TABLE OF CONTENTS

 INTRODUCTION TO THE TOPIC

 OBJECTIVES
 COMMUNICATION
 PROJECT COMMUNICATION MANAGEMENT
 METHODS OF PROJECT COMMUNICATION MANAGEMENT
 PROCESSES OF COMMUNICATION MANAGEMENT
 REFERENCES

FIRSTMEETING!!!
The group had her first meeting at exactly 8:30pm on the last day of
January 2025. The meeting started promptly with introductory notes on
the topic which was done by the group leader. Thereafter, we moved to
assign sub topics among ourselves and decided on relevant points to be
well explained to make the task presentation worthy.
Relevant contributions, suggestions and observations were made
and put into considerations. All these brought the meeting to it’s
closure at about 9:30pm.

SECOND MEETING!!!

The group had her second official meeting on the 3rd of February 2025. The
meeting kicked off at about 8:30pm as every member was active. The main focus
of the meeting was a joint review of the research and compilations that have
been done. The members made reasonable contributions and thorough scrutiny
to the best of our abilities on the various topics within the given subject matter.
After quiet a lengthy discussion and contributions, the meeting ended at
about 9:45pm.
 INTRODUCTIONS AND OBJECTIVES

Communications Management involves planning, creating, and disseminating project information to

stakeholders. As straightforward as it may appear, it is quite an encompassing area of project management as
every single area requires communication. Its management, technologies, channels, modes and processes are
key to achieving proper project management. Key processes include:

1. Plan Communications Management

2. Manage Communications

3. Monitor Communications

Effective communication ensures stakeholders are informed and engaged throughout the project.

OBJECTIVES

We took upon this topic hoping to bring to our knowledge and that of the readers the below objectives:

• Define communication and Project Communications Management

• Identify the different communication methods.

• Describe the Project Communications Management processes

 COMMUNICATION AND COMMUNICATION MANAGEMENT

Over the years. Communication have been described by a variety of authors. Despite the varying authors,
they’ve all shared quite similar ideas to the public on their view of the word communication. Some of the
prominent definitions we came across includes:

Shannon and Weaver (1949): Communication is everything that happens between two or more minds.

Davis and Newstrom (1985): Communication is the transfer of information and understanding between people.

Johnson (1986): Communication is the process of sending a message to someone and expecting a response.

Adler, Rodman, and du Pré (2020): Communication is the process of creating meaning through symbolic
interaction.

Child (2019): Communication is the process of using messages to generate meaning.

Rothwell (2020): Communication is the process of sharing meaning with others.

Turner and West (2019): Communication is the process of creating shared meaning using symbols.

Verderber, Sellnow, and Verderber (2015): Communication is the process of expressing, interpreting, and
coordinating messages with others.

Giffin and Patten (1976): Communication is the process of creating and ascribing meaning.

While all of the above definitions are relatable in different ways, we can summarily say that:

Communication is a two way process of transferring information from one entity to another.

 Project managers
Project  Management
 Other stakeholders

Above, we could classify the project as an entity and also the managers, management and other stakeholders
as another entity. The interaction between them is what communication is.

PROJECT COMMUNICATION MANAGEMENT

 Project Communications Management includes the processes that are required to ensure planning,
collection, creation, distribution, storage, retrieval, management, control, monitoring, and the ultimate
disposition of project information appropriately and on time. This idea of communication actively involves both
internal and external audiences. This brings us to the Key points to remember about communication
management definitions:

Focus on planning and strategy:

Most definitions emphasize the need for deliberate planning and strategic thinking when managing
communication within an organization.

Internal and external audiences:

Effective communication management considers communication with both internal stakeholders (employees)
and external publics (customers, media, investors).

Evaluation and monitoring:

The process of communication management should include ongoing evaluation to assess the effectiveness of
communication strategies.

METHODS OF COMMUNICATION MANAGEMENT

Communication management methods include:

Communication management plan

A document that outlines how a project manager will manage and control communication. It should address
the needs of all stakeholders.

Active listening

A technique that involves paying full attention to the speaker, showing empathy, and providing constructive
feedback.

Project reporting

A strategy that ensures the right information is delivered to the right stakeholders in the right format and at
the right time.

Information and Communications Technology

The use of technology to improve communication. It's important to understand how cultural differences can
impact communication.

Communication models

A way to bring together team members, stakeholders, and resources to facilitate teamwork and decision-
making.

Planning for the project

 Involving participants in the planning phase of a project to ensure effective communication. Communication
management is important for project success because it ensures that everyone involved has the information they
need to do their job.

PROCESSES OF COMMUNICATION MANAGEMENT

Plan communication management

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. It ensures that all stakeholders are informed, engaged, and
aligned with project goals, timelines, and deliverables.

Aim

The primary aim of communication management is to:

1. Ensure that all stakeholders receive the right information at the right time in the right format.

2. Facilitate collaboration, decision-making, and stakeholder engagement.

3. Minimize misunderstandings, conflicts, and delays caused by poor communication.

4. Support the successful delivery of project objectives by keeping everyone aligned and informed.

PLAN COMMUNICATIONS MANAGEMENT: INPUTS

1.Project Charter

- Provides high-level project objectives and stakeholder information.

- Authorizes the project and defines its purpose.

2. Stakeholder Register

- Identifies stakeholders, their roles, interests, and communication needs.

3. Enterprise Environmental Factors (EEFs):

- External factors like organizational culture, infrastructure, and market conditions that influence
communication.

4.Organizational Process Assets (OPAs)

- Templates, policies, and procedures for communication (e.g., report formats, meeting protocols).

5. Project Management Plan

- Includes other plans (e.g., scope, schedule, risk) that impact communication strategies.

6. Stakeholder Engagement Plan

- Outlines strategies for engaging stakeholders, which informs communication needs.

7. Requirements Documentation

- Specifies communication-related requirements and expectations.

8. Assumptions and Constraints

- Factors that may impact communication (e.g., time zones, language barriers).

PLAN COMMUNICATIONS MANAGEMENT: TOOLS AND TECHNIQUES

Factors that can affect the choice of communication technology include:

1. Urgency of the need for information: The urgency, frequency, and format of the information to be
communicated may vary from project to project and also within different phases of a project.

2. Availability and reliability of technology: The technology that is required for distribution of project
communications artifacts should be compatible, available, and accessible for all stakeholders throughout the
project.

3. Ease of use: The choice of communication technologies should be suitable for project participants and proper
training events should be planned, where appropriate.

4. Project environment: Whether the team will meet and operate on a face-to-face basis or in a virtual
environment; whether they will be located in one or multiple time zones; whether they will use multiple
languages for communication; and finally, whether there are any other project environmental factors, such as
various aspects of culture, which may constrain the efficiency of the communication.

5. Sensitivity and confidentiality of the information.

Tools/Techniques

Feedback Mechanisms: Formal (meetings, reports) and informal (emails, calls) communication.
Communication Technology: Email, video conferencing, project management tools, instant messaging

Stakeholder Analysis: Identifies key stakeholders, their influence, and information needs.

Meetings & Workshops: Used to gather communication requirements and align expectations. Project meetings
can include virtual (e-meetings) or face-to-face meetings, and can be supported with document collaboration
technologies, including email messages and project websites. The Plan Communications Management process
requires discussion with the project team to determine the most appropriate way to update and communicate
project information, and to respond to requests from various stakeholders for information.

Expert Judgment: Consultation with senior project managers, industry experts, and consultants.

Communication Models: Sender-receiver models to ensure clarity and message effectiveness.

Feedback Mechanisms: Surveys, suggestion boxes, and meetings to improve communication effectiveness.

PLAN COMMUNICATIONS MANAGEMENT: OUTPUTS

1.Communication Management Plan: A documented plan outlining communication strategy, methods, and
frequency.

2.Project Communications: Emails, reports, meeting minutes, updates, presentations.

3.StakeholderEngagement Updates: Changes in communication approach based on stakeholder feedback.

4.Issue Logs & Resolution Reports: Documentation of communication-related issues and solutions.

5.Lessons Learned Register: Captures improvements for future project communications.

2. Manage communication
The Manage Communications process identifies all aspects of effective communication, including choice of
appropriate technologies, methods, and techniques. In addition, it should allow for flexibility in the
communications activities, allowing adjustments in the methods and techniques to accommodate the changing
needs of stakeholders and the project.

Techniques and considerations for effective communications management include:

1.Sender-receiver models: Incorporating feedback loops to provide opportunities for interaction/participation

and remove barriers to effective communication.

2. 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.

3. Writing style. Appropriate use of active versus passive voice, sentence structure, and word choice.

4. Meeting management. Preparing an agenda, inviting essential participants, and ensuring they attend. Dealing
with conflicts within the meeting or resulting from inadequate follow-up of minutes and actions, or attendance
of the wrong people.

5. 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.

6. Active listening.

Aim of manage communication

1. Create Information: Generate project reports, status updates, meeting minutes, and other deliverables.

2. Distribute Information: Share information with stakeholders using the agreed-upon methods (e.g., email,
meetings, dashboards).

3. Store Information: Maintain a centralized repository for project documents (e.g., shared drives, project
management tools).

4. Retrieve Information: Ensure stakeholders can access information when needed.

5. Manage Feedback: Collect and address feedback from stakeholders to improve communication.

manage communication: Input

1. Project Management Plan

The project management plan contains several components that guide communication management:
 - Communication Management Plan: The primary input, as it outlines how communication will be planned,
executed, monitored, and controlled. It includes:

- Stakeholder communication requirements.

- Communication methods, channels, and frequency.

- Roles and responsibilities for communication.

- Resource Management Plan: Identifies team members and their availability, which impacts communication.

- Stakeholder Engagement Plan: Provides insights into stakeholder expectations and engagement strategies.

2. Project Documents

Several project documents provide essential information for managing communications:

- Stakeholder Register: Lists all stakeholders, their roles, interests, and communication preferences.

- Issue Log: Tracks issues that need to be communicated and resolved.

- Change Log: Documents changes that need to be communicated to stakeholders.

- Lessons Learned Register: Contains historical information about what worked or didn’t work in past
communications.

-Risk Register: Highlights risks that may impact communication or require communication to stakeholders.

- Requirements Documentation: Ensures that communication aligns with project requirements.

3. Work Performance Reports

These reports provide data on project progress and performance, which is communicated to stakeholders.
Examples include:

- Status reports.

- Progress updates.

- Burn-down charts.

- Earned value analysis (EVA) reports.

- Quality control measurements.

4. Enterprise Environmental Factors (EEFs)

External factors that influence communication management:

- Organizational culture and structure.

- Government or industry standards (e.g., compliance requirements).

- Communication tools and technology available (e.g., email, collaboration software).

- Geographic distribution of team members and stakeholders.

 - Language and cultural considerations.

5. Organizational Process Assets (OPAs)

Internal assets that support communication management:

- Policies and Procedures: Organizational guidelines for communication.

- Templates: Standardized formats for reports, emails, and presentations.

- Historical Information: Past project data and lessons learned.

- Communication Tools: Software and platforms used for communication (e.g., Microsoft Teams, Slack,
SharePoint).

- *Knowledge Repositories: Centralized storage for project information.

Tools and Techniques

Communication Skills:

i. 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.

ii. 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.

iii. 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.
The team members should be aware of how they are expressing themselves both through what they say and
what they don’t say.

iv. Presentations. A presentation is the formal delivery of information and/or documentation. Clear and effective
presentations of project information to relevant stakeholders can include but are not limited to:

v. Progress reports and information updates to stakeholders;

2.Stakeholder Analysis: Identifies stakeholders and their communication preferences.

3.Communication Requirements Analysis: Determines the information needs of stakeholders.

4. Communication Technology: Tools like email, project management software, or collaboration platforms.

5. PROJECT REPORTING

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.
6. INTERPERSONAL AND TEAM SKILLS

Interpersonal and team skills that can be used for this process include :

Active listening.

Conflict management.

Cultural awareness.

Networking

Political awareness

7. MEETINGS

Prepare and distribute the agenda stating the objectives of the meeting. Ensure that the meetings start and
finish at the published time. Ensure the appropriate participants are invited and attend. Stay on topic. Manage
expectations, issues, and conflicts during the meeting.

MANAGE COMMUNICATIONS: OUTPUTS

1. Project Communications: The actual information distributed to stakeholders (e.g., emails, reports,
presentations).

2. Updates to Project Documents: Changes to the project plan, risk register, or issue log based on
communication outcomes.

Issues with Managing Communication

1. Unclear Roles: No one knows who’s responsible for communication tasks.

2. Stakeholder Resistance: Some stakeholders don’t engage or provide input.

3. Scope Creep: Communication activities expand uncontrollably.

4. No Feedback Loops: Issues go unnoticed without proper feedback.

5. Over-Reliance on One Method: Using only one channel (e.g., email) excludes some stakeholders.

6. Rigid Plans: Failing to adapt communication as the project evolves.

7. Poor Escalation: No clear process to resolve communication issues.

Solution

1. Plan Clearly: Define roles, methods, and frequency in a Communication Management Plan.
2. Use the Right Tools: Leverage collaboration platforms and dashboards.

3. Engage Stakeholders: Involve them early and often.

4. Monitor and Adapt: Regularly check communication effectiveness and adjust as needed.

5. Document Everything: Keep records for accountability.

MONITOR COMMUNICATION

Monitor Communications—The process of ensuring the information needs of the project and its stakeholders
are met. It involves tracking, reviewing, and adjusting communication strategies as necessary.

AIM OF MONITORING COMMUNICATION

Evaluate Communication Effectiveness*: Assess whether stakeholders are receiving and understanding the
information.

- *Monitor Feedback*: Collect feedback from stakeholders to identify gaps or issues in communication.

- *Adjust Communication Plans*: Update the Communication Management Plan based on changing stakeholder
needs or project conditions.

- *Resolve Communication Issues*: Address misunderstandings, conflicts, or barriers to effective

communication.

3. MONITOR COMMUNICATIONS: INPUTS

2. Project Documents

Several project documents provide essential information for monitoring communications:

Stakeholder Register: Lists all stakeholders, their roles, interests, and communication preferences, helping to
ensure that communication is tailored to their needs.
 Issue Log: Tracks issues that need to be communicated and resolved, providing a basis for monitoring how well
communication is addressing these issues.

Change Log: Documents changes that need to be communicated to stakeholders, helping to monitor the
effectiveness of change communication.

Lessons Learned Register: Contains historical information about what worked or didn’t work in past
communications, providing insights for current monitoring efforts.

Risk Register: Highlights risks that may impact communication or require communication to stakeholders,
helping to monitor how well risks are being communicated.

Requirements Documentation: Ensures that communication aligns with project requirements, providing a
basis for monitoring communication effectiveness.

3. Work Performance Data

Raw data and information about project performance that need to be communicated and monitored:

Status Reports: Provide updates on project progress.

Progress Updates: Offer insights into completed and pending tasks.

Burn-down Charts: Show remaining work versus time.

Earned Value Analysis (EVA) Reports: Provide metrics on project performance.

Quality Control Measurements: Offer data on the quality of deliverables.

4. Enterprise Environmental Factors (EEFs)

External factors that influence the monitoring of communications:

Organizational Culture and Structure: Impacts how communication is perceived and monitored.

Government or Industry Standards: Compliance requirements that affect communication monitoring.

Communication Tools and Technology: Available tools and platforms for monitoring communication (e.g.,
email, collaboration software).

Geographic Distribution: Location of team members and stakeholders, which can impact communication
monitoring.

Language and Cultural Considerations: Affect how communication is interpreted and monitored.

5. Organizational Process Assets (OPAs)

Internal assets that support the monitoring of communications:

Policies and Procedures: Organizational guidelines for communication monitoring.

Templates: Standardized formats for reports, emails, and presentations.

Historical Information: Past project data and lessons learned.

 Communication Tools: Software and platforms used for communication (e.g., Microsoft Teams, Slack,
SharePoint).

Knowledge Repositories: Centralized storage for project information.

MONITOR COMMUNICATIONS: TOOLS AND TECHNIQUES

1. Communication Methods

These are the ways in which information is exchanged between stakeholders. Monitoring communication
methods ensures they are effective and appropriate for the audience.

Types of Communication Methods:

Push Communication: Information is sent directly to stakeholders (e.g., emails, reports). Monitoring ensures the
information is received and understood.

Pull Communication: Stakeholders access information at their convenience (e.g., intranet, shared drives).
Monitoring ensures the information is up-to-date and accessible.

Interactive Communication: Two-way communication, such as meetings or video conferences. Monitoring

ensures active participation and understanding.

2. Feedback Mechanisms

Feedback is critical for understanding how well communication is working and identifying areas for
improvement.

Surveys and Questionnaires: Collect stakeholder opinions on the effectiveness of communication.

Feedback Forms: Distributed after meetings or reports to gather specific feedback.

Stakeholder Interviews: One-on-one discussions to gain deeper insights into communication effectiveness.

Focus Groups: Small group discussions to gather collective feedback on communication practices.

3. Meetings and Workshops

Regular meetings and workshops provide opportunities to monitor communication and address issues.

Types of Meetings:
Status Meetings: Regular updates on project progress.

Review Meetings: Evaluate the effectiveness of communication strategies.

Problem-Solving Workshops: Address communication barriers or misunderstandings.

Stakeholder Engagement Sessions: Focus on maintaining alignment and addressing concerns.

INTERPERSONAL AND TEAM SKILLS

Interpersonal and team skills that can be used for this process include :

1. Active listening.
2. Conflict management.

3. Cultural awareness.

4. Networking

5. Political awareness

MONITOR COMMUNICATIONS: OUTPUTS

Updated Communication Management Plan: Reflects changes to communication strategies.

Lessons Learned: Insights on what worked well and what didn’t in terms of communication.

Stakeholder Engagement Improvements*: Enhanced relationships and alignment with stakeholders.

Issues with Monitoring Communications

1. Lack of Feedback: Stakeholders don’t provide input, making it hard to assess effectiveness.

2. Wrong Channels: Using inappropriate methods (e.g., email for urgent updates).

3. Information Overload: Too much data overwhelms stakeholders.

4. Cultural Barriers: Misunderstandings due to language or cultural differences.

5. Inconsistent Updates: Irregular communication confuses stakeholders.

6. Poor Documentation: No records of communication history.

7. Tech Problems: Unreliable tools disrupt communication.

Solution

Plan Clearly: Define roles, methods, and frequency in a Communication Management Plan.

Use the Right Tools: Leverage collaboration platforms and dashboards.

Engage Stakeholders: Involve them early and often.

Monitor and Adapt: Regularly check communication effectiveness and adjust as needed.

Document Everything: Keep records for accountability.

REFERENCES

PMI project management body of knowledge PMBOK 6th edition.

PMI project management body of knowledge PMBOK 5th edition.

www.simplilearn.com

www.edureka.co/pmp-certification-exam-training

https://engmohannadb.github.io/etccourse20/inner-page/U10-L4.html