This is a presentation I gave at Walsh College to help project managers prepare for the PMP certification exam. It is based on PMBoK 3rd Version.

1. PMP EXAM WORKSHOP – WINTER 2008
Communications Management
Timothy J. Krikau, MBA, PMP

2. COMMUNICATIONS
MANAGEMENT
The PMBOK defines Project Communication
Management as…
“The Knowledge Area that employs the processes
required to ensure timely and appropriate
generation, collection, distribution, storage,
retrieval, and ultimate disposition of project
information.”

3. COMMUNICATIONS
MANAGEMENT
SCARY FACT!!!
70% of all failed projects are due to ineffective
communication!!!

4. COMMUNICATIONS
MANAGEMENT
10.1 – Communications Planning
10.2 – Information Distribution
10.3 – Performance Reporting
10.4 – Manage Stakeholders

5. COMMUNICATIONS
MANAGEMENT
10.1 Communication
Planning
Project
10.4 Manage 10.2 Information
Communication
Stakeholders Distribution
Management
10.3 Performance
Reporting

6. COMMUNICATIONS
MANAGEMENT
The art of communications is a broad subject and
involves a substantial body of knowledge
including:
1. Sender-Receiver Models: Feedback Loops and Barriers to
Communication.
2. Choice of Media: Written vs. Oral, Informal vs. Formal, Face-
to-face vs. E-mail/Voicemail.
3. Writing Style: Active vs. Passive, Sentence Structure, and
Choice of Words
4. Presentation Techniques: Body language and Visual aids.
5. Meeting Management Techniques: Preparing an agenda and
dealing with conflict.

7. COMMUNICATIONS
MANAGEMENT
Communications Model
Noise
Feedback - Message
Decode Encode
Sender Medium?? Receiver
Encode Message Decode
Noise

8. COMMUNICATIONS
MANAGEMENT
Model Definitions
Encode: To translate thoughts or ideas into a language
that is understood by others.
Message: The output of encoding.
Medium: The method used to convey the message.
Noise: Anything that interferes with the transmission
and understanding of the message.
Decode: To translate the message back into
meaningful thoughts or ideas.

9. COMMUNICATIONS
MANAGEMENT
10.1 Communication Planning
This process determines the information and
communications needs of the stakeholders.
Who needs what information?
When will they need it?
By whom?

10. COMMUNICATIONS
MANAGEMENT
10. 1 Communications Planning
Inputs Tools & Techniques Outputs
1. Enterprise 1. Communications 1. Communications
Environmental Factors Requirements Management Plan
Analysis
2. Organizational Process
Assets 2. Communications
Technology
3. Project Scope
Statement
4. Project Management
Plan
• Constraints
• Assumptions

11. COMMUNICATIONS
MANAGEMENT
Tools and Techniques
Communications Requirements Analysis
The analysis of the communications requirements in the
sums of the information needs of the stakeholders.
Requirements are defined by combining the type and
format of information needed with analysis of the value
of the information.
Project resources are expended only on communicating
information that contributes to success, or where a lack
of communication can lead to failure.

12. COMMUNICATIONS
MANAGEMENT
Tools and Techniques
Communications Requirements Analysis
This does not mean that “bad news” should not be
shared…
The intent is prevent overwhelming stakeholders with
minutiae.

13. COMMUNICATIONS
MANAGEMENT
Tools and Techniques
Communications Requirements Analysis
The project manager should consider the number
of potential communication channels or paths as
an indicator of the complexity of a project’s
communications.
n(n-1)/2

14. COMMUNICATIONS
MANAGEMENT
Tools and Techniques
Communications Requirements Analysis
“You have a team of four people, how many
communication channels are there?”

15. COMMUNICATIONS
MANAGEMENT
Tools and Techniques
Communications Requirements Analysis
“You have a team of four people, how many
communication channels are there?”
The answer is six
Or…
4(4-1)/2 = 6

16. COMMUNICATIONS
MANAGEMENT
Tools and Techniques
Communications Requirements Analysis
“What if you add one more? How many more
channels would you have?
The answer is 10, right?
WRONG!!!!

17. COMMUNICATIONS
MANAGEMENT
Tools and Techniques
Communications Requirements Analysis
“What if you add one more? How many more
channels would you have?

18. COMMUNICATIONS
MANAGEMENT
Tools and Techniques
Communications Requirements Analysis
“What if you add one more? How many more
channels would you have?
The answer would be four.
Remember to read the exams questions carefully!

19. COMMUNICATIONS
MANAGEMENT
Tools and Techniques
Communications Requirements Analysis
A key component of planning the projects communications
is to determine and limit who will communicate with
whom and who will receive what information.

20. COMMUNICATIONS
MANAGEMENT
Tools and Techniques
Information typically required to determine project
communication requirements are:
1. Organization charts
2. Project organization and stakeholder responsibility relationships
3. Disciplines, departments, and specialties involved in the project
4. Logistics of how many persons will be involved with the project
and at which locations
5. Internal information needs (within an organization)
6. External information needs (with contractors, media, etc.)
7. Stakeholder information

21. COMMUNICATIONS
MANAGEMENT
Effective Communication
Messages should be encoded carefully, determine
what the best communication method is to send,
and to confirm that the message is understood.

22. COMMUNICATIONS
MANAGEMENT
Effective Communication
1. Nonverbal: About 55% of all communications are
nonverbal (based on physical mannerisms)
2. Paralingual: Pitch and tone of voice also helps (and
hinders) the conveyance of a message
3. Feedback: “Do you understand what I’ve
explained?”

23. COMMUNICATIONS
MANAGEMENT
Effective Listening
The receiver should decode the message carefully
and confirm that the message is understood.

24. COMMUNICATIONS
MANAGEMENT
Effective Listening
1. Feedback: “I understand.” or “I’m sure I
understand, can you repeat what you just said?”
2. Active Listening: The receiver confirms that
he/she is listening, confirms agreement, or asks for
clarification.
3. Paralingual

25. COMMUNICATIONS
MANAGEMENT
Communications Technology
The methodologies used to transfer information
among project stakeholders can vary
significantly.

26. COMMUNICATIONS
MANAGEMENT
Communications Technology
Technological factors that can affect a project include:
1. The urgency of the need for information (immediate or in intervals?)
2. The availability of technology (systems in place or is a change needed?)
3. The expected project staffing (system compatible with participants or is
training required?)
4. The length of the project (will the current technology change before the
project closes?)
5. The project environment (is the team co-located or virtual?)

27. COMMUNICATIONS
MANAGEMENT
Communication Technology
Methods
1. Formal Written: Used for complex problems, PM
plans, project charter, long distance communications
2. Formal Verbal: Presentations, speeches
3. Informal Written: Memos, e-mail, notes
4. Informal Verbal: Meetings, conversations

28. COMMUNICATIONS
MANAGEMENT
Communications Technology
Can a project manager control all communications?
No.
Should the project manager try to control all
communications?
Yes.
How much of a PM’s time is spent communicating?
90%

29. COMMUNICATIONS
MANAGEMENT
Communications Management Plan
The inputs and tools and techniques in this process will
yield the
Communications Management Plan

30. COMMUNICATIONS
MANAGEMENT
Communications Management Plan
The communications management plan is contained, or is a subsidiary plan of, the
project management plan.
The communications management plan provides:
1. Stakeholder communication requirements
2. Information to be communicated, including format, content, and level of detail
3. Person responsible for communicating all information
4. Person/groups who will receive the information
5. Methods/technologies used to convey the information (memos, email, etc.)
6. Frequency of communication
7. Escalation process-identifying time frames and the management chain (names) for
escalation of issues that can’t be resolved at a lower staff level.
8. Method for updating and refining the communications management plan as the
project develops.
9. Glossary of common terminology

31. COMMUNICATIONS
MANAGEMENT
10. 2 Information Distribution
This process involves making information available
to project stakeholders in a timely manner.
Distribution of the communications management plan.
Responding to unexpected requests for information

32. COMMUNICATIONS
MANAGEMENT
Information Distribution
Inputs Tools & Techniques Outputs
1. Communication 1. Communications 1. Organizational
Management Plan Skills Process Assets
(Updates)
2. Information
Gathering and 2. Requested Changes
Retrieval Systems
3. Information
Distribution
Methods
4. Lessons Learned
Process

33. COMMUNICATIONS
MANAGEMENT
Tools and Techniques
Communication Skills
Communication skills are part of general management skills
and are used to exchange information.

34. COMMUNICATIONS
MANAGEMENT
Tools and Techniques
Communication Skills
Communicating has many dimensions:
1. Written and oral, listening, and speaking
2. Internal (within the project) and external (customer, media,
public)
3. Formal (reports, briefings) and informal (memos, ad hoc
conversations)
4. Vertical (up and down the organization) and horizontal (peer)

35. COMMUNICATIONS
MANAGEMENT
Tools and Techniques
Information Gathering and Retrieval Systems
Information can gathered and retrieved through a variety
of media including:
1. Manual filing systems
2. Electronic databases
3. PM software
4. Systems that allow access to technical documentation
(blueprints, design specs, etc.)

36. COMMUNICATIONS
MANAGEMENT
Tools and Techniques
Information Distribution Methods
These methods involve information collection, sharing, and
distribution to project stakeholders in a timely manner across the
project life cycle.
1. Project meetings, hard-copy document distribution, manual filing systems,
and shared-access electronic databases.
2. Electronic communication and conferencing tools, such as e-mail, fax,
voicemail, telephone, video and Web conferencing, and Web publishing.
3. Electronic tools for PM, such as Web interfaces to scheduling and PM
software, meeting and virtual office support software, portals, and
collaborative work management tools.

37. COMMUNICATIONS
MANAGEMENT
Lessons Learned
A lessons learned session focuses on identifying project successes and project failures,
and includes recommendations to improve future performance on projects.
Lessons learned provide future project teams with the information that can increase
effectiveness and efficiency of project management.
Lessons learned are so valuable that a project cannot be considered complete unless
the lessons learned are completed.
Continuous Improvement cannot exist without lessons learned

38. COMMUNICATIONS
MANAGEMENT
Tools and Techniques
Lessons Learned
Don’t wait until the project is over to share lessons learned with other
projects!

39. COMMUNICATIONS
MANAGEMENT
Tools and Techniques
Lessons Learned
Specific results from lessons learned include:
Update of the lessons learned knowledge base
Input to knowledge management system
Updated corporate policies, procedures, and processes
Improved business skills
Overall product and service improvements
Updates to the risk management plan

40. COMMUNICATIONS
MANAGEMENT
Lessons Learned
Question…
Lessons learned are BEST completed by:
a. Project manager
b. Team
c. Sponsor
d. Stakeholders

41. COMMUNICATIONS
MANAGEMENT
Lessons Learned
The best answer is STAKEHOLDERS as their
input is critical for collecting all the lessons
learned on each project.

42. COMMUNICATIONS
MANAGEMENT
Information Distribution Outputs
Organizational Process Assets (updates)
Project records
Project reports
Lessons learned documentation
Project presentations
Feedback from stakeholders
Stakeholder notifications

43. COMMUNICATIONS
MANAGEMENT
Information Distribution Outputs
Requested Changes: Changes to the Information
Distribution process should trigger changes to the PM
plan and thecommunications management plan.

44. COMMUNICATIONS
MANAGEMENT
10.3 Performance Reporting
The performance reporting process involves the collection of all
baseline data, and distribution of performance information to
stakeholders.
Generally, this performance information includes how resources are
being used to achieve project objectives and should include
information on scope, schedule, cost, and quality.

45. COMMUNICATIONS
MANAGEMENT
10.3 Performance Reporting
Inputs Tools & Techniques Outputs
1. Work performance 1. Information presentation 1. Performance reports
information tools
2. Forecasts
2. Performance measurements 2. Performance information
3. Requested changes
gathering and compilation
3. Forecasted completion
4. Recommended corrective
3. Status review meetings
4. Quality control measurements actions
4. Time reporting systems
5. PM plan 5. Organizational process
5. Cost reporting systems assets
• Performance
measurement baseline.
6. Approved change requests.
7. Deliverables

46. COMMUNICATIONS
MANAGEMENT
10.3 Performance Reporting
Status reports: Describe where project now stands in terms of cost,
time, and scope, and quality.
Progress reports: Describe what has been accomplished.
Gantt Charts in MS Project
Trend reports: Examine project results over time to see if performance
is improving or deteriorating.
Forecasting reports: Predict future project status and performance
Variance reports: Compare actual results to baselines
Earned value: Integrates scope, cost and schedule measures to assess
project performance (see the Cost Management process in the PMBOK)
Lessons learned

47. COMMUNICATIONS
MANAGEMENT
Inputs
Work Performance Information
Work performance information on the completion status of
the deliverables and what has been accomplished is
collected as part of project execution, and is fed into
the Performance Reporting process.

48. COMMUNICATIONS
MANAGEMENT
Tools and Techniques
PM Plan: Performance Measurement Baseline.
An approved plan for the project work against which project execution
is compared, and deviations are measured for management
control.
The performance measurement baseline typically integrates scope,
schedule, and cost parameters of the project, but may include
technical and quality parameters.

49. COMMUNICATIONS
MANAGEMENT
Tools and Techniques
1. Information Presentation Tools: Software packages that include table
reporting, spreadsheet analysis, presentations, etc. (MS Office)
2. Performance Information Gathering and Compilation: Information can
be gathered and compiled from a variety of media including manual filing
systems, electronic databases, PM software, and systems that allow
technical documentation
3. Status Review Meetings: Regularly scheduled events to exchange
information about the project. Frequency and levels can vary with these.
4. Time Reporting Systems: Record and provide time expended on the
project.
5. Cost Reporting Systems: Record and provide cost expended on the
project.

50. COMMUNICATIONS
MANAGEMENT
Outputs
1. Performance Reports: Organize and summarize the
information gathered, and present the results of any analysis as
compared to the performance measurement baseline.
2. Forecasts: Forecasts are updated and reissued based on work
performance information provided as the project is executed.
3. Requested Changes: Analysis of project performance often
generates requested changes.
4. Recommended Corrective Actions
5. Organizational Process Assets

51. COMMUNICATIONS
MANAGEMENT
Outputs
When completed, performance reporting should result in:
The issuing of reports from other knowledge areas
Feedback from those who received the reports
Lessons learned
Requested changes to both the project and communications
management plan
Reports, forecasts, requested changes and corrective actions and
lessons learned documentation

52. COMMUNICATIONS
MANAGEMENT
10.4 Manage Stakeholders
1. Stakeholder management refers to managing communications to
satisfy the needs of, and resolve issues with, project stakeholders.
2. Actively managing stakeholders:
1. Increases the likelihood that the project will not veer off track due to
unresolved stakeholder issues.
2. Enhances the ability of persons to operate synergistically
3. Limits disruptions during the project

53. COMMUNICATIONS
MANAGEMENT
10.4 Manage Stakeholders
Inputs Tools & Techniques Outputs
1. Communications 1. Communications methods 1. Resolved issues
management plan
2. Issue logs 2. Approved change
2. Organizational process assets requests
3. Approved corrective
actions
4. Organizational process
assets (updated)
5. Project Management plan
(updated)

54. COMMUNICATIONS
MANAGEMENT
10.4 Manage Stakeholders
Tools and Techniques
1. Communication Methods
1. Face-to-face meetings are the most effective means for
communicating and resolving issues with stakeholders.
2. If face-to-face meetings aren’t possible or practical
(international projects), telephone calls, e-mail, and other
electronic tools are useful for exchanging information and
dialoguing.

55. COMMUNICATIONS
MANAGEMENT
10.4 Manage Stakeholders
Tools and Techniques
1. Issue Logs
1. A tool that can be used to document and monitor the
resolution of issues.
2. Discussed more in the Human Resource Management process.

56. COMMUNICATIONS
MANAGEMENT
10.4 Manage Stakeholders
Outputs
1. Resolved Issues (placed in the issue log)

57. COMMUNICATIONS
MANAGEMENT
Other Stuff
Communication Blockers
1. Use of slang, jargon, or phraseology that is indigenous to our culture can cause
miscommunication with other cultures.
“What’s your game plan?”
“The nuts and bolts of the…”
“Zero in on the problem”
“Kill the weed”

58. COMMUNICATIONS
MANAGEMENT
Other Stuff
Helpful websites in preparing for the PMP Exam
PMPINABOX: www.pmpinabox.com
PreparePM: www.preparepm.com
PMPrepcast: www.pmprepcast.com

59. COMMUNICATIONS
MANAGEMENT
Other Stuff
tkrikau@yahoo.com

60. COMMUNICATIONS
MANAGEMENT