Unit V

Project
Communications
Management

1
 • The Concept of Communication
• Communication Models
• Communication Methods in Projects
• Importance of Communication in
Projects
Unit Outline • Project Communications Management
• Project Communications Management
Processes

2
 Guiding Questions

 What is communication?
 What are the elements/components of a communication
model?
 What is project communications management?
 What are the steps in project communications management
processes? 3
 The Concept of Communication
What is communication?
 Communication is the process of transferring
information, thoughts, ideas, or feelings from one
person or entity to another.
 Communication involves both the sender (who initiates
the message) and the receiver (who interprets the
message).
 The message can be conveyed through various channels
such as verbal, non-verbal, written, or digital formats.

4
 The Concept of Communication…Cont’d
 Albert Mehrabian suggests that:
o 7% of the meaning in a communication is transmitted
through the words (verbal communication).
o 38% is conveyed through tone of voice (paraverbal
communication).
o 55% is communicated through body language (non-verbal
communication).

5
 The Concept of Communication…Cont’d
 The previous breakdown of communication (percentages)
applies specifically to situations where feelings and
attitudes are being communicated. It should not be
generalized to all types of communication. For instance:
o In technical discussions or written communication, the
verbal content plays a much more significant role.
o Non-verbal signals and tone may be less critical in
contexts like email, where words are the sole medium.

6
 The Concept of Communication…Cont’d
Goals of Communication
1) Informing
One of the primary goals of
communication is to share
information. This can include
factual data, knowledge,
updates, instructions, or
new insights. The goal is to
ensure that the receiver
understands the message
and can act upon it as
necessary. 7
 The Concept of Communication…Cont’d
Goals of Communication...
2) Persuading
Communication is often used
to influence others'
attitudes, beliefs, or
behaviours. This involves
convincing the project team
to adopt a particular
viewpoint, support an idea,
or take specific action.
Persuasion is central to
project leadership. 8
 The Concept of Communication…Cont’d
Goals of Communication...
3) Building Relationships

Effective communication helps to foster positive

relationships. This includes interpersonal
communication that builds trust, empathy, and
rapport between individuals or groups. Relationship-
building can help with collaboration, teamwork, and
maintaining a supportive work environment.

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Communication Models

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 Communication Models…Cont’d
 Communication models provide a structured framework
to understand the process of transmitting information
between individuals or groups.
 Communication models help analyse the dynamics,
barriers, and effectiveness of communication.
 Communication models serve as essential tools for
understanding and improving communication.
 Communication models can be linear, interactive, or
transactional, depending on their focus.
 By applying these models, individuals and organizations
can achieve clearer and more effective interactions. 11
 Communication Models…Cont’d
Types of Communication Models
1) Linear Communication Model
 Linear communication model is one of the simplest and
oldest models of communication. It depicts communication
as a one-way process where a sender transmits a message
to a receiver without expecting feedback.
 This model is foundational in understanding communication
processes in scenarios where feedback is not immediate or
necessary.
 This model overlooks feedback and noise.
 Linear communication model was introduced by Claude
Shannon and Warren Weaver. It is often referred to as the
Shannon-Weaver Communication Model. 12
 Communication Models…Cont’d
Types of Communication Models…
2) Interactive Communication Model
 Interactive communication model describes
communication as a two-way process where both the
sender and receiver participate actively.
 Unlike the linear model, it includes feedback as an
essential component, emphasizing the interactive
nature of communication. It also considers the role of
context and environment in shaping communication.
 The interactive communication model was introduced
by Wilbur Schramm. 13
 Communication Models…Cont’d
Types of Communication Models…
3) Transactional Communication Model
 Transactional communication model represents
communication as a dynamic and simultaneous process
where all participants are both senders and receivers.
 Unlike linear or interactive models, it emphasizes that
communication is continuous and shaped by the
relational, cultural, and social contexts of the
participants.
 Transactional communication model was introduced by
communication theorists Dean Barnlund. 14
 Communication Models…Cont’d
Key Elements of a Communication Model include:
1) Sender (Encoder)
 The individual or entity that originates the message.
 Responsible for encoding the message into a form that
can be understood by the receiver.
2) Message
 The content or information being communicated.
 Can include ideas, thoughts, emotions, or data.
3) Encoding
 The process of converting thoughts or information into
symbols, words, or gestures.
 Ensures the message is structured and interpretable. 15
 Communication Models…Cont’d
4) Channel
 The medium through which the message is transmitted.
 Examples include verbal communication, written text,
digital media, or nonverbal signals.
5) Receiver (Decoder)
 The individual or group that receives the message.
 Responsible for decoding or interpreting the encoded
message.

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 Communication Models…Cont’d
6) Feedback
 The response from the receiver back to the sender.
 Indicates whether the message was understood as
intended.
7) Noise
 Any interference or distortion that affects the clarity of
the message.
 Can be physical (e.g., distance), semantic (e.g.,
misunderstanding of terms, jargon), or psychological
(e.g., preconceptions).

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Communication Models…Cont’d

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 Communication Methods in Projects
 There are several communication methods used to share
information among project stakeholders. These methods
can be broadly classified into three:
1) Push Communication
2) Pull Communication
3) Interactive Communication
 Push, pull, and interactive communications are central to
project management.

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 Communication Methods in Projects…Cont’d
1) Push Communication
 Push communication involves sending information to
specific recipients who need it. The sender pushes the
message, but there is no guarantee that it is
understood or acknowledged by the recipient.
 Push communication is most often used to
communicate expected or non-urgent information.
 Push communication includes letters, memos, reports,
emails, faxes, announcements etc.

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 Communication Methods in Projects…Cont’d
1) Push Communication….
 Push communication does not expect an immediate
response from the receiver and is usually delivered in
writing. If the sender requires confirmation that the
receiver has seen and understood the message, they
should specify that.
 Characteristics
o Information is sent without direct interaction
o Best suited for routine updates or non-critical
information
o One-way communication 21
 Communication Methods in Projects…Cont’d
2) Pull communication
 Pull communication is used for very large volumes of
information, or for very large audiences, that requires
the receivers to access the communication content at
their own discretion.
 In pull communication, the sender creates content that
receivers can passively access at any time, rather than
the sender directly channelling it to receivers.
 Pull communication includes company intranet,
database, shared drives, websites, bulletin boards, and
knowledge repositories etc.
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 Communication Methods in Projects…Cont’d
2) Pull communication…
 Unlike its name would suggest, pull communication
doesn’t involve pulling in your audience. It comes from
the fact that pull communication represents
documentation and information that a receiver will
“pull” out when they need to.
 Characteristics
o Recipient must take action to access the information
o Best suited for large audiences or reference material
o Information is not delivered directly

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 Communication Methods in Projects…Cont’d
3) Interactive communication
 Interactive communication involves the exchange of
information between two or more parties in real time,
enabling immediate feedback and clarification.
 Interactive communication emphasizes the importance
of feedback and interaction in the communication.
 Interactive communication is the most efficient way to
ensure a common understanding by all participants on
specified topics, and includes meetings (in-person or
virtual), phone calls, video conferencing, etc

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 Communication Methods in Projects…Cont’d
3) Interactive communication…
 Characteristics
o Two-way or multi-way communication
o Best for complex information or decision-making
o Ensures mutual understanding
 Key Considerations for communication methods
o Select the communication method based on the
audience, message complexity, and urgency.
o Effective project communication often requires a mix
of push, pull, and interactive methods tailored to
stakeholder needs. 25
 Communication Methods in Projects…Cont’d
Comparison of Communication Methods
Push Pull Interactive
Aspect
Communication Communication Communication
Recipient- Two-way or
Direction One-way
initiated multi-way

Feedback Limited None Immediate

Best Use Reference Real-time

Routine updates
Case material discussions

Websites, shared Meetings, video

Examples Emails, reports
drives calls

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 Importance of Communication in Projects
 Communication in projects refers to the exchange of
information, ideas, and updates among stakeholders,
ensuring that everyone is aligned with project goals,
progress, and decisions.
 Effective communication is a critical factor for project
success.
 Ensures Clarity of Objectives
o Clearly defines the project scope, goals, and
deliverables
o Aligns team members and stakeholders with a shared
understanding
27
Importance of Communication in Projects…Cont’d
 Facilitates Decision-Making
o Provides accurate and timely information for informed
decisions
o Helps identify potential risks and opportunities early
 Enhances Collaboration
o Encourages teamwork and coordination among project
team members
o Fosters a collaborative environment by ensuring open
dialogue

28
Importance of Communication in Projects…Cont’d
 Builds Stakeholder Confidence
o Keeps stakeholders informed about project progress,
challenges, and changes
o Reinforces trust and transparency in project
management
 Promotes Problem-Solving
o Identifies issues and addresses them proactively
through discussions
o Encourages brainstorming for innovative solutions to
project challenges

29
Importance of Communication in Projects…Cont’d
 Reduces Confusion and Misunderstandings
o Prevents misinterpretation of goals, roles, or
responsibilities
o Ensures consistent messaging across all communication
channels
 Manages Expectations
o Aligns stakeholder expectations with project
capabilities and limitations
o Minimizes conflicts by setting realistic goals and
deadlines

30
Importance of Communication in Projects…Cont’d
 Supports Risk Management
o Facilitates the sharing of risk-related information
o Helps in developing mitigation strategies collaboratively
 Increases Efficiency
o Reduces redundancy and overlaps in tasks through clear
communication
o Speeds up project execution by ensuring that the right
information reaches the right people at the right time
 Drives Accountability
o Clearly communicates roles and responsibilities
o Tracks progress and holds team members accountable for
their tasks 31
 Project Communications Management
 Project communications management involves planning,
implementing, and monitoring communication strategies
to ensure the effective flow of information among
project stakeholders.
 Project communications management is a process
required to ensure timely and appropriate generation,
collection, dissemination, storage, and ultimate
disposition of project information.
 Project communication management ensures that
stakeholders are informed and engaged throughout the
project lifecycle. 32
 Project Communications Management…Cont’d
 Project managers spend the majority of their time
communicating with team members and other project
stakeholders, whether they are internal or external to
the organization.
 An effective project manager should spend approximately
80-90% of their time on communication during the life of
the project.
 This high percentage highlights the critical role
communication plays in ensuring project success.

33
 Project Communications Management…Cont’d
Breakdown of Communication Responsibilities
a. Internal Team Communication (40-50%)
 Daily Check-ins and Updates: Providing guidance,
monitoring progress, and resolving issues.
 Collaboration and Coordination: Ensuring team members
are aligned and addressing interdependencies between
tasks.
 Conflict Resolution: Mediating and addressing
misunderstandings or disputes among team members.

34
 Project Communications Management…Cont’d
Breakdown of Communication Responsibilities…
b. External Stakeholder Communication (30-40%)
 Regular Reporting: Updating stakeholders on project
progress, risks, and milestones.
 Requirement Clarification: Communicating with clients
or end-users to refine project deliverables.
 Expectation Management: Handling feedback,
addressing concerns, and ensuring alignment with
objectives.

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 Project Communications Management…Cont’d
Breakdown of Communication Responsibilities…
c. Leadership and Decision-Making Communication (10-20%)
 Strategic Planning: Aligning with senior management or
sponsors on project direction.
 Risk Management: Discussing potential risks and
mitigation strategies.
 Change Management: Communicating project scope
changes or major decisions to relevant parties.

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 Project Communications Mgt processes
 Project communications management consists of several
key processes that ensure information is effectively
created, shared, and managed throughout the lifecycle of
a project.
 Project communications management processes are
critical to meeting stakeholder expectations, fostering
collaboration, and ensuring project success.

37
 Project Communications Mgt processes…Cont’d
 There are five project communications management
processes. These are:
1) Stakeholder Identification
2) Plan Communications
3) Distributing Information
4) Managing Stakeholder Expectations
5) Reporting Performance

Plan Managing Reporting

Stakeholder Distributing
Communications Stakeholder Performance
Identification Information
Expectations
38
 Project Communications Mgt Processes…Cont’d
1) Stakeholder Identification
 Stakeholder identification is the process of recognizing
all individuals, groups, or organizations that can affect
or are affected by a project.
 Stakeholder identification is the process of identifying
all people or organizations that can affect or are
affected by a project, and documenting relevant
information regarding their interests, involvement,
and impact on project success.
 This step ensures that no critical stakeholder is
overlooked and that communication strategies can be
tailored to meet their needs. 39
Project Communications Mgt Processes…Cont’d
 Project stakeholders are persons or organizations
whose interests may be positively or negatively
affected by the execution or completion of the project.
 Project stakeholders are also those who may exert
influence over the project and its deliverables.
 Project stakeholders may be at different
involvement/impact levels with the project and may
possess different authority levels, or may be external
to the performing organization for the project.

40
 Project Communications Mgt Processes…Cont’d
Key Inputs for Stakeholder Identification
 Project Charter: High-level project description,
objectives, and initial stakeholder list.
 Agreements: Contracts, memorandums, and other
documents identifying parties involved.
 Enterprise Environmental Factors (EEF): Includes
organizational culture, political climate, and stakeholder
databases.
 Organizational Process Assets (OPA): Past project records,
stakeholder registers, and communication plans.
41
 Project Communications Mgt Processes…Cont’d
Techniques for Identifying Stakeholders
a. Stakeholder Analysis
 Stakeholder analysis is a systematic process for
understanding the stakeholders’ influence and impact
on the project.
 Steps in Stakeholder Analysis
o Identify Stakeholders: List all individuals, groups, and
organizations related to the project.
o Assess Stakeholder Attributes: Analyse their power,
interest, influence, and attitude toward the project.
o Prioritize Stakeholders: Use tools like the
Power/Interest Grid to categorize stakeholders. 42
 Project Communications Mgt Processes…Cont’d
Techniques for Identifying Stakeholders…
b. Stakeholder Categorization
 Stakeholder categorization helps to organize stakeholders
for more efficient project communications management.
o Internal vs. External: Distinguishes between stakeholders
within the organization (e.g., team members, managers)
and external stakeholders (e.g., clients, suppliers,
regulators).
o Primary vs. Secondary: Identifies those directly affected
(e.g., end-users) versus those indirectly impacted (e.g.,
community groups).
o Supportive vs. Resistant: Differentiates stakeholders
based on their support or opposition to the project. 43
 Project Communications Mgt Processes…Cont’d
Techniques for Identifying Stakeholders…
c. Power/Interest Grid (Prioritization Tool)
 Categorizes stakeholders based on their:
o Power: Ability to influence the project.
o Interest: Level of concern or involvement in the
project.

44
 Project Communications Mgt Processes…Cont’d
Techniques for Identifying Stakeholders…

Power/Interest Grid Description Communication

Quadrants Approach
High Power, High Key players Actively engage and
Interest manage closely
High Power, Low Interest Keep satisfied Inform selectively;
avoid over
communication
Low Power, High Interest Keep informed Regular updates to
maintain interest
Low Power, Low Interest Monitor Minimal
communication;
engage as needed
45
 Project Communications Mgt Processes…Cont’d
Outputs of Stakeholder Identification
a. Stakeholder Register
 Stakeholder register is the primary deliverable of the
stakeholder identification process. It includes:
o Identification Information: Name, position, and
contact details of each stakeholder.
o Assessment Information: Influence, interest,
expectations, and potential impact on the project.
o Classification Information: Power/interest category,
stakeholder type, and attitude toward the project.

46
 Project Communications Mgt Processes…Cont’d
2) Plan Communications
 Plan communications is the process of determining the
project stakeholder information needs and defining a
communication approach. The plan serves as a guide
for executing and controlling project communications.
 Who needs - what, when, how the needs will be
fulfilled, and by whom.
 Identifying the information needs of the stakeholders
and determining a suitable means of meeting those
needs are important factors for project success.
47
Project Communications Mgt Processes…Cont’d
 The project manager should consider the number of
potential communication channels or paths as an
indicator of the complexity of a project’s
communications.
 The total number of potential communication channels
is calculated using the formula:

# of Comm. Channels = n(n-1)

2

Where n represents the number of Stakeholders.

48
 Project Communications Mgt Processes…Cont’d
The Impact of the Number of People on Communications Channels

49
 Project Communications Mgt Processes…Cont’d
.

Exercise
 You are managing a project with three team
members and one sponsor. How many
communication channels/paths do you have
and draw all the channels of communication.

50
Project Communications Mgt Processes…Cont’d
3) Distributing Information
 Distributing information ensures that the right
stakeholders receive the necessary project
information at the right time in the most effective
format. This process focuses on sharing relevant
information to keep the project on track and
stakeholders engaged.
 Distribution of information is performed throughout
the entire project life cycle and in all project
communications management processes.

51
Project Communications Mgt Processes…Cont’d
4) Managing Stakeholder Expectations
 Managing stakeholder expectation involves ensuring
that stakeholders understand and align with the
project’s objectives, progress, challenges, and
outcomes.
 Managing stakeholder expectation involves
communication activities directed towards project
stakeholders to influence their expectations, address
concerns, and resolve issues.

52
Project Communications Mgt Processes…Cont’d
5) Reporting Performance
 Reporting performance is the process of collecting,
analyzing and distributing project performance
information, including status reports, progress
reports, and forecast reports.
 The process involves the periodic collection and
analysis of baseline versus actual data to understand
and communicate the project progress and
performance as well as to forecast the project
results.
 Performance reports need to provide information at
an appropriate level for each audience.
53
Project Communications Mgt Processes…Cont’d
 Project performance reporting is the process of
collecting, analysing, and presenting data on project
performance.
 Project performance reporting keeps stakeholders
informed about how resources are being used to
achieve project objectives.
 Project performance reporting allows project
stakeholders to:
o Understand the status of a project,
o Identify areas for improvement,
o Make data-driven decisions,
o Keep stakeholders involved in the project plan.
54
 Project Communications Mgt Processes…Cont’d
Performance Reporting Types
 In project management, performance reports are
essential tools for keeping stakeholders informed about
the project’s health and progress. There are different
types of performance reporting:
i. Status Reports
ii. Progress Reports
iii. Trend Reports
iv. Variance Reports
v. Forecast Reports

55
 Project Communications Mgt Processes…Cont’d
i. Status Reports
 A status report in a project is a document or
communication tool that provides a comprehensive
update on the progress, achievements, challenges, and
next steps of a project at a specific point in time.
 Status report is used to inform stakeholders, team
members, and management about the current state of
the project.
 This report focuses more on the current state of the
project and its immediate concerns rather than its
overall progress towards completion. 56
 Project Communications Mgt Processes…Cont’d
ii. Progress Reports
 A progress report provides a broader view of the
project’s advancement over a specified period, usually
since the project’s inception or the last progress
report.
 Progress report includes metrics such as:
o overall project completion percentage,
o variance analysis comparing planned versus actual
progress,
o budget utilization, and
o resource allocation. 57
 Project Communications Mgt Processes…Cont’d
ii. Progress Reports…Cont’d
 Progress reports often examine into trends and
patterns in project performance, helping stakeholders
understand how the project is progressing over time.
 These reports are more focused on analysing the
project’s trajectory and identifying any long-term
trends or issues that may impact its successful
completion.

58
 Project Communications Mgt Processes…Cont’d
Milestones and Deliverables

59
 Project Communications Mgt Processes…Cont’d
iii. Trend Reports
 Trend reports examine project performance over
time to see if it is improving or degrading.
 Trend reports are especially important in long-term
projects, where metrics must be evaluated across
months, quarters, or even years.
 Managers use these reports to assess whether a project
is staying on track and meeting expectations and if a
project’s overall production rate is increasing or
decreasing.

60
 Project Communications Mgt Processes…Cont’d
iv. Variance Reports

 A variance project performance report in project

management compares actual project performance to

planned project performance in various aspects such

as cost, schedule, and scope.

 Variance report helps project managers and

stakeholders understand deviations from the original

plan and take corrective actions as needed.

61
 Project Communications Mgt Processes…Cont’d
iv. Variance Reports…
 A typical variance project performance report might
include:
o Baseline Comparison: This section outlines the
original project plan, including the budget, schedule,
and scope baseline. It serves as a reference point for
comparing actual performance.
o Actual Performance: Details of what actually
occurred during the project, including actual costs
incurred, actual timeline achieved, and any changes
in scope.
62
 Project Communications Mgt Processes…Cont’d
iv. Variance Reports…Cont’d
o Variances: This is the heart of the report. It highlights
the differences between planned and actual
performance. Variances can be categorized as:
– Cost Variance: The difference between the planned
cost and the actual cost.
– Schedule Variance: The difference between the
planned schedule and the actual schedule.
– Scope Variance: Any deviation in project scope from
what was originally planned.

63
 Project Communications Mgt Processes…Cont’d
v. Forecast Reports
 Forecast in project management refers to the process
of predicting the future course of a project based on
current data and trends.
 Forecast involves using various tools and techniques to
estimate the potential outcomes, performance, and
resource requirements of a project.
 Forecast report helps project managers and
stakeholders make informed decisions by providing
insights into potential project performance and
identifying areas that may require attention or
64
adjustment.