk/2007_07_01_archive.html
Downloaded 20th August 2014
FilteringFiltering

9. Field of Experience / Filter
• Language:
• Culture:
• Semantics: the receiver interprets the message based on their
understanding of the meaning of the words used.
• Knowledge base: the receiver utilises a different knowledge base on
which to interpret the message.
• Implication: the interpretation of the message based on assumptions.
Some of the common areas that cause filtering are:

10. Causes of Filtering
• Ethics: E.g. sender may consider honesty less important than
upsetting people when reporting what happened.
• Reputation: E.g. sender has a reputation for exageration.
• Organisational status: the role and position that the sender and
receiver have in the organisation may influence interpretation of the
message.
• Emotional factors: the emotional loading of the words used may
differ significantly. For example the interpretation of a comment
such as “it’s a mess”.
• Situational factors: the current mindset of the receiver.
E.g. they may be distracted by some personal issue.

11. Personal Preferences Affect Communication
Needs
 Introverts like more private communications, while extroverts like to
discuss things in public.
 Intuitive people like to understand the big picture, while sensing people
need step-by-step details.
 Thinkers want to know the logic behind decisions, while feeling people
want to know how something affects them personally.
 Judging people are driven to meet deadlines while perceiving people
need more help in developing and following plans.

12. Non Verbal
Hand Gestures Facial Expressions
Body Language
Eye Contact

13. Distributing Information in an Effective and
Timely Manner
 Don’t bury crucial information.
 Don’t be afraid to report bad information.
 Oral communication via meetings and informal talks helps bring
important information—good and bad—out into the open.

15. Barriers to Communication
• Playing power games: where communication is politically
motivated.
• Withholding information: for example a cover-up of an error or
omission.
• Management by memo: instructions via memo rather than face to
face.
• Absence of communication channels: some recipients may not
have access to the channel of communication that was assumed
by the sender. For example email may be unavailable when out of
the workplace.
• Spatial separation: geographical separation can
influence the extent and quality of communication

16. Barriers to communication
16
• Emotional sensitivity: for example the receiver may be particularly
sensitive to criticism.
• Hidden agendas: where the person may be influencing for an
undisclosed reason.
• Background noise: the level of background noise can impede effective
communication. The large number of emails now being sent is one type
of background noise that impedes its use as an effective communication
tool.
• Prejudices: personal prejudices and beliefs about types of people can
impact the effectiveness of communication.

17. Conveying messages effectively
• Be clear and concise
• Avoid using jargon
• Don’t brain dump - summarise
• Explain first and finish with instructions of what
you want the receiver to do
• Don’t waffle - stick to the point
• Don’t confuse several messages in one - keep it
simple
• If stating what to do and not to do finish with the
do statement

18. Running Effective Meetings
 Determine if a meeting can be avoided.
 Define the purpose and intended outcome of the meeting.
 Determine who should attend the meeting.
 Provide an agenda to participants before the meeting.
 Prepare handouts and visual aids, and make logistical arrangements
ahead of time.
 Run the meeting professionally.
 Build relationships.

19. Listening
Listening is a key component of communicating.
A distinction is made between hearing and listening. True listening involves
understanding.
Good listening skills are of major importance in managing projects.
The project manager needs to hear and understand the needs of the sponsor,
team and stakeholders to be able to produce the best results for the project in the
most effective way.

20. Listening techniques
• Develop an appreciation of why we need to listen better.
• Do less talking and stop internally preparing the next thing to say while the
other person is talking.
• Show you are listening – pay attention to the speaker, make supportive sounds
and gestures.
• Ask yourself if you have really understood what has been said.
• Paraphrase back what they have said or take notes (depending on the context).

21. Listening techniques (cont.)…
• Openness: be open in your communication style, show interest and curiosity.
• Focus: ignore distractions.
• Empathy: show an understanding of their situation, thoughts and feelings.
• Positive intentions: maintain a positive mindset to what you hear, avoid reacting
negatively or criticising.
• Problem solving orientation: keep the focus on how to resolve or help the
situation rather than on blame. Manage your emotional response and avoid
confrontation.

22. Using E-Mail Effectively
 Make sure that e-mail is an appropriate medium for what you want to
communicate.
 Be sure to send the e-mail to the right people.
 Use meaningful subject lines.
 Limit the content to one main subject, and be as clear and concise as possible.

23. Using E-Mail Effectively (cont’d)
 Limit the number and size of attachments.
 Delete e-mail you don’t need, and don’t open e-mail if you question the
source.
 Make sure your virus software is current.
 Respond to and file e-mails quickly.
 Learn how to use important features.