Project communication planning

Communication Management Plan defines how and when the various stakeholders receive information, and communicate with each other.

The Communications Plan is a document describing the means by which project communications will occur. The communication process must be bi-directional. The Project Manager must receive input from Project Team members and Stakeholders about their information and communications requirements, determine the best and most cost effective way in which the requirements can be met, and record the information in a formal, approved document. Similarly, the Project Manager must provide details to the team and the Stakeholders regarding the communications he/she expects to receive, and document these requirements in the plan. The Communications Plan is developed early in the project management lifecycle. It must be reviewed regularly throughout the course of the project and updated as necessary to ensure it remains current and applicable. Some of the requirements the Project Manager and Stakeholders will need to communicate and understand, and which should be documented in the Communications Plan include: _ How often and how quickly information needs to be disseminated. _ By what means the Project Manager and Stakeholders prefer to receive information (via phone, email, paper). One of the greatest challenges in project management is getting the work done by individuals and business units that do not report to the Project Manager, or even to the Project Manager’s entire chain of command. The earlier you can identify whom you need cooperation from, and the more detail you can provide as to the extent and outcome of that cooperation, the better your chances of actually influencing the work done. Make your case early and convincingly (emphasizing how the folks that DO have influence will benefit), and you may actually get them to do what your project requires.

A communication plan describes how the information and communication needs of project stakeholders will be met: a communication manager will design, and implement such a plan; thereafter s/he will evaluate how efficient and efficacious communication has been as a support activity facilitating all other project tasks. A communication plan document will describe who need what information, how it will be communicated, where and how.

Project managers must create and effectively use a communication plan that performs two principle functions:

Project communication differs from general communication in that it centers on the Work Breakdown Structure (WBS).

The supplier is often the task manager for an earlier deliverable in the project lifecycle; the beneficiary may be a task manager for a later deliverable.

Good project communication includes notifying the next task manager in the project delivery chain about when to expect a deliverable.

The project communication plan is a part of the overall project plan. It builds on the project workplan, which shows:
What will be produced on the project — the project WBS
Who will produce it — the Resource Breakdown Structure (RBS)
When it will be produced

While formulating the project plan, the manager will have to consider also the impact that this will have on the organisational culture and identity. Even if these elements are not explicitly mentioned in the formal communication contents, they have to be considered while designing, implementing and evaluating communication, particularly the Organizational Culture; Organizational/Communication Climate ; Employee Alignment and Education.

According to the project priorities a participatory approach may be promoted in planning communication activities.

According to the scale the project (small-large-very large) plans' scope will differe; see the table below

Small project team; no significant organisational boundaries or cultural differences; previous working relationships.

Medium size project team; some organisational diversity; unfamiliar working contacts; geographical separations.

Large project team; diverse organisations and cultures; differing contractual relationships.

Very large project teams, numerous organisations and interfaces; diverse cultures; numerous geographic locations.

Communications Planning

Identify and exercise channels for internal and external communications; identify key players and plan contacts, messages, and information flow; make PM accessible and communicative.

Identify communications requirements, technologies, constraints and assumptions; draw communications flow diagram; use inclusive team structure to shorten communications paths.

Use stakeholder analysis to identify communications paths; plan for multiple communications media; plan to shorten vital information paths by new relationships, attitudes, or techniques.

Document plans for public relations, change management, working papers and deliverables, project advocacy, and internal project team communications.