Communications management

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ProjectProject
ManagementManagement
ProfessionalProfessional
PMPPMP

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CommunicationsCommunications
managementmanagement
…… keepingkeeping
everybody in the loopeverybody in the loop

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Project Management ProcessProject Management Process GroupGroup
and Knowledge Area Mappingand Knowledge Area Mapping

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The 3 Project CommunicationsThe 3 Project Communications
Management ProcessesManagement Processes
 Plan Communications ManagementPlan Communications Management
– The process of developing an appropriate approach andThe process of developing an appropriate approach and
plan for project communications based on stakeholder’splan for project communications based on stakeholder’s
information needs and requirements, and availableinformation needs and requirements, and available
organizational assetsorganizational assets
 Manage CommunicationsManage Communications
– The process of creating, collecting, distributing, storing,The process of creating, collecting, distributing, storing,
retrieving and the ultimate disposition of projectretrieving and the ultimate disposition of project
information in accordance with the communicationsinformation in accordance with the communications
management plan.management plan.
 Control CommunicationsControl Communications
– The process of monitoring and controllingThe process of monitoring and controlling
communications throughout the entire project life cycle tocommunications throughout the entire project life cycle to
ensure the information needs of the project stakeholdersensure the information needs of the project stakeholders
are met.are met.

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Project CommunicationsProject Communications
Management OverviewManagement Overview

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Communication ActivitiesCommunication Activities
InvolvedInvolved
 InternalInternal (within the project) and(within the project) and externalexternal (customer,(customer,
vendors, other projects, organizations, the public);vendors, other projects, organizations, the public);
 FormalFormal (reports, minutes, briefings) and informal(reports, minutes, briefings) and informal
(emails, memos, ad-hoc discussions);(emails, memos, ad-hoc discussions);
 VerticalVertical (up and down the organization) and(up and down the organization) and
horizontal (with peers);horizontal (with peers);
 OfficialOfficial (newsletters, annual report) and unofficial(newsletters, annual report) and unofficial
(off the record communications); and(off the record communications); and
 Written and oralWritten and oral, and verbal (voice inflections) and, and verbal (voice inflections) and
nonverbal (body language).nonverbal (body language).

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Common Communication Skills UsedCommon Communication Skills Used
 Listening actively and effectively;Listening actively and effectively;
 Questioning and probing ideas and situations to ensure betterQuestioning and probing ideas and situations to ensure better
understanding;understanding;
 Educating to increase team’s knowledge so that they can be moreEducating to increase team’s knowledge so that they can be more
effective;effective;
 Fact-finding to identify or confirm information;Fact-finding to identify or confirm information;
 Setting and managing expectations;Setting and managing expectations;
 Persuading a person, a team, or an organization to perform an action;Persuading a person, a team, or an organization to perform an action;
– Sequential requests: Where one thing leads to another.
– Using repetition: The same thing repeated.
– The Art of Being Right
 Motivating to provide encouragement or reassurance;Motivating to provide encouragement or reassurance;
 Coaching to improve performance and achieve desired results;Coaching to improve performance and achieve desired results;
 Negotiating to achieve mutually acceptable agreements between parties;Negotiating to achieve mutually acceptable agreements between parties;
 Resolving conflict to prevent disruptive impacts; andResolving conflict to prevent disruptive impacts; and
 Summarizing, recapping, and identifying the next steps.Summarizing, recapping, and identifying the next steps.

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1. Plan Communications1. Plan Communications
ManagementManagement

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Considerations that need to beConsiderations that need to be
ANSWEREDANSWERED
 Who needs what information, and who isWho needs what information, and who is
authorized to access that information;authorized to access that information;
 When they will need the information;When they will need the information;
 Where the information should be stored;Where the information should be stored;
 What format the information should be storedWhat format the information should be stored
in;in;
 How the information can be retrieved; andHow the information can be retrieved; and
 Whether time zone, language barriers, andWhether time zone, language barriers, and
cross-cultural considerations need to becross-cultural considerations need to be
taken into account.taken into account.

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Plan Communications Management:Plan Communications Management:
Inputs, Tools & Techniques, and OutputsInputs, Tools & Techniques, and Outputs

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Plan Communications Management: INPUTSPlan Communications Management: INPUTS
 Project Management PlanProject Management Plan
 Stakeholder RegisterStakeholder Register
– Stakeholder Management StrategyStakeholder Management Strategy
– Stakeholder Analysis ModelsStakeholder Analysis Models
• Power/interest gridPower/interest grid, grouping the stakeholders based on their level of, grouping the stakeholders based on their level of
authority (“power”) and their level or concern (“interest”)authority (“power”) and their level or concern (“interest”)
• Power/influence gridPower/influence grid, grouping the stakeholders based on their level of, grouping the stakeholders based on their level of
authority (“power”) and their active involvement (“influence”)authority (“power”) and their active involvement (“influence”)
• Influence/impact gridInfluence/impact grid, grouping the stakeholders based on their active, grouping the stakeholders based on their active
involvement (“influence”) and their ability to effect changes to theinvolvement (“influence”) and their ability to effect changes to the
project’s planning or execution (“impact”)project’s planning or execution (“impact”)
• Salience modelSalience model, describing classes of stakeholders based on their power, describing classes of stakeholders based on their power
(ability to impose their will), urgency (need for immediate attention), and(ability to impose their will), urgency (need for immediate attention), and
legitimacy (their involvement is appropriate).legitimacy (their involvement is appropriate).
 Enterprise Environmental FactorsEnterprise Environmental Factors
– Knowing the way your company runs should help you to find the people whoKnowing the way your company runs should help you to find the people who
will be impacted by your project.will be impacted by your project.
 Organizational Process AssetsOrganizational Process Assets
– Lessons learned and historical information are of particular importanceLessons learned and historical information are of particular importance
because they can provide insights on both the decisions taken regardingbecause they can provide insights on both the decisions taken regarding
communications issues and the results of those decisions in previous similarcommunications issues and the results of those decisions in previous similar
projects.projects.
– These can be used as guiding information to plan the communicationThese can be used as guiding information to plan the communication
activities for the current project.activities for the current project.

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The Stakeholder RegisterThe Stakeholder Register
 Group:Group: It’s useful to group stakeholders together, becauseIt’s useful to group stakeholders together, because
stakeholders in a particular group tend to have similar needsstakeholders in a particular group tend to have similar needs
and project interests.and project interests.
 GoalsGoals are what someone needs to get out of your project,are what someone needs to get out of your project,
whilewhile expectationsexpectations are what they think will actuallyare what they think will actually
happen.happen.
 ConcernsConcerns allows you to address problem areas & helpsallows you to address problem areas & helps
you turn a negative stakeholder into an advocate!you turn a negative stakeholder into an advocate!
[ Templates:
Analysis, Register ]

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The Stakeholder Management StrategyThe Stakeholder Management Strategy
 ““Buy-inBuy-in” means a stakeholder throws his support” means a stakeholder throws his support
behind your projectbehind your project

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Tools and TechniquesTools and Techniques
Communication Requirements AnalysisCommunication Requirements Analysis
 Determine the communications need of project
stakeholders
– work from an organization chart to avoid omitting a key stakeholder.
– ask for major stakeholder input.
 Evaluate any constraints and assumptions
– to determine their possible impact on communication planning.
 Determine the appropriate communications
technologies
– analyze the availability of technology systems.
– Evaluate the expected project staff to identify their knowledge of and
access to proposed technology.

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Communication Requirements Analysis –Communication Requirements Analysis –
Sources of InformationSources of Information
 Organizational charts;Organizational charts;
 Project organization and stakeholder responsibilityProject organization and stakeholder responsibility
relationships;relationships;
 Disciplines, departments, and specialties involved in theDisciplines, departments, and specialties involved in the
project;project;
 Logistics of how many persons will be involved with theLogistics of how many persons will be involved with the
project and at which locations;project and at which locations;
 Internal information needs (e.g., when communicating withinInternal information needs (e.g., when communicating within
organizations);organizations);
 External information needs (e.g., when communicating withExternal information needs (e.g., when communicating with
the media, public, or contractors); andthe media, public, or contractors); and
 Stakeholder information and communication requirementsStakeholder information and communication requirements
from within the stakeholder register.from within the stakeholder register.

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Communication Technology - Factors affectingCommunication Technology - Factors affecting
the choice of communication technologythe choice of communication technology
 Urgency of the need for information.Urgency of the need for information. There is a need to consider theThere is a need to consider the
urgency, frequency, and format of the information to be communicated as theyurgency, frequency, and format of the information to be communicated as they
may vary from project to project and also within different stages of a project.may vary from project to project and also within different stages of a project.
 Availability of technology.Availability of technology. There is a need to ensure that the technologyThere is a need to ensure that the technology
that is required to facilitate communication is compatible, available, andthat is required to facilitate communication is compatible, available, and
accessible for all stakeholders throughout the life of the project.accessible for all stakeholders throughout the life of the project.
 Ease of Use.Ease of Use. There is a need to ensure that the choice of communicationThere is a need to ensure that the choice of communication
technologies is suitable for project participants and that appropriate trainingtechnologies is suitable for project participants and that appropriate training
events are planned for, where appropriate.events are planned for, where appropriate.
 Project environment.Project environment. There is a need to determine if the team will meet andThere is a need to determine if the team will meet and
operate on a face-to-face basis or in a virtual environment; whether they will beoperate on a face-to-face basis or in a virtual environment; whether they will be
located in one or multiple time zones; whether they will use multiple languageslocated in one or multiple time zones; whether they will use multiple languages
for communication; and finally, whether there are any other projectfor communication; and finally, whether there are any other project
environmental factors, such as culture, which may affect communications.environmental factors, such as culture, which may affect communications.
 Sensitivity and confidentiality of the information.Sensitivity and confidentiality of the information. There is a need toThere is a need to
determine if the information to be communicated is sensitive or confidential anddetermine if the information to be communicated is sensitive or confidential and
whether or not additional security measures need to be taken. Also, the mostwhether or not additional security measures need to be taken. Also, the most
appropriate way to communicate the information should be consideredappropriate way to communicate the information should be considered

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Communication MethodsCommunication Methods
 Interactive communication.Interactive communication. Between two or more partiesBetween two or more parties
performing a multidirectional exchange of information. It is the mostperforming a multidirectional exchange of information. It is the most
efficient way to ensure a common understanding by all participants onefficient way to ensure a common understanding by all participants on
specified topics, and includes meetings, phone calls, instant messaging,specified topics, and includes meetings, phone calls, instant messaging,
video conferencing, etc.video conferencing, etc.
 Push communication.Push communication. Sent to specific recipients who need toSent to specific recipients who need to
receive the information. This ensures that the information is distributedreceive the information. This ensures that the information is distributed
but does not ensure that it actually reached or was understood by thebut does not ensure that it actually reached or was understood by the
intended audience. Push communications include letters, memos,intended audience. Push communications include letters, memos,
reports, emails, faxes, voice mails, blogs, press releases, etc.reports, emails, faxes, voice mails, blogs, press releases, etc.
 Pull communication.Pull communication. Used for very large volumes ofUsed for very large volumes of
information, or for very large audiences, and requires the recipients toinformation, or for very large audiences, and requires the recipients to
access the communication content at their own discretion. Theseaccess the communication content at their own discretion. These
methods include intranet sites, e-learning, lessons learned databases,methods include intranet sites, e-learning, lessons learned databases,
knowledge repositories, etc.knowledge repositories, etc.

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Meetings - CompositionMeetings - Composition
 Minutes of meetingMinutes of meeting [[Progress-Review-Meeting-TemplateProgress-Review-Meeting-Template]]
 Defined list of issues to be discussedDefined list of issues to be discussed
 Other information documented specifically for theOther information documented specifically for the
meetingmeeting
 Concerned stakeholders and membersConcerned stakeholders and members

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OutputsOutputs
1.1. Communications Management Plan -Communications Management Plan -
ContentsContents
 Stakeholder communication requirements;Stakeholder communication requirements;
 Information to be communicated, including language, format, content,Information to be communicated, including language, format, content,
and level of detail;and level of detail;
 Reason for the distribution of that information;Reason for the distribution of that information;
 Time frame and frequency for the distribution of required informationTime frame and frequency for the distribution of required information
and receipt of acknowledgment or response, if applicable;and receipt of acknowledgment or response, if applicable;
 Person responsible for communicating the information;Person responsible for communicating the information;
 Person responsible for authorizing release of confidential information;Person responsible for authorizing release of confidential information;
 Person or groups who will receive the information;Person or groups who will receive the information;
 Methods or technologies used to convey the information, such asMethods or technologies used to convey the information, such as
memos, e-mail, and/or press releases;memos, e-mail, and/or press releases;
 Resources allocated for communication activities, including time andResources allocated for communication activities, including time and
budget;budget;

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OutputsOutputs
1.1. Communications Management Plan [Communications Management Plan [samplesample]]
- Contents- Contents
 Escalation process identifying time frames and the management chainEscalation process identifying time frames and the management chain
(names) for escalation of issues that cannot be resolved at a lower staff(names) for escalation of issues that cannot be resolved at a lower staff
level;level;
 Method for updating and refining the communications management planMethod for updating and refining the communications management plan
as the project progresses and develops;as the project progresses and develops;
 Glossary of common terminology;Glossary of common terminology;
 Flow charts of the information flow in the project, workflows with possibleFlow charts of the information flow in the project, workflows with possible
sequence of authorization, list of reports, and meeting plans, etc.; andsequence of authorization, list of reports, and meeting plans, etc.; and
 Communication constraints usually derived from a specific legislation orCommunication constraints usually derived from a specific legislation or
regulation, technology, and organizational policies, etc.regulation, technology, and organizational policies, etc.

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OutputsOutputs
2. Project Documents Updates2. Project Documents Updates
 Project schedule, andProject schedule, and
 Stakeholder register.Stakeholder register.

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2. Manage Communications2. Manage Communications

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Data Flow DiagramData Flow Diagram

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Techniques and considerations for effectiveTechniques and considerations for effective
communications managementcommunications management
 Sender-receiver models.Sender-receiver models. Incorporating feedback loops to provideIncorporating feedback loops to provide
opportunities for interaction/participation and remove barriers toopportunities for interaction/participation and remove barriers to
communication.communication.
 Choice of media.Choice of media. Situation specifics as to when to communicate inSituation specifics as to when to communicate in
writing versus orally, when to prepare an informal memo versus a formalwriting versus orally, when to prepare an informal memo versus a formal
report, and when to communicate face to face versus by e-mail.report, and when to communicate face to face versus by e-mail.
 Writing style.Writing style. Appropriate use of active versus passive voice,Appropriate use of active versus passive voice,
sentence structure, and word choice.sentence structure, and word choice.
 Meeting management techniques.Meeting management techniques. Preparing an agenda andPreparing an agenda and
dealing with conflicts.dealing with conflicts.
 Presentation techniques.Presentation techniques. Awareness of the impact of bodyAwareness of the impact of body
language and design of visual aids.language and design of visual aids.
 Facilitation techniques.Facilitation techniques. Building consensus and overcomingBuilding consensus and overcoming
obstacles.obstacles.
 Listening techniques.Listening techniques. Listening actively (acknowledging,Listening actively (acknowledging,
clarifying, and confirming understanding) and removal of barriers thatclarifying, and confirming understanding) and removal of barriers that
adversely affect comprehension.adversely affect comprehension.

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2. Manage Communications:2. Manage Communications:
InputsInputs
 Communications Management PlanCommunications Management Plan
 Work Performance ReportsWork Performance Reports
– Work performance reports are a collection of project performanceWork performance reports are a collection of project performance
and status information that may be used to facilitate discussion andand status information that may be used to facilitate discussion and
to create communications.to create communications.
– To optimize this process, it is important that reports beTo optimize this process, it is important that reports be
comprehensive, accurate, and available in a timely mannercomprehensive, accurate, and available in a timely manner
 Enterprise Environmental FactorsEnterprise Environmental Factors
– Specific enterprise environmental factors that can influence theSpecific enterprise environmental factors that can influence the
Manage Communications process include, but are not limited to:Manage Communications process include, but are not limited to:
• Organizational culture and structure,Organizational culture and structure,
• Government or industry standards and regulations, andGovernment or industry standards and regulations, and
• Project management information system.Project management information system.
 OrgOrganizational Process Assetsanizational Process Assets
– Organizational process assets that can influence the ManageOrganizational process assets that can influence the Manage
Communications process include:Communications process include:
• Policies, procedures, processes, and guidelines regardingPolicies, procedures, processes, and guidelines regarding
communications management;communications management;
• Templates; andTemplates; and
• Historical information and lessons learned.Historical information and lessons learned.

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 Communication TechnologyCommunication Technology
 Communication ModelsCommunication Models
 Communication MethodsCommunication Methods
 Information Management SystemsInformation Management Systems
– Hard-copy document managementHard-copy document management: letters, memos, reports, and: letters, memos, reports, and
press releases;press releases;
– Electronic communications managementElectronic communications management: e-mail, fax, voice mail,: e-mail, fax, voice mail,
telephone, video and web conferencing, websites, and webtelephone, video and web conferencing, websites, and web
publishing; andpublishing; and
– Electronic project management toolsElectronic project management tools: web interfaces to scheduling: web interfaces to scheduling
and project management software, meeting and virtual office supportand project management software, meeting and virtual office support
software, portals, and collaborative work management toolssoftware, portals, and collaborative work management tools
 Performance ReportingPerformance Reporting
– Analysis of past performance,Analysis of past performance,
– Analysis of project forecasts (including time and cost),Analysis of project forecasts (including time and cost),
– Current status of risks and issues,Current status of risks and issues,
– Work completed during the period,Work completed during the period,
– Work to be completed in the next period,Work to be completed in the next period,
– Summary of changes approved in the period, andSummary of changes approved in the period, and
– Other relevant information, which is reviewed and discussed.Other relevant information, which is reviewed and discussed.

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OutputsOutputs
 Project CommunicationsProject Communications
– performance reportsperformance reports
– deliverables statusdeliverables status
– schedule progressschedule progress
– cost incurredcost incurred
– Monthly status reportMonthly status report
 Project Management Plan UpdatesProject Management Plan Updates
– The project management plan provides information onThe project management plan provides information on
project baselines, communications management, andproject baselines, communications management, and
stakeholder management.stakeholder management.
– Each of these areas may require updates based uponEach of these areas may require updates based upon
the current performance of the project against thethe current performance of the project against the
performance measurement baseline (PMB).performance measurement baseline (PMB).

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OutputsOutputs
 Project Documents UpdatesProject Documents Updates
– Issue logIssue log
– Project scheduleProject schedule
– Project funding requirements.Project funding requirements.
 Organizational Process Assets UpdatesOrganizational Process Assets Updates
– Stakeholder notifications.Stakeholder notifications. Information may be provided toInformation may be provided to
stakeholders about resolved issues, approved changes, and generalstakeholders about resolved issues, approved changes, and general
project status.project status.
– Project reports.Project reports. Formal and informal project reports describeFormal and informal project reports describe
project status and include lessons learned, issue logs, projectproject status and include lessons learned, issue logs, project
closure reports, and outputs from other Knowledge Areas.closure reports, and outputs from other Knowledge Areas.
– Project presentations.Project presentations. The project team provides informationThe project team provides information
formally or informally to any or all of the project stakeholders. Theformally or informally to any or all of the project stakeholders. The
information and presentation method should be relevant to theinformation and presentation method should be relevant to the
needs of the audience.needs of the audience.
– Project records.Project records. Project records may include correspondence,Project records may include correspondence,
memos, meeting minutes, and other documents describing thememos, meeting minutes, and other documents describing the
projectproject

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OutputsOutputs
 Organizational Process Assets UpdatesOrganizational Process Assets Updates
– Feedback from stakeholders.Feedback from stakeholders. Information received fromInformation received from
stakeholders concerning project operations is distributed and used tostakeholders concerning project operations is distributed and used to
modify or improve future performance of the project.modify or improve future performance of the project.
– Lessons learned documentation.Lessons learned documentation. DocumentationDocumentation
includes the causes of issues, reasoning behind theincludes the causes of issues, reasoning behind the
corrective action chosen, and other types of lessonscorrective action chosen, and other types of lessons
learned about communications management. Lessonslearned about communications management. Lessons
learned need to be documented and distributed so that itlearned need to be documented and distributed so that it
becomes part of the historical database for both thebecomes part of the historical database for both the
project and the performing organization.project and the performing organization.

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InputsInputs
1.1. Project Management PlanProject Management Plan
– Stakeholder communication requirements,Stakeholder communication requirements,
– Reason for the distribution of the information,Reason for the distribution of the information,
– Timeframe and frequency for the distribution of requiredTimeframe and frequency for the distribution of required
information,information,
– Individual or group responsible for communication of theIndividual or group responsible for communication of the
information, andinformation, and
– Individual or group receiving the information.Individual or group receiving the information.
1.1. Project CommunicationsProject Communications
– The Control Communications process involves theThe Control Communications process involves the
activities that are required for information andactivities that are required for information and
communications to be monitored, acted upon, andcommunications to be monitored, acted upon, and
released to stakeholders. Project communications mayreleased to stakeholders. Project communications may
include:include:
• Deliverables status,Deliverables status,
• Schedule progress, andSchedule progress, and
• Costs incurred.Costs incurred.

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InputsInputs
3.3. Issue LogIssue Log
– An issue log is used to document and monitor theAn issue log is used to document and monitor the
resolution of issues. It may be used to facilitateresolution of issues. It may be used to facilitate
communication and ensure a common understanding ofcommunication and ensure a common understanding of
issues.issues.
– A written log documents and helps to monitor who isA written log documents and helps to monitor who is
responsible for resolving specific issues by a target date.responsible for resolving specific issues by a target date.
Issue resolution addresses obstacles that can block theIssue resolution addresses obstacles that can block the
team from achieving its goalsteam from achieving its goals
3.3. Work Performance DataWork Performance Data
1.1.Work performance data organizes and summarizes theWork performance data organizes and summarizes the
information gathered, and presents the results ofinformation gathered, and presents the results of
comparative analysis to the performance measurementcomparative analysis to the performance measurement
baseline.baseline.

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InputsInputs
3.3. Organizational Process AssetsOrganizational Process Assets
The organizational process assets that may influence theThe organizational process assets that may influence the
Control Communications process include:Control Communications process include:
3.3.Report templates;Report templates;
4.4.Policies, standards, and procedures that definePolicies, standards, and procedures that define
communications;communications;
5.5.Specific communication technologies available;Specific communication technologies available;
6.6.Allowed communication media;Allowed communication media;
7.7.Record retention policies; andRecord retention policies; and
8.8.Security requirements.Security requirements.

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3. Control Communications:3. Control Communications:
1.1. Information Management SystemsInformation Management Systems
– provides a set of standard tools for the project managerprovides a set of standard tools for the project manager
to capture, store, and distribute information toto capture, store, and distribute information to
stakeholders about the project’s costs, schedulestakeholders about the project’s costs, schedule
progress, and performance.progress, and performance.
1.1. Expert JudgmentExpert Judgment
– Expert judgment may need to be applied to technicalExpert judgment may need to be applied to technical
and/or management details and may be provided by anyand/or management details and may be provided by any
group or individual with specialized knowledge orgroup or individual with specialized knowledge or
training, such as:training, such as:
• Other units within the organization,Other units within the organization,
• Consultants,Consultants,
• Stakeholders, including customers or sponsors,Stakeholders, including customers or sponsors,
• Professional and technical associations,Professional and technical associations,
• Industry groups,Industry groups,
• Subject matter experts, andSubject matter experts, and
• Project management office (PMO).Project management office (PMO).

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3.3. Issues ManagementIssues Management
4.4. MeetingsMeetings
– Discussions and dialogues are commonly facilitatedDiscussions and dialogues are commonly facilitated
through meetings, which may be conducted face to facethrough meetings, which may be conducted face to face
or online and in different locations, such as the projector online and in different locations, such as the project
site or the client’s site.site or the client’s site.
– Project meetings also include discussions and dialog withProject meetings also include discussions and dialog with
suppliers, vendors, and other project stakeholders.suppliers, vendors, and other project stakeholders.

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OutputsOutputs
1.1. Work Performance Information/MeasurementsWork Performance Information/Measurements..
– Work performance information organizes and summarizes theWork performance information organizes and summarizes the
performance data gathered.performance data gathered.
1.1. Change RequestsChange Requests
– These change requests are processed through the PerformThese change requests are processed through the Perform
Integrated Change Control process and may result in:Integrated Change Control process and may result in:
• New or revised cost estimates, activity sequences, schedule dates,New or revised cost estimates, activity sequences, schedule dates,
resource requirements, and analysis of risk response alternatives;resource requirements, and analysis of risk response alternatives;
• Adjustments to the project management plan and documents;Adjustments to the project management plan and documents;
• Recommendations of corrective actions that may bring the expectedRecommendations of corrective actions that may bring the expected
future performance of the project back in line with the projectfuture performance of the project back in line with the project
management plan; andmanagement plan; and
• Recommendations of preventive actions that may reduce the probabilityRecommendations of preventive actions that may reduce the probability
of incurring future negative project performance.of incurring future negative project performance.
¢ Project Management Plan UpdatesProject Management Plan Updates

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OutputsOutputs
4.4. Project Documents UpdatesProject Documents Updates
– Project documents may be updated as a result of theProject documents may be updated as a result of the
Control Communications process. These updates mayControl Communications process. These updates may
include:include:
• ForecastsForecasts
• Performance reportsPerformance reports
– Tools used:Tools used: Earned Value Management - EVM

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OutputsOutputs
4.4. Project Documents UpdatesProject Documents Updates
– Project documents may be updated as a result of theProject documents may be updated as a result of the
Control Communications process. These updates mayControl Communications process. These updates may
include:include:
• ForecastsForecasts
• Performance reportsPerformance reports
– Tools used:Tools used: Earned Value Management - EVM
• Issue logIssue log
5.5. Organizational Process Assets UpdatesOrganizational Process Assets Updates

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