COMMUNICATIONS MANAGEMENT

Purpose
To prepare and implement an approach for the management of project
communications.
Overview
Communications – Fundamental To The Success Of All Projects
Communications are fundamental to the success of all projects.
Within the Project Office Methodology, Stakeholder Management phase
should be considered together with Communications Management phase as:
Stakeholder Management phase is used to identify individuals and groups
affected by and capable of influencing the project outputs and business
outcomes; and
Communications Management phase is used to derive the Communications
Strategy and Plan that focuses upon communicating with all of these
identified relevant parties in the most appropriate fashion.
The objective is to prepare and implement an approach for the management
of project communications to:
Reduce resistance to the project;
Build acceptance of the project objectives and goals; and
Assist with benefits realisation.
Quite often problems arise in realising the benefits from a project as all of
the relevant parties have not been identified and are appropriately involved in a
project from its inception.
Successful project delivery requires the effective planning, creation and
implementation of appropriate communications to those who are impacted by
the project or can have an impact upon it. Well planned and effectively
executed communications activities can reduce resistance to the project, build
acceptance of the project objectives and goals and assist with benefits
realisation.
 A Communications Strategy is developed that defines the overall objectives,
key messages, media, principles, key stakeholder groups and style of project
communications. The strategy provides a framework for informing and
obtaining feedback from the various project stakeholders about the project
activities and their impact through establishing an efficient and effective flow
of communications. The strategy provides a means through which the
commitment and involvement of the stakeholders can be built and maintained.
The Communications Strategy should recognize the complexity of the
communications process and the connections between the desired level of a
communication’s impact, the media used and leadership involvement as
depicted below in Figure I1.

Figure I1:
Communications Process Complexities
Easy What How Who/Media

Difficult
Sharing information Conduct product updates, E-mails, Web site,
share documents. Newsletter

Explaining meaning Communicate vision and Leadership

Business Case, leadership presentations and
Message. story telling.

Decreasing resistance Listen to concerns, manage Feedback channels,

expectations Communications
Room

Building participation Maintain on-going dialogue, Team briefing,

motivate participation one-to-one
meetings
 Assuring lasting effect Transfer skills and Implementation
ownership workshops, team
development and
training

A Communications Plan is prepared that defines the specific activities

required to implement the overall Communications Strategy at every phase of
the project.
The plan is implemented and managed throughout the life of the project.
Summary.
Inputs Project Information
Project Organisation
Chart Stakeholder Management Forms
Project Plans
Communications Feedback

Tasks Define the Communications Strategy and Plan

Implement and Manage the Communications Strategy and Plan.

Interim work Communications System Requirements

products

Phase deliverables Communications Strategy.

Communications System
Communications Plan.
Project Communications

Reference Communications Strategy Matrix.

materials Some Communications Vehicles Options.

Communications Management Phase.

Define the Communications Strategy and Plan.
Purpose.
To define the project communications strategy and plan.
Overview.
The Communications Strategy addresses the issues of:
Whom to communicate;
Why to communicate;
What to communicate;
How to communicate;
When to communicate; and
Responsibilities for each aspect.
The Communications Strategy identifies two types of communication with
key internal and external stakeholders and the wider user community-pre-
planned communications through project-specific vehicles and additional
event-driven communications.
Strategy issues to consider may include:
Determining when and how to use internal or external communications experts;
Defining responsibilities for the creation and authorisation of the content of
communications;
Developing management commitment to the timely communication of
information and decisions to employees and customers;
Developing appropriately timed messages to be delivered during the life of the
project;
Creating flexible, adaptable communications systems that provide for different
types of information to be communicated at different times, for different
 audiences;
Creating multi-directional communications systems that encourage a free flow
of ideas, shared learning and employee involvement;
Combining technology, systems and techniques to build an effective
communications infrastructure; and
Surveying employees and customers for feedback on their questions, concerns
and the effectiveness of the communications strategy.
Determine The Organisation’s Current Communications
Responsibilities And Processes.
Determine the organisation’s current responsibilities for different
types of communications.
Some organisations may have Marketing, Communications or Public
Relations departments (or equivalents) with responsibilities for internal
and/or external formal communications and some of the project
communications may need to use these channels. The Human Resources
Management Department may be responsible for different aspects of
internal communications.
Determine any existing communications processes or systems within
the organisation that the project communications may use (e.g., weekly
newsletters delivered through an intranet).
Define Each Of The Target Audiences.
Define each of the target audiences to determine who should receive
communications.
From Stakeholder Management phase (using information from the
Stakeholder Management Forms, where prepared) and from the
project organisation structure roles and responsibilities, obtain the list of
key stakeholders both internal and external to the organisation.
Define other target audiences that may include:
Members of the wider user community;
Customers, suppliers and trading partners;
Regulators;
 The wider business community; or
The media (e.g., newspapers, trade magazines, television).
After identifying the target audiences, derive and document:
What needs to be communicated to each audience;
The objective of each type of communication; and
The timing and frequency for each communication.
Determine The Types Of Communication Required For Each Target
Audience.
Determine the types of communication required to meet the needs of
each target audience. Types of communications may include:
Project updates;
Business Case information;
Leadership messages;
Decisions;
Organisational changes;
New ideas;
Success stories; and
Lessons learned.
Input from Project Monitoring and Reporting phase may provide
assistance with this step.
Communications Principles
Some communications principles to ensure high value
communications may include:
Interactive - Promotes two-way communications employing stakeholder
feedback as an important tool to continuously improve
communications;
Timely and Meaningful - Informs future users about behavioural,
process, system and personnel changes as changes occur;
Frequent - Necessary to inform employees on a periodic basis about how
their jobs may be affected under a new organisational structure and
vision;
 Multidimensional - Upward communications may be required for the
purpose of providing status, key milestones, feedback and to relay
problems that require higher level attention. Horizontal or lateral
communications may be necessary within or across work groups for
the purpose of saving time and facilitating co-ordination;
Consistent - Communications across all stakeholder groups may consist
of similar messages that contain open and honest information that
does not vary by stakeholder group;
Preparation-Communications may be used to manage stakeholder
expectations and keep them informed of impending changes and
impacts; and
Reinforcement - Communications should build upon previous messages
and reinforce important changes, impacts and messages.
Determine The Means To Prepare And Deliver Each Communication.
Determine the means to prepare and deliver each communication.
Drivers may include:
Level of immediacy (e.g., at a moment’s notice versus a monthly
newsletter);
Availability of existing communications channels; and
Duration of the project.
Alternatives may include:
Verbal Electronic Written

Presentations/ briefing Personal e-mail to identified Mail outs of important

sessions stakeholders Documentation.
Networking facilitation Internet/ intranet including: Advertising
Staff meetings Online Forums Pamphlets and brochures
Seminars/workshops Fact Sheets Information in newsletters
Stakeholder consultation Newsletter Press releases
Events Sharing of ongoing project
Launches planning by internal and
Social gatherings external stakeholders
Visitation programs Video-conferencing
 Further information is contained in Appendix 2 - Some
Communications Vehicles Options.
Define Responsibilities To Create And Manage Communications.
For each communication, define the responsibilities for:
Contributing to and authoring the content;
Reviewing and approving the content; and
Issuing the communication.
Other responsibilities may include:
Monitoring communications-related changes to the Stakeholder
Management Forms and project roles and responsibilities;
Updating and managing the communications plan;
Creating communication standards;
Developing, managing and maintaining information repositories (e.g.,
websites) that contain communications data or content;
Creating and managing communications special events such as
leadership presentations, promotions for end-users and road shows;
Designing, creating and managing newsletters;
Managing the overall delivery plans to ensure that the project
communications do not conflict with other communications or
organisational events;
Creating and managing feedback processes; and
Facilitating creation of the overall project logo and theme.
Determine the effort required to create and deliver each communication.
Summarise the effort required and ensure that the effort required is
related to the value and importance of each communication.
Determine The Means To Be Used To Collect Feedback For Each Type
Of Communication.
Determine the means to be used to collect feedback for each type of
communication.
Feedback mechanisms may be used to determine whether the message
contained within each communication is being understood and to gather
 audience reactions.
It may be possible to build feedback mechanisms into the
communications distribution means that are to be used e.g., listening and
responding to reactions generated in a staff meeting or monitoring the
number of responses that an advertisement generates.
Determine The Performance Measures For Each Type Of
Communication.
Determine the performance measures for each type of communication.
Set targets and measure performance for both the communications
process (e.g., deliver each message to each audience three times) and the
results (e.g., people are using the new hotline number mentioned in the
video, newsletter and CEO's speech).
Prepare a Communications Strategy.
Prepare a Communications Strategy that includes for each
communication such items as:
Khalayak;
Pesan;
Medium;
Language;
Contributors/authors;
Timing, frequency and effort;
Responsibilities;
Feedback mechanism; and
Performance measures.
Use the Communications Strategy Matrix to document this
information. A sample completed Communications Strategy Matrix is
shown in Figure I2.
A sample Communications Strategy Matrix is contained in Appendix 1.
Complete a structured walk-through of the Communications Strategy.
Complete a structured walk-through of the Communications Strategy.
Make any changes as necessary.
Determine Any System Requirements To Create And Deliver Each
Communication.
Determine the system requirements for each type of communication
which may include:
Features;
Functionality such as types and nature of access required, reporting
needs;
Volumes of records and space requirements;
Security;
Interfaces; and
Technology alternatives.
If a database is to be used, consideration of the record keys necessary
to organise and view the issues by originator, by project task, by priority,
by due date or by similar requirement may be required.
Document the system requirements and design for each type of
communication.
Create Communications Plan.
Create a Communications Plan that contains all of the steps to
implement and maintain the Communications Strategy which may
include:
Defining project events and milestones;
Preparing the communications content, preparation and issue schedule;
Preparing the content and obtaining approval for each communication;
Completing distribution;
Periodically evaluating the effectiveness of the communications; and
Making changes to the Communications Strategy, as necessary.
Collate all of the various communications items and prepare the
Communications Plan.
Obtain formal written approval of the Communications Plan.
Discuss and agree the Communications Plan. Make any changes as
necessary. Obtain formal written approval.
 Matriks Strategi Marketing Communications
PT. Indosukses Futures
Audience Message Medium Contributors/ Timing/ Responsibilities Feedback Performance
Authors Frequency/ Mechanism Measure
Effort
All Decisions from Programme e-mail distribution of Project manager or Daily 1 hour Project Office e-mail All action
programme Management meetings 1 or 2 page graphic Project Office response items
staff with supporting text. mail box appropriately
Addressed
within the
specified time

Programme Overview of the current status Wallpaper schematic Programme Office Weekly – Project Manager Verbal All action
Sponsor of the programme as a whole chart Tuesday 2 items
with a focus on plans, risks, hours appropriately
Key issues, dependencies, Addressed
Stakeholders assumptions and financials. within the
specified time

Programme Overview of the current status e-mail and intranet Programme Office Weekly – Project Manager e-mail All action
Management of an individual project with a Monday 1 response items
Team focus on plans, risks, issues, hour mail box appropriately
dependencies, assumptions feedback Addressed
(particularly those that need to page on within the
specified time
be escalated) and financials. intranet
All Totality of programme work to White Board Programme Office As Required Project Manager Verbal Appropriate
programme all programme staff 1 hour per focus of
staff week programme
activity

All New additions to the Group Meeting Business Weekly – Project Office Verbal, Track usage of
programme Programme Library Management Monday 0.5 during the new additions
staff Team hours meeting to the
Programme
Library
Implement and Manage the Communications Strategy and Plan.
Purpose.
To implement and manage the Communications Strategy and Plan.
Overview.
This task is used to implement and manage the Communications Strategy
and Plan. Project Communications Feedback, project events and other
events that impact the project are used as a basis for aligning the
Communications Plan with the communications needs of the project
stakeholders and wider user community throughout the project.
Install or Build And Test Any Communications System Components.
Determine whether components need to be purchased to create and
distribute communications. If so, complete the acquisition of the
necessary items following the organisation’s formal purchasing rules and
processes.
Where any system components to generate and distribute
communications need to be created, install or build and test each
component.
Prepare and Agree Project Communications.
Prepare Project Communications using the Communications Plan to
schedule the preparation of each Project Communication.
Ensure that all project communications are discussed and approved by
the appropriate project personnel before release.
Deliver Project Communications.
Deliver Project Communications using the media that has been
selected for each communication.
Ensure that each communication originates from the appropriate
personnel and that feedback mechanisms are clearly identified to the
audience of the communication.
 Collect Project Communications Feedback and track performance
measures.
Collect the Project Communications Feedback. Track the targets that
have been defined for the Project Communications performance
measures.
Update the Communications Plan, as Necessary.
As the project progresses and further communications needs are
identified, update the Communications Strategy and Plan.

Analyse the Project Communications Feedback to determine whether

the Communications Strategy, Plan and associated performance measures
need to be adjusted. Based on feedback or changed needs, make any
changes as necessary.
Ensure that the Communications Plan is aligned with project
milestones in the Project Plan.
Project close.
When the project is closed, ensure that any project close-related
communications are included in the formal project close tasks which are
addressed in Close phase.

Appendix 1: Communications Strategy Matrix.

Purpose.
To document the communications strategy.
Completion Instructions.
Audience, Describe the intended audience for the communications.
Message, Describe the key messages/content for the communications.
Medium, Describe the means to create, store and deliver the
communications.
Language, Describe the languages used for each communication.
Contributors/ Authors, Describe the tasks/ roles of the different
 contributors and authors of the content.
Timing/ frequency/ effort, Describe the timing and frequency for each
communication. Show the amount of effort required to produce each
communication.
Responsibilities, Describe the responsibilities for the creation, review,
approval and delivery of the communications.
Feedback mechanism, Describe the feedback mechanism that is to be used.
Performance measure, Describe how the implementation of the
communications is to be tracked and measured to determine whether the
communications have made the appropriate impact.

Appendix 2: Some Communications Vehicles Options.

There are a wide variety of communications vehicles that can be
implemented over the life of a project, some of which are shown below. The
various alternatives should be explored to determine the most appropriate
channels for the specific project.

Communications Media Pros Cons

E-mail Messages Company standard already in Managers/employees get many

place e-mails and may be difficult
Easy to develop and to to differentiate and get them
communicate regularly to read
Timely
Push format
Morning News (e-mail, Company standard already in Do people read the content on a
Newsletter) place regular basis?

Consistent with today’s

communications
Appropriate as a company-
wide vehicle
Push format
Intranet Easy to establish Pull format - potentially
communications on-site missing sections of the
 (dedicated Media Neutral audience that do not visit the
area) site.

Group Meetings Engages employees Input may not be balanced

Direct line-of-site to
leadership
Shows leadership commitment
One-to-one Staff Reinforces commitment and Some employees may feel
Meetings the local level uncomfortable

Solicits two-way feedback

Puts leadership on spot to
support
Provides opportunity to
personalise/localise
change
Video/Video-conference Wide-spread communications Availability in all locations?
See leaders talking about the
change
Convenient
Web Sites/Web Cast Simple and economical Pull format-potentially missing
distribution channel sections of the audience that do
not visit the site

Toll Free Voice Mail/e- Anonymous feedback Manually intensive to support

mail encourages honesty Anonymous feedback may
Question/answer forum encourage negativity

“Voice of the Employee”

24x7
Direct Mail (Employee Targeted, personalised Expensive
Home Communications) communications Time-sensitive

Paper Newsletter Traditional format may feel Production and distribution

welcomed costs