Communications

Project Communications Management
PMP Exam Prep Course

PMI PMBoK 6th Edition
Nagy A. Saad
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Agenda 2
1 2 3 4
Overview of Plan Manage Monitor

Communications
Communications Communications Communications
Management Management
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PMP Course by Nagy Saad – PMBOK 6th edition

Project Communications Management 3
> Its not about “What You Say”, it’s about “How you Say It” !!
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> 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.
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> Project Communications Management consists of two parts.

1. Developing a strategy to ensure communication is effective for stakeholders.
2. Carrying out the activities necessary to implement the communication
strategy.
> 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.
> Manage Communications—The process of ensuring timely and appropriate
collection, creation, distribution, storage, retrieval, management, monitoring, and
the ultimate disposition of project information.
> Monitor Communications—The process of ensuring the information needs of the
project and its stakeholders are met.
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Key Concepts 7
> 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, reports, or 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. (almost 90% of his/her time).
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Communication Dimensions 8
> Internal. Focus on stakeholders within the project and within the
organization.
> External. Focus on external stakeholders such as customers, vendors, other
projects, organizations, government, the public, and environmental
advocates.
> Formal. Reports, formal meetings (both regular and ad hoc), meeting
agendas and minutes, stakeholder briefings, and presentations.
> Informal. General communications activities using emails, social media,
websites, and informal ad hoc discussions.
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> Hierarchical focus. The position of the stakeholder or group with respect to
the project team will affect the format and content of the message:
₋ Upward. Senior management stakeholders.
₋ Downward. The team and others who will contribute to the project
work.
₋ Horizontal. Peers of the project manager or team.
> Official. Annual reports; reports to regulators or government bodies.

> Unofficial. Communications that focus on establishing and maintaining the
profile and recognition of the project and building strong relationships
between the project team and its stakeholders using flexible and often
informal means.
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> Written and oral. Verbal (words and voice inflections) and nonverbal (body
language and actions), social media and websites, media releases.
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Key Concepts 12
> Misunderstandings can be reduced using the 5Cs of written communications:

1. Correct grammar and spelling. Poor use of grammar or inaccurate spelling
can be distracting and can also introduce distortions in the message.
2. Concise expression and elimination of excess words. A concise, well-crafted
message reduces the opportunities for misunderstanding the intent of the
message.
3. Clear purpose and expression directed to the needs of the reader. Ensure
that the needs and interests of the audience are factored into the message.
4. Coherent logical flow of ideas. A coherent logical flow of ideas and using
“markers” such as introduction and summaries of the ideas.
5. Controlling flow of words and ideas. Controlling the flow of words and ideas
may involve graphics or just summaries.
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Key Concepts 13
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Trends and Emerging Practices 14
> Inclusion of stakeholders in project reviews. The stakeholder community

of each project includes individuals, groups, and organizations that the
project team has identified as essential to the successful delivery of project
objectives and organizational outcomes. An effective communication
strategy requires regular and timely reviews of the stakeholder community
and updates to manage changes in its membership and attitudes.
> Inclusion of stakeholders in project meetings. Project meetings should
include stakeholders from outside the project and even the organization,
where appropriate. Practices inherent in the agile approaches can be
applied to all types of projects. Practices often include short, daily standup
meetings, where the achievements and issues of the previous day, and
plans for the current day’s work, are discussed with the project team and
key stakeholders.
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Trends and Emerging Practices 15
> Increased use of social computing. Social computing in the form of infrastructure,
social media services, and personal devices has changed how organizations and
their people communicate and do business. Social computing incorporates
different approaches to collaboration supported by public IT infrastructure. Social
networking refers to how users build networks of relationships to explore their
interests and activities with others.
> Multifaceted approaches to communication. The standard communication
strategy for project stakeholder communications embraces and selects from all
technologies and respects cultural, practical, and personal preferences for
language, media, content, and delivery. When appropriate, social media and other
advanced computing technologies may be included. Multifaceted approaches such
as these are more effective for communicating to stakeholders from different
generations and cultures.
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Plan Communications 16
Management
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Plan Communications Management 17
> Plan Communications Management:

1. Who
2. What
3. Format
4. Tool
5. When
6. Frequency
7. Responsible Party
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> Richard Sorge (Russian Spy)

> German, Living in Japan who support communist.
> Stalin James Bond.
> Japan wont Fight (Japan soldiers wear summer clothes).
> Russia moved 2 million soldiers from right to left to attack Germany.
> He was capture one day before sending one message:

> Japan is attacking USA target at Pearl Harbor
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Alexandrian Crusade by Peter I of Cyprus or Pierre I de Lusignan, occurred in

October 1365.
> He send a French Spy to Alex who send three info to Peter:
1. The exact date of El Fayadan in Egypt that blocks the road
between Cairo and Alex.
2. During Friday Prayer, Men and Soldiers are limited in city.
3. Small Hole in Wall used for sarf of rain to sea water, can
appear during mad we gazr.
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> 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.
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> 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.
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Inputs 22
1. Project Charter
₋ Identifies the key stakeholder list and information about the roles and
responsibilities of the stakeholders.
2. Project Management Plan

₋ Resource Management Plan.
• Provides guidance on how team resources will be categorized, allocated,
managed, and released. Team members and groups may have
communication requirements that should be identified.
₋ Stakeholder Engagement Plan.
• Identifies the management strategies required to effectively engage
stakeholders. These strategies are often fulfilled via communications.
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Inputs 23
3. Project Documents
₋ Requirements documentation
• Include project stakeholder communications.
₋ Stakeholder register.
• Is used to plan communications activities with stakeholders.
4. EEF
5. OPA
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Tools and Techniques 24
1. Expert Judgement
2. Communications Requirements Analysis

₋ Stakeholder information and communication requirements.
₋ Number of potential communication channels or paths, including one-
to-one, one-to-many, and many-to-many communications;
₋ Organizational charts;
₋ Project organization and stakeholder responsibility and relationships
₋ Development approach;
₋ Logistics of how many persons will be involved with the project and at
which locations;
₋ Legal Requirements.
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> Number of communication channels = nodes *( nodes -1 ) /2
> For every channel, I must decide the communication methods.
> For low number of channels, meetings are ok but for high number of channels, you
can use electronic methods. More channels means more conflicts.
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3. Communication Technology
₋ 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:
• Urgency of the need for information.
• Availability and reliability of technology.
• Ease of use.
• Project environment. team will meet or in a virtual environment, one or
multiple time zones; one or multiple languages for communication.
• Sensitivity and confidentiality of the information. security measures and
Social media policies for employees to ensure appropriate behavior,
security, and the protection of proprietary information.
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4. Communication Models
> Noise: Hearing, Sight, Smell, Taste or Touch
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5. Communication Methods
₋ Interactive communication.
• Between two or more parties performing a multidirectional exchange of
information in real time.
• Communications artifacts such as meetings, phone calls, instant messaging,
some forms of social media, and videoconferencing.
₋ Push communication.
• Sent directly to specific recipients who need to receive the information.
• This ensures that the information is distributed but does not ensure that it
actually reached or was understood by the intended audience.
• Push communications artifacts include letters, memos, reports, emails,
faxes, voice mails, blogs, and press releases.
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₋ Pull communication.
₋ Used for large complex information sets, or for large audiences, and
requires the recipients to access content at their own discretion subject
to security procedures.
₋ These methods include web portals, intranet sites, e-learning, lessons
learned databases, or knowledge repositories.
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5. Communication Methods (Approaches)

₋ Interpersonal communication.
• Information is exchanged between individuals, typically face-to-face.
₋ Small group communication.
• Occurs within groups of around three to six people.
₋ Public communication.
• A single speaker addressing a group of people.
₋ Mass communication.
₋ Networks and social computing communication.
• Supports emerging communication trends of many-to-many
supported by social computing technology and media.
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5. Communication Methods (Examples)

₋ Notice boards,
₋ Newsletters/in-house magazines/e-magazines,
₋ Letters to staff/volunteers, ₋ Focus groups,
₋ Press releases, ₋ Face-to-face formal or informal
₋ Annual reports, meetings between various
₋ Emails and intranets, stakeholders,
₋ Web portals ₋ Consultation groups or staff forums,
₋ Phone conversations, ₋ Social computing technology and
media.
₋ Presentations,
₋ Team briefings/group meetings,
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6. Interpersonal and Team Skills

₋ Communication styles assessment.
• A technique used to assess communication styles and identify the
preferred communication method, format, and content for planned
communication activities. Often used with unsupportive stakeholders.
₋ Political awareness.
• Helps the project manager to plan communications based on the project
environment as well as the organization’s political environment.
• Political awareness concerns the recognition of power relationships, both
formal and informal, and also the willingness to operate within these
structures.
₋ Cultural awareness.
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7. Data Representation (stakeholder engagement assessment matrix)

₋ 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.
8. Meetings
₋ Include virtual (e-meetings) or face-to-face meetings, and can be
supported with document collaboration technologies, including email
messages and project websites.
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Outputs 34
1. Communications Management Plan

₋ describes how project communications will be planned, structured,
implemented, and monitored for effectiveness.
• Stakeholder communication requirements;
• Information to be communicated, including language, format,
content, and level of detail;
• Escalation processes;
• Reason for the distribution of that information;
• Timeframe and frequency for the distribution of required
information and receipt of acknowledgment or response,
• Person responsible for communicating the information;
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Outputs 35
1. Communications Management Plan

₋ describes how project communications will be planned, structured,
implemented, and monitored for effectiveness.
• Person responsible for authorizing release of confidential
information;
• Person or groups who will receive the information, including
information about their needs, requirements, and expectations;
• Methods or technologies used to convey the information, such as
memos, email, press releases, or social media;
• Resources allocated for communication activities, including time and
budget;
• Glossary of common terminology;
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Outputs 36
2. Project Management Plan Updates

₋ Stakeholder Engagement Plan
3. Project Documents Updates

₋ Project schedule.
• Updated to reflect communication activities.
• Updated to reflect communications planned.
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Performance Report Types 37
> Status Reports: gives the current state of a project at any given time. This kind of report
describes where the project stands at that moment with regard to the performance
measurement baseline. Using this, managers can also get the current snapshot of the
project with respect to the scope, time, cost, and quality parameters.
> Progress Report: describes what has been accomplished since the last time/last report.
> Forecasting Report: states what is expected to happen on a project, predicting future
performance and expected status of the project in various parameters. This helps in
tracking and allocation Of resources for better utilization.
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Performance Report Types 38
> Trend Report: shows a comparison between the current performance of the project and
the last performance Of the project during the same time duration. For example,
performance could be compared monthly, quarterly, semi-annually, Or annually. This type
of report examines project performance over time to see if it is improving or degrading.
> Variance Report: shows a comparison between the planned progress and actual progress
made.
> Earned Value Report: integrates project performance on scope, schedule, and cost
measures using earned value management techniques. The components Of this report are
Often merged into status reports.
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Manage Communications 39
Raising a Flag over the Reichstag

Is an iconic World War II photograph, taken during the Battle
of Berlin on 2 May 1945. The photograph was reprinted in
thousands of publications and came to be regarded around
the world as one of the most significant and recognizable
images of World War II. It became a symbol of the Soviet
victory over Nazi Germany.
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> Manage Communications is the process of ensuring timely and appropriate

collection, creation, distribution, storage, retrieval, management, monitoring, and
the ultimate disposition of project information.
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> The key benefit of this process is that it enables an efficient and effective
information flow between the project team and the stakeholders.
> The Manage Communications process identifies all aspects of effective

communication, including choice of appropriate technologies, methods, and
techniques.
> 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.
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> 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:
₋ Sender-receiver models. Incorporating feedback loops to provide
opportunities for interaction/participation and remove barriers to
effective communication.
₋ Choice of media. Decisions about application of communications
artifacts to meet specific project needs, such as when to communicate
in writing versus orally, when to prepare an informal memo versus a
formal report, and when to use push/pull options and the choice of
appropriate technology.
₋ Writing style. Appropriate use of active versus passive voice, sentence
structure, and word choice.
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> 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:
₋ Meeting management. Preparing an agenda, inviting essential
participants, and ensuring they attend.
₋ Presentations. Awareness of the impact of body language and design of
visual aids.
₋ Facilitation. Building consensus and overcoming obstacles such as
difficult group dynamics, and maintaining interest and enthusiasm
among group members.
₋ Active listening. Listening actively involves acknowledging, clarifying
and confirming, understanding, and removing barriers that adversely
affect comprehension
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Inputs 44

₋ Resource management plan.
• Describes the communications that are needed for management of
team or physical resources.
₋ Communications management plan.
• Describes how project communications will be planned, structured,
monitored, and controlled.
₋ Stakeholder engagement plan.
• Describes how stakeholders will be engaged through appropriate
communication strategies.
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Inputs 45
₋ Change log.
₋ Issue log.
₋ Lessons learned register.
₋ Quality report.
₋ Risk report.
3. Work performance reports

4. EEF
5. OPA
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1. Communication Technology
3. Communication Skills
₋ Communication competence.
• A combination of tailored communication skills that considers factors such
as clarity of purpose in key messages, effective relationships and
information sharing, and leadership behaviors.
₋ Feedback.
• Feedback is information about reactions to communications, a deliverable,
or a situation. Feedback supports interactive communication between the
project manager, team and all other project stakeholders.
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3. Communication Skills
₋ Nonverbal.
• Examples of nonverbal communication include appropriate body
language to transmit meaning through gestures, tone of voice, and
facial expressions. Mirroring and eye contact are also important
techniques.
₋ Presentations.
• A presentation is the formal delivery of information and/or
documentation.
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Dunning-Kruger Effect 48
• In 1995 a bank robber in called McArthur Wheeler attempted to rob two banks. His only
disguise was to smear lemon juice on his face, convinced that it would make him invisible
to security cameras.
• His speedy arrest intrigued social psychologists David Dunning and Justin Kruger, who
studied the case to understand how someone so hapless could be so confident.
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Dunning-Kruger Effect 49
• Self-Confidence is Mandatory to influence others

• Stupid people doesn’t have the skills to know he is stupid so self confidence increase.
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4. 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:
• Electronic project management tools. Project management software,
meeting and virtual office support software, web interfaces, specialized
project portals and dashboards, and collaborative work management tools.
• Electronic communications management. Email, fax, and voice mail; audio,
video and web conferencing; and websites and web publishing.
• Social media management. Websites and web publishing; and blogs
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5. 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.
₋ 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.
6. Meetings
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7. Interpersonal and Team Skills

₋ Active listening.
₋ Conflict management.
₋ Cultural awareness.
₋ Meeting management.
₋ Networking.
₋ Political awareness.
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Outputs 53
1. Project Communications
₋ Artifacts may include performance reports, deliverable status, schedule
progress, cost incurred, and presentations.

₋ Communications management plan and Stakeholder engagement plan.

₋ Issue log, Lessons learned register, Project schedule, Risk register and
Stakeholder register.
4. OPA Updates
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Monitor Communications 54
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> Monitor Communications is the process of ensuring the information needs

of the project and its stakeholders are met.
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> The key benefit of this process is the optimal information flow as defined in
the communications management plan and the stakeholder engagement
plan.
> 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.
> 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.
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Inputs 57

₋ Resource management plan.
• Used to understand the actual project organization and any changes
through understanding of roles and responsibilities and the project
organization charts.
₋ Communications management plan.
• Contains the current plan for collecting, creating, and distributing
information in a timely manner. It identifies the team members,
stakeholders, and the work involved in the communication process.
₋ Stakeholder engagement plan.
• Identifies the communication strategies that are planned to engage
stakeholders.
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Inputs 58
₋ Issue log.
₋ Lessons learned register.
₋ Project communications.
3. Work Performance Data

₋ Contains data on the types and quantities of communications that have
actually been distributed.
4. EEF
5. OPA
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1. Expert Judgment
2. Project Management Information Systems
3. Data Representation Technique (Stakeholder Engagement Assessment Matrix)
₋ 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.
4. Interpersonal and team skills (observation/conversation)
₋ Observation and conversation enables the project manager to identify issues
within the team, conflicts between people, or individual performance issues.
5. Meetings
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Outputs 60
1. Work performance information

₋ includes information on how project communication is performing by
comparing the communications that were implemented compared to
those that were planned.
₋ considers feedback on communications, such as survey results on
communication effectiveness.
2. Change Requests
₋ Communication Management Plan and Stakeholder Engagement Plan
₋ Issue log, Lessons learned register and Stakeholder register.
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Project Communications Management

PMP Exam Prep Course

Project Communications Management

Overview of Plan Manage Monitor

PMP Course by Nagy Saad – PMBOK 6th edition

Project Communications Management 3

Project Communications Management

PMP Course by Nagy Saad – PMBOK 6th edition

Project Communications Management 5

> Project Communications Management includes the processes necessary to

Project Communications Management 6

> Project Communications Management consists of two parts.

PMP Course by Nagy Saad – PMBOK 6th edition

PMP Course by Nagy Saad – PMBOK 6th edition

> Official. Annual reports; reports to regulators or government bodies.

PMP Course by Nagy Saad – PMBOK 6th edition

> Misunderstandings can be reduced using the 5Cs of written communications:

PMP Course by Nagy Saad – PMBOK 6th edition

Trends and Emerging Practices 14

> Inclusion of stakeholders in project reviews. The stakeholder community

PMP Course by Nagy Saad – PMBOK 6th edition

Trends and Emerging Practices 15

PMP Course by Nagy Saad – PMBOK 6th edition

Plan Communications Management 17

> Plan Communications Management:

Plan Communications Management 18

> Richard Sorge (Russian Spy)

> He was capture one day before sending one message:

PMP Course by Nagy Saad – PMBOK 6th edition

Plan Communications Management 19

Alexandrian Crusade by Peter I of Cyprus or Pierre I de Lusignan, occurred in

Plan Communications Management 20

> Plan Communications Management is the process of developing an

PMP Course by Nagy Saad – PMBOK 6th edition

Plan Communications Management 21

> The key benefit of this process is a documented approach to effectively

2. Project Management Plan

PMP Course by Nagy Saad – PMBOK 6th edition

Tools and Techniques 24

2. Communications Requirements Analysis

PMP Course by Nagy Saad – PMBOK 6th edition

Tools and Techniques 25

> Number of communication channels = nodes *( nodes -1 ) /2

> For every channel, I must decide the communication methods.

Tools and Techniques 26

PMP Course by Nagy Saad – PMBOK 6th edition

Tools and Techniques 27

> Noise: Hearing, Sight, Smell, Taste or Touch

Tools and Techniques 28

PMP Course by Nagy Saad – PMBOK 6th edition

Tools and Techniques 29

Tools and Techniques 30

5. Communication Methods (Approaches)

PMP Course by Nagy Saad – PMBOK 6th edition

Tools and Techniques 31

5. Communication Methods (Examples)

Tools and Techniques 32

6. Interpersonal and Team Skills

PMP Course by Nagy Saad – PMBOK 6th edition