Project Communication Planning is the process of determining the information and communication needs of project stakeholders. It is a critical link between people, ideas, and information at all stages of the project life cycle. Effective communication planning ensures timely and appropriate generation, collection, dissemination, storage, and disposition of project information via formal structures and processes to aid in decision making.
Inputs to project communication planning include the Project Management Plan, Stakeholder Register, Enterprise Environmental Factors, and Organizational Process Assets. Communication requirements analysis, communication technology, communication models, communication methods, and Meetings are the tools and techniques used in communication planning.
The PMBOK® Processes for Project Communications Management consists of three processes: Communication Planning, Manage Communications, and Control Communications. These processes help to organize and prepare for project work and allow control of informal communication networks that help in achieving project objectives. Successful communication is essential to project success and is achieved through confirming the organizational structure, developing and confirming the project network, negotiating and assigning specific individual, team, and organizational roles, providing up-to-date information on the external project environment, open and free access to one another, developing a climate of trust within the project team, and encouraging and providing continuous feedback.
The Communications Management Plan is used to ensure an efficient, appropriate, and adequate flow of information is initiated and maintained throughout the project. It is contained within or as a subsidiary to the Project Management Plan. While technological advances have improved the way we process information, it is important that the forms of communication selected are appropriate for the particular project. Effective communications management helps to achieve the project deliverable and is vital for project success.
Our mission is to empower all stakeholders with a comprehensive understanding of the communication process. We are dedicated to delivering relevant information to each stakeholder and providing seamless access to consistent and updated documentation.
A well-structured Communications Management Plan is essential for any project's success. It includes various control mechanisms such as monitoring and control procedures, the project schedule, budget, risk management plan, and project plan. Efficient conduct of meetings, standard project reporting requirements, and timely distribution of information are crucial aspects. The management information system and project office procedures are also vital components. Following this structure will help ensure that your project stays on track and achieves its goals.
COMMUNICATIONS WITH GROUPS
Effective communication is a crucial element for success when working with groups of people. By keeping everyone informed about the key aspects of the project, the project manager or their delegate can ensure that the project runs smoothly and achieves its goals. Communication is a skill that is essential for the success of both the project and the project manager, so it's important to have a clear strategy in place for sharing information at the right time with the right people.
COMMUNICATIONS IN PROJECTS
In projects, communication is divided into four levels: project team (subordinates), support and related projects (peers), corporate managers and clients (internal stakeholders), and external clients and stakeholders. Project Managers spend a significant amount of time communicating through various means such as conferences, meetings, writing memos, reading reports, and speaking with top management, the project team, clients, and contractors. Research suggests that this makes up 90% of their work. To ensure effective project communication, it must be planned and implemented in a structured and clear manner.
THE COMMUNICATIONS MANAGEMENT PLAN
When we reflect on the development of the initial project plan, we can observe that creating a Communication Management Plan is a key component of the planning phase. The Communications Management Plan is a document that serves the following purposes:
- Establishes a structure for collecting and storing various types of information. This includes procedures for distributing updates and corrections to previously shared material.
- Outlines a distribution plan that specifies who will receive different types of information (such as status reports, data, and technical documentation). This plan must align with the responsibilities and reporting relationships outlined in the project organization chart.
- Describes the information to be shared, including its format, content, level of detail, and any relevant conventions/definitions.
- Provides production schedules that indicate when each type of communication will be produced.
- Specifies methods for accessing information between scheduled communications.
- Offers a process for updating and refining the communications management plan as the project progresses and evolves.
Stakeholder Communication Matrix
A simple tool used to assign appropriate communication methods
When deciding how to communicate information to stakeholders, it's important to consider their specific needs. The level of detail included in project reports and meeting discussions should be tailored to the audience. Senior management typically only need a high-level overview of financial, technical, and scheduling progress as well as broad risk analysis. On the other hand, project managers and contractors require more in-depth information.
By including stakeholder communication needs, information to be conveyed, the individuals responsible for communicating, communication methods, communication frequency, meeting guidelines, and email usage guidelines in the Communications Management Plan, effective communication can be achieved. These essential elements ensure that all necessary information is conveyed efficiently and accurately. With a well-crafted plan in place, communication becomes a streamlined and effective process that benefits everyone involved.
Effective communication is a critical tool for project managers. It doesn't require them to have exceptional speaking skills or charm. However, they should understand the importance of informal communication within the team and encourage it. Successful communication and team building rely on human relationships, trust, and harmony. Communication is a two-way street, and the project manager should ensure that the team understands, participates, and agrees. Feedback in both directions is essential for continuous improvement and team building. The project manager should take responsibility for involving all stakeholders, both internal and external, in developing the communication management plan. All stakeholders must be part of the communication process to ensure its success.
The following meetings are proposed for this project:
|Site Meeting||To review progress on site, to review upcoming construction activities, project program, authority issues, community issues, costs, and RFI's||Site Office||Every Thursday at 2:00pm||KJ, AJ, SW, DW, RH|
|Client Briefing||To brief client about pending site issues, update on contract and design administration issues||Consultant's Site Office||See schedule Thursday 1:00 - 2:00pm||KJ, SW, AJ, RH, DW|
|Design Meeting||To progress design and documentation management||Consultant's Site Office||As required||KJ and Invitees|
|PCG||To report status of project for Client group||Clients||Fourth Wednesday of each month||GM, KJ, AJ|
The importance of meetings cannot be overstated. It is through these gatherings that ideas are shared, plans are made, and progress is achieved. To ensure that every meeting is productive and effective, it is essential to take minutes. From site meetings to client briefings to design meetings, documenting the discussions is critical. And when coordination meetings are needed to resolve site issues, review project status, or manage risks, they too should be recorded. The key to success lies in proper preparation and execution. Whoever schedules the meeting must provide an agenda, record and distribute minutes, and manage the venue. With careful attention to these details, every meeting can be a step forward toward achieving the project's goals.
When it comes to project reporting, there are two primary forms to consider. The first is the Contractor's Report, which provides a written overview of the project's progress to date. It also covers contractual matters such as variation and time claims and any other issues related to the contractor's site and responsibilities. Additionally, a photographic record should be included. The second form is the Project Management Report, which outlines the project's progress and reports on issues related to the budget, programme, and client.
The Contractor's Report should include a table of contents, the major contractor's submission, the date of submission, and who it is submitted to. It should be submitted no later than seven days after the previous month's end, and copies need to be sent to each Superintendent's Representative.
The Project Management Report should also include a table of contents with sections covering project status, budget issues, client issues, design issues, approvals, programme, contact issues, quality, public relations and communications, asset management, and project risks. The report is prepared by the Principal and should be submitted to each party on the Friday before the PCG meeting. A copy should also be given to the Principal Contract Manager, and copies of the PCG Report should be sent to the Superintendent and each Superintendent's Representative.
Stay organized and prepared with this schedule of upcoming meeting and reporting dates.
|Site Meeting||Client Briefing||Design Meeting||PCG Meeting||Contractor's Report||Project Mgt Report||Other|
|June 2023||July 2023||October 2023||November 2023||November 2023|