The document discusses project communication management. It provides an overview of communication planning, types of communication, and challenges. The key points are: 1) Effective project communication requires planning who needs what information, when, and how it will be distributed. It is important to ensure the right information reaches the right people at the right time. 2) Poor communication can lead to issues like misinformation, lack of understanding, and conflicts between project stakeholders. Not ensuring information is understood can defeat the purpose. 3) Organizational structure and clearly defined communication channels are important to allow information to flow properly and be managed. Without proper channels, projects are more likely to experience confusion and issues.

2. Project Management –
Communications Framework
Recap on Project management fundamentals
Communication management
Communication Issues & Project Organizations

3. PMI Processes Groups
KNOWLEDGE AREAS INITIATING PLANNING EXECUTIO N
MONITORING
& CO NTROL
CLO SE
O UT
INTEGRATION 1 1 2 2 1
SCO PE 4 2
TIME 6 1
CO ST 3 1
Q UALITY 1 1 1
HUMAN RESO URCES 1 3
CO MMUNICATIO N 1 1 1
RISK 5 1
PROCUREMENT 1 1 1
STAKEHO LDERS 1 1 1 1
2 24 9 11 1
PROCESS GRO UP

4. Projects & Project
Management
Project:
 A project is a temporary endeavor undertaken to create a unique
product, service, or result.
Project Communication
 Processes required to ensure timely and appropriate planning,
collection, creation, distribution, storage, retrieval, control and
monitoring and ultimate disposal of project information
 Communication – Information Logistics – Right Information, right
time, right place, right people, right method.
Management – PDCA – communications “oil in the engine”

5. Communication Influence on a Project
WBS /CBS / RBS /OBS / TBS
Organizational Structure to
deliver (management teams,
contractors, supervision,
suppliers)
People make projects and
need to know…through
communication.
Communication channels
enable information flow so
we can manage the project.
Need to know / nice to know
Risk BaseRisk Base

6. Communications – the Important Link
Internal & ExternalELEMENTS OF PROJECT MANGEMENT (after PMBOK, 1996)
INTERNAL CONTROL _________________________________________________________________________________________________________ EXTERNAL INFLUENCES
Increasing Risk
Decreasing Control
RISK
HUMAN
RESOURCES
COMMUNICATIONS
PROCUREMENT
SCOPE
STAKEHOLDERS
INTEGRATION

7. PMI - Scope
Process Inputs Tools Outputs
Communications
Management Plan
(Plan)
Project
Management Plan,
stakeholder
register,
organizational
assets
Communication
requirements,
communication
technology,
meetings,
models/methods
Plans & Updates.
Manage
Communications
(Do)
Project Charter
Stakeholder
Register
Interviews
Workshops
Observations
Experience
Requirements
documentation,
management plan
and traceability
Control
Communications
(Check / Action)
Project Charter,
Requirements
documentation,
Organizational
Assets
Expert Judgment,
Product analysis,
Alternatives,
Workshops
Scope statement,
documentation
updates

8. Communications
Interaction and interfacing between Project Team members.
Creating a bridge between the Project and its Stakeholders.
Overcoming or dealing with:
 Organizational / national / cultural differences
 Varying levels of expertise
 Different perspectives / interests
 Internal and external conflict.

9. Communications Management
Plan Communications – developing an appropriate
plan based on project need and requirements and
organisational assets. (Contracts / records)
Manage Communications-collecting, distributing,
storing, retrieving and disposing of project
information as per plan. (EDMS, Filing / Records)
Control Communications – monitoring and
controlling communications to ensure information
needs are met. Control of ‘misinformation’ –
rumours.

10. Communications Planning
What - information is needed
Why – is information needed (RACI)
When – is information needed (including time zones)
How – is information to be transmitted
Where – is information available / stored / archived
Who – needs and who is authorised

11. Communications - Types
 Internal
 Formal
 Vertical / Horizontal
 Official
 Written words / images / drawings
 Oral / Verbal
 Non verbal (body language)
 Unofficial – rumours, media, external views

12. Communication Model

13. Communication Reality
SENDER
(Person / Situation)
INITIATOR RECEIVER
UNDERSTANDING OR MISUNDERSTANDINGUNDERSTANDING OR MISUNDERSTANDING
ANALYSED
(Person, Situation)
DECODE (Translation/
Language)
Filters – Language, Knowledge, ReferenceFilters – Language, Knowledge, Reference
FrameFrame
Filters – Language, Knowledge, ReferenceFilters – Language, Knowledge, Reference
FrameFrame
ENCODE (Ideas,
Speech, Records)
SEND
(Verbal / Written)
RECEIVES
(Hear, See, Read)
Lack of Attention, disrupt, interrupt

14. Transmitting without Receiving

15. Understanding
“I know that you believe that you understood what you
think I said, but I am not sure you realize that what
you heard is not what I meant”
-- Robert McCloskey, U.S. State Department spokesman, at a press briefing during the Vietnam
War

16. Human Senses –faster than the
speed of thought?
Sight – 100,000,000 bits /second (40 bits/s)
Hearing – 100,000 bits/second (30 bits /s)
Speak – 250 words / min
Hear – 500 words / min (listening is optional)
Think – 750 words / min (understanding is optional)
Look – ??? (seeing is optional)
We see and think faster than we hear and speak and
form opinions faster than analysing the actual
communication.

17. Thinking –
Telepathy is not a recognised form ofTelepathy is not a recognised form of
CommunicationCommunication

18. Channels & Confusion
(n(n-1)/2) – two people two channels, 10 people equates
to 45!
Larger projects / meetings can lead to greater confusion
The same can be true of long communication chains

19. Communications -
This is a little story about four people named Everybody,
Somebody, Anybody, and Nobody.
There was an important job to be done and Everybody was
sure that Somebody would do it.
Anybody could have done it, but Nobody did it.
Somebody got angry about that because it was Everybody's
job.
Everybody thought that Anybody could do it, but Nobody
realized that Everybody wouldn't do it.
It ended up that Everybody blamed Somebody when
Nobody did what Anybody could have done

20. Result of Poor Communication

21. Food for Thought
Is communication a one way street?
Is silence or no response acceptance?
Receiving a communication does not mean that it is
either understood or accepted.
Good communication requires feedback to
demonstrate understanding, acceptance etc.
Understand the other party’s reference frame

22. Send reinforcements we’re
going to advance
Send
reinforcements
we’re going to our
aunts
Send these
endorsements
we’re going to
France
Send three & fourpence
we’re going to a dance!

23. Historical Quote
“The single biggest problem in
communication is the illusion that
it has taken place.”
George Bernard Shaw (1856 – 1950

24. Organizational Communication
Functional – silos but disciplined by name and by
nature
Matrix – multiple channels, many sources, many
interpretations.

25. Communication Channels
Projectized Organisation
CONFLICT OR COOPERATION
Specialist Staff
Project Team Project Team Project Team
Project
Manager
Project
Manager
Specialist Staff Specialist Staff Specialist Staff
Specialist Staff
Specialist Staff
Specialist StaffSpecialist Staff
Specialist Staff
Functional
Manager
Functional
Manager
Functional
Manager
Manager of
PMs
CHIEF EXECUTIVE
Project
Manager
Working co-operation but priority /Working co-operation but priority /
loyalty issuesloyalty issues
Working co-operation but priority /Working co-operation but priority /
loyalty issuesloyalty issues
ComomnGoalComomnGoalComomnGoalComomnGoal
????????????????
Priorities / resource
Priorities / resource
Priorities / resource
Priorities / resource

26. Conflict
Types of Conflict Symptoms
Priorities
Administration
Technical Opinion &
Performance Matters
Resources
Cost
Schedules
Personalities
Harmony – no conlict
Minor Disagreement &
Misunderstandings
Overt Questioning & Challenging
– Passive Aggressive
Assertive Verbalisation
Threats & Ultimatums
Physical Attacks
Overt Destruction / Sabotage

27. Conflict Treatment
Treatment Effectiveness
Withdraw / avoid (ignore) Failure to treat – ‘wounded warriors’,
discontent, indecision
Smoothing No definitive solution, divides opinions
/ loyalties. Short term fix.
Compromising / collaborating ‘Give and take’ attitude / real issues
avoided or not identified. Intermediate
term fix.
Confronting / Facing Reality Facing conflict and analyzing
underlying issues behind problem.
Long term fix.
Forcing “win – lose” with one party aggrieved.
Long term repercussions.

28. Conclusions
Communications are an essential part of project
management
People rely on communications to be able to function
Effective Communications can result in less conflict on
projects as no / little ambiguity and clarity
Effective organisational structure and defined
communication channels are also essential.
Communications should be unambiguous so there is no
confusion.
Communication must be closed so that messages (the data
transmitted) are understood

29. Remember
Historical view was:
“The single biggest problem in
communication is the illusion that it has
taken place.”
Today we have the same problem:
“I sent an email”…
but did anybody read it / act on it?

30. Questions / Discussion