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PROJECT COMMUNICATIONS MANAGEMENT

Project Communications Management includes the processes necessary to ensure that the information needs of the project and its stakeholders are met through development of artifacts and implementation of activities designed to achieve effective information exchange. Project Communications Management consists of two parts. The first part is developing a strategy to ensure communication is effective for stakeholders. The second part is carrying out the activities necessary to implement the communication strategy.

The Project Communications Management processes are:

10.1 Plan Communications Management—The process of developing an appropriate approach and plan for project communication activities based on the information needs of each stakeholder or group, available organizational assets, and the needs of the project.

10.2 Manage Communications—The process of ensuring timely and appropriate collection, creation, distribution, storage, retrieval, management, monitoring, and the ultimate disposition of project information.

10.3 Monitor Communications—The process of ensuring the information needs of the project and its stakeholders are met.

Figure 10-1 provides an overview of the Project Communications Management processes. The Project Communications Management processes are presented as discrete processes with defined interfaces while, in practice, they overlap and interact in ways that cannot be completely detailed in the PMBOK® Guide.

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KEY CONCEPTS FOR PROJECT COMMUNICATIONS MANAGEMENT

Communication is the exchange of information, intended or involuntary. The information exchanged can be in the form of ideas, instructions, or emotions. The mechanisms by which information is exchanged can be in:

Communications describe the possible means by which the information can be sent or received, either through communication activities, such as meetings and presentations, or artifacts, such as emails, social media, project reports, or project documentation.

Project managers spend most of their time communicating with team members and other project stakeholders, both internal (at all organizational levels) and external to the organization. Effective communication builds a bridge between diverse stakeholders who may have different cultural and organizational backgrounds as well as different levels of expertise, perspectives, and interests.

Communication activities have many dimensions, including but not limited to:

Communication develops the relationships necessary for successful project and program outcomes. Communication activities and artifacts to support communication vary widely, ranging from emails and informal conversations to formal meetings and regular project reports. The act of sending and receiving information takes place consciously or unconsciously through words, facial expressions, gestures and other actions. In the context of successfully managing project relationships with stakeholders, communication includes developing strategies and plans for suitable communications artifacts and activities with the stakeholder community and the application of skills to enhance the effectiveness of the planned and other ad hoc communications.

There are two parts to successful communication. The first part involves developing an appropriate communication strategy based on both the needs of the project and the project's stakeholders. From that strategy, a communications management plan is developed to ensure that the appropriate messages are communicated to stakeholders in various formats and various means as defined by the communication strategy. These messages constitute the project's communications—the second part of successful communication. Project communications are the products of the planning process, addressed by the communications management plan that defines the collection, creation, dissemination, storage, retrieval, management, tracking, and disposition of these communications artifacts. Finally, the communication strategy and communications management plan will form the foundation to monitor the effect of the communication.

The project's communications are supported by efforts to prevent misunderstandings and miscommunication and by careful selection of the methods, messengers, and messages developed from the planning process.

Misunderstandings can be reduced but not eliminated through using the 5Cs of written communications in composing a traditional (non-social media) written or spoken message:

The 5Cs of written communications are supported by communication skills, such as:

The fundamental attributes of effective communication activities and developing effective communication artifacts are:

TRENDS AND EMERGING PRACTICES IN PROJECT COMMUNICATIONS MANAGEMENT

Along with a focus on stakeholders and recognition of the value to projects and organizations of effective stakeholder engagement comes the recognition that developing and implementing appropriate communication strategies is vital to maintaining effective relationships with stakeholders. Trends and emerging practices for Project Communications Management include but are not limited to:

TAILORING CONSIDERATIONS

Because each project is unique, the project team will need to tailor the way that Project Communications Management processes are applied. Considerations for tailoring include but are not limited to:

CONSIDERATIONS FOR AGILE/ADAPTIVE ENVIRONMENTS

Project environments subject to various elements of ambiguity and change have an inherent need to communicate evolving and emerging details more frequently and quickly. This motivates streamlining team member access to information, frequent team checkpoints, and colocating team members as much as possible.

In addition, posting project artifacts in a transparent fashion, and holding regular stakeholder reviews are intended to promote communication with management and stakeholders.

10.1 PLAN COMMUNICATIONS MANAGEMENT

Plan Communications Management is the process of developing an appropriate approach and plan for project communications activities based on the information needs of each stakeholder or group, available organizational assets, and the needs of the project. The key benefit of this process is a documented approach to effectively and efficiently engage stakeholders by presenting relevant information in a timely manner. This process is performed periodically throughout the project as needed. The inputs, tools and techniques, and outputs of the process are depicted in Figure 10-2. Figure 10-3 depicts the data flow diagram for the process.

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An effective communications management plan that recognizes the diverse information needs of the project's stakeholders is developed early in the project life cycle. It should be reviewed regularly and modified when necessary, when the stakeholder community changes or at the start of each new project phase.

On most projects, communications planning is performed very early, during stakeholder identification and project management plan development.

While all projects share the need to communicate project information, the information needs and methods of distribution may vary widely. In addition, the methods of storage, retrieval, and ultimate disposition of the project information need to be considered and documented during this process. The results of the Plan Communications Management process should be reviewed regularly throughout the project and revised as needed to ensure continued applicability.

10.1.1 PLAN COMMUNICATIONS MANAGEMENT: INPUTS

10.1.1.1 PROJECT CHARTER

Described in Section 4.1.3.1. The project charter identifies the key stakeholder list. It may also contain information about the roles and responsibilities of the stakeholders.

10.1.1.2 PROJECT MANAGEMENT PLAN

Described in Section 4.2.3.1. Project management plan components include but are not limited to:

10.1.1.3 PROJECT DOCUMENTS

Project documents that can be considered as inputs for this process include but are not limited to:

10.1.1.4 ENTERPRISE ENVIRONMENTAL FACTORS

The enterprise environmental factors that can influence the Plan Communications Management process include but are not limited to:

10.1.1.5 ORGANIZATIONAL PROCESS ASSETS

The organizational process assets that can influence the Plan Communications Management process include but are not limited to:

10.1.2 PLAN COMMUNICATIONS MANAGEMENT: TOOLS AND TECHNIQUES

10.1.2.1 EXPERT JUDGMENT

Described in Section 4.1.2.1. Expertise should be considered from individuals or groups with specialized knowledge or training in the following topics:

10.1.2.2 COMMUNICATION REQUIREMENTS ANALYSIS

Analysis of communication requirements determines the information needs of the project stakeholders. These requirements are defined by combining the type and format of information needed with an analysis of the value of that information.

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

10.1.2.3 COMMUNICATION TECHNOLOGY

The methods used to transfer information among project stakeholders may vary significantly. Common methods used for information exchange and collaboration include conversations, meetings, written documents, databases, social media, and websites.

Factors that can affect the choice of communication technology include:

10.1.2.4 COMMUNICATION MODELS

Communication models can represent the communication process in its most basic linear form (sender and receiver), in a more interactive form that encompasses the additional element of feedback (sender, receiver, and feedback), or in a more complex model that incorporates the human elements of the sender(s) or receiver(s) and attempts to show the complexity of any communication that involves people.

As part of the communication process, the sender is responsible for the transmission of the message, ensuring the information being communicated is clear and complete, and confirming the message is correctly interpreted. The receiver is responsible for ensuring that the information is received in its entirety, interpreted correctly, and acknowledged or responded to appropriately. These components take place in an environment where there will likely be noise and other barriers to effective communication.

Cross-cultural communication presents challenges to ensuring that the meaning of the message has been understood. Differences in communication styles can arise from differences in working methods, age, nationality, professional discipline, ethnicity, race, or gender. People from different cultures communicate using different languages (e.g., technical design documents, different styles) and expect different processes and protocols.

The communication model shown in Figure 10-4 incorporates the idea that the message itself and how it is transmitted are influenced by the sender's current emotional state, knowledge, background, personality, culture, and biases. Similarly, the receiver's emotional state knowledge, background, personality, culture, and biases will influence how the message is received and interpreted, and will contribute to the barriers or noise.

This communication model and its enhancements can assist in developing communication strategies and plans for person-to-person or even small group to small group communications. It is not useful for other communications artifacts such as emails, broadcast messages, or social media.

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10.1.2.5 COMMUNICATION METHODS

There are several communication methods that are used to share information among project stakeholders. These methods are broadly classified as follows:

Different approaches should be applied to meet the needs of the major forms of communication defined in the communications management plan:

Possible communications artifacts and methods include but are not limited to:

10.1.2.6 INTERPERSONAL AND TEAM SKILLS

Interpersonal and team skills that can be used for this process include but are not limited to:

10.1.2.7 DATA REPRESENTATION

A data representation technique that can be used for this process includes but is not limited to a stakeholder engagement assessment matrix. Described in Section 13.2.2.5. The stakeholder engagement assessment matrix, shown in Figure 13-6, displays gaps between current and desired engagement levels of individual stakeholders, it can be further analyzed in this process to identify additional communication requirements (beyond the regular reports) as a method to close any engagement level gaps.

10.1.2.8 MEETINGS

Project meetings can include virtual (e-meetings) or face-to-face meetings, and can be supported with document collaboration technologies, including email messages and project websites. The Plan Communications Management process requires discussion with the project team to determine the most appropriate way to update and communicate project information, and to respond to requests from various stakeholders for information.

10.1.3 PLAN COMMUNICATIONS MANAGEMENT: OUTPUTS

10.1.3.1 COMMUNICATIONS MANAGEMENT PLAN

The communications management plan is a component of the project management plan that describes how project communications will be planned, structured, implemented, and monitored for effectiveness. The plan contains the following information:

The communications management plan can include guidelines and templates for project status meetings, project team meetings, e-meetings, and email messages. The use of a project website and project management software can be included if these are to be used in the project.

10.1.3.2 PROJECT MANAGEMENT PLAN UPDATES

 

Any change to the project management plan goes through the organization's change control process via a change request. Components that may require a change request for the project management plan include but are not limited to the stakeholder engagement plan, which is described in Section 13.2.3.1. The stakeholder engagement plan is updated to reflect any processes, procedures, tools, or techniques that affect the engagement of stakeholders in project decisions and execution.

10.1.3.3 PROJECT DOCUMENTS UPDATES

Project documents that may be updated as a result of carrying out this process include but are not limited to:

10.2 MANAGE COMMUNICATIONS

Manage Communications is the process of ensuring timely and appropriate collection, creation, distribution, storage, retrieval, management, monitoring, and the ultimate disposition of project information. The key benefit of this process is that it enables an efficient and effective information flow between the project team and the stakeholders. This process is performed throughout the project.

The Manage Communications process identifies all aspects of effective communication, including choice of appropriate technologies, methods, and techniques. In addition, it should allow for flexibility in the communications activities, allowing adjustments in the methods and techniques to accommodate the changing needs of stakeholders and the project. The inputs, tools, techniques, and outputs of this process are depicted in Figure 10-5. Figure 10-6 depicts the data flow diagram of the Manage Communications process.

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This process goes beyond the distribution of relevant information and seeks to ensure that the information being communicated to project stakeholders has been appropriately generated and formatted, and received by the intended audience. It also provides opportunities for stakeholders to make requests for further information, clarification, and discussion. Techniques and considerations for effective communications management include but are not limited to:

10.2.1 MANAGE COMMUNICATIONS: INPUTS

10.2.1.1 PROJECT MANAGEMENT PLAN

Described in Section 4.2.3.1. Project management plan components include but are not limited to:

10.2.1.2 PROJECT DOCUMENTS

Project documents that can be considered as inputs for this process include but are not limited to

10.2.1.3 WORK PERFORMANCE REPORTS

Described in Section 4.5.3.1. Work performance reports are circulated to the project stakeholders through this process as defined in the communications management plan. Examples of work performance reports include status reports and progress reports. Work performance reports can contain earned value graphs and information, trend lines and forecasts, reserve burndown charts, defect histograms, contract performance information, and risk summaries. They can be presented as dashboards, heat reports, stop light charts, or other representations useful for creating awareness and generating decisions and actions.

10.2.1.4 ENTERPRISE ENVIRONMENTAL FACTORS

The enterprise environmental factors that can influence this process include but are not limited to:

10.2.1.5 ORGANIZATIONAL PROCESS ASSETS

The organizational process assets that can influence this process include but are not limited to:

10.2.2 MANAGE COMMUNICATIONS: TOOLS AND TECHNIQUES

10.2.2.1 COMMUNICATION TECHNOLOGY

Described in Section 10.1.2.3. Factors that influence the technology include whether the team is colocated, the confidentiality of any information that needs to be shared, resources available to the team members, and how the organization's culture influences the way in which meetings and discussions are normally conducted.

10.2.2.2 COMMUNICATION METHODS

Described in Section 10.1.2.5. The choice of communication methods should allow flexibility in the event that the membership of the stakeholder community changes or their needs and expectations change.

10.2.2.3 COMMUNICATION SKILLS

Communication techniques that can be used for this process include but are not limited to:

Presentations will be successful when the content and delivery take the following into account:

10.2.2.4 PROJECT MANAGEMENT INFORMATION SYSTEM (PMIS)

Described in Section 4.3.2.2. Project management information systems can ensure that stakeholders can easily retrieve the information they need in a timely way. Project information is managed and distributed using a variety of tools, including:

10.2.2.5 PROJECT REPORTING

Project reporting is the act of collecting and distributing project information. Project information is distributed to many groups of stakeholders and should be adapted to provide information at an appropriate level, format, and detail for each type of stakeholder. The format may range from a simple communication to more elaborate custom reports and presentations. Information may be prepared regularly or on an exception basis. While work performance reports are the output of the Monitor and Control Project Work process, this process develops ad hoc reports, project presentations, blogs, and other types of communication about the project.

10.2.2.6 INTERPERSONAL AND TEAM SKILLS

Interpersonal and team skills that can be used for this process include but are not limited to:

10.2.2.7 MEETINGS

Meetings support the actions defined in the communication strategy and communications plan.

10.2.3 MANAGE COMMUNICATIONS: OUTPUTS

10.2.3.1 PROJECT COMMUNICATIONS

Project communications artifacts may include but are not limited to: performance reports, deliverable status, schedule progress, cost incurred, presentations, and other information required by stakeholders.

10.2.3.2 PROJECT MANAGEMENT PLAN UPDATES

Any change to the project management plan goes through the organization's change control process via a change request. Components of the project management plan that may be updated as a result of carrying out this process include but are not limited to:

10.2.3.3 PROJECT DOCUMENTS UPDATES

Project documents that may be updated as a result of carrying out this process include but are not limited to:

10.2.3.4 ORGANIZATIONAL PROCESS ASSETS UPDATES

Organizational process assets that may be updated as a result of this process include but are not limited to:

10.3 MONITOR COMMUNICATIONS

Monitor Communications is the process of ensuring the information needs of the project and its stakeholders are met. The key benefit of this process is the optimal information flow as defined in the communications management plan and the stakeholder engagement plan. This process is performed throughout the project. The inputs, tools and techniques, and outputs of the process are depicted in Figure 10-7. Figure 10-8 depicts the data flow diagram for the process.

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Monitor Communications determines if the planned communications artifacts and activities have had the desired effect of increasing or maintaining stakeholders’ support for the project's deliverables and expected outcomes. The impact and consequences of project communications should be carefully evaluated and monitored to ensure that the right message with the right content (the same meaning for sender and receiver) is delivered to the right audience, through the right channel, and at the right time. Monitor Communications may require a variety of methods, such as customer satisfaction surveys, collecting lessons learned, observations of the team, reviewing data from the issue log, or evaluating changes in the stakeholder engagement assessment matrix described in Section 13.2.2.5.

The Monitor Communications process can trigger an iteration of the Plan Communications Management and/or Manage Communications processes to improve effectiveness of communication through additional and possibly amended communications plans and activities. Such iterations illustrate the continuous nature of the Project Communications Management processes. Issues or key performance indicators, risks, or conflicts may trigger an immediate revision.

10.3.1 MONITOR COMMUNICATIONS: INPUTS

10.3.1.1 PROJECT MANAGEMENT PLAN

Described in Section 4.2.3.1. Project management plan components include but are not limited to:

10.3.1.2 PROJECT DOCUMENTS

Project documents that can be considered as inputs for this process include but are not limited to:

10.3.1.3 WORK PERFORMANCE DATA

Described in Section 4.3.3.2. Work performance data contains data on the types and quantities of communications that have actually been distributed.

10.3.1.4 ENTERPRISE ENVIRONMENTAL FACTORS

The enterprise environmental factors that can influence the Monitor Communications process include but are not limited to:

10.3.1.5 ORGANIZATIONAL PROCESS ASSETS

The organizational process assets that may influence the Monitor Communications process include but are not limited to:

10.3.2 MONITOR COMMUNICATIONS: TOOLS AND TECHNIQUES

10.3.2.1 EXPERT JUDGMENT

Described in Section 4.1.2.1. Expertise should be considered from individuals or groups with specialized knowledge or training in the following topics:

10.3.2.2 PROJECT MANAGEMENT INFORMATION SYSTEM (PMIS)

Described in Section 4.3.2.2. Project management information systems provides a set of standard tools for the project manager to capture, store, and distribute information to internal and external stakeholders with the information they need according the communications plan. The information contained in the system is monitored to assess its validity and effectiveness.

10.3.2.3 DATA REPRESENTATION

A data representation technique that can be used includes but is not limited to the stakeholder engagement assessment matrix (Section 13.2.2.5), which can provide information about the effectiveness of the communications activities. This is achieved by reviewing changes between desired and current engagement and adjusting communications as necessary.

10.3.2.4 INTERPERSONAL AND TEAM SKILLS

Interpersonal and team skills that can be used for this process include but are not limited to observation/conversation as described in Section 5.2.2.6. Discussion and dialogue with the project team helps determine the most appropriate way to update and communicate project performance, and to respond to requests from stakeholders for information. Observation and conversation enables the project manager to identify issues within the team, conflicts between people, or individual performance issues.

10.3.2.5 MEETINGS

Face-to-face or virtual meetings are used for decision making; responding to stakeholder requests; and having discussions with suppliers, vendors, and other project stakeholders.

10.3.3 MONITOR COMMUNICATIONS: OUTPUTS

10.3.3.1 WORK PERFORMANCE INFORMATION

Described in Section 4.5.1.3. Work performance information includes information on how project communication is performing by comparing the communications that were implemented compared to those that were planned. It also considers feedback on communications, such as survey results on communication effectiveness.

10.3.3.2 CHANGE REQUESTS

Described in Section 4.3.3.4. The Monitor Communications process often results in the need for adjustment, action, and intervention on communications activities defined in the communications management plan. Change requests are processed through the Perform Integrated Change Control process (Section 4.6).

These change requests may result in:

10.3.3.3 PROJECT MANAGEMENT PLAN UPDATES

Any change to the project management plan goes through the organization's change control process via a change request. Components that may require a change request for the project management plan include but are not limited to:

10.3.3.4 PROJECT DOCUMENTS UPDATES

Project documents that may be updated as a result of carrying out this process include but are not limited to: