Chapter 10:

Project
Communications
Management
Information Technology Project Management, Ninth
Edition
Note: See the text itself for full citations

Information Technology Project Management, Ninth Edition. © 2019 Cengage. May not be copied, scanned, or duplicated, in whole or in part, except
for use as permitted in a license distributed with a certain product or service or otherwise on a password-protected website for classroom use.
Learning Objectives (1 of 2)

• Discuss the role of soft skills in IT project management,

and highlight the importance of good communications as
one means of achieving project success
• Review key concepts related to communications
• Explain the elements of planning project communications
and how to create a communications management plan
• Describe how to manage communications, including
communication technologies, media, and performance
reporting
• Discuss methods for controlling communications to
ensure that information needs are met throughout the
life of the project
• List various methods for improving project
communications, such as running effective meetings,
using various technologies effectively, and using
templates
The Importance of Project Communications
Management (1 of 2)

• Greatest threat to many projects is a failure to

communicate
• You cannot totally separate technical skills and soft skills when
working on IT projects
• For projects to succeed, every project team member needs
both types of skills
• Main processes in project communications management
• Planning communications management
• Managing communications
• Monitoring communications
Keys to Good Communications

90
• Project managers say they spend as much as

percent of their time communicating

• Several important concepts can help
• Focus on group and individual communication needs
• Use formal and informal methods for communicating
• Distribute important information in an effective and timely manner
• Set the stage for communicating bad news
• Determine the number of communication channels
Focusing on Group and Individual
Communication Needs

• People are not interchangeable parts

• As illustrated in Brooks’ book The Mythical Man-Month, you
cannot assume that a task originally scheduled to take two
months of one person’s time can be done in one month by two
people
• Nine women cannot produce a baby in one month
• Every person is unique, so you cannot simply
generalize based on a personality profile or other
traits
• Seek first to understand, as author Stephen Covey suggests in
The 7 Habits of Highly Effective People
• Put yourself in someone else’s shoes before you can truly communicate

• people diversity
• skill diversity
What Went Wrong? (1 of 2)

• Amusing examples of miscommunications are common,

especially when they involve the use of new
technologies
• Example: right click (on the computer mouse) versus writing
the word click

• We used to call people with dumb question NUMLOCKS…

QUESTION

• What is the difference between informal and formal

communications?
• Is there a place for each?
QUESTION

• What is the difference between informal and formal

communications?
• Is there a place for each?

• Please NO use of OMG in college courses!

• Please NO lower case ‘i’ in college courses!
Formal and Informal Methods for
Communicating

• Many people prefer informal communications

• Several colleagues and managers want to know the people
working on their projects and develop a trusting relationship
with them
• Oral communication also helps build stronger relationships
among project personnel and project stakeholders
• Effective creation and distribution of information depends on
project managers and project team members having good
communication skills
Distributing Information in an Effective and
Timely Manner

• Important considerations
• Include detailed technical information that affects critical
performance features of products or services
• Document any changes in technical specifications that might
affect product performance

•Report bad news

• Have short, frequent meetings
Setting the Stage for Communicating Bad
News

• It is important to put information in context,

especially if it’s bad news
• If there is a problem, know how it will affect the whole project
and the organization
• Recommend steps to take to mitigate a problem
• Project managers should know how a major problem
might affect the bottom line of the organization
• Use leadership skills to handle the challenge
Determining the Number of Communications
Channels (1 of 2)

• As the number of people involved increases, the

complexity of communications increases
• More communications channels or pathways through which
people can communicate
• Number of communications channels = n(n-1)/2
(where n is the number of people involved)
REVIEW QUESTION

• What is the formula for determining the number of

communications channels?
REVIEW QUESTION

• What is the formula for determining the number of

communications channels?
• Number of communications channels = (n(n-1))/2.
Determining the Number of Communications
Channels (2 of 2)
Planning Communications Management (1 of
3)

• Every project should include some type of

communications management plan
• Guides project communications
• Varies with the needs of the project, but some type of written
plan should always be prepared
• For small projects, the communications management plan can be part of
the team contract
• For large projects, it should be a separate document

A lot of times this is a who to contact

scenario…
Planning Communications Management (2 of
3)

• Communications management plan contents

• Stakeholder communications requirements
• Information to be communicated, including format, content,
and level of detail
• Who will receive the information and who will produce it
• Suggested methods or technologies for conveying the
information
• Frequency of communication
• Escalation procedures for resolving issues
• Revision procedures for updating the communications
management plan
• A glossary of common terminology
Managing Communications

• Managing communications is a large part of a

project manager’s job
• 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
• Important considerations
• Use of technology
• Appropriate methods and media to use
• Performance reporting
Using Technology to Enhance Creation and
Distribution

• Technology can facilitate the process of creating and

distributing information, when used effectively
• It is important to select the appropriate communication
method and media
Global Issues

• Natural disasters often disrupt communications around

the world
• Japan’s communications infrastructure damage after a 9.0
magnitude earthquake in March 2011 was unprecedented
• During the April 2015 earthquake in Nepal, people turned to
older technology like ham radios to communicate
• Danish researchers are working on a new device called Reachi
to aid communications during natural disasters
• 911 (New York)
Selecting the Appropriate Communication
Methods and Media

• Classifications for communication methods

• Interactive communication: two or more people interact to
exchange information via meetings, phone calls, or video
conferencing
• Most effective way to ensure common understanding
• Push communication: information is sent or pushed to
recipients without their request via reports, e-mails, faxes,
voice mails, and other means
• Ensures that the information is distributed, but does not ensure that it
was received or understood
• Pull communication: information is sent to recipients at their
request via websites, bulletin boards, e-learning, knowledge
repositories like blogs, and other means
Reporting Performance

• Performance reporting keeps stakeholders informed

about how resources are being used to achieve project
objectives
• Progress reports describe what the project team has
accomplished during a certain period of time
• Status reports describe where the project stands at a specific
point in time
• Forecasts predict future project status and progress based on
past information and trends
REVIEW QUESTION

• What is the difference between a status report and a

progress report? Give an example of each.
REVIEW QUESTION

• What is the difference between a status report and a

progress report? Give an example of each.
• A status report describes where the project stands at a
specific point in time. An earned value analysis is an
example of a status report. (It can also be used for
forecasting.)
• A progress report describes what the project team has
accomplished during a certain period of time. A weekly
activity report is an example of a progress report.
Monitoring Communications

• Main goal of monitoring communications is to

ensure the optimal flow of information throughout
the entire project life cycle
• The project manager and project team should use expert
judgment, project management information systems, data
representation, interpersonal and team skills, and meetings to
assess how well communications are working
• If problems exist, the project manager and team need to take action,
which often requires changes to the earlier processes of planning and
managing project communications
• It is often beneficial to have a facilitator from outside the
project team assess how well communications are working
Suggestions for Improving Project
Communications

• Good communication is vital to the management and

success of IT projects
• Develop better communication skills
• Run effective meetings
• Use e-mail and other technologies effectively
• Employ templates for project communications
Developing Better Communication Skills

• Most companies spend a lot of money on technical

training for employees, even when employees might
benefit more from communications training
• Individual employees are more likely to enroll voluntarily in
classes to learn the latest technology than in classes that
develop soft skills
• As organizations become more global, they realize they must
invest in ways to improve communication with people from
different countries and cultures
• It takes leadership to improve communication
QUESTION

• Is it legal for potential employers to view your social

media history before interviews or hiring?
QUESTION

• Is it legal for potential employers to view your social

media history before interviews or hiring?

• Dr. Stephen’s background check experiences…

• Dr. Stephen’s conference Facebook experience…

Media Snapshot

•93 percent of recruiters check out social

media profiles of prospective hires
• 2014 article in Money magazine provides a list of “10 Social
Media Blunders That Cost Millennial a Job or Worse”
• Posting something embarrassing on the corporate Twitter feed
• Sexual oversharing
• Revealing company secrets
• Blowing your own cover
• Talking smack about a job before you’ve even accepted it
• Making fun of clients or donors
• Making fun of your boss/team
• Posting while you’re supposed to be working
• Complaining about your job
• Drinking in a photo—even if you’re over 21
Running Effective Meetings

• Guidelines to help improve time spent at meetings

• Determine if a meeting can be avoided
• Define the purpose and intended outcome of the meeting
• Determine who should attend the meeting
• Provide an agenda to participants before the meeting
• Prepare handouts and visual aids, and make logistical
arrangements ahead of time
• Run the meeting professionally
• Set the ground rules for the meeting
• Build relationships
Using E-Mail, Instant Messaging, Texting,
Kanban Boards, and Collaborative Tools
Effectively (1 of 2)

• Guidelines to use e-mail as a more effective

communication tool
• Be sure to send information to the right people
• Use meaningful subject lines and limit the content of emails to
one main subject
• Be as clear and concise as possible
• Reread your e-mail before you send it
• Limit the number and size of e-mail attachments
• Delete e-mail that you do not need to save or that does not
require a response
• Make sure the virus protection software is up to date
• Respond to e-mail quickly
• If you need to keep e-mail, file each message appropriately
Using E-Mail, Instant Messaging, Texting,
Kanban Boards, and Collaborative Tools
Effectively (2 of 2)

• Guidelines to help use other communication tools

more effectively
• Make sure that your team is using a good tool
• Be sure to authorize the right people to share your
collaborative documents
• Make sure that the right person can authorize changes to
shared documents and that you back up files
• Develop a logical structure for organizing and filing shared
documents
 Using Templates for Project Communications (1
of 4)only bad questions are the ones not
The
asked…
• Many people are afraid to ask for help
• Providing examples and templates for project communications
saves time and money
• Finding, developing, and sharing relevant templates and
sample documents are important tasks for many project
managers
• The project manager and project team members should
prepare a lessons-learned report
• Reflective statement that documents important information
they have learned from working on the project
• Project teams can use one of the many software
products available to assist in project communications
through the Web
• Vary considerably in price and functionality
Using Templates for Project Communications (3
of 4)
Using Templates for Project Communications (4
of 4)
Using Software to Assist in Project
Communications
(1 of 2)

• Many organizations are discovering how valuable project

management software can be in communicating project
information across the organization
• Project management software can provide different
views of information to help meet various
communication needs
• Often, one of the biggest communication problems on projects
is providing the most recent project plans, Gantt charts,
specifications, meeting information, and change requests to
stakeholders in a timely fashion
• Most project management software allows users to insert
hyperlinks to other project-related files
Considerations For Agile/Adaptive
Environments
(1 of 2)

• Communications should be up to date, easily available,

and reviewed regularly with stakeholders
• Many projects involve people who do not work in close
proximity to each other
• Effectively planning for good project
communications and using appropriate
technology become even more
important in these situations
Considerations For Agile/Adaptive
Environments
(2 of 2)

• Communication is among the more important factors for

success in project management
• Technology can aid in the
communications process and be the
easiest aspect of the process to address,
it is not the most important
• Improving an organization’s ability to
communicate is vital; often requires a
cultural change in an organization that
takes a lot of time, hard work, and
patience
What do you think?

• The concept of a communications management plan

makes logical sense, yet many projects do not create or
follow this type of plan.
• Why do you think this is the case?
What do you think?

• Which skills do you think are more important for

information technology project managers to possess at
various points in their careersstrong technical skills or
strong communications skills?
Discussion Questions

1 - Think of examples of media that poke fun at the

communications skills of technical professionals, such as
Dilbert® or xkcd.com cartoons. How this satire influence
the industry and educational programs?
Discussion Questions

1 - Think of examples of media that poke fun at the

communications skills of technical professionals, such as
Dilbert® or xkcd.com cartoons. How this satire influence
the industry and educational programs?
• Dilbert® or xkcd.com cartoons. How this satire influence
the industry and educational programs?
• Dilbert and other cartoons provide a great example of
media poking fun at the poor communications skills of
technical professionals. Some people argue, however, that
this may cause people to shy away from entering a
technical profession.
• Many educational programs still focus primarily on
technical courses, although some have realized the need
to require more speaking, writing, and listening skills as
part of technical degree requirements.
Discussion Questions

2 - What courses in your educational program address the

development of communications skills? What skills do you
think employers are looking for? Do you think there should
be more emphasis on communications skills in your
degree program?
Discussion Questions

2 - What courses in your educational program address the

development of communications skills? What skills do you
think employers are looking for? Do you think there should
be more emphasis on communications skills in your
degree program?

No set answer.
Discussion Questions

3 - Discuss the importance of understanding tone of voice

and body language in comprehending the meaning of
what people say. Give examples of how the same words
said in different ways have totally different meanings.
Discussion Questions

3 - Discuss the importance of understanding tone of voice

and body language in comprehending the meaning of
what people say. Give examples of how the same words
said in different ways have totally different meanings.

No set answer.
Discussion Questions

4 - What items should a communications management

plan address?
How can a stakeholder analysis assist in preparing and
implementing parts of this plan?
Discussion Questions

4 - What items should a communications management

plan address? How can a stakeholder analysis assist in
preparing and implementing parts of this plan?

• A communications management plan should address

stakeholder communications requirements, information
to be communicated, who will receive and produce the
communications, suggested methods or technologies,
frequency of communication, escalation procedures for
resolving issues, revision procedures, and a glossary of
terms.
• A stakeholder analysis shows which stakeholders
should get which written communications and in what
format. Stakeholders should assist in determining this
information by clarifying their specific communications
needs.
Discussion Questions

5 - Discuss the advantages and disadvantages of different

ways of distributing project performance information.
Discussion Questions

5 - Discuss the advantages and disadvantages of different

ways of distributing project performance information.

• Electronic communications are often useful when it is

important to send information quickly to a large group of
people. Face-to-face communications are important for
developing relationships and trust with project
stakeholders.
• Formal written communications are important for
documenting legal and other crucial information.
• Verbal communications are very important for many
people who prefer to communicate verbally and ask
specific questions rather than read information.
Discussion Questions

6 - What are some of the ways to create and distribute

project performance information?
Discussion Questions

6 - What are some of the ways to create and distribute

project performance information?

• Project performance information can be distributed

verbally, in written format, via e-mail, via the web,
formally, and informally.
Discussion Questions

7 - Discuss advantages and disadvantages of

telecommuting.
Discussion Questions

7 - Discuss advantages and disadvantages of

telecommuting.

• No set answer.
Discussion Questions

8 - Explain why you agree or disagree with some of the

suggestions provided in this chapter for improving project
communications, such as creating a communications
management plan, stakeholder analysis, or performance
reports. What other suggestions do you have?
Discussion Questions

8 - Explain why you agree or disagree with some of the

suggestions provided in this chapter for improving project
communications, such as creating a communications
management plan, stakeholder analysis, or performance
reports. What other suggestions do you have?

• No set answer.
Discussion Questions

9 - How can software assist in project communications?

How can it hurt project communications?
Discussion Questions

9 - How can software assist in project communications?

How can it hurt project communications?

• Software can assist in project communications by helping

to create and distribute project information. Project
2016 has several features to enhance project
communications, and many other tools are available.
• Software can hurt project communications if people rely
too heavily on using software alone to communicate. It
is very important to have meetings and informal
communications on projects, too.
Chapter Summary (1 of 2)

• Failure to communicate is often the greatest threat to the

success of any project, especially IT projects
• Communication is the oil that keeps a project running smoothly
• Project communications management involves planning
communications management, managing communications, and
controlling communications
• Project managers can spend as much as 90 percent of
their time on communicating
• There are several keys to good communications
• A communications management plan of some type
should be created for all projects to help ensure good
communications
• Contents will vary based on the needs of the project

Information Technology Project Management, Ninth Edition. © 2019 Cengage. May not be copied, scanned, or duplicated, in whole or in part, except
for use as permitted in a license distributed with a certain product or service or otherwise on a password-protected website for classroom use.
Chapter Summary (2 of 2)

• Managing communication includes creating and

distributing project information
• Various methods for distributing project information include
formal, informal, written, and verbal
• To improve project communications, project managers
and their teams must develop their communication skills
• Suggestions for improving project communications include
learning how to run more effective meetings, how to use e-mail,
instant messaging, texting, kanban boards, and collaborative
software more effectively, and how to use templates for project
communications
• New hardware and software continue to become
available to help improve communications.

Information Technology Project Management, Ninth Edition. © 2019 Cengage. May not be copied, scanned, or duplicated, in whole or in part, except
for use as permitted in a license distributed with a certain product or service or otherwise on a password-protected website for classroom use.