Manual 10-Project Communication Management-Book 1

Manual 10
Project Communication
Management
Book 1 of 3
Communication Planning and Management
Manual 10: Project Communication Management
Contents
Topic 1: Communication Planning and Management 3
Section A: An Overview of Communication Planning 3
Communications Planning 3
Communications Planning: Inputs 3
Organizational Process Assets 3
Project Scope Statement 3
Project Management Plan 4
Communications Planning: Tools and Techniques 4
Communications Requirements Analysis 4
Communications Technology 4
Communications Planning: Outputs 6
Communications Management Plan 6
Section B: Communications Planning Inputs 7
Communications Requirements 7
Special Considerations 7
Constraints 8
Assumptions 8
Section C: Communications Planning Tools and Techniques 9
Stakeholder Analysis 9
Components of Stakeholder Analysis 9
The Five Fundamental Questions 9
Communications Interfaces 10
Section D: Communications Planning Outputs 14
The Communications Planning Matrix 14
Alternate Communications Planning Matrix 15
Project Communication Tools 15
Project Documents Used in Process Groups 16
Roles/Responsibilities of Stakeholder 16
Defining Communications Planning 17
Inputs, Tools and Techniques, and Outputs of Communications Planning 17
Inputs 18
Communications Requirements 18
Constraints 18
Assumptions 18
Tools and Techniques: Stakeholder Analysis 18
The Communication Management Plan 19
Communications Planning Matrix 19
Section F: Project Communications Management 20
Project Communications Management Processes 20
Section G: Communication Management Skills 21
Dimensions of Communicating 21
Communications Concepts 21
Communications Interfaces 21
Book 1 of 3: Communication Planning and Management Page 2 of 22

Topic 1: Communication
Planning and Management
Section A: An Overview of Communication
Planning
Communications Planning
The Communications Planning process determines the information and communications needs of the
stakeholders; for example, who needs what information, when they will need it, how it will be given to
them, and by whom. While all projects share the need to communicate project information, the
informational needs and methods of distribution vary widely. Identifying the informational needs of the
stakeholders and determining a suitable means of meeting those needs is an important factor for project
success.
On most projects, the majority of Communications Planning is done as part of the earliest project phases.
However, the results of this planning process are reviewed regularly throughout the project and revised
as needed to ensure continued applicability.
Communications Planning is often tightly linked with enterprise environmental factors and organizational
influences, since the project’s organizational structure will have a major effect on the project’s
communications requirements.
Inputs Tools & Techniques Outputs
1. Enterprise environmental 1. Communications 1. Communications

factors requirements analysis management plan
2. Organizational process 2. Communications
assets technology
3. Project scope statement
4. Project management plan
- Constraints
- Assumptions
Figure 1 - Communications Planning: Inputs, Tools & Techniques, & Outputs
Communications Planning: Inputs

Organizational Process Assets
While all of the assets are used as inputs for this process, lessons learned and historical information are
of particular importance. Lessons learned and historical information can provide both decisions and
results based on previous similar projects concerning communications issues.
Project Scope Statement
The project scope statement provides a documented basis for future project decisions and for confirming
a common knowledge of project scope among the stakeholders. Stakeholder analysis is completed as part
of the Scope Definition process.

Project Management Plan
The project management plan provides background information about the project, including dates and
constraints that may be relevant to Communications Planning.
• Constraints. Constraints are factors that can limit the project management team’s options. Examples
of constraints include team members situated in different geographic locations, incompatible
communication software versions, or limited communications technical capabilities.
• Assumptions. Specific assumptions that affect Communications Planning will depend upon the
particular project.
Communications Planning: Tools and Techniques

Communications Requirements Analysis
The analysis of the communications requirements results in the sum of 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 are expended only on
communicating information that contributes to success, or where a lack of communication can lead to
failure. This does not mean that “bad news” should not be shared; rather, the intent is to prevent
overwhelming stakeholders with minutiae.
The project manager should consider the number of potential communication channels or paths as an
indicator of the complexity of a project's communications.
The total number of communication channels is n(n-1)/2, where n = number of stakeholders. Thus, a
project with 10 stakeholders has 45 potential communication channels. A key component of planning the
project's communications, therefore, is to determine and limit who will communicate with whom and who
will receive what information. Information typically required to determine project communications
requirements includes:
• Organization 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
• Internal information needs (e.g., communicating across organizations)
• External information needs (e.g., communicating with the media or contractors)
• Stakeholder information.
10
Communications Technology
The methodologies used to transfer information among project stakeholders can vary significantly. For
example, a project management team may include brief conversations all the way through to extended
meetings, or simple written documents to material (e.g., schedules and databases) that is accessible
online as methods of communication.
Communications technology factors that can affect the project include:
• The urgency of the need for information. Is project success dependent upon having frequently
updated information available on a moment’s notice, or would regularly issued written reports
suffice?
• The availability of technology. Are the systems already in place appropriate, or do project needs
warrant change?
• The expected project staffing. Are the proposed communications systems compatible with the
experience and expertise of the project participants, or is extensive training and learning required?
• The length of the project. Is the available technology likely to change before the project is over?
• The project environment. Does the team meet and operate on a face-to-face basis or in a virtual
environment?

Communications Planning: Outputs

Communications Management Plan
The communications management plan is contained in, or is a subsidiary plan of, the project management
plan. The communications management plan provides:
• Stakeholder communication requirements

• Information to be communicated, including format, content, and level of detail
• Person responsible for communicating the information
• Person or groups who will receive the information
• Methods or technologies used to convey the information, such as memoranda, e-mail, and/or press
releases
• Frequency of the communication, such as weekly
• Escalation process-identifying time frames and the management chain (names) for escalation of
issues that cannot be resolved at a lower staff level
• Method for updating and refining the communications management plan as the project progresses
and develops
• Glossary of common terminology.
The communications management plan can also include guidelines for project status meetings, project
team meetings, e-meetings, and e-mail. The communications management plan can be formal or
informal, highly detailed or broadly framed, and based on the needs of the project. The communications
management plan is contained in, or is a subsidiary plan of, the overall project management plan. Sample
attributes of a communications management plan can include:
• Communications item. The information that will be distributed to stakeholders.

• Purpose. The reason for the distribution of that information.
• Frequency. How often that information will be distributed.
• Start/end dates. The time frame for the distribution of the information.
• Format/medium. The layout of the information and the method of transmission.
• Responsibility. The team member charged with the distribution of information.
Communication Planning often entails creation of additional deliverables that, in turn, require additional
time and effort. Thus, the project’s work breakdown structure, project schedule, and project budget are
updated accordingly.

Section B: Communications Planning

Inputs
It is important to explore some of the specific inputs to communications planning. Unlike some project
processes, many of these inputs are not a result, or output, of prior processes
These inputs include:
• Communications requirements
• Communications technology
• Constraints
• Assumptions
Communications Requirements
Definition: Communications Requirements
“Communications requirements are the sum of the information requirements of the project
stakeholders. Requirements are defined by combining the type and format of information
required with an analysis of the value of that information.”
Communications requirements combine the type and format of information required with an analysis of
the value of that information. This book identifies information typically used to determine requirements:

• Disciplines, departments, and specialties involved in project
• Logistics of how many individuals will be involved with the project and at which locations
• External information needs; e.g., communicating with the media
Special Considerations
Below are some special circumstances that should be considered when planning and executing project
communications:
Site access or tours: Some projects may need to plan for public tours during project execution. Such
tours should be very carefully planned, both for safety reasons and to ensure that the tourists do not get
the wrong impression about the project. A large-scale construction project, although carefully planned
and executed, may appear chaotic to the untrained eye.
Regulatory requirements: Some projects have special communication requirements based on laws and
regulations. For example, many environmental cleanup projects have stringent requirements for public
notification and comment on proposed cleanup plans. As another example, medical device and drug
development efforts have equally stringent requirements for communicating with the relevant health
regulatory agencies.
Emergencies and accidents: Incidents that result in injuries to workers or the release of hazardous
materials into the environment almost always require special (and immediate) reporting to state and local
health, environmental, and labor agencies. Many such reporting requirements carry severe penalties for
delayed reporting.
Marketing communications: Project development or marketing projects may have very specialized
requirements for keeping potential customers informed of upcoming product features and delivery dates.
Changes over life cycle/special situations: Project events may dictate special situations where waiting for
the next official communications status report window is not adequate. Often, project changes signal a
need for more frequent communications.

Communications technology is the tools, networks, and equipment within an organization used to transfer
the information back and forth among stakeholders. There is a wide variance of technology capability and
infrastructure from organization to organization, based on factors such as:
• Immediacy of the need for information

• Availability of technology
• Expected project staffing
• Length of the project
The project manager must not only consider technology capabilities within the organization, but
capabilities between organizations that the project will interface with. Another key consideration is
utilization of communications technology. Although certain communications technology may be in place at
an organization, it does not indicate that these technologies are used, or used effectively.
Depending on the organizational structure, there may be complex communications networks and rules in
place. The project manager should explore all of these aspects to identify requirements unique to the
organization’s needs. Project resources should only be expended to communicate critical information that
contributes to project success or where the lack of communication can lead to failure.
Constraints
Constraints are factors of limitation, which impact communications. In addition to technology constraints,
a key constraint is time. Timing for communications to be effective is critical for project success. This
becomes a greater challenge when a project manager manages a project across time zones.
Assumptions
Assumptions are factors that, for planning purposes, are considered to be true, real, or certain. They
include:
• Immediacy of the need for information: How frequently is information needed to ensure success and
control?
• Expected project staffing: How do the communications needs change as the project team is
expanded to include more people, people with varying skills, and people at different levels in an
organization?
• Length of project: How will communications requirements change over the life of the project?

Section C: Communications Planning Tools

and Techniques
Stakeholder Analysis
There is only one tool and technique of communications planning: stakeholder analysis. Stakeholder
needs are analyzed to develop an understanding of information requirements, sources to meet needs, and
preferences/limitations with communications. It is important not to waste resources on unnecessary or
inappropriate information.
Definition: Stakeholder
Individuals and organizations that are actively involved in the project, or whose interests may be
positively or negatively affected as a result of project execution or project completion. They may
also exert influence over the project and its results.
Components of Stakeholder Analysis
• Identify stakeholders
• Relationship to project
• Influence over project
• Hierarchical relationship to project
• Identify nature of the stakeholders interest

• Measure the stakeholders’ interest and predict their future behavior to satisfy their investment
• Identify the stakeholders’ communication needs based on the analysis
• Confirm with stakeholders
The Five Fundamental Questions
The project manager needs to consider and answer five fundamental questions. These questions should
be answered for each internal and external stakeholder group:
1. With whom does the project manager communicate?
2. What does the project manager need to communicate?
3. How often does the project manager need to communicate?
4. In what ways does the project manager need to communicate?
5. How will communication needs change throughout the project cycle?
1. With Whom Does the Project Manager Communicate?
In short, everyone involved in the project has information requirements that need to be worked into the
communications management plan.
Communication audiences include all project stakeholders. Timeframes, methods, formats, level of detail,
and emphasis may differ, according to stakeholder. All stakeholders need some level of ongoing contact
with the project. In preparing the communications plan, it is important not to overlook anyone.
• Project stakeholders, internal and external, need and expect some communication from the project
manager and the project team.
• Project staff members need to know their duties, responsibilities, and authorities, and how they are
performing.

• External stakeholders need to know if the project is on track.

• Internal functional managers provide resources to the project and want to know how their people
are doing, and when they will be available to do other work.
In short, everyone involved in the project has information requirements that need to be worked into the
communications plan.
Communications Interfaces
Project managers are found at the center of a communications web and must communicate with people in
various roles:
1. Functional managers provide information regarding availability of resources or changes in skills;

they receive information on the project direction.
2. Executives or sponsors provide direction on company policy or project parameters; they receive
status reports from the project manager.
3. Customers provide direction; they receive progress reports.
4. Project team members receive directives from the project manager; they provide status reports.
Top
Managers
All other Project

Managers Manager Customer
Project
Team
Members
2. What Does the Project Manager Need to Communicate?
The analysis of the project’s information needs begins by considering the information needs of each
stakeholder, both internal and external. Although there are a myriad of things that need to be
communicated when planning and executing a project, the following topics are especially important:
a. Expectations and plans for technical quality, budget, cost, and schedule. Everyone involved in the
project must know his or her roles, responsibilities, and duties. The project plan must be clear to
everyone.
b. Risks and controls must be communicated to stakeholders, including plans implemented to mitigate
them.

c. Status and issues indicating the progress of the project should be communicated, including any
outstanding issues that need to be resolved; some issues may relate to the job duties of any individual
project team member, or they may be project-wide issues that the entire project team must be
concerned with.
d. Changes and their impacts must be appraised and communicated to the project team and
stakeholders.
e. Lessons learned should be captured when the project has been completed to further the
development of their organization’s project management system.
3. How Often Does the Project Manager Need to Communicate?
How often the project manager communicates depends on various factors. The project manager must
consider each stakeholder group’s need for information to consider frequency.
Frequency of communication depends on:
• Stakeholder information needs

• Information availability
• Current firm practices and procedures
• Contractual obligations
• Project events and status
• Confidence in staff and subcontractors
Some rules of thumb for the frequency of communications include:
• Internal stakeholders: (project staff primarily): Communicate daily to weekly

• External stakeholders: Communicate weekly to monthly
Considerations include:
• Information availability: How often is the information available? For example, cost performance data
may only be available on a monthly basis after invoices and time sheets are processed.
• Current firm practices and procedures: Special organizational requirements may exist for
reporting.
• Contractual obligations: It is common for contracts to specify what kinds of reports are required and
at what intervals.
• Project events and status: The expected project execution schedule may influence the choice of
reporting. Riskier events may dictate more frequent reporting in order to maintain tight control of
project cost and schedule.
• Confidence in staff and subcontractors: Managers should monitor the progress of inexperienced
staff or new subcontractors more frequently until assurances exist that these staff members have the
skills and experience to perform successfully
Very simple projects with low risk may reduce these communication guidelines.

4. In What Ways Does the Project Manager Need to Communicate?
Different methods of communication have unique characteristics, making them more (or less) appropriate
for certain types of situations. Each method should be clearly stated in the communications management
plan.
Type of communication depends on:
• Stakeholder communication needs

• Information availability
• Technology availability and shortcomings
• Frequency requirements
• Need for face-to-face relationship building
• Project status
Beware of over-dependence upon electronic communication: phone, fax, and e-mail.
Face-to-face communication, memos, and meetings all have unique characteristics that may make them
appropriate for certain types of situations and should be spelled out in the communications management
plan.
Considerations include the following:
• Information availability: Some data might not be available in one format or another, or is most
efficiently communicated in certain ways. For example, if a quality problem exists in a software
program, it could be described in writing, or the user could try the software to experience it firsthand.
• Technology availability and shortcomings: Technologies utilized must be efficiently available to both
the project manager and whomever he is communicating with. For example, telephone conversations
may be limited due to different time zones.
• Frequency requirements: Quarterly reports may be too far apart for a six- month, high-risk, high-
stakes, product prototype project.
• Need for face-to-face relationship building: Stakeholder relations may dictate more face-to-face
meetings than would be necessary in order to build and sustain a productive working environment.
• Project status: Project events may dictate the frequency of communication. Waiting until the next
official reporting cycle may be too late.
• Stakeholder preferences: Need for human contact, trust, comfort, delicate information, and
negotiation.
To be successful, the project manager’s communication pattern must meet the needs (and preferences) of
the stakeholders. To accomplish this, it often requires the project manager to use communications
methods that are not a personal preference.
5. How Will Communication Needs Change Throughout the Project Cycle?
Project communication needs do not remain static over the life of a project. They depend upon, and
change, based on project risk and varying levels of confidence in the abilities of the project staff or
subcontractors. For example, a great deal of confidence may exist for the design staff, so reporting is kept
to a minimum during design in order to maximize their productivity. However, if less confidence exists for
the implementation team, progress is monitored more frequently.

Communications requirements change throughout the life cycle, depending on:
• Anticipated project risks or other significant risks

• Varying confidence in staff or subcontractors
• Stakeholder information needs
• Changing needs for project reporting controls
As a rule of thumb, as risk increases, so should communication and, more specifically, should the amount
of face-to-face communication. The project manager should plan for, and adapt, the communications
strategy based on project risk. As risk increases, project monitoring, reporting, and control should also
increase.

Section D: Communications Planning

Outputs
The communications management plan documents the format, content, and conventions for different
communications needs during the project. It is important that the communications plan is compatible with
the organization’s capabilities and culture. This is why answering the fundamental communications
questions (who, how, when, what frequency) is so critical to building a good communications plan.
The communications management plan is a document that provides:
• A collection and filing structure for methods of gathering and storing information
• A distribution structure that details what information will flow and what methods will be used to
distribute the information
• Information to be distributed, including format, content, level of detail, and conventions/definitions
• Production schedules showing when each type of communication will be produced
• Methods for accessing information between scheduled communications
• A method for updating/refining the communications management plan
The Communications Planning Matrix
To organize the communications plan, project managers can use a simple communications planning
matrix. It organizes each stakeholder group and specifies what, when, and how project elements should
be communicated. The communications planning matrix is part of the overall project plan, and all or
relevant parts should be shared with the project stakeholders.
Shown below is a simple matrix for organizing the planned project communications. Once completed, it
can serve as the basis for the written plan, or even may be the plan itself.
Stakeholders Role What? When? How? Response

Alternate Communications Planning Matrix
A different form of matrix may be more appropriate, or it may supplement the stakeholder-based matrix.
The matrix shown below identifies various communications tools; filling out the matrix makes you
consider what would be the best use of each tool.
Overview Content Frequency Audience

Medium (How)
Description (What) (When) (Who)
Team Meetings
Issues/Issue Log
Risks/Risk Log
Status Report
Change Requests/Change
Request
Project Plan
Project Control Folder
Project Communication Tools
There are many different tools that can be used in project communications. A communications planning
matrix can help in coordinating the use of these tools.
Suggested project communication tools:
Project charter: A signed agreement among all organizations involved in the project which includes a
summary of the project objectives and the end state. Used to get management approval for detailed
project planning. Specifies organizational responsibilities and authorities, and what resources each
organization will provide to the project. Ties resource provision to an agreed-upon, high-level schedule.
Project scope statement: A document that describes the detailed objectives, scope, and deliverables of
the project.
Project plan: A detailed document that describes what will be done, why it is being done, when it will be
done, what resources will be needed to do it, and how to measure the success of what has been done.
Project status reports: Formal status reporting tools.
Change requests and approvals: Formal documentation for requesting a change to project scope, cost,
or schedule. Should include an impact statement specifying how not implementing the requested change
will impact the project.
Project archive: Collection of project documentation to allow for lessons learned and later project
modification.
Lessons learned: Causes of variances, reasoning behind corrective actions taken, other types of lessons.
Work results: Outcomes of activities performed.
Issue/Risk/Change Logs: Listing and status of issues or project risks and changes.

Project Documents Used in Process Groups
Phase Document
Initiating Project end-state Project charter

Planning Project scope statement Project plan
Executing Project operating procedures
Project status reports
Controlling Change requests
Staff feedback
Closing Acceptance test procedure Project archive
Roles/Responsibilities of Stakeholder
Another type of matrix can be used to identify what information should be communicated to each
stakeholder.
Project Stakeholders Communication Deliverables
Legend: R: Responsible, C: Contributor, X: Receiver

Section E: Communications Planning

Summing up
Communications planning is a facilitating process of the planning process group. Communications
planning illustrates key properties of facilitating processes because it is obvious that it will occur as
needed during project planning, which varies significantly based on project characteristics. Additionally,
communications planning illustrates that facilitating processes should not be considered optional; no
project manager would consider skipping communications planning for a project.
Facilitating Processes
Human Human Procurement Procurement
Quality Resources Resources
Organizational Procurement Solicitation

Quality Planning Planning Staff Acquisition Planning Planning
Communications Risk Risk Risk Risk
Communications Risk Qualitative Risk Quantitative Risk Risk response

Planning Identification Analysis Analysis Planning
Defining Communications Planning

Communications planning involves determining the information and communications needs of the
stakeholders; who need what information, when they will need it, how it will be given to them, and by
whom.
Definition: Communications Planning

Determining the information and communications needs of the project stakeholders: who need
what information, when they will need it, and how it will be given to them.
Inputs, Tools and Techniques, and Outputs of Communications

Planning
The process of communications planning requires the project manager to understand stakeholder
communications needs to create a valid communications management plan, outlining how
communications will occur over the life of the project. This may require the project manager to consider
many factors, such as the communications requirements and technologies. The project manager may also
need to evaluate assumptions and constraints regarding the communications function. Whether formally,
or informally, the project manager will analyze the stakeholders to understand how to best manage
project communication.
Inputs
Communications
requirements Tools and Techniques
Communications
Stakeholder analysis
technology
Constraints
Assumptions
Outputs
Performance improvements
Input to performance appraisals

Inputs
It is important to explore some of the specific inputs to communications planning. Unlike some project
processes, many of these inputs are not a result, or output, of prior processes.
Communications Requirements
Communications Requirements combine the type and format of information required with an analysis of
the value of that information. This book identifies information typically used to determine requirements:

• Disciplines, departments, and specialties involved in project
• Logistics of how many individuals will be involved with the project and at which locations
• External information needs; e.g., communicating with the media
Depending on the organizational structure, there may be complex communication networks and rules in
place. The project manager should explore all of these aspects to identify requirements unique to the
organization’s needs. Project resources should only be expended to communicate critical information that
contributes to project success or where the lack of communication can lead to failure.
Communications technology includes the tools, networks, and equipment within an organization to assist
the communications function. There is a wide variance of technology capability and infrastructure from
organization to organization.
The project manager must not only consider technology capabilities within the organization, but
capabilities between organizations that the project will interface with. Another key consideration is
utilization of communications technology. Although certain communications technology may be in place at
an organization, it does not indicate that these technologies are used, or used effectively.
Constraints
Constraints are factors of limitation which impact communications. In addition to technology constraints, a
key constraint is time. Timing for communications to be effective is critical for project success. This
becomes a greater challenge when a project manager manages a project across time zones.
Assumptions
Assumptions are factors that, for planning purposes, are considered to be true, real, or certain. They
include:
• Immediacy of the need for information: How frequently is information needed to ensure success and
control?
• Expected project staffing: How do communication needs change as the project team is expanded to
include more people, people with varying skills, and people at different levels in an organization?
• Length of project: How will communication needs change over the life of the project?
Tools and Techniques: Stakeholder Analysis

Stakeholder needs are analyzed to develop an understanding of information requirements and
communication preferences. The project manager needs to consider and answer five fundamental
questions. These questions should be answered for each internal and external stakeholder group.
1. With whom does the project manager communicate?

2. What does the project manager need to communicate?
3. How often does the project manager need to communicate?
4. In what ways does the project manager need to communicate?
5. How will communication needs change throughout the project cycle?
The Communication Management Plan
The communication management plan documents the format, content, and conventions for different
communications needs during the project. It is important that the communications plan is compatible with
the organization’s capabilities and culture. This is why answering the fundamental communications
questions (who, how, when, what frequency) is critical to building a good communications plan. All, or just
the relevant parts, of the communications management plan should be shared with all stakeholders.
Communications Planning Matrix
To organize the communications plan, project managers can use a simple communications planning
matrix. It organizes each internal and external stakeholder group and specifies what, when, and how
project elements should be communicated.
• What: What does the project manager need to communicate?

• When: How often does the project manager need to communicate?
• How: In what ways does the project manager need to communicate?

Section F: Project Communications

Management
This book notes that communication processes integrate people, ideas, and information; all of which are
necessary for project success. Every individual involved with the project must be prepared to
communicate, and must understand how the messages they send and receive impact the project as a
whole.
Definition: Project Communications Management

A subset of project management that includes the processes required to ensure timely and
appropriate generation, collection and dissemination, storage and ultimate disposition of project
information. It consists of communications planning, information distribution, performance
reporting, and administrative closure.
Project Communications Management Processes
The processes of the Project Communications Management knowledge area occur across the project
process groups of planning, executing, controlling, and closing. This is shown in the following diagram. It
is important to note that some level of communications occurs in all processes and activities of project
management, but there are formal, defined, communications management processes that are performed
as part of certain process groups.
Process Group
Initiating Planning Executing Controlling Closing
Knowledge Area
Project Integration
… … …
Management
Project Scope
… … …
Management
Project Time
… …
Management
Project Cost
… …
Ma nagement
Project Quality
… … …
Management
Project Human
… …
Resource Management
Project
Communications Information Performance Administrative
Communications
Planning Distribution Reporting Closure
Management
Risk Project
… …
Management
Project Procurement
… … …
Management
Project communications management includes four processes: communications planning, information

distribution, performance reporting, and administrative closure. During this course, students will explore
these processes and how they affect the management of a project.
Process Group
Initiating Planning Executing Controlling Closing
Knowledge Area
Project Information
Communications Performance Administrative
Communications Distribution
Planning (Facilitating) Reporting (Core) Closure (Core)
Management (Facilitating)

Section G: Communication Management

Skills
Communications is a very broad topic that is not unique to the project management context. It covers an
expansive body of knowledge concerning the exchange of information between two parties.
Definition: Key General Management Skills: Communication

Communicating involves the exchange of information.
Communications is much more than a body of knowledge that must be acquired; it is a rich skill set, which
must be learned and practiced. The ability to communicate may be the most important skill that a project
manager possesses, and it can be a distinguishing factor between good and poor project managers. The
job of a project manager is to do work through others; thus, communication is central to success.
Dimensions of Communicating
Communications is a multifaceted discipline. Project managers must be concerned with many dimensions
of communication:
• Written and oral, listening and speaking

• Internal (within the project) and external (to the customer, the media, the public, etc.)
• Formal (reports, briefings, etc.) and informal (memos, ad hoc conversations, etc.)
• Vertical (up and down the organization) and horizontal (with peers and partner organization)
Communications Concepts
There are many communications concepts important to becoming a more effective communicator.
Knowledge of sender-receiver models assists the project manager in understanding the subtle
complexities in all communications. The choice of media can significantly impact communications.
Effective meeting management techniques should be applied so meetings are more productive. Each of
these topics is explored as part of the course:
• Sender-receiver models
• Choice of media
• Writing style
• Presentation techniques
• Meeting management techniques
Communications Interfaces
The project manager sits in the center of a communications hub. It is this central role of the project
manager that makes communication skills vital to the success of the project manager. A project
manager’s job is not to do the work of the project, but to get project work done through others. This
requires understanding the expectations from project sponsors and clients, and effectively communicating
these expectations to the project team. It also includes receiving feedback on progress from the project
team and communicating it back to the project sponsors.

Top
Managers
All other Project

Managers Manager Customer
Project
Team
Members
Project managers are found at the center of a communications web and must communicate with the
following:
• Functional managers provide information regarding availability of resources, or changes in skills; they
receive information on the project direction
• Executives or sponsors provide direction on company policy, project parameters; they receive status
reports from the project manager
• Customers provide direction to the project manager and receive progress reports
• Project team members receive directives from the project manager and provide status reports.

Manual 10-Project Communication Management-Book 1

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Manual 10-Project Communication Management-Book 1

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Manual 10

Book 1 of 3: Communication Planning and Management Page 2 of 22

Inputs Tools & Techniques Outputs

1. Enterprise environmental 1. Communications 1. Communications

Figure 1 - Communications Planning: Inputs, Tools & Techniques, & Outputs

Communications Planning: Inputs

Project Scope Statement

Book 1 of 3: Communication Planning and Management Page 3 of 22

Project Management Plan

Communications Planning: Tools and Techniques

Communications technology factors that can affect the project include:

Book 1 of 3: Communication Planning and Management Page 5 of 22

Communications Planning: Outputs

• Stakeholder communication requirements

• Communications item. The information that will be distributed to stakeholders.

Book 1 of 3: Communication Planning and Management Page 6 of 22

Section B: Communications Planning

These inputs include:

• Project organization and stakeholder responsibility relationships

Book 1 of 3: Communication Planning and Management Page 7 of 22

• Immediacy of the need for information

Book 1 of 3: Communication Planning and Management Page 8 of 22

Section C: Communications Planning Tools

Components of Stakeholder Analysis

• Identify nature of the stakeholders interest

The Five Fundamental Questions

1. With whom does the project manager communicate?

2. What does the project manager need to communicate?

3. How often does the project manager need to communicate?

4. In what ways does the project manager need to communicate?

5. How will communication needs change throughout the project cycle?

1. With Whom Does the Project Manager Communicate?

Book 1 of 3: Communication Planning and Management Page 9 of 22

• External stakeholders need to know if the project is on track.

1. Functional managers provide information regarding availability of resources or changes in skills;

All other Project

2. What Does the Project Manager Need to Communicate?

Book 1 of 3: Communication Planning and Management Page 10 of 22

3. How Often Does the Project Manager Need to Communicate?

Frequency of communication depends on:

• Stakeholder information needs

Some rules of thumb for the frequency of communications include:

• Internal stakeholders: (project staff primarily): Communicate daily to weekly

Book 1 of 3: Communication Planning and Management Page 11 of 22

4. In What Ways Does the Project Manager Need to Communicate?

Type of communication depends on:

• Stakeholder communication needs

Beware of over-dependence upon electronic communication: phone, fax, and e-mail.

Considerations include the following:

5. How Will Communication Needs Change Throughout the Project Cycle?

Book 1 of 3: Communication Planning and Management Page 12 of 22

Communications requirements change throughout the life cycle, depending on:

• Anticipated project risks or other significant risks

Book 1 of 3: Communication Planning and Management Page 13 of 22

Section D: Communications Planning

The communications management plan is a document that provides:

The Communications Planning Matrix

Stakeholders Role What? When? How? Response

Book 1 of 3: Communication Planning and Management Page 14 of 22

Alternate Communications Planning Matrix

Overview Content Frequency Audience

Project Control Folder

Project Communication Tools

Suggested project communication tools: