Project Communications Management

Study Notes

PMBOK® Sixth Edition based, Version 1.0

In Preparation for PMP® Certification Exam

IBM Education and Training

Worldwide Certified Material
Project Communications Management ii

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Initially Prepared By: David McNeill

PMBOK v6 Update: Duncan Warden
Edited By: Ariel Alejandro Martínez Morales, PMP, CSM, ITIL Foundation
Redacted By: Ariel Alejandro Martínez Morales, PMP, CSM, ITIL Foundation
Publishing: January 2018 Edition

The information contained in this document has not been submitted to any formal IBM test and is
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or the implementation of any of these techniques is a customer responsibility and depends on the
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to their own environments do so at their own risk.
© Copyright International Business Machines Corporation 2002, 2018. All rights reserved. IBM and its
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Note to U.S. Government Users--Documentation related to restricted rights--Use, duplication or
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Project Communications Management iii

Table of Contents

Project Communications Management Study Notes ............................................................................................... v

Reference Material to Study ....................................................................................................................... v
What to Study? ........................................................................................................................................... v
Key Definitions ........................................................................................................................................... vi
Interaction of Project Management Processes ......................................................................................... vii
10 Project Communications Management ..................................................................................................10-1
10.1 Plan Communications Management ......................................................................................................10-3
10.1.1 Plan Communications Management – Inputs ........................................................................................10-4
10.1.2 Plan Communications Management – Tools and Techniques ..............................................................10-5
10.1.3 Plan Communications Management – Outputs include .........................................................................10-8
10.2 Manage Communications ......................................................................................................................10-9
10.2.1 Manage Communications – Inputs ......................................................................................................10-10
10.2.2 Manage Communications – Tools and Techniques ............................................................................10-10
10.2.3 Manage Communications – Outputs ...................................................................................................10-12
10.3 Monitor Communications .....................................................................................................................10-13
10.3.1 Monitor communications – Inputs ........................................................................................................10-14
10.3.2 Monitor communications – Tools and Techniques ..............................................................................10-15
10.3.3 Monitor communications – Outputs .....................................................................................................10-16
Project Communications Management Concepts ............................................................................................10-18
Tools and Techniques of Interpersonal Communication ..................................................................................10-20
Macro-Barriers to Successful Communication .................................................................................................10-22
Micro-Barriers to Successful Communication...................................................................................................10-23
Types of Project Communications ....................................................................................................................10-24
Communication Management ...........................................................................................................................10-25
Sample Problem ...............................................................................................................................................10-30
Sample Questions ............................................................................................................................................10-31
Answer Sheet ...................................................................................................................................................10-38
Answers ............................................................................................................................................................10-39
PMP Certification Exam Preparation – What did I do wrong? ..........................................................................10-42

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Project Communications Management iv

List of Figures

Figure 10-1. Overview of Project Management Knowledge Areas ........................................................................ vii

Figure 10-2. Index of used colors for Project Management Process Groups ....................................................... viii
Figure 10-3. Project Communication Management Knowledge Area Processes .............................................. 10-2
Figure 10-4. Plan Communications Management Data Flow Diagram .............................................................. 10-4
Figure 10-5. Monitor communications Data Flow Diagram .............................................................................. 10-14

List of Equations

Equation 10-1. Calculation of Communication Channels ................................................................................... 10-6

Equation 10-2: Number of Communication Channels for a team of 4 persons ................................................ 10-30
Equation 10-3: Number of Communication Channels for a team of 7 persons ................................................ 10-30
Equation 10-4: Number of additional Communication Channels for a team of 7 persons ............................... 10-30

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Project Communications Management v

Project Communications Management Study Notes

Reference Material to Study

[PMBOK, 6th Edition, 2017]
A Guide to the Project Management Body of Knowledge (PMBOK® Guide)
Chapter 10
Project Management Institute, 6th Edition, 2017
ISBN-978-1-628251-84-5 (paperback)
[Mulcahy]
PMP Exam Prep: Rita's Course in a Book for Passing the PMP Exam
Rita Mulcahy
RMC Publications, Inc

What to Study?
 The PMBOK® 6th Edition processes of Project Communications Management: Plan
Communications Management, Manage Communications and Monitor Communications. Be
familiar with Inputs, Tools and Techniques, and Outputs for each phase.
 Know the difference between the general management skill of communicating and Project
Communications Management. The general management skill of communicating is the
broader subject and involves knowledge such as: sender-receiver models, choice of media,
writing style, presentation techniques, and meeting management techniques.
 Be familiar with the goals of interpersonal communication.
 Understand how interpersonal communication works (sender-receiver model).
 Know the different methods of communication (written, verbal, and non-verbal including body
language).
 Be familiar with the barriers to successful communication.
 Be familiar with communication channels and links. Know the formula for communications
channels.
 Be familiar with effective listening techniques.
 Be familiar with the barriers to effective listening and the guidelines for active listening.
 Know the four major communication styles: concrete-sequential, abstract-sequential,
concrete-random, and abstract-random.
 Know the amount of time project managers spend communicating
Be familiar with the five C´s of written communication

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Project Communications Management vi

Key Definitions
Active Listening Is engaged listening. It requires patience, self-control, empathy, and a
willingness to understand the other person’s perspective. Helps facilitate the
development of mutual trust, respect, and good working relationships thus
improving the overall performance of the team. Note: Active Listening is a part
of Effective Listening
Channel The medium by which information is transmitted.
Communication Obstacles that impede communications. For example: limited communication
Barriers channels, distance, noise, cultural differences, organizational climate,
perceptions, limited information, withholding of information, terminology,
number of communication links, manipulation (hidden agenda), and so on.
Communications Communications requirements are the sum of the information requirements
Requirements of the project stakeholders.
Communicator The originator of the message. The source of the communication. Also known
as the Sender.
Effective Listening Is the ability to recognize the importance of verbal and nonverbal listening
behaviors including body language. It’s also the ability to utilize gestures and
body language consciously (with consideration for cultural differences) to put
people at ease and enhance communication.
Feedback Information on how well the message was received.
Filtering Occurs when a large portion of the message is lost from the sender to the
receiver. Generally caused by problems of language, culture, semantics,
knowledge base, and so on
Medium The vehicle or method used to convey message, for example written or
electronic communications
Message Sensory data that is encoded by the communicator (sender) and decoded by
the receiver.
Noise Any interference or disturbance that confuses the message.
Receiver (Recipient) The person for whom the message is intended.
Stakeholder Person or organization that is actively involved in the project or whose
interests may be positively or negatively affected by execution or completion
of the project. A stakeholder might also exert influence over the project and
its deliverables.
Communications The document that describes: the communications needs and expectations
Management Plan for the project; how and in what formats information will be communicated;
when and where each communications will be made; and who is responsible
for providing each type of communication. The communications management
plan is contained in or is a subsidiary of the project management plan.

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Project Communications Management vii

Interaction of Project Management Processes

Project Management Knowledge Areas

4 Project Integration Management

5 Project Scope Management

6 Project Time Management

7 Project Cost Management

8 Project Quality Management

9 Project Human Resource Management

10 Project Communication Management

11 Project Risk Management

12 Project Procurement Management

13 Project Stakeholder Management

Figure 10-1. Overview of Project Management Knowledge Areas

In this study guide a colored scheme is used for representation of interaction of processes in the Project
Management Knowledge Areas (refer to Figure 10-1) between Project Management Process Groups
based on PMBOK Guide. This scheme is shown in Figure 10-2.

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Project Communications Management viii

Project Management Process Groups

Initiating Process Group

Planning Process Group

Executing Process Group
Monitoring and Controlling Process Group
Closing Process Group

Figure 10-2. Index of used colors for Project Management Process Groups

With these colors you can follow the process data flow within this Project Management Knowledge Area
through the process groups.
Arrows have the same color like the process from which the arrow starts. It helps to difference the
processes of a specific Project Management Process Group.

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Project Communications Management 10-1

10 Project Communications Management

Project Communications Management includes the processes necessary to ensure that the
information needs of the project and its stakeholders are met through development of artifacts and
implementation of activities designed to achieve effective information exchange. Project
Communications Management consists of two parts. The first part is developing a strategy to
ensure communication is effective for stakeholders. The second part is carrying out the activities
necessary to implement the communication strategy.1

Provides the critical links among people and information that are necessary for a successful project, so
hence that communications are the primary job of the project manager and where the majority of the
project manager’s time is spent.
Effective communication creates the needed bridge between diverse project stakeholder, connecting
various cultural and organizational backgrounds, varying levels of expertise, and various perspectives and
interests in the project execution and ultimate outcomes.
The general management skill of communicating is a part of, but not the same as, project communications
management. Communicating is the broader subject and involves a substantial body of knowledge that is
not unique to projects.
Key communications topics include but are not limited to:
• Sender-receiver models: feedback loops and barriers to communications
• Choice of media: when to communicate in writing, when to communicate orally, when to write an
informal memo versus formal report, and when to communicate face-to-face versus by e-mail.
• Writing style: active versus passive voice, sentence structure and word choice.
• Presentation techniques: non-verbal communication (including body language), design of visual
aids
• Meeting management techniques: preparing an agenda and dealing with conflict
Implementing appropriate communication strategies comes effective stakeholder engagement, is vital to
maintaining effective relationships with stakeholders.

Trends and emerging practices for Project Communications Management

Along with a focus on stakeholders and recognition of the value to projects and organizations of effective
stakeholder engagement comes the recognition that developing and implementing appropriate
communication strategies is vital to maintaining effective relationships with stakeholders. Trends and
emerging practices for Project Communications Management include but are not limited to:

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Project Communications Management 10-2

• Inclusion of stakeholders in project reviews

• Inclusion of stakeholders in project meetings: practices often include short, stand-up meetincs.
• Increased use of social computing
• Multifaceted approaches to communication:, social media tools build relationships accompanied
by deeper levels of trust communication based on respects cultural, practical and personal
preferences for language, media, content and delivery.

Tailoring Considerations
Because each project is unique, the project team will need to tailor the way the Project Communications
Management processes are applied. Considerations for tailoring include but are not limited to:
• Stakeholders
• Physical location
• Communications technology
• Language
• Knowkedge management

Considerations for agile/adaptive environments

Project environment subject to various elements of ambiguity and change have an inherent need to communicate
evolving and emerging details more frequently and quickly. This motivates streamlining team member access to
information, frequent team checkpoints and colocating team members as much possible.

Figure 10-3. Project Communication Management Knowledge Area Processes

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Project Communications Management 10-3

Project Communications Processes include (refer to Figure 10-3):

• Plan Communications Management
• Manage Communications
• Monitor Communications

10.1 Plan Communications Management

Plan Communications Management is the process of determining an appropriate approach and

plan for project communications activities based on the information needs of each stakeholder or
group, available organizational assets, and the needs of the project.1

• Who needs what information and who is authorized to access that information?
• When they will need the information?
• Where the information should be stored?
• What format the information should be stored in?
• How the information can be retrieved?
• Whether time zone, language barriers, and cross-cultural considerations need to be taken into
account
While all projects share the need to communicate project information, the 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.
Inadequate communications planning may lead to detrimental situations such as delay in message
delivery, communications of sensitive information to the wrong audience(s), and lack of communications
to required stakeholders. Effective communication means that the information is provided to the right
stakeholders in the right format at the right time and with the right impact. Efficient communication means
providing only the information that is needed.
Plan Communications Management is often tightly linked with enterprise environmental factors because
the project’s organizational structure can have a major effect on the project’s communications
requirements.

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Project Communications Management 10-4

The majority of communications planning is usually done in the early phases of the project; however, the
process results should be regularly reviewed and revised as needed to ensure continued applicability.
Figure 10-4. Plan Communications Management Data Flow Diagram

10.1.1 Plan Communications Management – Inputs

1. Project Charter – described in section 4.1.3.1

2. Project Management Plan – described in section 4.2.3.1

May include but are not limited to:
• Resource Management plan (described in section 9.1.3.1)
• Stakeholder engagement plan (described in section 13.2.3.1)

3. Project documents

May include but are not limited to:

• Requirements documents (described in section 5.2.3.1)
• Stakeholder register (described in section 13.1.3.1)

4. Enterprise Environmental Factors

As per section 2.1.5. May include but are not limited to:
• Organizational or company culture and structure
• Governmental or industry standards
• Infrastructure
• Existing human resources

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Project Communications Management 10-5

• Personnel administration
• Company work authorization system
• Marketplace conditions
• Stakeholder risk tolerances
• Commercial databases
• Project management information systems

5. Organizational Process Assets

All organizational Process Assets are used an inputs to Plan Communications Management. May include
but are not limited to:
• Organizational policies and procedures for social media, ethics and security.
• Organizational policies and procedures for issues, risks, change and data management
• Organizational communication requirements
• Standardized guidelines for development, exchange storage and retrieval of information
• Historical information and lessons learned repository
• Stakeholder and communications data and information from previous project.

10.1.2 Plan Communications Management – Tools and Techniques

1. Expert Judgment
Described in section 4.1.2.1, expertise should be considered from individuals or groups with specialized
knowledge or training based on several topics as:
• Politics and power structures in the organization
• Environment and culture of the organization and other customer organizations
• Organizational change management approach and practices
• Industry or type of project deliverables
• Organizational communications technologies
• Organizational policies and procedures regarding legal requirements of corporate
communications
• Organizational policies and procedures regarding security

2. Communications Requirements Analysis

• The requirements are defined by combining the type and format of the information needed and an
analysis of the value of that information.
• Project resources should be expended only on communicating information that contribute to the
success of the project (or where a lack of communication can lead to failure).

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Project Communications Management 10-6

• The number of communication channels will be calculated with Equation 10-1, where n is the
number of stakeholders.
(n  1)
Channels  n *
2
Equation 10-1. Calculation of Communication Channels

• Information required to determine project communications requirement include organization

charts; project organization and stakeholder responsibility relationships; disciplines, departments
and specialties involved in the project; logistics of how many persons will be involved and at which
locations; internal information needs; external information needs; and stakeholder information.

3. Communications Technology
Communications technology factors that can affect the project include the urgency of the need for
information; availability and reliability of technology; ease of use; the project environment (face to face or
virtual) and the sensitivity and Confidentiality of the information (is information to be communicates
sensitive or confidential?, social media policies established by organization).

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Project Communications Management 10-7

4. Communication Models
• The components of the basic communication model (Encode, Transmit, Decode, Acknowledge,
Feedback/Response) need to be considered when planning project communications.

Figure 10-6. Basic Communications Model Diagram

The sender is responsible for the transmission of clear and complete information and confirming that it is
correctly understood. The receiver is responsible for ensuring information is received in its entirety,
understood correctly and acknowledged or responded to appropriately.
• The interactive communication model adds two steps to the basic model. The additional steps
are: acknowledge and Feedback/response. These components take place in an environment
where there will be likely be noise and other barriers to effective communication.

5. Communication Methods
There are several methods used to share information amongst stakeholders.
• Interactive Communication – Most efficient method (Phone calls, instant messaging, face-to-face)
• Push Communication – Sent to specific receivers (letters, memo’s reports, emails, faxes, press
releases, and blogs).
• Pull Communication – For large audiences who access information at their own discretion (intranet
sites, e-learning, and knowledge repositories).
The methods used may need to be discussed and agreed upon by stakeholders based on communication
requirements, time and cost constraints, and familiarity or availability of the required tools and resources
required to communicate.

6. Interpersonal and team skills

There are several techniques used for have an effective communication based on style assessment,
political awareness and cultural awareness, those technics help to identify preferred communication
method, to plan communication based on the project environment and understand differences between
individuals, groups and organizations for adapt the project’s communication strategy in the context of
these differences.

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Project Communications Management 10-8

7. Data representation
It’s a conceptual representation for project information in order to facility the understanding of key
information, an example is, but not is limited to stakeholder engagement assessment matrix, described in
section 13.2.2.5, this artifact display gaps between current and desired engagement levels of individual
stakeholders. In this process it can be analyzed to identify additional communication requirements in order
to close any engagement level gap.

8. Meetings
Exist different options to organize the project meetings based on the identification of communication
methods, communications models and communication technology for example can include virtual
sessions, face-to-face meetings, using document collaboration technologies (email or web sites). The
project team analyze the best and most appropriate options to have meetings.

10.1.3 Plan Communications Management – Outputs include

1. Communications Management Plan

It provides:
• Stakeholder communication requirements
• Information to be communicated (Including language, format, content and detail level)
• Reason for the distribution of that information
• Timeframe and frequency for distribution of required information and receipt of acknowledge or
response
• Person responsible for communicating information
• Person responsible for authorizing release of confidential information
• Person or groups who will receive the information
• Methods or technologies used to convey the information, such as memos, e-mail, and/or press
releases
• Resources allocated for communication activities (including time and budget)
• Escalation process identifying timeframes and management chain for handling unresolved issues
• Method for updating and refining the communications management plan
• Glossary of common terminology
• Flowcharts depicting the information flow in the project
• Communications constraints (due to specific regulation, technology, and organizational policies)

2. Project management plan updates

When the plan communication management is in development, can be necessary to update components
of the project management plan (for example stakeholder engagement plan), any change goes through
the organization’s change control process via a change request.

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Project Communications Management 10-9

3. Project Document Updates

It includes but not limited to Project Schedule and the Stakeholder Register.

10.2 Manage Communications

Manage Communications is the process of ensuring timely and appropriate collection, creation,
distribution, storage, retrieval, management, monitoring, and the ultimate disposition of project
information in accordance to the communications management plan. 1 The key benefit of this
process is that it enables an efficient information flow between the project team and the
stakeholders. It is performed throughout the project.

It seeks to ensure information being communicated to stakeholders has been appropriately generated, as
well as received and understood. It also provides opportunities for stakeholders to request further
information, clarification and discussion. Considerations include sender-receiver models, choice of media,
writing style, and techniques for presentations, facilitation, listening and managing meetings.

Figure 10-7. Manage Communications Data Flow Diagram

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Project Communications Management 10-10

10.2.1 Manage Communications – Inputs

1. Project Management Plan

Described in section 4.2.3.1, on this process can be revised, but not limited: resource management plan,
communication management plan and stakeholder engagement plan.

2. Project Documents
Several project documents that contain key information can be used as input of this process, for example,
but not limited: Change Log, Issue Log, Lessons Learned Register, Quality Report, Risk Report,
Stakeholder Register.

3. Work Performance Reports

Described in section 4.4.3.2 - Collection of performance and status information that may be used to
facilitate discussion and create communications. These reports should be comprehensive, accurate and
timely.

4. Enterprise Environmental Factors

Described in section 2.1.5 – Of particular importance are the:
• Organizational culture and structure
• Government or industry standards and regulations
• Project Management Information System

5. Organizational Process Assets

Described in section 2.1.4 – Key possible influencers of the Manage Communications Process include:
• Policies, procedures, processes and guidelines regarding communications management
• Templates
• Historical Information and lessons learned

10.2.2 Manage Communications – Tools and Techniques

1. Communication Technology
Described in section 10.1.2.3 – Communication technology choice is important consideration and can vary
from project to project as well as throughout the project lifecycle. The focus is to ensure that the choice is
appropriate for the information being communicated.

2. Communication Methods
As described in section 10.1.2.5 – The choice of communication methods is important as there can be
many potential barriers and challenges. Focus on ensuring that distributed information has been received
and understood to enable response and feedback.

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Project Communications Management 10-11

3. Communication Skills
There are communication techniques that can be used, included but are not limited to:
• Communication competence. Factor such as clarity of purpose in key messages, effective
relationships and information sharing.
• Feedback. Information abount reactions to communications, a deliverable or situation, for
example: coaching, mentoring and negociation.
• Nonverbal. Include appropriate body language to transmit meaning through gestures, tone of voice
and facial expressions.
• Presentations. Is the formal delivery of information and/or documentation, for example: Progress
reports, background information to support decision making. Presentations will successful when
the content compliance the audience expectations.

4. Project Management Information Systems

Described in section 4.3.2.2 – Tools for distributing project information include:
• Electronic communications management: e-mail, fax, voicemail, telephone, video/web
conferencing, websites and web publishing.
• Electronic project management tools: web interfaces to scheduling and project management
software, meeting and virtual office support software, portals and collaborative work management
tools.
Social media management: Websites and web publishing; and blogs and applications, which offer the
opportunity to engage with stakeholders and form online communities.

5. Project Reporting
This is the collection and distribution of performance information, including status reports, progress
measurements and forecasts. It involves periodic collection and analysis of baseline vs. actual data to
understand and communicate project progress and performance as well as to forecast project results.
It needs to provide information at an appropriate level for each audience. The format may range from
simple to elaborate reports and may be prepared regularly or on an exception basis. Simple reports might
show percentage complete or dashboard status for each area (i.e. Scope, schedule, cost or quality). More
elaborate reports may include:
• Analysis of past performance.
• Analysis of project forecasts (including time and costs).
• Current status of risks and issues.
• Work completed during the period.
• Work to be completed in the next period.
• Summary of changes approved in the period.
• Other relevant information, which is reviewed and discussed.

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Project Communications Management 10-12

6. Interpersonal and team skills

Communication abilities and techniques that are key on this process to:
• Active listening. Techniques of active listening involve acknowledging, clarifying and confirming,
understanding and removing barriers that
• Conflict management. Described in section 9.5.2.1
• Cultural awareness. Described in section 10.1.2.6
• Meeting management. Steps to ensure meeting meet their intended objetives
• Networking. Interacting with others to exchange information and develop contacts in order to i
• Political awareness. Described in section 10.1.2.6 – Assit the project manager in engaging
stakeholders appropriately to maintain their support.

7. Meetings
As described in section 10.1.2.8 – Exist different options to organize the project meetings based on the
identification of communication methods, communications models and communication technology.

10.2.3 Manage Communications – Outputs

1. Project Communications

Project communications artifacts may include but are not limited to: performance reports, deliverable
status, schedule progress, cost incurred, presentations, and other information required by stakeholders..

2. Project Management Plan Updates

Information in the project management plan such as baselines, communications management plan and
stakeholder engagement plan may require updates based on the current performance of the project
against the performance measurement baseline (PMB). The PMB is an approved plan for the project work
to which its execution is compared and deviations are measured for management control. The PMB
typically integrates scope, schedule and cost parameters of a project, but may also include technical and
quality parameters. Any change to the project management plan goes through the organization’s change
control process via change request.

3. Project Document Updates

Managing communications may include updates to the issue log, lessons learned, project schedule, risk
register or stakeholder register.

4. Organizational Process Asset Updates

• Stakeholder notifications: information may be provided to stakeholders about resolved issues,
approved changes, and general project status.
• Project reports: Formal and informal project reports describe project status and include lessons
learned, issue logs, project closure reports and outputs from other knowledge areas (Section 4-13).

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Project Communications Management 10-13

• Project presentations: The project team provides information formally or informally to any or all of
the project stakeholders. The information and presentation method should be relevant to the needs
of the audience.
• Project records: May include correspondence, memos, and documents describing the project. This
information should be maintained in an organized manner. Project team members can also maintain
records in a project notebook or register, which could be physical or electronic.
• Feedback from stakeholders: Information from stakeholders concerning project operations is
distributed and used to modify or improve future performance of the project.
• Lessons learned documentation: Includes the causes of issues, reasoning behind the corrective
action chosen and other types of lessons learned about communications management. Lessons
learned need to be documented and distributed so they become part of the historical database for
both the project and the performing organization.

10.3 Monitor Communications

Monitor Communications is the process of ensuring the information needs of the project and its
stakeholders are met 1 . Monitor Communications determines if the planned communications
artifacts an activities have had the desired of increasing or maintaining stakeholder’s support for
the project’s deliverables and expected outcomes.

The Key benefit of the Monitor communications process is the optimal information flow as defined in the
communications management plan and the stakeholder engagement plan. This process is performed
throughout the project flow among all communication participants at any moment in time. Iterations of Plan
Communications Management and/or Manage Communications processes may be triggered by Monitor
Communications. Specific elements, such as issues or key performance indicators may trigger an
immediate revision, while others may not.
The impact and repercussions of project communications should be carefully evaluated and controlled to
ensure that the right message is delivered to the right audience at the right time.

1
[PMBOK, 6th Edition, 17

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Project Communications Management 10-14

Figure 10-5. Monitor communications Data Flow Diagram

10.3.1 Monitor Communications – Inputs

1. Project Management Plan

As described in section 4.2.3.1. Contains valuable information such as:
• Resources management plan. Described in section 9.1.3.1 – Used to understand the project
organization and roles and responsibilities.
• Communications management plan. Described in section 10.1.3.1 – Contains the current plan for
collecting, creating and distributing information. It is a guideline to consult team members,
stakeholders and the guidelines to follow the defined communication strategy.
• Stakeholder engagement plan. Described in section 13.2.3.1 – It have the strategy communication
defined to engage stakeholders with the project objectives.

2. Project Documents
On this process, project documents can provide key information to evaluate the results of the
communication strategy, for example but not limited to:
• Issue Log. Described in section 4.3.3.3 – It have the record and history of stakeholder engagement
in the project related to communication effectiveness.
• Lessons learned register. Described in section 4.4.3.1 –Provides key information about project
execution experience that can applied to later phases to improve communication.
• Project communications. Described in section 10.2.3.1 – It is guideline about communication that
have been distributed.

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Project Communications Management 10-15

3. Monitor communicationsWork Performance Data

As described in section 4.3.3.2. It organizes and summarizes the project performance information related
with communication that have actually been distributed, this information is used to evaluate the
effectiveness of the communication strategy.

4. Enterprise Environmental Factors

There review several factors that influence the communications effectiveness, including but not limited to:
• Organizational culture, political climate and governance framework
• Established communications channels, tools and systems
• Global, regional or local trends, practices or habits
• Geographic distribution or facilities and resources

5. Organizational Process Assets

Including but not limited to:
• Corporate policies and procedures for social media, ethics, and security;
• Organizational communication requirements;
• Standardized guidelines for development, exchange, storage, and retrieval of information;
• Historical information and lessons learned repository from previous projects; and
• Stakeholder and communications data and information from previous projects.

10.3.2 Monitor communicationsMonitor Communications – Tools and

Techniques

1. Expert Judgment
Described in section 4.1.2.1 – Experts have key knowledge about communications in different situations,
scenarios, technology, media, virtual groups or project management system. Often relied upon by the
project team to assess the project communications impact to determine need, responsibility and timeframe
for any required actions or intervention. Expert judgment may need to be applied to technical and/or
management details and may be provided by any group or individual with specialized knowledge or
training, such as:
• Other units within the organization
• Consultants
• Stakeholders (including customers or sponsors)
• Professional and technical associations
• Industry groups
• Subject matter experts
• Project Management Office

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Project Communications Management 10-16

The Project Manager and the project team use the output of expert judgment to determine the actions
required to ensure that the right message is communicated to the right audience at the right time.

2. Project Management Information System (PMIS)

Described in section 4.3.2.2 - This provides a set of standard tools for the capture, storage and distribution
of information to stakeholders about a projects costs, schedule progress and performance. Some software
packages allow reports to be consolidated from several systems and facilitates report distribution to the
project stakeholders. Formats may include table reporting, spreadsheets analysis and presentations.

3. Data Representation
Provide information that can be used to evaluate and adjusting communication activities, can be include,
but is not limited, to the stakeholder engagement assessment matrix (section 13.2.2.5) which can provide
information about the effectiveness of the communications activities to take decisions.

4. Interpersonal and team skills

On this process, it’s important have abilities on observation/conversation in order to determinate the
actions for resolve issues within the team, resolve conflicts and respond to request from stakeholders for
information.

5. Meetings
The Monitor communications process requires discussion with the project team to determine the most
appropriate way to update and communicate project performance, and to respond to requests from
stakeholders. These discussions are typically meetings, which may be conducted face to face or online
and in different locations, such as the project or client site. Project meetings may also include suppliers,
vendors and other project stakeholders.

10.3.3 Monitor Communications – Outputs

1. Work Performance Information

As described in section 4.5.1.3. Performance data is organized, summarized and communicated to the
appropriate stakeholders. This data typically provides project status and progress information at the detail
level required by the various stakeholders.

2. Change Requests
Described in section 4.3.3.4. Monitor Communications often results in the need for adjustment, action or
intervention and as a result, change requests will be generated as an output. These requests are
processed through the Perform Integrated Change Control process (Section 4.5) and may result in:
• New or revised cost estimates, activity sequences, schedule dates, resource requirements and
analysis of risk response alternatives.
• Adjustments to the project management plan and documents.

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Project Communications Management 10-17

• Recommendations of corrective or preventative actions to ensure the future performance of the

project is in line with the project management plan.

3. Project Management Plan Updates

The Monitor Communications process may trigger updates to the communications management plan as
well as other components such as the stakeholder and human resource management plans. Any change
to the project management plan goes through the organization’s change control process via change
request.

4. Project Document Updates

These updates related with communication may include the issue log, lessons learned register or
stakeholder register.

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Project Communications Management 10-18

Project Communications Management Concepts1

1. Importance of communication:
• By using communication skills, project managers help to plan, direct, control, and coordinate their
operations throughout the project life cycle.
• Peter Drucker states that the communicating ability is essential for success and is perhaps the
most important of all the skills an individual should possess.
• In project management, Sievert emphasizes the importance of communication by stating that a
high percentage of the friction, frustrations, and inefficiencies in working relationships are
traceable to poor communication.

2. Goals of Interpersonal Communication:

• Understanding the exact meaning and intent of others
• Being understood by others
• Gaining acceptance for yourself and/or your ideas
• Producing action or change

3. Interpersonal Communication:
• To ensure messages are received and understood, two-way communication is necessary.
• When communicating in a project environment, both the sender and receiver have a duty to
understand and to be understood. This mutual understanding is accomplished through feedback.
• Interpersonal communication is the process of sharing information with others.
• The four parts of the communications model:
• The sender/communicator (or encoder) of the message
• The signal or the message
• The medium for transmitting the message
• The receiver/recipient (or decoder) of the message
• Process of interpersonal communication: 2
• Sender determines what information to share and with whom and encodes the message.
• Sender transmits the message as a signal to the receiver.
• The receiver receives the message.
• The receiver decodes the message to determine its meaning and then responds accordingly.
• Communication is successful if the decoded message is the same as the sender intended.

1
From Verma’s Human Resource Skills for the Project Manager (Error! Reference source not found.)
2
Wilbur Scharmm: The Process and Effects of Mass Communication,
University of Illinois Press; Revised edition (October 1971)
ISBN-13: 978-0-252-00197-0

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Project Communications Management 10-19

• Using experience, the sender anticipates how the message will be decoded and encodes the
message, accordingly.

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Project Communications Management 10-20

Tools and Techniques of Interpersonal Communication

Project managers must have the ability to think logically and communicate effectively. Three forms are:

1. Verbal
Advantages:
• Timely exchange of information
• Rapid feedback
• Immediate synthesis of message
• Timely closure
Disadvantages:
• Technical jargon, especially in complex projects, may make verbal communication difficult for non-
technical people and other stakeholders.
• No paper trail
Three stages of effective verbal communication and presentation:
• The introduction: Tell them what you’re going to tell them.
• The explanation: Tell them.
• The summary: Tell them what you just told them.

2. Non-verbal
Non-verbal is encoding a message without using words. It includes gestures, vocal tones, facial
expressions, environmental settings, manner of dress, and body language.
Generally, a receiver’s interpretation of a message is based not only on the words in the message, but
also on the nonverbal behaviors of the sender.
In an interpersonal communication situation in projects, nonverbal factors generally have more influence
on the total impact of a message than verbal factors.
Total Message Impact: = words (7%) + vocal tones (38%) + facial expressions (55%) (Albert Meharabian)1
Project managers may use nonverbal ingredients to complement verbal message ingredients whenever
possible, but they must be careful that contradictory messages are not presented.
Project managers should avoid sending ambiguous messages by “walking the talk” (mean what you say
and say what you mean).

3. Written communication (or graphic)

In a project environment, written communication includes reports, plans, proposals, standards, policies,
procedures, letters, memoranda, legal documents, and other forms of information to be transmitted.

1
Albert Meharabian: Nonverbal Communication
Aldine Transaction (February 28, 2007)
ISBN-13: 978-0-202-30966-8

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Project Communications Management 10-21

The main aim of business writing is that it should be understood clearly when read quickly. The message
should be well planned, simple, clear, and direct.
Major steps to writing:
• Establish the basic purpose of the message.
• Collect and organize material.
• Prepare draft.
• Check the overall structure.
• Send the message.
Determine when to put the message in writing. Written communication is effective in the following cases:
• When conveying complex information or data
• When requiring future action from team members
• When it is the receiver’s preferred communication style
• When communicating company policies or changes to policies When conveying a message that
could be misunderstood either accidentally or intentionally
Make messages easy to read.
Project managers and others can increase their personal power or influence by developing a “power”
vocabulary when writing executive summaries, cover letters, bid proposals, project reports, marketing
strategies, presentations, etc.
• Front-load the message
• Use concise language and stick to the point
• Use powerful visual language and persuasive language
• Own the message and display confidence

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Project Communications Management 10-22

Macro-Barriers to Successful Communication

Macro-barriers are elements of the communication environment that hinder successful communication in
a general sense.
Information overload:
• Keep messages simple and direct.
• Provide sufficient information – keep it simple and short.
Lack of subject knowledge:
• Must have sufficient knowledge to send message.
• Must know level of understanding of receiver.
Cultural differences:
• Meanings and interpretations may vary among different cultures.
• Encourage team members to learn each other’s cultures.
Organizational climate:
• Minimize the differences associated with status and ego within the organization.
• Create an atmosphere of openness and trust by talking with people. Avoid talking down to people.
Number of links:
• Reduce the number of transmission links.
• The more links, the more opportunity for distortion and noise in the message.
• Be aware of entropy. 23-27% of message is lost in upward communication (from PMI).

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Project Communications Management 10-23

Micro-Barriers to Successful Communication

Micro-barriers are elements of the communication environment that obstruct successful communication in
a specific sense.
Perceptions:
• Sender’s view of the receiver: senders communicate differently depending on how they perceive
the receiver’s level of knowledge and ability to understand the message. Senders should be
careful not to imply any negative attitudes towards the receiver through communication behavior.
• Receiver’s view of the sender: How the receiver personally feels about the sender may influence
how carefully the receiver listens. If negative, these feelings may cause the receiver to ignore the
message. If overly positive, these feelings may impair the receiver’s judgment.
Message competition:
• Communicate only when you have the total attention of the recipient.
• Try to minimize noise or other factors contributing to message interference.
Project jargon and terminology:
• Define project terminology used in messages.
• Be aware of the use of project terminology and the intended audience.

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Project Communications Management 10-24

Types of Project Communications

1. Interpersonal communication
• Listening, self-presentation, problem solving, decision-making, negotiating, and conflict
management
• Necessary skills for interacting with the project team and with the client on a daily basis

2. Communication with public and community

• Includes all public relations efforts necessary to encourage community involvement, enhance
public understanding of the project, break down resistance, gain acceptance, and be a project
spokesperson
• May involve public speaking, making presentations, dealing with media representatives, and
producing written publicity or PR materials

3. Formal communication
• Is carried out through traditional responsibility and relationship channels. Includes strategic plans,
project planning systems, standards, policies, procedures, proposals, letters, and so on Most
effectively done in written form

4. Informal communication
• Done through informal groups in which relationships are dependent upon common ties such as
interests, hobbies, kinship, friendship, social status, and so on
• Project managers must identify the strengths and limitations of informal communications and
explore strategies to increase overall project effectiveness through informal communications.

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Project Communications Management 10-25

Communication Management
1. Managing Meetings Effectively
Meetings provide a means to exchange and share messages, ideas and information.
Meetings require a great deal of time and effort and therefore should be called only when necessary.
Meetings should not take the place of project managers resolving problems and issues by working
individually with the team members via the telephone, personal discussion, or e-mail.
Avoid calling a meeting just for the sake of calling a meeting. Meetings should be productive.
Guidelines for effective meetings:
• Before the meeting: Determine purpose, set ground rules for discussion, determine necessary
attendees, notify participants in advance of location and agenda, and start and end on time.
• During the meeting: Identify the specific objectives of the meeting, gather input from participants,
stick to the agenda, use visual aids to illustrate points, periodically summarize the results of the
discussion, assign action items as appropriate, and stick to the specified time limit.
• After the meeting: Follow up on individual action items, distribute concise minutes, and use the
minutes at the next meeting to measure results.

2. Communication Channels and Links

The project manager must recognize and understand the project’s formal communication channels. (In
PMBOK terms, these are known from or expressed in Organizational Process Assets, but in practice they
are often part of “organizational lore”.)
Three basic channels of communication in the project environment:
Upward communication (vertically or diagonally):
• Information provided to upper management for the purposes of evaluating the overall performance
of the projects for which they are responsible or for refining organizational strategy.
• Project managers can use the “by exception” format for project status. This feedback helps top
management assess priorities and make organizational modifications to effectively meet project
goals and objectives and to become organizationally more effective in the future
Downward communication (vertically or diagonally):
• Provides direction and control for project team members and other employees
• Contains job-related information focusing on scope and definition, quality, schedule,
implementation, and evaluation and feedback
• May include statements of organizational philosophy, policies, project objectives, schedules,
budgets, and constraints, position descriptions, and other written information relating to the
importance; rationale and interrelationships; interactions of various departments projects; and jobs
in an organization
Lateral communication (horizontally):
• Information exchange between the project manager and his/her peers: functional managers, staff
personnel, contractors, other project managers, and so on

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Project Communications Management 10-26

• Involves negotiating resources, schedules, and budgets; and for coordinating activities between
groups
• Is vital to the success of a project and is also the most important factor for survival and growth in
a highly competitive or turbulent environment
• Requires diplomacy and experience
• If managed properly, creates a harmonious, cooperative environment based on trust and respect
for one another
• If poorly managed, may lead to conflict, blame, and failure to meet project objectives

3. High-Performance Communication
A project manager’s performance depends upon how well he/she works with the project team in planning,
implementing, coordinating, interfacing, integrating, and controlling the project.
Self-awareness is the key. Project managers must be aware of their own communication strengths and
weaknesses.
The project manager achieves project objectives by using effective communication to inspire high team
performance.
Key requirements for achieving high team performance include:
• Openness in communication
• Development of trust (so that accuracy of communication is achieved)
• Continuous support and counseling

4. Effective Listening
Effective listening is one of the most important skills for a project manager to acquire and practice. It is
essential for successful project management.
Improves communication and helps develop mutual respect, rapport, and trust among project participants
Verbal listening behaviors:
• Asking questions to clarify and gather more information. Questions should be probing and
constructive.
• Paraphrasing what the speaker has said
• Summarizing at intervals what the speaker has said to confirm what you have understood
• Asking the speaker for examples
• Ascertaining the speaker’s feelings and acknowledging them. (“You seem angry.”)
• Directing the speaker to the most appropriate listener. (“George can best help you with that.”)
• Just listening if the person needs to let off steam
Non-verbal listening behaviors: Actions that reinforce the message or undermine it including:
• Making eye contact (indicates honesty and openness)
• Being expressive and alert (indicates interest and motivates the speaker to be open)
• Moving closer to the speaker (establishes a friendly environment)

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Project Communications Management 10-27

• Listening for the intention behind the speaker’s communication. (Sometimes the real message is
not what’s said, but how it is said.)
• Facial expressions, touching, use of personal space, and use of time
• Body language (a subset of non-verbal communication) accounts for 55 percent of communication.
It includes facial expressions, touching, and body positioning.

5. Barriers to Effective Listening

The mismatch between our speed of talking (100-400 words per minute) and our speed of thinking (approx.
600 words per minute) makes effective listening tough.
Some of the personal and environmental barriers that influence the overall effectiveness of communication
include:
Poor listeners: People do not talk freely when they know the audience isn’t listening, thereby disabling
effective communications.
Resistance to the message: People don’t like to listen to something that is contrary to their preconceived
ideas. When they should be listening, they are concentrating instead on their response or defense.
Physical distractions: Telephone calls, people coming in and out of office / meetings, and so on. Also,
environments that create feelings of inequality in status discourage effective listening.
Perceptual differences: Can influence the behavior of people which, in turn, will affect communications.
For example, when perceptual differences occur, people tend to:
• Jump to conclusions
• Confuse facts with opinions
• Make frozen evaluations that cannot be easily changed
Project managers must be aware of these barriers to effective listening that might be caused by
interpersonal distractions, management responses to new ideas, and the overall project climate.
Project managers should try to minimize barriers by nurturing better understanding and the good working
relationships necessary to effective communication among project participants.
Use of “I” messages instead of “you” messages assists the speaker with delivery of a nonjudgmental, non-
critical message while still conveying the speaker’s points.
Checking perceptions and asking for clarification from speaker of the intended message helps facilitate
effective communications.

6. Guidelines for Active Listening: (part of effective listening)

Effective listening requires paying attention to the task, relationship, and environmental dimensions of
communication.
Effective listening requires being genuinely concerned for the individual as a person, practicing neutrality,
and taking an objective approach. It requires patience, mutual trust, and respect.
Active listeners empathize with the speaker, ask questions to clarify the message, and provide frequent
feedback so that the sender can evaluate the understanding of his or her message.

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Project Communications Management 10-28

Active listeners are equally aware of the influence of vocal tones, facial expressions, and other nonverbal
components in addition to the verbal component of communications.
Some practical guidelines for active listening include:
• Stop talking!
• Show the speaker you are ready to listen:
• Silence: signals you are ready to listen.
• Few distractions: shut the door, put the phone on hold, refrain from impatient mannerisms, and so
on
• A receptive attitude: empathize with the speaker’s point of view. Listen for total meaning, not just
for points of opposition.

7. Communication Styles:
The project manager uses communication more than any other skill set to manage the project throughout
its life cycle and to ensure that team members are working cohesively and resolving problems.
Two dimensions of thinking and action include:
• The thinking and decision-making approach which varies from logical (sequential) to intuitive
(random)
• The action style which varies from hands-on (concrete) to research based (abstract)
When the two dimensions are combined, the results are four major communication styles all of which are
applicable at various times in the project life cycle. The styles are:
Concrete-sequential: (Mr./Ms. Fix-It)
• Person likes to focus on ideas and tasks, thinks systematically and predictably.
• Person wants to complete tasks and minimize change.
Abstract-sequential: (organizer)
• Person who relies on logical analysis and systematic planning to solve problems
• These communicators are people and task-oriented, which makes them effect team builders.
• These communicators prefer to have all information before making a decision, and they know how
to control resources and information.
Concrete-random: (explorer/entrepreneur)
• Person relies on people and technology and finds practical use for theories and models.
• These communicators make decisions after thorough analysis and evaluation, and they excel at
facilitating planning sessions, discussions, and changes.
Abstract-random: (intuitive free thinker)
• Person views experiences from different perspectives and sees the big picture and the long-term
vision
• These communicators make good brainstormers because they can listen actively and enjoy the
process of generating new ideas.

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Project Communications Management 10-29

8. How Project Managers Spend Their Time (from PMI)

Approximately 75-90% of project manager’s time is spent communicating. (The proper answer on the PMP
Exam would be 90%.) Of the PM’s time spend communicating: approximately 45% is spent listening,
another 30% is spent speaking, approximately 10% is spent reading; another 10% is spent writing, and
the remaining 5% in other tasks.
Project managers typically spend 50% of their time in meetings during active projects.

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Project Communications Management 10-30

Sample Problem

How many communication channels are added when three additional people are assigned to a four person
team?

Answer: 15 communication channels are added.

Number of channels for a 4 person team:

(n  1) (4  1) (4 * 3)
Channels  n *  4*  6
2 2 2
Equation 10-2: Number of Communication Channels for a team of 4 persons

Number of channels for a 7 person team:

(n  1) (7  1) (7 * 6)
Channels  n *  7*   21
2 2 2
Equation 10-3: Number of Communication Channels for a team of 7 persons

Therefore, adding 3 people to a 4 person team increases the number of communication channels by 15.

Channels  21  6  15
Equation 10-4: Number of additional Communication Channels for a team of 7 persons

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Project Communications Management 10-31

Sample Questions

1. Which of the following is NOT a process of Project Communications Management?

A. Manage Communications
B. Monitor Communications
C. Resolve Conflicts
D. Plan Communications Management

2. Which of the following is an output of the Plan Communications Management process?

A. Project Records
B. Communications Management Plan
C. Performance Reports
D. Formal Acceptance

3. Referring to the process of interpersonal communication as defined by Wilbur Schramm

which of the following statements is false?

A. Encoding is the process of encapsulating information into a message in preparation for

transmittal.
B. The destination decodes the message to determine its meaning and then responds
accordingly.
C. Communication is considered successful if the message decoded is the same as the sender
intended.
D. The extent to which the signal is correctly decoded does not depend on the overlap of the
two fields of experience between the sender and receiver.

4 How much time does the typical project manager spend communicating both formally
and informally?

A. 40-60%
B. 50-70%
C. 60-80%
D. 75-90%

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Project Communications Management 10-32

5. Which of the following organizational forms has the greatest requirement for effective
communications?

A. Matrix
B. Project
C. Hierarchical
D. Functional

6. The sending or conveying of information from one place to another is the process of:

A. Networking
B. Transmitting
C. Encrypting
D. Promoting

7. You send milestones reports to a key stakeholder by e-mail. He expresses dissatisfaction

with the reports and complains about the lack of details. Where would this situation have
best been addressed?

A. Plan Scope
B. Plan Risk Management
C. Plan Communications Management
D. Manage Communications

8. In Albert Meharabian’s interpersonal communication dynamics formula of Total Message

Impact = words + vocal tones + facial expressions, words make up what percentage of
the total message impact?

A. 20%
B. 55%
C. 7%
D. 38%

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Project Communications Management 10-33

9. All of the following are outputs from the Monitor Communications process EXCEPT:

A. Trend Analysis
B. Organization Process Assets Updates
C. Document Updates
D. Change Requests

10. All of the following aid in achieving consensus EXCEPT:

A. Maintaining a focus on the problem, not each other

B. Avoiding conflict
C. Seeking facts
D. None of the above

11. A person who is visionary and enjoys being a catalyst for organizational change, but
prefers the conceptual phase over the implementing phase, is most likely to have a
preference for which communication style? (Choose the BEST answer)

A. Concrete-sequential
B. Abstract-sequential
C. Abstract-random
D. Concrete-random

12. Which of the following is NOT an example of an effective verbal listening behavior?

A. Paraphrasing what the speaker has said

B. Asking the speaker for examples
C. Use of personal space
D. Acknowledging the speaker’s feelings

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Project Communications Management 10-34

13. As a project manager, you wish to impose a complex accounting method by which
subordinates will calculate project costs. You only have time for one approach. Which
type of communication would be most effective in communicating this standard?

A. Verbal face-to-face
B. Written
C. Verbal, telephone
D. Nonverbal

14. The sender is responsible for:

A. Confirming the message is understood

B. Ensuring the receiver agrees with the message
C. Scheduling communication exchange
D. Presenting the message in the most agreeable manner

15. What are four parts of the communications model?

A. Sending, Receiving, Decoding, and Comprehending

B. Sender, Message, Medium, Receiver
C. Communicator, Message, Receiver, Decoder
D. Communicating, Transmitting, Receiving, Comprehending

16. Formal written correspondence is mandated in which one of the following situations:

A. Product undergoes casual in-house testing

B. Client requests additional work not covered under contract
C. Project manager calls a meeting
D. Customer executive requests a review of the project

17. Which of the following communications management processes is considered

executing?

A. Monitor communications
B. Plan Communications Management
C. Manage Communications
D. All of the above.

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Project Communications Management 10-35

18. A cell phone ringing during a meeting is an example of: (choose the BEST answer)

A. A perpetual difference
B. Resistance to the message
C. Poor listening
D. A physical distraction

19. The receiver filters messages based on all BUT which of the following:

A. Language
B. Distance
C. Culture
D. Knowledge

20. A Communications Management Plan details all of the following except:

A. To whom information will flow and be managed in order to keep stakeholders engaged and
informed.
B. What information will be gathered, how it will be gathered, and how often it will be gathered
C. Tools and techniques for accessing information
D. All memos, correspondence, reports and documents related to the project from all
personnel

21. Among the MOST common mistakes in effective communication is:

A. Not selecting the correct medium

B. Not considering the position of the receiver
C. Assuming that because a message is sent, it has been received in the same form it was
sent
D. All of the above

22. Which of the following techniques is used in the Plan Communications Management
process?

A. Communications Requirements Analysis

B. Expert Judgment
C. Interpersonal Skills

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Project Communications Management 10-36

D. Management Skills

23. Communication barriers may result in:

A. Trust and cooperation among the project team members

B. High levels of conflict
C. A more enjoyable work environment for the project manager
D. Projects that are completed on time and within budget

24. You are chairing a meeting in which you are using experts to identify the best solution to
a very critical problem facing your project. A conflict has arisen between some team
members who are anxious for closure and others who wish to consider more alternatives.
As project manager and meeting chairperson, you should ____________. Choose the best
answer.

A. Conclude meeting because more discussion is a waste time

B. Allow people who are anxious for closure to leave meeting and continue meeting with
remaining team members
C. Facilitate continued discussion of alternatives while being cognizant of the impact of delays
D. Smooth conflict by telling attendees which alternative to take

25. A formal written response is MOST SUITABLE when _________. Choose the best answer.

A. Discussing work assignments

B. Directing the contractor to make change
C. The interpreter has a short memory
D. Contacting the client is necessary

26. Five people are involved on a project that requires significant communication between all
project participants. How many lines of communication exist on this project?

A. 5
B. 6
C. 8
D. 10

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Project Communications Management 10-37

27. What are the key components of the basic communications model?

A. Encode, Send, Message, Medium, Decode

B. Encode, Transmit, Decode, Acknowledge, Feedback/Response
C. Encode, Message, Medium, Noise, Decode
D. Encode, Transmit, Decode, Acknowledge, Noise

28. What best describes ‘Manage Communications’?

A. The process of creating, distributing, storing, retrieving, and the ultimate disposition of
project information in accordance to the communications management.
B. The process of determining an appropriate approach and plan for project communications
based on stakeholder’s information needs and requirements.
C. The process of monitoring and controlling communications throughout the entire project life
cycle to ensure then information needs of the project stakeholders are met.
D. The process of identifying all people or organizations impacted by the project, and
documenting relevant information regarding their interests, involvement, and impact on
project success

29. In Monitor communications, expert judgment can be supplied by which of the following:

A. Consultants
B. Subject Matter Experts
C. Professional and Technical Associations
D. All of the above

30. What is a key benefit of verbal communication?

A. Technical jargon
B. No paper trail
C. Timely exchange of information
D. Reduced communication time

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Project Communications Management 10-38

Answer Sheet

1. A B C D 16. A B C D

2. A B C D 17. A B C D

3. A B C D 18. A B C D

4. A B C D 19. A B C D

5. A B C D 20. A B C D

6. A B C D 21. A B C D

7. A B C D 22. A B C D

8. A B C D 23. A B C D

9. A B C D 24. A B C D

10. A B C D 25. A B C D

11. A B C D 26. A B C D

12. A B C D 27. A B C D

13. A B C D 28. A B C D

14. A B C D 29. A B C D

15. A B C D 30. A B C D

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Project Communications Management 10-39

Answers

1 C [PMBOK, 6th Edition, 13, Section 10.

2 B [PMBOK, 6th Edition, 13, Sections 10.

3 D Project Communications Management Study Guide, section on Interpersonal

Communication. Verma’s Human Resource Skills for the Project Manager, pp. 17-18

4 D Project Communications Management Study Guide, section on How Project Managers

Spend Their Time

5 A [PMBOK, 6th Edition, Glossary, General PM experience: A matrix org involves two
managers, which lends itself to a higher probability of requiring more communication)

6 B This Study Guide, Section on Interpersonal Communication. Verma’s Human Resource

Skills for the Project Manager, p. 10-18

7 C [PMBOK, 6th Edition, , Section 10.1.

8 C This Study Guide, section on Tools/Techniques of Interpersonal Communication.

Verma’s Human Resource Skills for the Project Manager, p. 10-16

9 A [PMBOK, 6th Edition, , Sections 10 and 10.5.

10 B In the modern view, conflict is inevitable and is a natural result of change. If managed
properly, conflict is frequently beneficial. Withdrawal tends to minimize conflict but also
fails to resolve the issue.

11 C This Study Guide, Section on Communication Styles. Reference Verma, “Human

Resource Skills for the Project Manager”, p. 49. The abstract-random communicator is a
brainstormer and visionary.

12 C This Study Guide, section on Effective Listening. Use of personal space is a non-verbal
listening behavior.

13 B This Study Guide, Section on Tools and Techniques of Interpersonal Communication.

Management would want to provide written instructions on how to calculate costs. Writing
is used so that subordinates can later reference the standard.

14 A [PMBOK, 6th Edition, 13, Section 10.2.2.3.

15 B [PMBOK, 6th Edition, 13, Section 10.2.2.3.

16 B General PM experience: Work requested but not covered under a contract will require a
contract change.

17 C [PMBOK, 6th Edition, 13, Section 10.3.

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Project Communications Management 10-40

18 D Physical distraction is the best answer. The receiver may very well be listening to the
sender, but the communication link is interrupted with a physical occurrence such as a
ringing phone.

19 B “Distance” does not have an impact on the receiver providing that the communications
medium is acceptable and substantially lossless with respect to distance, which is the
case with the vast preponderance of modern communications media.

20 D [PMBOK, 6th Edition, 13, Section 10.2.3. The communications plan details a plan for
storing important memos, documents, and so on. Related to the project; but it does not
contain the actual documents.

21 D This Study Guide, sections on Macro-Barriers to Successful Communications, Micro-

Barriers to Successful Communications, Types of Project Communications, and
Communications Channels and Links

22 A [PMBOK, 6th Edition, 13, Section 10.1

23 B This Study Guide, sections on Macro-Barriers to Successful Communications and Micro-

Barriers to Successful Communications. Reference Verma, “Human Resource Skills for
the Project Manager”, Chapter 1

24 C General PM experience

25 B General PM experience

26 D The formula used to compute the total number of communications channels between n
(n  1)
persons is: n * . In this case the answer is 10.
2
27 B [PMBOK, 6th Edition, 13, Section 10.1.3

28 A [PMBOK, 6th Edition, 13, Section 10.1

29 D [PMBOK, 6th Edition, 13, Section 10.3.2

30 C This Study Guide, section on Tools and Techniques of Interpersonal Communication.

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Project Communications Management 10-42

PMP Certification Exam Preparation – What did I do wrong?

I would have answered a larger number of questions Number

correctly if I had ___________.

1. Read the question properly and identified the keywords

2. Read the answer properly and identified the keywords

3. Read ALL the answers before answering the question

4. Used a strategy of elimination

5. Known the formula

6. Known the PMBOK® definition

7. Checked the mathematics

8 Used the PMI® rather than my own perspective

9. Reviewed my answer after reading the other questions

10. NOT rushed to finish

Total

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Course materials may not be reproduced in whole or in part without the prior written permission of IBM.