08 Project Communication Management

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PMP Exam Preparation Course
Project Communications Management
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Madras Management Training W.L.L Email: info@mmt-institute.com www.mmt-institute.com ©2008 All Rights Reserved
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Project Communication Management
 Project communications management centers on determining

who needs what information and when—and then producing a
plan to provide that needed information.
 Project communications management includes generating,

collecting, disseminating, and storing communication.
 Successful projects require successful communication—thus,

communication is the key link between people, ideas, and
information.
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Project Communications Management

Communication activity has many potential dimensions , including :
 Internal ( within the project) and external( customer, other

projects, media, etc )
 Formal and informal
 Vertical and horizontal
 Official and unofficial
 Written and oral
 Verbal and non verbal

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Project Communications Management Processes
 Identify Stakeholders : the process of identifying all people

or organizations impacted by the project, and documenting
relevant information regarding their interests, involvement ,
and impact on project success
 Plan Communication : the process of determining the

project stakeholder needs and defining a communication
approach
 Distribute Information: the process of making needed

information available to project stakeholders in a timely
manner. 4
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Project Communications Management Processes

 Manage Stakeholder Expectations : the process of
communicating and working with the stakeholders to meet
their needs and addressing issues as they occur
 Report Performance : the process of collecting and

distributing information ,including status reports, progress
measurements and forecasts
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10.1 Identify Stakeholders

 Is the process of identifying all people or organizations impacted by the
project, and documenting relevant information regarding their interests,
involvement , and impact on project success
 Stakeholders interests may be positively or negatively impacted by the

execution or completion of the project . They may also exert influence
over the project and its deliverables .Stakeholders may be at different
levels within the org and may possess different authority levels , or may
be external to the performing org of the project.
 It is critical for the project success to identify the stakeholders early in the
project, and to analyze their levels of interest, expectations, importance
and influence . A strategy can then be developed for approaching each
stakeholder and determining the level and timing of stakeholder’s
involvement to max positive influences and mitigate potential negative
impacts . 6
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 The stakeholders should be classified according to their interest,

influence and involvement in the project which enables the project
manager to focus on the relationships necessary to ensure the success
of the project
 The assessment and corresponding strategy should be periodically

reviewed during the project execution to adjust for potential changes
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Inputs Tools & Techniques Outputs
1. Project Charter 1. Stakeholder Analysis 1. Stakeholder Register

2. Procurement Documents 2. Expert Judgement 2. Stakeholder management
3. Enterprise environmental strategy
factors
4. Organizational process
assets
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10.1 Identify Stakeholders : Inputs

1. Enterprise Environmental Factors :
 Factors that can influence this process include , but are not limited to :
 Organizational or company culture and structure
 Governmental or industry standards ( regulations, product standards )
2. Organizational Process Assets : include, but are not limited to :

 Stakeholder register templates
 Lessons learned from previous projects
 Stakeholder Registers from previous projects
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10.1 Identify Stakeholders : Inputs

3. Project Charter :
 The project charter can provide information about internal and external parties
involved in and affected by the project, such as project sponsor(s), customers, team
members , groups , and departments participating in the project, and other people or
organizations affected by the project
4. Procurement Documents :
 If a project is a result of a procurement activity or is based on an established
contract, the parties in that contract are key project stakeholders .
 Other relevant parties , such as suppliers , should also be considered as part of the
project stakeholder list
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10.1 Identify Stakeholders : Tools & Techniques
1. Stakeholder Analysis :
 Is a process of systematically gathering and analyzing quantitative and
qualitative information to determine whose interests should be taken into account
throughout the project
 It also helps identify stakeholder relationships , to build coalitions , to create

partnerships and further enhancing project’s chance of success
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 Project manager should follow the steps while doing stakeholder analyses :
 Step 1 : Identify all potential project stakeholders and relevant information

such as their roles, departments, interest, knowledge levels, expectations
and influence levels.
 Here is a list of ways by which you can identify most your stakeholders
• Follow the money.

• Follow the resources.
• Follow the deliverables.
• Follow the signatures.
• Review the organizational chart.
• Ask team members, customers, and any other confirmed stakeholder.
• Examine other projects stakeholder lists.
• Look for the "Unofficial People of Influence". 13
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 Step 2 :
 Analyze the potential impact or support each stakeholder could generate

and classify them so as to define an approach strategy .
 There are multiple classification models available including , but not limited
to :
 Power/interest grid
 Power/influence grid
 Influence/impact grid
 Salience model
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10.1 Identify Stakeholders : Outputs
1. Stakeholder Register :
 The main output of this process , contains all details related to the
identified stakeholders including , but not limited to :
 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
 Stakeholder Classification : internal/external, supporter/neutral/resistor,

etc
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2. Stakeholder Management Strategy :
 This strategy defines an approach to increase the support and

minimize negative impacts of the stakeholders throughout the entire
project life cycle . It includes elements such as :
 Key stakeholders who can significantly impact the project
 Level of participation in the project desired for each identified stakeholder,

and
 Stakeholder groups and their management ( as groups )
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2. Stakeholder Management Strategy :
 A common way of representing the stakeholder management strategy is a

stakeholder analysis matrix with column headers as shown below . Some of the
information related to certain stakeholder management strategies could be too
sensitive to be included in a shared document , hence the project manager must
exercise his judgment with respect to the same :
Stakeholder Stakeholder Interest(s) Assessment Of Impact Potential Strategies for

in the project Gaining support or
reducing obstacles
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10.2 Plan Communication
 The Plan Communications process involves determining the

communication needs of the stakeholders by defining
 the types of information needed,
 the format for communicating the information,
 how often it’s distributed, and
 who prepares it.
 All of this is documented in the communications management

plan, which is an output of this process.
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10.2 Plan Communication
1. Stakeholder Register 1. Communications 1. Communications

2. Stakeholder requirements analysis management plan
management strategy 2. Communications 2. Project document
3. Enterprise environmental technology updates
factors 3. Communication models
4. Organizational process 4. Communication methods
assets
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Plan Communication Data Flow Diagram
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10.2 Plan Communication : Inputs

1. Enterprise Environmental Factor
 Project managers should first consider their enterprise
environmental factors when planning project communications.
 1 Organizational culture
 2 Relevant standards and regulations
 3 Organizational infrastructure
 4 Human resources
 5 Marketplace conditions
 6 Risk tolerances
 7 Project management information systems
 8 Organization structure 23
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10.2 Plan Communication :Inputs

2. Organizational Process Assets
 The two that the project manager should pay most attention to
during communications planning are lessons learned and historical
information.
 The project manager can use this proven information from the past
to make decisions about the present project.
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10.1 Communication Planning - Inputs
3. Stakeholder Register
4. Stakeholder Management Strategy
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10.2 Plan Communication : Tools & Techniques

1. Communication Requirement Analysis
 The project manager will need to complete an analysis of the identified
stakeholders to determine what information they actually need—and how
often the information is needed.
 The project manager and the project team can identify the demand for
communications using the following:
 1 Organization charts
 2 The project structure within the performing organization
 3 Stakeholder responsibility relationships
 4 Departments and disciplines involved with the project work
 5 The number of individuals involved in the project and their locale
 6 Internal and external information needs

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 7 Stakeholder information
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Sample Stakeholder Analysis for Project

Communications
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Communication Requirement Analysis

Determining Number of Communication Channels
 As the number of people involved increases, the complexity of communications

increases because there are more communications channels or pathways through
which people can communicate
 For example, if a project has ten stakeholders, the formula would read 10 (10 – 1) / 2
for a total of 45 communication channels.
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The Impact of the Number of People on Communications

Channels
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2. Communication Technology
 As part of the communications planning, the project manager should
identify all of the required and approved methods of communicating.
 Communication modalities can also include meetings, reports,

memos, e-mails, and so on.
 The project manager should identify which are the preferred methods
of communicating based on the conditions of the message to be
communicated.
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Communication Technology
 Consider the following, which may have an effect on the

communication plan:
 Urgency of the information
 Technology
 Project staffing
 Project length
 Project environment
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3. Communication Models : A basic model of communication
demonstrates how information is sent and received between two
parties , defined as the sender and the receiver . The key components
of the model include :
 Encode
 Message and feedback message
 Medium
 Noise
 Decode
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3. Communication Models :
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Miscommunication- Example
Memo from CEO to Manager:

Today at 11 o’ clock there will be a total eclipse of the sun.
This is when the sun disappears behind the moon for two
minutes. As this is something that cannot be seen everyday,
time will be allowed for employees to view the eclipse in the
parking lot.
Staff should meet in the lot at ten to eleven, when I deliver a
short speech introducing the eclipse, and giving some
background information. Safety goggles will be made
available at a small cost.
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Memo from Manager to Department Head:

Today at ten to Eleven, all staff should meet in the car park. This
will be followed by a total eclipse of the sun, which will appear for
two minutes. For a moderate cost, this will be made safe with
goggles.
The CEO will deliver a short speech beforehand to give us all some
information. This is not something that can be seen every day.
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Memo from Department Head to Floor Manager:
The CEO will today deliver a short speech to make the

sun disappear for two minutes in the form of an eclipse.
This is something that cannot be seen everyday, so
staff will meet in the car park at ten or eleven. This will
be safe, if you pay a moderate cost.
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Memo from Floor Manager to Supervisor:

Ten or Eleven staff are go to the car park, where the CEO
will eclipse the sun for two minutes. This doesn’t happen
everyday. It will be safe, and as usual it will cost you.
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Memo from Supervisor to staff:
Some staff will go to the car park today to

see the CEO will disappear. This is a pity
this doesn’t happen everyday.
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4. Communication Methods : there are several communication
methods used to share information among project stakeholders .
These methods can be broadly classified into :
 Interactive communication
 Push communication
 Pull communication
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10.2 Plan Communication : Outputs

1. Communication Management Plan : Based on
stakeholder analysis, the project manager and the project team can
determine what communications are needed.
 The communications management plan documents
 How the communication needs of the stakeholders will be met,
 The types of information that will be communicated,
 Who will communicate it,
 Who receives the communication,
 The methods used to communicate,
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1. Communication Management Plan :
1. The method for updating this plan as the project progresses,
 Escalation process, and
 Glossary of common terms.
 The communications management plan details how the information is to

be created and dispersed—and also how the dispersed information is
archived.
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2. Project Document Updates :
 Documents that may get updated include, but not limited to :
 Project schedule
 Stakeholder register
 Stakeholder management strategy
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10.3 Distribute Information

 Information distribution is the process of ensuring that the
proper stakeholders get the appropriate information when and
how they need it.
 Essentially, it’s the implementation of the communications

management plan.
 The communications management plan details how the

information is to be created and dispersed—and also how the
dispersed information is archived.
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 Effective information distribution includes a number of

techniques including :
 Sender –receiver models
 Choice of media
 Writing style
 Meeting management techniques
 Presentation techniques
 Facilitation techniques
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1. Project Management Plan 1. Communication Methods 1. Organizational process

2. Performance Reports 2. Information Distribution assets (updates)
3. Organizational Process Tools
assets
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10.3 Distribute Information : Inputs
1. Project Management Plan : contains the communications

management plan
2. Performance Reports : are used to distribute project performance

and status information , should be made available prior to project meetings
, and should be as precise and current as possible
3. Organizational Process Assets : that can influence this process

include, but not limited to : Policies , procedures, guidelines regarding
information distribution, templates and historical information and lessons
learned
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10.3 Distribute Information – Tools & Techniques
1. Communication Methods :
 Individual and group meetings , video and audio conferences,
computer chats, and other remote communication methods are
used to distribute information .
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10.3 Distribute Information – Tools &

Techniques
2. Information Distribution Methods :
 Information can be distributed through some of the following methods, given
project demands and available technology:
 Project meetings
 Hard-copy documentation
 Faxes
 E-mail
 Telephone calls
 Videoconferences
 A project web site
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10.3 Distribute Information - Outputs
1. Organizational Process Assets (Updates)

 Lessons learned
 Project records
 Project reports
 Project presentations
 Feedback from stakeholders
 Stakeholder notifications
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10.4 Manage Stakeholder Expectations

 It is the process of communicating and working with the
stakeholders to meet their needs and addressing issues as they
occur
 Stakeholder management is vital to a project’s success for several

reasons:
 It leads to resolving stakeholder issues.
 It promotes synergy.
 It limits disruptions during the project.
 It promotes project buy-in.
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10.4 Manage Stakeholder Expectations
1. Stakeholder Register 1. Communications methods 1. Organizational process

2. Stakeholder Management 2. Interpersonal Skills assets (updates)
Strategy 3. Management Skills 2. Change Requests
3. Project Management Plan 3. Project management plan
4. Issue Log (updates)
5. Change Log 4. Project Documents Updates
6. Organizational process
assets
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Manage Stakeholder Expectations Data Flow Diagram
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10.4 Manage Stakeholder Expectations : Inputs

1. Stakeholder Register : is a list of the relevant stakeholders for the
project and is hence used to ensure that all the stakeholders are
included in the project communications .
2. Stakeholder Management Strategy
3. Project Management Plan : contains the communication

management plan
4. Issue Log : an issue log or an action item log can be used to document
and monitor the resolution of issues, to facilitate communication and
ensure a common understanding of issues .
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10.4 Manage Stakeholder Expectations : Inputs
5. Change Log : is used to document changes that occur during a

project. these changes and their impact to the project must be
communicated to the appropriate stakeholders
6. Organizational Process Assets : that can influence this process

include, but not limited to :
 Organizational communication requirements
 Issue management procedures
 Change control procedures
 Historical information about previous projects
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Issue Log
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10.4 Manage Stakeholder Expectations : Tools

& Techniques
1. Communication Methods : the methods of communication identified for
each stakeholder in the communication management plan are utilized
during stakeholder management
2. Interpersonal Skills : building trust, resolving conflict, active listening,

overcoming resistance to change ,etc
3. Management Skills : management is an art of directing and controlling a

group of people for the purpose of coordinating and harmonizing the
group towards accomplishing a goal beyond the scope of individual
effort . Management skills used by the project manager include but are
not limited to : presentation skills,negotiation,writing skills and public
speaking , etc
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10.4 Manage Stakeholder Expectations :

Outputs
1. Organizational Process Assets Updates : assets that may get updated
include, but not limited to : Causes of issues, reasoning behind
corrective actions chosen, and lessons learned from managing
stakeholder expectations
2. Change Requests : change request to the product or the project.It may

also include corrective or preventive actions
3. Project Management Plan Updates
4. Project Document Updates : docs that may get updated include, but are
not limited to : Stakeholder Management Strategy, stakeholder register
,issue log, etc
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Importance of Face-to-Face Communication

 Research says that in a face-to-face interaction:
 58 percent of communication is through body language
 35 percent of communication is through how the words are said
 7 percent of communication is through the content or words that are
spoken
 Pay attention to more than just the actual words someone

is saying
 A person’s tone of voice and body language say a lot about
how he or she really feels
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10.5 Report Performance
 Performance reporting keeps stakeholders informed about how

resources are being used to achieve project objectives
 Status reports describe where the project stands at a specific point in time
 Progress reports describe what the project team has accomplished during a certain
period of time
 Forecasts predict future project status and progress based on past information and
trends
 More elaborate reports : analysis of past performance, current status of risks

and issues, work completed during the period, work to be completed next,
summary of changes approved in the period , and , other relevant
information which must be reviewed and discussed
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10.5 Report Performance
1. Project Management Plan 1. Variance Analysis 1. Performance reports

2. Work performance 2. Forecasting Methods 2. Organizational Process
information 3. Communication Methods Assets updates
3. Work Performance 4. Reporting Systems 3. Change requests
Measurements
4. Budget Forecasts
5. Organizational Process
Assets
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10.5 Report Performance : Inputs

1. Project Management Plan : provides information on project
baselines
2. Work Performance Information : deliverables status ,

schedule progress, costs incurred
3. Work Performance Measurements : include but not limited to:

 Planned vs. actual schedule performance
 Planned vs. actual cost performance ,and
 Planned vs. actual technical performance
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10.5 Report Performance : Inputs
4. Budget Forecasts :
 Budget forecast information from the Control Cost provide information on the
additional funds that are expected to be required for the remaining work , as well as
estimates for the completion of the total project work
5. Organizational Process Assets : include, but not limited to :

 Report templates
 Policies and procedures that define the measures and indicators to be used ,
and
 Organizationally defined variance limits
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10.5 Report Performance – Tools &

Techniques
1. Variance Analysis :
 Is an after- the- fact look at what caused a difference between

the baseline and the actual performance .
 The process for performing variance analysis may vary

depending on the application area , the standard used, and the
industry
 If applicable , analyze the trends of the variances and document

any findings about the sources of variation and the impact area .
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Techniques
2. Forecasting Methods : is the process of predicting future project
performance based on the actual performance to date. Forecasting
methods may be classified in different categories :
 Time series methods
 Casual/econometric methods
 Judgmental methods
 Other methods
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Techniques
3. Communication Methods : status review meetings can be used
to exchange and analyze information about the project progress
and performance . The project manager generally uses a push
communication technique as defined in 10.2.2.4 to distribute
performance reports
4. Reporting Systems : A reporting system provides a standard

tool for the project manager to capture , store , and distribute
information to stakeholders about the project cost, schedule
progress, and performance .
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10.5 Report Performance – Outputs
 There are several outputs to the Performance Reporting

process:
 Performance reports
 Organizational process assets updates
 Change Requests
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Performance Report Sample
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PMP Exam Preparation Course

Project Communications Management

Project Communication Management

 Project communications management centers on determining

 Project communications management includes generating,

 Successful projects require successful communication—thus,

Project Communications Management

 Internal ( within the project) and external( customer, other

 Formal and informal

 Vertical and horizontal

 Official and unofficial

 Written and oral

 Verbal and non verbal

Project Communications Management Processes

 Identify Stakeholders : the process of identifying all people

 Plan Communication : the process of determining the

 Distribute Information: the process of making needed

Project Communications Management Processes

 Report Performance : the process of collecting and

10.1 Identify Stakeholders

 Stakeholders interests may be positively or negatively impacted by the

10.1 Identify Stakeholders

 The stakeholders should be classified according to their interest,

 The assessment and corresponding strategy should be periodically

10.1 Identify Stakeholders

Inputs Tools & Techniques Outputs

1. Project Charter 1. Stakeholder Analysis 1. Stakeholder Register

10.1 Identify Stakeholders

10.1 Identify Stakeholders : Inputs

 Governmental or industry standards ( regulations, product standards )

2. Organizational Process Assets : include, but are not limited to :

 Lessons learned from previous projects

 Stakeholder Registers from previous projects

10.1 Identify Stakeholders : Inputs

10.1 Identify Stakeholders : Tools & Techniques

 It also helps identify stakeholder relationships , to build coalitions , to create

 Step 1 : Identify all potential project stakeholders and relevant information

• Follow the money.

10.1 Identify Stakeholders : Tools & Techniques

 Analyze the potential impact or support each stakeholder could generate

10.1 Identify Stakeholders : Tools & Techniques

10.1 Identify Stakeholders : Outputs

 Assessment Information : Major requirements , main expectations

 Stakeholder Classification : internal/external, supporter/neutral/resistor,

10.1 Identify Stakeholders : Outputs

10.1 Identify Stakeholders : Outputs

2. Stakeholder Management Strategy :

 This strategy defines an approach to increase the support and

 Level of participation in the project desired for each identified stakeholder,

 Stakeholder groups and their management ( as groups )

10.1 Identify Stakeholders : Outputs

 A common way of representing the stakeholder management strategy is a

Stakeholder Stakeholder Interest(s) Assessment Of Impact Potential Strategies for

10.2 Plan Communication

 The Plan Communications process involves determining the

 the format for communicating the information,

 how often it’s distributed, and

 who prepares it.

 All of this is documented in the communications management

10.2 Plan Communication

Inputs Tools & Techniques Outputs

1. Stakeholder Register 1. Communications 1. Communications

Plan Communication Data Flow Diagram