BASED ON PMBOK GUIDE FOURTH EDITION

Project Communications Management

According to the PMBOK Guide, Project Communications

Management includes the processes required to ensure timely and appropriate generation, collection, distribution, storage, retrieval, and ultimate disposition of project information
A large proportion of the Project Managers time is spent in

communicating with team members and other project stakeholders

Communications Management Processes Include:
Identify Stakeholders Plan Communications Distribute Information Manage Stakeholder Expectations, and Report Performance

Project Communications Management cont

Dimensions of Communication activity include the

following:
Internal (within the project) and External (customer, media, the

public, other projects),

Formal (reports, briefings, memos) and Informal (ad-hoc discussions,

emails),
Vertical (up and down the organization) and horizontal (with peers), Official (newsletters, annual report) and unofficial (off the record

communications),
Written and Oral, and Verbal and non-verbal (Voice inflections, body language)
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Project Communications Management cont

Required Communication Skills include:
Questioning, probing ideas and situations to foster better understanding, Listening actively and effectively, Fact-finding to identify or confirm information, Educating to increase teams knowledge Setting and managing expectations, Negotiating to achieve mutually acceptable agreements between parties, Persuading a person or organization to perform an action, Resolving conflict to prevent disruptive impacts, and Summarizing, recapping, and identifying the next steps
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Identify Stakeholders
This is the process of identifying all people or

organizations impacted by the project, and documenting relevant information regarding their interest, involvement, and impact on the project success. Inputs
CLICK HERE TO VIEW INPUTS

Identify Stakeholders Cont

Tools and Techniques

Stakeholder Analysis
Expert Judgment

Identify Stakeholders Cont

Outputs

Stakeholder Register Stakeholder Management Strategy

Plan Communications
This is the process of determining the project stakeholder

information needs and defining a communication approach.

Inputs
Stakeholder Register Stakeholder Management Strategy Enterprise Environmental Factors Organizational Process Assets

Plan Communications Cont

Tool and Techniques

Communication Requirements Analysis Communication Technology Communication Model Communication Methods

Plan Communications Cont

Outputs

Communications Management Plan

Project Documents Updates

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Work Session
You are managing a project with five people on the team, plus

one additional stakeholder the sponsor. Draw in all the lines of communication on this picture.

Using the formula n(n-1)/2, how many lines will you add if 2

more team members and 2 more stakeholders join?

See Work Session Solution.
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Distribute Information
Distribute information the process of making

information available to project stakeholders as planned. Inputs

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Distribute Information Cont

Tools and Techniques

CLICK HERE TO VIEW TOOLS & TECHNIQUES

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Distribute Information Cont

Outputs

ORGANIZATIONAL PROCESS ASSETS UPDATES

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Manage Stakeholder Expectations

The process of communicating and working with

stakeholders to meet their needs and addressing issues as they occur. Inputs
Stakeholder Register Stakeholder Management Strategy Project Management Plan view other inputs

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Manage Stakeholder Expectations Cont

Tools and Techniques

CLICK HERE TO VIEW TOOLS AND TECHNIQUES

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Manage Stakeholder Expectations Cont

Outputs

CLICK HERE TO VIEW OUTPUTS

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Report Performance
This is the process of collecting and distributing

performance information, including status reports, progress measurements, and forecasts.

Inputs

Project Management Plan Work Performance Information view remaining inputs

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Report Performance Cont

Tools and Techniques

Variance Analysis Forecasting Methods view remaining Tools & Techniques

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Report Performance Cont

Outputs

Performance Reports view sample report view remaining Outputs

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Review Questions

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Identify Stakeholders - Inputs

Project Charter - this can provide information about internal and

external stakeholders involved in and affected by the project, e.g., sponsor, team members, customers, etc.
Procurement Documents parties involved in projects that result

from procurement activity or contract are key project stakeholders, this includes suppliers and sub-contractors.
Enterprise Environmental Factors factors that can influence this

process include; Organizational Culture and Structure, and Governmental or Industry Standards.
Organizational Process Assets process assets that can influence

this process are; Lessons learned from past projects, stakeholder register templates, and stakeholder register from past projects.

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Identify Stakeholders Tools & Techniques

Stakeholder Analysis this is a process of methodically gathering, and analyzing quantitative and qualitative information to determine whose interest should be considered during the project.
Stakeholder Analysis involves the following Steps:
Step 1: Identify project stakeholders and relevant information, e.g., roles, interests, departments,

expectations, knowledge levels, and influence (other stakeholders could be identified through interviewing) so as to define an approach strategy.

Step 2: identify the potential impact or support each stakeholder could generate, and classify them

Other Classification Models include: Power/Interest grid - based on authority and interest Power/Influence grid based on authority and influence Influence/Impact grid based on active involvement and impact Salience Model - based on ability to impose their will and urgency (need for immediate attention)

Power/Interest Grid with Stakeholders

Step 3: Assess possible key stakeholders reaction or response in various situations, in order to plan how to influence them to enhance their support.
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Identify Stakeholders Tools & Techniques

Expert Judgment - judgment and expertise should be sought from

groups or individuals with specialized training or knowledge on subjects areas like:

Identified key stakeholders Senior management Project managers who have experience on similar project areas Subject matter experts Professional and technical associations Industry groups and consultants Other units with the organization

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Identify Stakeholders Outputs

Stakeholder Register this is the main output of the

process and it contains the following:

Identification Information Name, Position, Location, Role in project, Contact Information

Assessment Major Requirements, Expectations, Likely Influence in the project

Stakeholder Classification Internal/External, Supporter/Neutral/Resistor, etc.

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Identify Stakeholders Outputs

Stakeholder Management Strategy this defines an

approach to increase support and minimize negative impacts of stakeholders throughout the project life cycle.
It can be represented by a stakeholder analysis matrix.
Stakeholder Stakeholder Interest Assessment of Impact Strategies for Gaining Support/Reducing Obstacles

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Plan Communications - Input

Enterprise Environmental Factors Communication must be

adapted to the project environment; hence, all environmental factors are relevant inputs to the process.

enterprise

Organizational Process Assets Lessons learned and historical

information are very crucial inputs to this process, as they provide insight into past project decisions.

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Plan Communications Tools & Techniques

Communication Requirements Analysis this determines the

information needs of the project stakeholders, by combining the type and format of information needed and the value of the information.
The Project Manager also determines the number of potential

communication channels or paths as an indicator of the complexity of a projects communications.

Communication Channels is n(n-1)/2, where n is the number of

stakeholders, e.g., a project with 10 stakeholders has 10(10-1)/2 =45 potential channels.

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Plan Communications Tools & Techniques

Communication Technology this is the method used among

stakeholders to transfer information, e.g., brief conversations, extended meetings, written documents (schedules and online databases etc)
Factors that affect project are :
Urgency of the need for information availability of frequently updated information

Availability of Technology do the intended stakeholders have access to a selected communications technology
Expected Project Staffing compatibility of communication systems with project participants expertise

Duration of the Project is the available technology likely to change before the project is over?
Project Environment are team member meetings and operations face-to-face or virtual?
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Plan Communications Tools & Techniques

Communication Models basic model of communication that shows

how information is sent and received between two parties (sender and receiver).
Components of the model are:
Encode translation of others.

thoughts or ideas into a language understood by

Message and Feedback-message the output of encoding. Medium method used to convey the message. Noise interference with transmission and comprehension of the message, e.g.,

distance, unfamiliar technology, etc.)

Decode translation of message back into meaningful thoughts and ideas.

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Plan Communications Tools & Techniques

Communication Methods communication methods can be broadly

classified into:
Interactive Communication between two or more parties performing a multidirectional exchange of information.
Push Communication sent to specific recipients who need to know the information; it includes letters, memos, reports, emails, voice mails, faxes, press

releases etc.
Pull Communication for very large volume of information, or for very large audiences; the method includes, intranet sites, e-learning, and knowledge repositories etc.

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Plan Communications Output

Communications Management Plan is a subsidiary of the project

management plan, can be formal or informal, highly detailed or broadly framed.

The Communications Management Plan includes the following:

Information to be communicated, Stakeholder communication requirement, Reasons for the information distribution, Time frame and frequency of distribution, Person responsible for communicating the information, Person responsible for authorizing release of confidential information, Person or group who will receive information Technologies or methods of conveying information Resources allocated for communication activities, Escalation process, Methods for updating plan, Glossary of common terminology Flow charts of the information flow in the project, and Communication constraints, e.g., regulations, technology, and organizational policies.

Project Document Updates project schedule, stakeholder register, and

stakeholder management strategy are documents that may be updated.

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Work Session Solution

Lines for 7 people = 7 x (7 1)/2 = (7 x 6)/2 = 21 If 2 more team members and 2 more stakeholders

join:
Lines for 11 people = 11 x (11 1)/2 = (11 x 10)/2 = 55
The number of lines added = lines for 11 people lines

for 7 people
= 55 -21 = 34
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Distribute Information - Inputs

Project

Management Plan communications management plan.

contains

the

Performance Reports are used to distribute project

performance and status information. They should be current and precise.

Organizational Process Assets include:
policies, procedures, and guidelines pertaining to information
distribution
Templates, and Historical Information and lessons learned

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Distribute Information Tools & techniques

Communication Methods- like video and audio conferences,

computer chats, individual and group meetings etc.

Information Distribution Tools including the following:
Manual filing system, hard-copy document distribution, press releases, and shared-access electronic databases Electronic tools like web interfaces, scheduling and PM software, virtual office support software, portals, collaborative work management tools, and Electronic communication and conferencing tools, like telephone, e-mail, fax,

voice mail, video and web conferencing, websites and web publishing tools.

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Distribute Information Output

Organizational Process Assets Updates include:
Stakeholder Notifications stakeholders receive information about

approved changes, resolved issues, and general project status.

Project Reports formal and informal project reports describing status,

lessons learned, issue logs, closure reports, and outputs from knowledge areas.
Project Presentations formal or informal presentation of information to

stakeholders.
Project Records including memos, meeting minutes, correspondences,

and other document describing the project.

Feedback from Stakeholders concerning project operations can be used

to modify or improve future project performance.

Lessons Learned Documentation including causes of issues, reasoning

behind corrective actions taken, etc.

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Manage Stakeholder Expectations Inputs

Issue Log or Action Log - is used to document and monitor the

resolution of issues. Issues are stated and categorized based on urgency and potential impact.
Change Log is used to document change that occurs during a

project. The changes and their impact to the project in terms of time, cost, and risk, must be communicated to the appropriate stakeholders.
Organizational Process Assets include the following:
Issue management procedure, Organizational communication requirements,

Change control procedures, and

Historical information about past projects.

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Manage Stakeholder Expectations Tools & Techniques

Communications Methods identified for each stakeholder in the

communications management plan, stakeholder management.

Interpersonal Skills examples include:
Resolving Conflict, Building trust, Active listening, and Overcoming resistance to change

and are utilized during

Management Skills include the following:

Negotiating,

Presentation skills,
Public speaking, and Writing skills

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Manage Stakeholder Expectations Outputs

Organizational Process Assets Updates include the following:

Reasoning behind corrective actions, Causes of issues, and Lessons learned from managing stakeholder expectations

Change requests may result to the product or project due to this

process, this may also include corrective or preventive actions.

Project Management Plan Updates include communications

management plan.
Project Document Updates include updates to:
Stakeholder Management Strategy Stakeholder Register Issue Log

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Report Performance - Inputs

Project Management Plan provides information on

project baselines. Performance measurement baseline is an approved plan for project work, to which project execution is compared, and deviations are measured for management control.
Work Performance Information from project activities

is collected on performance results like:

Schedule Progress Deliverable status, and Costs incurred.
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Report Performance - Inputs

Work Performance Measurements used to generate

project activity metrics to evaluate actual progress compared to planned progress. These include the following:
planned versus actual schedule performance Planned versus actual cost performance, and Planned versus actual technical performance.

Budget Forecast information from the Control Cost

process gives information on additional funds required for the remaining work, as well as estimates for the completion of total project work.
Organizational Process Assets for Report Performance

process include: Report Templates, Policies and procedures defining measures to be used, and Defined variance limits.
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Report Performance Tools & Techniques

Variance Analysis is an after-the-fact evaluation of

what caused a difference between the baseline and the actual performance. Typical steps of Variance Analysis are:
Verify the quality of information collected to ensure it is complete,

consistent with past data and credible for comparison

Determine variances, comparing the actual information with the

project baseline and noting all differences

Determine the impact of the variances in the project cost and

schedule as well as in other project areas.

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Report Performance Tools & Techniques

Forecasting Methods is the process of predicting future

project performance based on the actual performance to date.

Categories of forecasting:
Time series methods historical data is used as the basis for

estimating future outcomes, e.g., earned value, moving average, extrapolation, linear prediction, trend estimation, and growth curve.
Causal/econometric methods assumption that it is possible to identify

the underlying factor influencing a variable, e.g., sales of umbrella might be associated with weather conditions.
Judgmental methods incorporate intuitive judgments, probability

estimates, and opinions, e.g., surveys, Delphi method, scenario building, technology forecasting, and forecast by analogy.
Other methods are simulation, and ensemble forecasting.
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Report Performance Tools & Techniques

Communication

Methods like status review meetings can be used to evaluate information about project performance and progress.

Reporting Systems provide a standard tool for the

project manager to capture, store, and distribute information to stakeholders about schedule progress, cost, and performance.

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Report Performance Outputs

Performance Reports organize and summarize

information gathered, and present the results of any analysis as compared to the performance measurement baseline.
Reports may include: Current status of risks and issues

Analysis of past performance

Work completed during reporting period Work to be completed during the next reporting period Summary of changes approved in the period

Results of variance analysis

Forecasted project completion, and Other relevant information
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Performance Report Sample

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Report Performance Outputs

Organizational Process Assets Updates include

report formats and lessons learned documentation (causes of issues, reasoning behind corrective actions taken etc).
Change Requests may be generated, and they are

processed through Perform Integrated Change Control process as follows:

Recommended corrective actions are changes that bring

expected future performance in alignment with project management plan, and

Recommended

preventive actions can reduce probability of incurring future negative performance.

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