Friday 11 February 2022

Project communication management

Basics of project communication management

project communication management includes the processes required to ensure that project information is planned, collected, generated, published, stored, retrieved, managed, controlled, supervised, and finally disposed of in a timely and appropriate manner. effective communication builds a bridge between project stakeholders, connecting a wide range of stakeholders with different cultural and organizational backgrounds, skill levels, different perspectives and interests. these stakeholders are able to influence the execution or outcome of the project.




2. project communication management is the process required to ensure the timely and correct generation, collection, distribution, storage and final processing of project information.


3. 5 elements of the communication model:

(1) coding: translating thoughts or ideas into language that others can understand.

(2) information and feedback information: the results obtained by the coding process.

(3) media: the method used to convey information.

(4) noise: all factors that interfere with information transmission and understanding (such as distance, new technology, lack of background information, etc.).

(5) decoding: reducing information to meaningful thoughts or ideas.


4. the basic communication model contains 5 basic states:

(1) sent

(2) received

(3) understood

(4) recognized

(5) has been translated into positive action


5. the communication channels of the organization are mainly divided into formal communication channels and informal communication channels:

(1) formal communication channels: communication of documents, convening meetings, regular exchange of information between superiors and subordinates, etc.

advantages: the communication effect is good, more serious, binding force, easy to keep confidential, and can keep the information communication authoritative.

disadvantages: because it relies on the transmission of the organizational system layer by layer, it is more rigid and the communication speed is slow.

(2) informal communication channels: private exchange of views, gatherings of friends, spreading rumors and gossip, etc.

advantages: the form is informal, direct and clear, easy to understand in time the "insider news" that is difficult to provide for formal communication

disadvantages: difficult to control, the information transmitted is not accurate, easy to distort, misinterpretation, and may lead to small groups, small circles, affecting the stability of people's hearts and the cohesion of the team.


6. the project communication management process includes 3 processes:

(1) planning communication management (planning group). prepare a communication management plan and stipulate how to do a good job in communication management.

(2) management communication (executive group). the process of generating, collecting, distributing, storing, retrieving, and ultimately disposing of project information according to a communication management plan.

(3) control communication (monitoring group). the process of monitoring and controlling communication throughout the project lifecycle to ensure that the information needs of project stakeholders are met.

the project communication management process reveals a communication process between the three elements of people, opinions, and information needed to achieve successful communication, and every member of the project should understand how communication affects the project as a whole. the three processes of communication management will be described below



Planning communication management

planning project communication is very important to the ultimate success of the project. improper communication norms can lead to problems, and in most projects, communication planning is carried out very early, so that it is convenient to allocate appropriate resources to communication activities. effective communication refers to delivering information to the right audience in the right form, at the right time, and making the right impact on the message.


1. planning and communication management is the process of formulating appropriate project communication methods and plans according to the information needs and requirements of the stakeholders and the available assets of the organization. the primary role of this process is to identify and document the most efficient and effective ways to communicate with stakeholders.



(1) registry of stakeholders: provides information for communication between planning and project stakeholders.

(2) communication needs analysis: through the analysis of communication needs, determine the information needs of project stakeholders, including the type and format of the required information, and the value of information to stakeholders. the total number of communication channels is n(n-1)/2, where n represents the number of stakeholders.

(3) communication technology: various techniques can be used to convey information between project stakeholders. factors influencing the choice of communication technology include: 1) the urgency of information needs; 2) the availability of technology; 3) ease of use; 4) project environment; and 5) the sensitivity and confidentiality of information.

(4) communication model: 5 elements and 5 states.

(5) communication method:

a) interactive communication. multi-directional exchange of information between two or more parties. this is the most effective way to ensure that all participants have a common understanding of a particular topic. including conferencing, telephone, instant messaging, video conferencing, etc.

b) push communication. send the information to the specific recipient who needs to receive the information. this approach ensures that the message is sent, but it does not ensure that the message reaches or is understood by the target audience. this includes letters, memos, reports, e-mails, faxes, voicemails, journals, press releases, etc.

c) pull-in communication. used in situations where there is a lot of information or a large audience. recipients are required to access the information content autonomously and autonomously. including enterprise intranet, electronic online courses, lessons learned database, knowledge base, etc.

(6) communication management plan: describe how project communications will be planned, structured and monitored.


3. the communication methods used in the general communication process are divided into the following categories: participation in discussion, consultation, sales (explanation), and narrative. in the four categories, the degree of participation gradually weakened, and the degree of control changed from weak to strong.


4. the communication management plan contains the following information:

(1) list of general terms

(2) the communication needs of stakeholders

(3) information that needs to be communicated (language, format, content, level of detail)

(4) the reason for publishing the information

(5) time limit and frequency for publishing information and informing of receipt or response

(6) persons responsible for communicating relevant information

(7) persons responsible for authorizing the release of confidential information

(8) the individual or group of people who will receive the information

(9) techniques or methods of transmitting information

(10) resources allocated for communication activities 

Management communication

management communications go beyond publishing relevant information, but also seek to ensure that information is generated, received, and understood correctly, and to create opportunities for stakeholders to obtain more information, clarification, and discussion.


1. management communication is the process of generating, collecting, distributing, storing, retrieving and finally disposing of project information according to the communication management plan. the primary role of this process is to facilitate efficient and effective communication among project stakeholders.




(1) information management system: provides standard tools for project managers to acquire, store and disseminate to stakeholders about project costs, schedules and performance. a software package allows project managers to consolidate reports from multiple systems and distribute them to stakeholders.

(2) reporting performance: refers to the collection and dissemination of performance information, including status reports, progress measurement results and forecast results. benchmark and actual data should be collected on a regular basis for comparative analysis in order to understand and communicate the progress and performance of the project, and to make predictions about the results of the project.

(3) project communication: project communication may include, but is not limited to, performance reports, deliverable status, progress progress and costs incurred.


3. summary addendum: the difference between the three performances that occur in multiple management processes:

(1) work performance data. it is the original data collected while executing in the project management process, which has not been processed and sorted out, and is used to truly and completely record the implementation of the work. it is the output of the work process of guiding and managing the project (in overall management) and is the actual data used to compare with the planning requirements when monitoring.

(2) job performance information. it is the output of the local monitoring process of each grass-roots level after processing and collating the work performance data (a total of nine grass-roots local monitoring processes, that is, the control scope, the confirmation scope, the control progress, the control cost, the control of quality, the control of communication, the control of risks, the control of procurement, and the control of the participation process of stakeholders). and become the input of the entire project global monitoring process (monitoring the project work process). the main content is the deviation between the actual implementation and the requirements of the plan, the analysis of the degree and cause of the deviation, and the prediction of the future situation accordingly.

(3) work performance report. it is a thematic and comprehensive report on project performance obtained by further processing, collating and compiling work performance information. it is the output of monitoring the work process of the project and is sent to the main project stakeholders so that they can make relevant decisions and take relevant actions accordingly.

the relationship between the three performances is as follows:

a detailed comparison of the three performances is as follows:


4. the content of the performance report includes:

(1) analysis of past performance

(2) project forecast analysis, including time and cost

(3) the current state of risks and problems

(4) work completed during the reporting period

(5) work to be done in the next reporting period

(6) a summary of the changes approved during the reporting period

(7) other relevant information that needs to be reviewed and discussed


effective communication management requires the use of relevant technologies to consider related matters, including but not limited to sending and receiving models, media selection, writing styles, conference management techniques, presentation techniques, guidance techniques, listening techniques, etc. the following describes the control of communication~

Control communication

in the project communication process, the impact of the project communication and the response to the impact should be carefully evaluated and controlled to ensure that the normal message is delivered to the right audience at the right time.


1. control communication is the process of supervising and controlling communication throughout the project life cycle to ensure that the information needs of project stakeholders are met. the main role of this process is to ensure the optimization of the flow of information between all communication participants at all times.


(1) problem log: used to record and supervise the resolution of problems. it can be used to facilitate communication and ensure a common understanding of the issue.


controlling the communication process may trigger a re-initiation of planning communication management and/or management of the communication process. this duplication reflects the continuous nature of the various processes of project communication management. communication of certain specific information, such as issues or key performance indicators (such as actual progress costs and comparison of quality performance with program requirements), may immediately trigger corrective action, while communication of other information will not.

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