CEM-371

Project
Communication
Management
Lecture 10

Department of Construction Engineering and Managemnet

Military College of Engineering,
1
November 16, 2024 Risalpur - Pakistan
 Project

Management

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Plan Communication Management

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Manage Communications

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Control Communications

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 Who Can Communicate?

The ability to communicate in some form or the other is a power which

living organisms have – whether they are humans, animals, insects and,
in some case, even plants.
For most of us, communication is the most routine thing we do
throughout our lives.
 Relevance of Communication For Projects
 Communication is an integral, crucial element of every project.
 Communication can make or break a project!
 The communication process in projects can be highly complex and, if

the process is not managed properly, can obstruct the project from
attaining its goal within time and the budget allocated for it.
 The fundamental communicational challenge for the project manager

and the project team is to design and implement an effective and

efficient project-specific communication strategy and plan which
satisfies the diverse and changing informational needs of all project
stakeholders throughout the project life-cycle.
Information and Communication
Information and
Communication are basically
like two sides of the same
coin. They complement each
other.

Information is of little value

unless it can be communicated
to stakeholders who need it
and communication is
pointless unless it carries
some informational content.
How Do Individuals Usually Communicate?

Speaking
Listening
Reading
Writing
Body Language
 Purpose of Communication

To Inform

To Notify

To Instruct

To Request

To Clarify

To Chastise

To Review

To Evaluate
 Process & Intent of Communication
Process of the In what form and using which
medium do I communicate the
Communication information?

Information
Effectivene
ss

Has the message I intended to

Intent of the convey been understood by the
recipient(s) and has it brought
Communication about the desired result?
Big Problem in Communication

A big problem in communication

and project communication is to
“get the message” across from
sender (s) to the recipient(s) so
that the purpose behind the
communication is achieved.
Basic Communication Model
Relevance of Communication for Projects
(Empirical Findings)
Several and extensive studies have
been conducted by consultants and
others over the years to determine
the causes of project “failures”.

Although the causes of project

failure are complex and numerous,
and are usually attributable to a
number of factors, communication
inadequacies are often mentioned
explicitly as one of the causes of
project failures.
 Is
Comm Mgmt
Really Needed ?

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Consequences of Communication
Shortcomings in Projects
Communicational shortcomings can cause a
number of problems during the project life-
cycle, for example:

• misunderstood or undocumented require-

ments and specifications
• delays (and extra cost) caused by rework
• unavailability or provision of wrong inputs
• ommisions and mistakes in the creation of
deliverables
• dissatisfaction and frustration among project
stakeholders.
Number of Project Stakeholder Communication
Lines
The number of possible lines of communication which can exist
between stakeholders on a project can be calculated using the
following simple formula:

N = number of project
LC = n x (n – 1) stakeholders
2 (1,2, 3 …………. X)
 Stakeholder Communication Lines

Shaba
Imran Usman
r

Kifaya Nasee Shaba Navee

t m r d

Number of Project Stakeholders = 3 Number of Project Stakeholders = 4

Maximum Possible Number of Lines of Maximum Possible Number of Lines of

Project Stakeholder Communication: Project Stakeholder Communication:
= 3 x (3 – 1) / 2 = 4 x (4 – 1) / 2
=6/2 = 12 / 2
=3 =6
 10 Project Stakeholders =
45 Possible Lines of
Complex Stakeholder Communication Net

Communication
Challenges in Communication
Management
Challenges in Project Communications

Overcommunication Too much communication resulting in a

flood of unmanageable information

Undercommunicatio Information may be inadequate for

n effective decision-making

Incorrect and imprecise information may

Miscommunication be conveyed with negative consequences
for the project

Misdirected information is not conveyed to the

Communication recipients which need it

Untimely information is not conveyed at the point in

Communication
time when it is needed
 Challenges in Project Communications
Project communication must be concise and precise in
order to increase the likelihood that it can be conveyed
effectively.
In engineering, it is usually “easy” for stakeholders to
communicate because of the use common
symbolizations, formulas and so forth. On the other
hand, communication in social sciences can pose
challenges at times because stakeholders may interpret
terminology differently.
 Culture and Project Communication
In the age of globalization, culture is becoming an increasingly
important consideration in the context of project communication.

Typical areas in which culture can have an impact on projects are:

Different Language
Interpretation of language
Nonverbal (body) language
 Communication Methods
There are several communication methods used to
share information among project stakeholders. These
methods can be broadly classified into:

Interactive communication. Between two or more

parties performing a multidirectional exchange of
information. It is the most efficient way to ensure a
common understanding by all participants on
specified topics, and includes meetings, phone calls,
video conferencing, etc.
 Communication Methods
Push communication. Sent to specific recipients who need
to know the information. This ensures that the information
is distributed but does not certify that it actually reached or
was understood by the intended audience. Push
communication includes letters, memos, reports, emails,
faxes, voice mails, press releases etc.

Pull communication. Used for very large volumes of

information, or for very large audiences, that requires the
recipients to access the communication content at their
own discretion. These methods include intranet sites, e-
learning, and knowledge repositories, etc.
 Communications Management Plan
The communications management plan usually provides

 Stakeholder communication requirements;

 Information to be communicated, including language, format, content, and
level of detail;
 Reason for the distribution of that information;
 Time frame and frequency for the distribution of required information;
 Person responsible for communicating the information;
 Person responsible for authorizing release of confidential information;
 Person or groups who will receive the information;
 Methods or technologies used to convey the information, such as memos,
e-mail, and/or press releases;
 Communications Management Plan
 Resources allocated for communication activities, including time and
budget;
 Escalation process identifying time frames and the management chain
(names) for escalation of issues that cannot be resolved at a lower staff
level;
 Method for updating and refining the communications management plan
as the project progresses and develops;
 Glossary of common terminology;
 Flow charts of the information flow in the project, workflows with possible
sequence of authorization, list of reports, and meeting plans, etc.; and
 Communication constraints, usually derived from specific legislation or
regulation, technology, and organizational policies, etc.
Mediums of Communication in Projects

Verbal Non-Verbal Written

Analog Technology Digital Technology

Verbal Communication in Projects
The verbal form of communication is perhaps the most
natural and common medium of communication on
projects.
Formal and informal verbal communication occurs
throughout the entire project life-cycle. Projects can-
not progress or succeed without a high intensity of
verbal communication between the project stake-
holders.
Contexts in which verbal communications occur in
projects include project meetings, project briefings
and presentations, consultations, conversations and
discussions. Informal (grapevine) communication bet-
ween project stakeholders, which often goes undocu-
mented, occurs frequently as well.
 Verbal Communication in Projects
 Excellentfor urgent and routine project
communications
 No time, effort and cost of writing
 Possibility of immediate feedback
 Quick clarification or explanation
 Good for building relationships
 More pressure on recipient to respond and be
prepared
 Variable number of recipients

Benefits  Flexible content

 Supplemented by non-verbal communication (if
conducted face-to-face)
 Verbal Communication in Projects
Communication is possible only between
participating project stakeholders
Spoken words cannot be retracted
No editing possible
Message may not be understood
Quick response expected
Communication sometimes difficult due to
availability, technical factors etc.
Not recordable without technical means
Limitations
Not legally binding usually
Possible verbal / non-verbal disparity in
communication (if face-to-face)
Non-Verbal Communication in Projects
Non-verbal communication is the interpersonal process
of sending and receiving information, both intentionally
and uninten-tionally, without using written or spoken
language. It is an important medium of communication.
Non-Verbal project communication may take n many
forms and its interpretation is to a large degree culture-
specific. Typical manifestations include facial expressions
(e.g. smiles, frowns, stares), the standing and seating
posture and movement of eyes and arms.
Non-verbal communications tend to be more „truthful“
than spoken or written communications. Non-verbal
communica-tion can act as supplement or impediment
to spoken communication.
Listening is an important form of non-verbal
communication. A good communicator is a good listener.
Written Communication in Projects
A (very) large number of documents can be expected
to accumulate in the course of a project‘s life-cycle,
especially in large complex undertakings!
Many documents are formal and are prescribed by the
project management standard(s) which are being
applied in the project.
Documents can be printed on paper of different sizes
and/or maintained electronically as e-Documents (in
formats such as MS Word documents, MS Excel
Spreadsheets, MS PowerPoint presentations, and
Adobe PDF-files).
The information contained in documents is usually in
textual and visual format (for e.g. charts, tables,
graphs, photos, diagrammes and illustrations).
 Written Communication in Projects
Traditional and highly effective medium of
communication on projects
Excellent for documenting and communicating
complex content
Variable content presentation formats
Customizable to meet the informational needs
of diverse project stakeholders
Easy to edit, modify, duplicate and distribute
Can be categorized and referenced for projects
Benefits Assures permanent record of project
communications (archiving, research)
 Written Communication in Projects
Variable number of recipients
Less risk of miscommunication
Can be read or studied multiple times
Prevents loss of information through
forgetfulness
Permits variable levels of confidentiality
Ensures a trail of accountability
Preferable from a legal standpoint
Benefits
 Written Communication in Projects
Expensive (and time-consuming) when
documents must be prepared, printed,
duplicated and circulated in bulk
Complex documents may take much time and
cost to compile
Need for precision in wording
Danger of errors creeping in which can cause
complications at a subsequent stage
Instantaneous feedback usually not possible
(unlike verbal communication)
Limitations Communication may go astray, get lost or get
sent to the wrong recipients
 Written Communication in Projects
Much time may be needed for reading and
analyzing complex documents
High clarification or response time
Project stakeholders reluctant to use written
medium because of deficiencies in their writing
skills
Project stakeholders may have difficulty
comprehending documents
Project stakeholders may be tempted to not
carefully read detailed or voluminous
Limitations documents
Wrong action taken due to misunderstanding
of documents
 Written Communication in Projects
May be obsolete when completed
Unpractical in cases of urgency
Vulnerable to theft and damage caused by
fire, humidity, insects and other factors
Permanently lost in the absence of back-
ups

Limitations
Written Communication in Projects
 Project Business Case
 Project Pre- & Feasibility Reports
 Project Scope Statement and Charter
 Project Requirements Document
 Project Procurement Documents
 Project Contracts
 Project Management Master Plan
 Project Management Subsidiary Plans
 Project Status and Progress Reports
 Training Manuals
 Project Hand-Over Documents
 Project Completion Report
 Project Audit Report
Written Communication in Projects
 All Project Correspondence (Letters, Faxes, e-
Mails)
 Minutes of Project Meetings
 Project Memos
 Project Comments
 Project Notice Board Messages
 Project Circulars
 Project Notes
 Project Leaflets & Flyers
 Project Brochures
 Project Newsletters
 Newspaper Adverts & Clippings
 Project Press Releases
 Technology in Project Communication
The (analog) landline telephone is one of the oldest
project communication technologies in existence.
LANDLINES Landlines have many applications in the context of
project communications, for e.g., for exchanging
information about the project, coordinating
meetings and visits, seeking clarification,
answering queries, resolving problems, discussing
issues, giving instructions, passing on news and
counseling individuals.
Like all project communication technologies,
landlines have both several advantages and
drawbacks.
 Technology in Project Communication
Though a relatively “recent” invention in the
communications technological field, the mobile
CELL PHONES phone has contributed in a major way to
communications on projects.
Most project managers and important project
stakeholders can expect to make use of the mobile
phone during the course of their work. As projects
become more complex and global in character, and
interactions more intense, the mobile phone has
emerged as an indispensable communications
facilitating tool.
As with all other project communication
technologies, mobile phones offer several benefits
and exhibit some limitations.
Technology in Project Communication
A digital projector is a useful apparatus for
displaying textual, graphic and multi-media
information about the project.
Used frequently in project meetings, project
team work sessions, conferences and
presentations etc., project information can be
visually and appealingly conveyed with the help
of a digital projector and large whiteboard to a
sizeable audience of project stakeholders which
may be impractical using other means of
communication.
Technology in Project Communication
The Television can be a very useful tool of
communication in some projects. With VCR or DVD-
Players, TVs can be used to convey visual information
about the project, for example, to show stakeholders
footage of work at a project construction site or a
documentary about a project’s anticipated
economic, social, and ecological change impact. As a
public broadcasting medium, TV may be used to
reach out to a large audience with a view to creating
awareness of, and generating support for, a project.
Technology in Project Communication
Video-conferencing technology enables audio-visual
communication between pro-ject stakeholders in
different locations. It has practical applications in
several fields. Communication can be point-to-point
(bet-ween two users) or multipoint (between several
users and locations). Credited with shortening
product development and pro-ject times, video-
conferencing (and web-conferencing ) technologies
range from the cheap and rudimenrary to costly and
complex state-of-the-art HD systems for the ultimate
immersive virtual experience.
 End Note

“Speak when you are angry and

you will make the Best Speech you
will ever regret.”
THANK YOU!