1. The Importance of Project Communications Management
Many experts agree that the greatest threat to the success of any project, especially IT projects, is a failure to communicate.
When computer people have to communicate with non-computer people, it can be as if they were talking to someone from another planet.
Even though more and more people use computers, the gap between users and developers increases as technology advances.
For projects to succeed, every project team member needs both technical skills and soft skills, such as communication (speaking, writing, listening), psychology, sociology, and the humanities.
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2. Project Communications Management
The goal of project communications management is to ensure timely and appropriate generation, collection, dissemination, storage, and disposition of project information.
There are four main processes in project communications management:
Communications planning
Information distribution
Performance reporting
Administrative closure
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Project Communications Management

3. Communications Planning
Communications planning involves determining the information and communications needs of the stakeholders:
Who needs what information;
When will they need it; and
How will the information be given to them
Because communication is so important on projects, every project should include a communications management plan (a document that guides project communications and a part of the overall project plan.
Information Technology Project Management (3rd Edition)
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4. Communications Planning (Cont.)
The main parts of a communications management plan include:
A description of a collection and filing structure for gathering and storing various types of information
A distribution structure describing what information goes to whom, when, and how
A format for communicating key project information
A production schedule for producing the information
Access methods for obtaining the information
A method for updating the communications management plans as the project progresses and develops
A stakeholder communications analysis
It is important to know what kinds of information will be distributed to which stakeholders.
Information Technology Project Management (3rd Edition)
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Project Communications Management

5. Information Distribution
Information distribution involves making needed information available to project stakeholders in a timely manner.
Getting project information to the right people at the right time and in a useful format is just as important as developing the information in the first place.
The stakeholder communications analysis serves as a good starting point for information distribution.
Project managers and their teams must decide who receives what information, but they must also decide the best way to distribute the information.
Information Technology Project Management (3rd Edition)
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Project Communications Management

6. Information Distribution (Cont.)
Important considerations for information distribution include:
Using technology to enhance information distribution
An internal project management information system can organize project documents, meeting schedules, customer requests, requests to change status, and make them available in an electronic format.
Formal and informal methods for distributing information
Formal technical documents and informal verbal communications are both effective to distribute information.
Understanding human and individual communication needs
People are not interchangeable parts.
Determining the number of communication channels
As the number of people involved increases, the complexity of communications increases because there are more communications channels or pathways through which people can communicate.
Information Technology Project Management (3rd Edition)
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Project Communications Management

7. Performance Reporting
Performance reporting involves collecting and disseminating performance information, including status reports, progress measurement, and forecasting.
Performance reporting keeps stakeholders informed about how resources are being used to achieve project objectives.
The status review meeting (an important technique for performance reporting) is a good way to:
Highlight information provided in important project documents;
Empower people to be accountable for their work; and
Have face-to-face discussions about important project issues.
The project plan and work results are important inputs to performance reporting.
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8. Performance Reporting (Cont.)
The main outputs of performance reporting are:
Status reports
Describing where the project stands at a specific point in time
Addressing where the project stands in terms of meeting scope, time, and cost goals
Taking various formats depending on the stakeholders’ needs
Progress reports
Describing what the project team has accomplished during a certain period
Project forecasting
Predicting future project status and progress based on past information and trends
Information Technology Project Management (3rd Edition)
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Project Communications Management

9. Administrative Closure
Administrative closure involves generating, gathering, and disseminating information to formalize phase or project completion.
A project or phase of a project requires closure to formalize sponsor or customer acceptance of the project’s products.
Administrative closure consists of verifying and documenting project results.
Administrative closure also:
Allows time to collect project records;
Ensure those records reflect final specifications;
Analyze project effectiveness; and
Archive information for future use.
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10. Administrative Closure (Cont.)
The main outputs of administrative closure are:
Project archives:
Include a complete set of organized project records that provide an accurate history of the project
Are often useful many years after the project is completed
Formal acceptance:
Is documentation that the project’s sponsor or customer signs to show they have accepted the products of the project
Helps to end the project formally and avoids the delay of project ending
Lessons learned:
Are reflective statements written by project managers and their team members after completing a project
Are an excellent resource and help future projects run more smoothly
Information Technology Project Management (3rd Edition)
Chapter 10
Project Communications Management