Project Management Chapter 15: Exhaustive Guide to Communication Planning
Licensing and Resource Information
This material is licensed under a Creative Commons Attribution Unported License (CC-BY).
It is categorized under Project Management Chapter : Communication Planning.
A specific Communication Plan template is referenced as Figure , sourced from:
http://inte5160.wikispaces.com/Communication+Plans.
Fundamentals of Project Communication
Definition and Importance: Project communication is identified as a key factor for the success of any project.
Two-Way Process: It is emphasized that communication is a interactive two-way process, rather than a one-way "broadcast" of information.
Communication Requirements Analysis: This analysis is the necessary starting point before preparing a formal Communication Plan.
Cultural issues: Planning and executing project communication must involve a careful consideration of cultural issues to be effective.
Appropriate Technology: The use of suitable technology is crucial for successful delivery.
Stakeholder Identification and Analysis
Throughout the project lifecycle, there is a continuous need to communicate with various internal and external entities, including:
Project Sponsor
Team members
Other stakeholders
Customers
Clients
Suppliers
Partners
The general public
Parameters for Communication Planning
For each group or individual stakeholder identified, the project manager must determine the following specific details:
Purpose: The reason why communication with this group is necessary.
Frequency: How often communication needs to occur.
Format: The specific medium or style of the communication.
Amount of time: The duration or effort required for the communication process.
Hierarchies of Reporting
Project communication may require a structured hierarchy for reporting, moving from broad oversight to specific execution:
Portfolio: Highest level of reporting.
Program: Oversight of related projects.
Project: The specific project level.
Task group: Focused communication within specific subdivisions of project work.
Synchronous Communication Methods
Synchronous options involve real-time interaction. Important considerations include accounting for different time zones when participants are not in the same location. Methods include:
Face-to-face meetings.
Synchronous but remote communication (same time, different place).
Conference calls.
Video links.
Computer-assisted video conferences.
Instant Messaging (IM) and texting.
Asynchronous Communication Methods
Asynchronous options involve communication where the exchange does not happen in real-time, allowing for a delay between sending and receiving. Methods include:
Mail and courier services.
E-mail.
Fax machines.
Project Blogs.
RSS (Really Simple Syndication) feeds.
Social media presence.
Key Questions for Formulating the Communication Plan
To build an effective plan, project managers must answer several critical questions regarding every stakeholder:
Who?: Determining the exact recipients.
Why?: The objective behind the communication.
What?: What do they need or want to know? Alternatively, what information do they need to communicate back to the project?
When?: Specifically, how frequently should the communication occur?
How?: What are the preferred methods? The PM must also identify if any methods are inherently unsuitable for certain parties.
Contact Point: Identifying who the specific individual from the project team will be as the primary contact for this communication.
Management of Team Meetings
Primary Purpose: Meetings serve to verify the progress of work, identify specific challenges being faced, and obtain necessary assistance.
Flexibility: The frequency and duration of these meetings are not fixed and may vary throughout the project's life.
Efficiency and Consideration:
To avoid wasting team time, Project Managers should schedule "off-line" meetings if only a few members are involved in a specific discussion point.
For small teams, frequent but very short meetings are often more effective.
Agile Integration: "Daily stand-up" meetings are cited as a standard component of Agile Systems Development.
Cross-Level Coordination: A Project Manager may need to meet and report with other Project Managers functioning within the same program or portfolio.
Reporting to Management and Project Sponsors
Authority in Format: The format and the frequency of reports are often strictly dictated by the Project Sponsor.
Functional Purpose: These reports are used to communicate progress, identify challenges or required changes, and secure support for resource additions or strategic shifts.
The Strategic Balance: Project Managers must maintain a critical balance between "raising the alarm" too early and waiting too long to report issues until they are "in too deep."
Community and External Stakeholder Engagement
Community Consultation: Projects may require community outreach and information sharing.
Example: The Riverview Lands project in Coquitlam is a named instance of community consultation.
Business Impact: Customers or suppliers may be directly impacted by project decisions or workflows.
Contractor/Supplier Relations: Contractors need information regarding other project aspects, and they must concurrently keep the Project Manager informed of their own status.
Government Involvement: This may involve securing permits, undergoing inspections, or other regulatory interactions.
Project Management Office (PMO): Regular reporting to the PMO is necessary.
Dictated Requirements: In many cases, the content, frequency, and format of communication are dictated by law or are specific provisions within a contractual agreement.
Questions & Discussion
The chapter concludes by allowing for questions and further discussion regarding the established communication plan and requirements.