10.1 Communications Planning
The Communications Planning process determines the information and communications needs of the stakeholders; for example, who needs what
information, when they will need it, how it will be given to them, and by whom. While all projects share the need to communicate project information, the
informational needs and methods of distribution vary widely. Identifying the informational needs of the stakeholders and determining a suitable means of
meeting those needs is an important factor for project success.
On most projects, the majority of Communications Planning is done as part of the earliest project phases. However, the results of this planning process are
reviewed regularly throughout the project and revised as needed to ensure continued applicability.
Communications Planning is often tightly linked with enterprise environmental factors Section 4.1.1.3 and organizational influences Section 2.3,
since the project’s organizational structure will have a major effect on the project’s communications requirements.
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Figure 10-4. Communications Planning: Inputs, Tools Techniques, and Outputs
10.1.1 Communications Planning: Inputs
.1 Enterprise
Environmental Factors
All the factors described in Section 4.1.1.3 are used as inputs for this process.
.2 Organizational
Process Assets
While all of the assets described in Section 4.1.1.4 are used as inputs for this process, lessons learned and historical information are of particular importance.
Lessons learned and historical information can provide both decisions and results based on previous similar projects concerning communications issues.
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.3 Project Scope Statement
The project scope statement Section 5.2.3.1 provides a documented basis for future project decisions and for confirming a common knowledge of project scope
among the stakeholders. Stakeholder analysis is completed as part of the Scope Definition process.
.4 Project Management Plan
The project management plan Section 4.3 provides background information about the project, including dates and constraints that may be relevant to
Communications Planning. • Constraints. Constraints are factors that can limit the project management
team’s options. Examples of constraints include team members situated in different geographic locations, incompatible communication software
versions, or limited communications technical capabilities.
• Assumptions. Specific assumptions that affect Communications Planning
will depend upon the particular project.
10.1.2 Communications Planning: Tools and Techniques
.1 Communications Requirements Analysis
The analysis of the communications requirements results in the sum of the information needs of the project stakeholders. These requirements are defined by
combining the type and format of information needed with an analysis of the value of that information. Project resources are expended only on communicating
information that contributes to success, or where a lack of communication can lead to failure. This does not mean that “bad news” should not be shared; rather, the
intent is to prevent overwhelming stakeholders with minutiae.
The project manager should consider the number of potential communication channels or paths as an indicator of the complexity of a projects communications.
The total number of communication channels is nn-12, where n = number of stakeholders. Thus, a project with 10 stakeholders has 45 potential
communication channels. A key component of planning the projects communications, therefore, is to determine and limit who will communicate with
whom and who will receive what information. Information typically required to determine project communications requirements includes:
• Organization charts
• Project organization and stakeholder responsibility relationships • Disciplines, departments, and specialties involved in the project
• Logistics of how many persons will be involved with the project and at which locations
• Internal information needs e.g., communicating across organizations • External information needs e.g., communicating with the media or
contractors • Stakeholder information.
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.2 Communications Technology
The methodologies used to transfer information among project stakeholders can vary significantly. For example, a project management team may include brief
conversations all the way through to extended meetings, or simple written documents to material e.g., schedules and databases that is accessible online as
methods of communication.
Communications technology factors that can affect the project include:
• The urgency of the need for information. Is project success dependent upon
having frequently updated information available on a moment’s notice, or would regularly issued written reports suffice?
• The availability of technology. Are the systems already in place appropriate,
or do project needs warrant change?
• The expected project staffing. Are the proposed communications systems
compatible with the experience and expertise of the project participants, or is extensive training and learning required?
• The length of the project. Is the available technology likely to change before
the project is over?
• The project environment. Does the team meet and operate on a face-to-face
basis or in a virtual environment?
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10.1.3 Communications Planning: Outputs
.1 Communications Management Plan
The communications management plan is contained in, or is a subsidiary plan of, the project management plan Section 4.3. The communications management plan
provides: • Stakeholder communication requirements
• Information to be communicated, including format, content, and level of detail
• Person responsible for communicating the information • Person or groups who will receive the information
• Methods or technologies used to convey the information, such as memoranda, e-mail, andor press releases
• Frequency of the communication, such as weekly • Escalation process-identifying time frames and the management chain
names for escalation of issues that cannot be resolved at a lower staff level • Method for updating and refining the communications management plan as
the project progresses and develops • Glossary of common terminology.
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The communications management plan can also include guidelines for project status meetings, project team meetings, e-meetings, and e-mail. The
communications management plan can be formal or informal, highly detailed or broadly framed, and based on the needs of the project. The communications
management plan is contained in, or is a subsidiary plan of, the overall project management plan Section 4.3. Sample attributes of a communications
management plan can include: • Communications item. The information that will be distributed to
stakeholders.
• Purpose. The reason for the distribution of that information. • Frequency. How often that information will be distributed.
• Startend dates. The time frame for the distribution of the information. • Formatmedium. The layout of the information and the method of
transmission.
• Responsibility. The team member charged with the distribution of
information. Communication Planning often entails creation of additional deliverables that,
in turn, require additional time and effort. Thus, the project’s work breakdown structure, project schedule, and project budget are updated accordingly.
10.2 Information Distribution
Information Distribution involves making information available to project stakeholders in a timely manner. Information distribution includes implementing
the communications management plan, as well as responding to unexpected requests for information.
Figure 10-5. Information Distribution: Inputs, Tools Techniques, and Outputs
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