PMP_Project Communication Management

PPROJECTROJECT CCOMMUNICATIONSOMMUNICATIONS
MMANAGEMENTANAGEMENT
Hisham Haridy, PMP, PMI-RMP
February 2016

The processes that are required to ensure timely and appropriate planning,
collection, creation, distribution, storage, retrieval, management, control,
monitoring, and the ultimate disposition of project information.
Communications Management
Plan Communications
Management
Manage Communications Control Communications
Determining the information
and communication needs
for the stakeholders.
Who needs, what
information, when they will
need it, and how it will be
given to them.
Making the project
information in accordance
with the communications
management plan.
Ensure the information
needs of the project
stakeholders are met.
PROJECT COMMUNICATIONS MANAGEMENT February 2016

Communication involves the exchange of information:
The sender is responsible of making the information clear unambiguous and complete, to
receiver.
The receiver has to ensure that the information received in understood and correctly
understood
Communication Model
COMMUNICATION MANAGEMNTCOMMUNICATION MANAGEMNT

Communication Barriers
Noisy space.
Visual distractions.
Distance.
Tiredness.
Culture.
Language.
Encoding messages badly.
Encoding messages badly.
Sender uses emotionally charged words or statements.
Sender speaks too slow or too much.
Information overload.
Improving Communications
Make the Message Relevant for the Receiver
Reduce the Message to Its Simplest Terms
Organize the Message into a Series of Stages
Repeat the Key Points

Communication Dimensions
Internal (within the project) and external (customer, other projects, the media,
the public).
Formal (reports, memos, briefings) and informal (emails, ad-hoc discussions).
Vertical (up and down the organization) and horizontal (with peers).
Vertical (up and down the organization) and horizontal (with peers).
Official (newsletters, annual report) and unofficial (off the record
communications).
Written and oral.
Verbal and non-verbal (voice inflections, body language).

Communication Skills
Listening actively and effectively,
Questioning, probing ideas and situations to ensure better understanding,
Educating to increase team’s knowledge so that they can be more effective,
Fact-finding to identify or confirm information,
Fact-finding to identify or confirm information,
Setting and managing expectations,
Persuading a person or organization to perform an action,
Negotiating to achieve mutually acceptable agreements between parties,
Resolving conflict to prevent disruptive impacts, and
Summarizing, recapping, and identifying the next steps.

Communication Forms
Forms Characteristics Example
Written
Formal
Precise
Transmitted through
the medium of
correspondence
Project Charter, Scope Statement, Project
Plan, WBS, project status.
Complex issues
Contract related communication
Written Email, Notes, Memos, LettersWritten
Informal
Email, Notes, Memos, Letters
Regular communication with team members
Oral Formal High Degree of
Flexibility
Use the medium of
personal contact, group
meetings or telephone
Presentations, speeches.
Negotiations, conflict resolution
Oral Informal Conversation with team members
Project Meetings
Break-room or war-room conversations
Non-verbal 55% of total
communication
Facial expressions, hand movements, tone of
voice while speaking etc.

Improving Listening
Don’t Interrupt
Put the Speaker at Ease
Appear Interested
Cut Out Distractions
Cut Out Distractions
Periodically Sum Up What Was Said
Attention!
80% of time is spent in communicating.
50% of communicating time is spent listening.
Most people recall 50% of what they hear immediately after.
After two months 25% is recalled

Inputs
Tools and
Techniques
Outputs
Plan Communications Management
“The process of developing an appropriate approach and plan for project
communications based on stakeholder’s information needs and requirements,
and available organizational assets”
Techniques
1. Project management plan
2. Stakeholder register
3. Enterprise environmental
factors
4. Organizational process
assets
1. Communication
requirements analysis
2. Communication technology
3. Communication models
4. Communication methods
5. Meetings
1. Communications
management plan
2. Project document updates
The key benefit of this process is that it identifies and documents the approach to communicate most
effectively and efficiently with stakeholders

INPUTSINPUTS
1. Project Management Plan
The project management plan provides information on how the project will be
executed, monitored, controlled, and closed
2. Stakeholder Register
The stakeholder register provides the information needed to plan the
communication with project stakeholders.
For example, the stakeholder register may contain;
Identification information: Name, organizational position, location, role in the
project, contact information;
Assessment information: Major requirements, main expectations, potential
influence in the project, phase in the life cycle with the most interest; and
Stakeholder classification: Internal/external, supporter/neutral/resistor, etc.

INPUTSINPUTS
3. Enterprise Environmental Factors
The structure of an organization will have a major effect on the project’s
communication requirements.
All enterprise environmental factors are used as inputs for this process since
communication must be adapted to the project environment.
4. 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.

TOOLS AND TECHNIQUESTOOLS AND TECHNIQUES
1. Communication requirements analysis
Communications occur internally and externally to the core project &
vertically (up and down the levels of the organization], and horizontally
(among peers).
The goal of this technique is to identify which stakeholders should receive
project communications, what communications they should receive, how
they should receive these communications, and how often they should receivethey should receive these communications, and how often they should receive
them.
The analysis of the communication requirements determines the 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.
Project resources should be expended only on communicating information that
contributes to the success of the project or where a lack of communication can
lead to failure.

Communication Channels
The number of communication links can actually be calculated by the formula:
Channels = [N X (N - 1)] / 2
N = the number of people on the project
For example, if there are Four persons on a project team and it is necessary
for them to communicate with each other, how many communications
channels are there?channels are there?
Channels = [4 X (4 - 1)] / 2
= 12 / 2
= 6

Sources of information typically used to identify and define project
communication requirements include, but are not limited to:
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;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.

Technology is a tool, and the right tool should be selected for a given
communications need.
The technology should be tailored to the need.
Factors that can affect the choice of communication technology include:
Urgency of the need for information: immediacy of need for information.
Availability of technology: compatible, available, and accessible for allAvailability of technology: compatible, available, and accessible for all
stakeholders.
Ease for use: Suitable for project participants.
Project environment: Team meet and operate, located in one or multiple
time zones, use multiple languages for communication, or culture.
Sensitivity and confidentiality of the information: The most appropriate
way to communicate the information should be considered.
Expected project staffing and length of project can affect as well.

The key components of the model include:
Encode: To translate thoughts or ideas into a language that is understood
by others.
Message and feedback-message: The output of encoding.
Medium: The method used to convey the message.
Noise: Anything that interferes with the transmission and understanding of
the message (e.g., distance, unfamiliar technology, lack of backgroundthe message (e.g., distance, unfamiliar technology, lack of background
information).
Decode: To translate the message back into meaningful thoughts or ideas.

Effective Communication:
The sender should encode a message carefully, determine which communication
method to use to send it, and confirm that the message is understood.
When encoding the message, the sender needs to be aware of the following
communication factors:
Nonverbal About 55 % of all communication is nonverbal (i.e., based on
physical mannerisms). Therefore, most of what is communicated is nonverbal.
Paralingual Pitch and tone of voice also help to convey a message (aboutParalingual Pitch and tone of voice also help to convey a message (about
38% of all communication).
Effective Listening
The receiver should decode the message carefully and confirm the message is
understood.
This includes watching the speaker to pick up physical gestures and facial
expressions, thinking about what to say before responding, and using active
listening, in which the receiver confirms he or she is listening, expresses
agreement or disagreement, or asks for clarification.

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 know the
information. This ensures that the information is distributed but does not certifyinformation. 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 internet sites, e-learning,
and knowledge repositories, lessons learned databases, etc.

5. Meetings
The Plan Communications Management process requires discussion and dialogue
with the project team to determine the most appropriate way to update and
communicate project information, and to respond to requests from various
stakeholders for that information.
There are several types of project-related meetings where project
communications may occur.communications may occur.
Typical meetings begin with a defined list of issues to be discussed, which are
circulated in advance with minutes and other information documented specifically
for the meeting.
This information is then disseminated to other appropriate stakeholders on an
as-needed basis.

OUTPUTSOUTPUTS
1. Communications management plan
Document that provides
Collection and filing structure that details what methods will be used together and store
various types of information.
Distribution structure that details to whom information will flow, and what methods will
be used to distribute various types of information.
Description of the information to be distributed, including format, content, level of detail,
and conventions/definitions to be used.and conventions/definitions to be used.
Production schedules showing when each production will be produced.
Methods of accessing information between scheduled communications.
Method of updating and refining the communications management plan as project
progresses and develops.
Communication management plan is formal or informal, highly detailed or
broadly framed – based on needs of the project.

OUTPUTSOUTPUTS
2. Project document updates
Project schedule,
Stakeholder register.

Manage Communications
“The process of creating, collecting, distributing, storing, retrieving, and the
ultimate disposition of project information in accordance to the communications
management plan”
Inputs
Tools and
Techniques
Outputs
1. Communications
management plan
2. Work performance reports
3. Enterprise environmental
factors
assets
4. Information management
systems
5. Performance reporting
1. Project Communications
updates
3. Project documents updates
assets Updates
The key benefit of this process is that it enables an efficient and effective communications flow between
project stakeholders

Techniques and considerations for effective communications management
include:
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.
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.

INPUTSINPUTS
1. Communications Management Plan
The communications management plan describes how project communications will
be planned, structured, monitored, and controlled.
2. 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.communications.
To optimize this process, it is important that reports be comprehensive, accurate,
and available in a timely manner.
3. Enterprise Environmental Factors
Organizational culture and structure,
Government or industry standards and regulations, and
Project management information system.

INPUTSINPUTS
4. Organizational Process Assets
Policies, procedures, processes, and guidelines regarding communications
management;
Templates; and
Historical information and lessons learned.

1. Communication Technology
The focus is to ensure that the choice is appropriate for the information that is
being communicated.
2. Communication Models
The focus is to ensure that the choice of the communication model is appropriate
for the project that is undertaken and that any barriers (noise) are identified andfor the project that is undertaken and that any barriers (noise) are identified and
managed.
3. Communication Methods
The focus is to ensure that the information that has been created and distributed
has been received and understood to enable response and feedback.

4. Information Management Systems
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.mail, telephone, video and web conferencing, websites and web publishing.
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.

5. Performance Reporting
Performance reporting is the act of collecting and distributing performance
information, including status reports, progress measurements, and forecasts.
Performance reporting involves the periodic collection and analysis of baseline
versus actual data to understand and communicate the project progress and
performance as well as to forecast the project results.
A simple status report might show performance information, such as percentA simple status report might show performance information, such as percent
complete or status dashboards for each area (i.e., scope, schedule, cost, and
quality).
More elaborate reports may include:
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.

OUTPUTSOUTPUTS
1. Project Communications
The Manage Communications process involves the activities that are required for
information to be created, distributed, received, acknowledged, and understood.
Project communications may include but are not limited to: performance reports,
deliverables status, schedule progress, and cost incurred.
2. Project Management Plan Updates
The project management plan provides information on project baselines,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).
3. Project Documents Updates
Issue log,
Project schedule, and
Project funding requirements.

OUTPUTSOUTPUTS
4. 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, issues logs, project closure reports, and outputs from other
Knowledge Areas.
Project presentations: The project team provides information formally or informallyProject 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 can include correspondence, memos, meeting
minutes, and other documents describing the project. This information should, to the
extent possible and appropriate, be maintained in an organized manner. Project team
members can also maintain records in a project notebook or register, which could be
physical or electronic.

OUTPUTSOUTPUTS
Feedback from stakeholders: Information received from stakeholders concerning
project operations can be 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 information distribution. Lessons learned are documented and
distributed so that they become part of the historical database for both the
project and the performing organization.

Inputs
Tools and
Techniques
Outputs
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”
2. Project communications
3. Issue log
4. Work performance data
assets
1. Information management
systems
2. Expert judgment
3. Meetings
1. Work performance
information
2. Change requests
updates
4. Project documents updates
assets updates
The key benefit of this process is that it ensures an optimal information flow among all communication
participants, at any moment in time

INPUTSINPUTS
1. 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.
2. Project Communications2. Project Communications
Deliverables status,
Schedule progress, and
Costs incurred.
3. Issue Log
An issue log or action item log can be used to document and monitor the resolution
of issues.
It can be used to facilitate communication and ensure a common understanding of
issues.

INPUTSINPUTS
4. Work Performance Data
Work performance data organizes and summarizes the information gathered, and
presents the results of comparative analysis to the performance measurement
baseline.
5. Organizational process assets
Report templates;
Policies, standards, and procedures that define communications;
Specific communication technologies available;
Allowed communication media;
Record retention policies; and
Security requirements.

1. Information Management Systems
An information management system provides a set of standard tools for the
project manager to capture, store, and distribute information to stakeholders about
the project’s costs, schedule progress, and performance.
Some software packages allow the project manager to consolidate reports from
several systems and facilitate report distribution to the project stakeholders.several systems and facilitate report distribution to the project stakeholders.
Examples of distribution formats may include table reporting, spreadsheet analysis,
and presentations.
Graphic capabilities can be used to create visual representations of project
performance information.

2. Expert Judgment
Expert judgment is often relied upon by the project team to assess the impact of
the project communications, need for action or intervention, actions that should be
taken, responsibility for taking such actions, and the timeframe for taking action.
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.training.
3. Meetings
The Control Communications process requires discussion and dialogue with the
project team to determine the most appropriate way to update and communicate
project performance, and to respond to requests from stakeholders for information.
These discussions and dialogues are commonly facilitated through meetings.
Project meetings also include discussions and dialog with suppliers, vendors, and
other project stakeholders.

OUTPUTSOUTPUTS
1. Work Performance Information
Work performance information organizes and summarizes the performance data
gathered.
This performance data typically provides status and progress information on the
project at the level of detail required by the various stakeholders.
This information is then communicated to the appropriate stakeholders.
2. Change requests2. Change requests
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.

OUTPUTSOUTPUTS
3. Project Management Plan Updates
Control Communications process may trigger updates to the communications
management plan as well as other components of the project management plan
(e.g. stakeholders and human resource management plans).
4. Project Documents Updates
Forecasts,
Performance reports, andPerformance reports, and
Issue log.
5. Organizational process assets updates
Report formats and lessons learned documentation.
This documentation may become part of the historical database for both this
project and the performing organization and may include the causes of issues,
reasons behind the corrective action chosen, and other types of lessons learned
during the project.

Refreshments
Q1: Extensive use of - communication is most likely to aid in solving complex problems.
A. Verbal
B. Written
C. Formal
D. Nonverbal
Q2: Communications under a contract should tend toward:
A. Formal written communication.
B. Formal verbal communication.
C. Informal written communication.
D. Informal verbal communication.

Refreshments
Q3: Communication is the key to the success of a project. As the project manager, you have
three stakeholders with whom you need to communicate. As such, you have six channels of
communication. A new stakeholder has been added that you also need to communicate with.
How many communications channels do you have now?
A. 7
B. 10B. 10
C. 12
D. 16

Refreshments
Q4: Stakeholders can be identified in which project management process groups?
A. Initiating, planning, executing, monitoring and controlling, and closing
B. Initiating and planning
C. Planning and monitoring and controlling
D. Monitoring and controlling and closing

Refreshments
Q5: The project has 13 team members and affects over 15 departments in the
organization. Because the project is 20 percent complete to date and the team has had
successful performance reports from five of the affected departments, the project
manager holds a party to celebrate. The project manager invites key stakeholders from
all of the departments to the party, in order to give those providing good reviews an
informal opportunity to communicate good things to those departments that have not
yet been affected by the project.
At the party, the project manager walks around to try to discover any relevant
information that would help the project be more successful. He happens to hear a
manager of one of the departments talking about setting up more regular meetings on
the project.the project.
The BEST thing for the project manager to do would be to FIRST:
A. Record the effectiveness of the party in the project lessons learned.
B. Review the information distribution methods on the project.
C. Hold a meeting of all the stakeholders to discuss their concerns.
D. Make sure the manager has a copy of the communications management plan so he is
reminded that such concerns should be sent to the project manager.

THANK YOU

PMP_Project Communication Management

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