PROJECT COMMUNICATION MANAGEMENT

 Project Communication management is to ensure timely and appropriate

planning, collection, creation, distribution, storage, retrieval, management,
control and disposition of project information.

 Project Manager spends most of the time in communicating with team

members or other project stakeholders whether they are internal or external to
the project.

 90% of the time is spent in Communication by PM

50% of communicating time is spent Listening

Most people recall 50% of what they hear immediately after

 Who is responsible for / The critical element of Project communication 

 Project Manager

 Highly experienced and effective project managers also create a

communication management plan and go beyond status reports.

 The swiftest and most effective communication occurs among people which
have Common points of view

 WBS can be used as a communications tool.

 Risk response strategies should be communicated to stakeholders.

  The communication activities involved in these processes have potential
dimensions which are

External – Customer, Vendor, public,

Internal – Within the project
organization
Formal – Reports, MOM, Briefings Informal – Email, Memos, ad hoc discussions

Vertical – Up and down the organization Horizontal – with Peers (Other PMs)

Official – Newsletters, Annual reports Unofficial – off the record communication

Verbal – voice inflections Non verbal – body language

Written Oral

Most communication skills are common such as

 Listening actively and effectively

 Questioning and probing ideas and situations to ensure better
understanding
 Educating to increase team’s knowledge so they can be more effective
 Fact finding to identify or conform information
 Setting and managing expectations
 Motivating to provide encouragement or reassurance
 Coaching to improve performance and achieve desired results
 Negotiating to achieve mutually acceptable agreements between parties
 Resolving conflicts
Plan Communication Management

Plan Communication Management

WHAT Inputs Outputs

Develop appropriate approach & PMP

plan for communication based on
SH req How project will be
planned, executed,
monitored, controlled and
WHO closed Communication
Management plan
PM ; Experts ; related SH Stakeholder Register

List of all stakeholders &

WHEN their expections and needs

During Project planning ; early

phase OPA Project Documents
Historical information updates
WHY Lessons learned
Templates
Communication is very important Stakeholder Register
success factor for the project and EEF Project Schedule
hence it has to be planned early in Organization structure
the project based on SH Organization Culture
requirements

Plan Communication Management

 The process of

 Developing an appropriate approach and plan for project

communications based on stakeholder’s information needs and
requirements and available organizational assets.

 Key benefit of Plan Communication Management 

 It identifies and documents the approach to communicate most

effectively and efficiently with stakeholders.

 Planning of project communication is very essential for the project

success.

 When to Plan Communication management 

 Very early in the project during project management plan

development so that Time and Cost are allocated to communication
activities.

 Inadequate Communication planning may lead to problems like

 Delay in message delivery

 Communication of information to the wrong audience

 Insufficient communication to the stakeholders

 Misinterpretation of the message

 Key component of communication planning is 

Who will communicate with whom and who will receive (Sender & Receiver)

 Plan communication management process considers how to store, maintain,

distribute, and retrieve information and what will happen to all project
information once the project is closed.
 Effective Communication (Right keyword)
  The information is provided in the right format, at right time, to right
audience, with right impact.

 Effective Communication creates a bridge among all stakeholders

and which impact or influence on the execution of the project.

 Efficient Communication (Needed keyword)

 Provide only the information that is needed.

 The information needs for the project and methods of distribution of that
information may varied widely.

 Methods of Storage, Retrieval & Disposition of the project information

need to be considered and documented during this process.

Important information about communication:

 Who needs information

 When they will need information
 What format should be used
 What will be the frequency of communication
 How information can be retrieve

INPUTS
1. Project Management Plan

 Provides information on how project will be planned, executed, monitored

& closed

2. Stakeholder Register

 It provides list of all the stakeholders of the project

3. Enterprise Environmental Factors

 Organization’s structure will have major impact on Project communication.

All factors of EEF are considered here.

4. Organizational Process Assets

 Lessons learned
 Historical information
 Project templates are mainly used here because these provide insight on
both the decisions taken regarding communication issues and results of
those decisions in previous projects.

Here there is no use of SH management plan because we do not need to

manage SH, we just need to communicate with them.

TOOLS & TECHNIQUES

1. Communication Requirement Analysis

 Analysis of communication requirements determines the information

needs of the project stakeholders.

 These Communication requirements are defined by combining the

1) Type of information
2) Format of information needed with
3) Analysis of the value of information.

 Project resources should be extended only on communicating information

that contributes to the success of the project

 Lack of communication / proper communication can lead to failure of

the project

 Project Manager should also consider no of potential communication

channels or paths as an indicator of the complexity of project’s
communication.

 Total no of communication channels - N (N-1) / 2

N - No of stakeholders

 Communication channels are increased due to Fast tracking.

Suppose 10 stakeholders are there = then 10(9)/2 = 45 communication

channels.

Suppose there are 10 stakeholders in the project. and then 3 new

stakeholders are added in the team. how many communication channels
have been increased.

Here Iniitally 10 SH are there so (10*9)/2 = 45

Then 13 SH are there so (13*12)/2 = 78
78 – 45 = 33 communication channels have been increased.

 Number of communication channels increase EXPONENTIALY

 2-2, 3-3, 4-6, 5-10, 6-15, 7-21 etc

 Calculate number of Stakeholders from Communication channels

 N^2 – N – C = 0

 Put communication channels as C and then get a quadractic

equation and then get No. of stakeholders from that.

 Remember when to add Project Manager while calculating

communication channels

1. How many communication channels – Inclue PM

2. How many communication channels PM have – Dont include PM
3. How many channels project have – Include PM
4. How many channels team have – Include PM
5. How many channels you have – Dont include PM
6. How many channels PM have – Dont include PM
7. X members including PM – Dont include PM
8. X members excluding PM – Include PM

Sources of information to identify Project communication requirements

 Organizational chart
 Project organization & Stakeholder responsibility relationship
 Disciplines, departments & specialties involved in the project
 Internal information needs (e.g. When communicating with org)
 External information needs (e.g. When communicating with media,
public, contract)
 Stakeholder communication requirements
 Logistics of how many people will involve in the project and their
location

Communication Technology
  To transfer information among the project stakeholders may be
different.

Examples are – Brief conversations to extended meetings

Simple written docs to extensive materials (schedules, db, web)

which are accessible online as methods of communication

 Factors that affect the choice of communication technology (AEUPSC)

 Availability of Technology

 Technology is required and it should be compatible, available, and

accessible by all stakeholders throughout the project

 Ease of use

 Ensure that choice of Communication Technology is suitable for project

participants and provide training if needed.

 Urgency of the need for information

 Immediate need of information

 Project Environment

 Whether team can meet face to face basis or to have a virtual teams.
Whether they use multiple languages for communication,
Whether they will be located in one or multiple time zones
Whether any other environment factors like culture of the organization

 Sensitivity and confidentiality of information

 To check whether information is confidential and is it needed to provide

any security measures

Communication Models
 To facilitate communications and exchange of information

 Basic communication model includes 

 Sender & Receiver

 Medium – Technology medium which includes mode of communication

 Noise / Communication barriers – Any interference / barriers that might

compromise the delivery of the message. C D EE III U L

1. Culture
2. Distance
3. Environment
4. Experience
5. Information overload
6. Insufficient infrastructure
7. Improper encoded message
8. Unfamiliar technology
9. Language

Sequence of steps for basic communication model 

 Encode –

Thoughts /ideas/ information translated into encoded language by sender

 Transmit message –

The information is then sent through Communication channel.

Transmission of the message may be compromised by noise. (Above)

 Decode –
 Receiver receives the message and then decodes the same
(Message is translated back into meaningful thoughts / ideas)

 Acknowledge –

Receiver sends notification or acknowledgment when he receives the

message.

But this does not mean agreement with or comprehension of the message.

 Feedback / Response –

When the received message has been decoded and understood by the
receiver he will encode thoughts and ideas into a message and provide
feedback to the Sender for the same.

 Sender is responsible

1. Transmission of the message

2. Ensure clear and complete information

3. Conform that communication is correctly understood.

 Receiver is responsible

1. Information should be received in entirety / total

2. Decodes

3. Understands correctly

4. Send feedback / acknowledges / responds

If two team members are from different team then communication will involve
  Encoding of message in appropriate language ( in germen if team
members in germany)

 Sending message using communication technology

 Received receives the message

 Decodes the message in his native (germen) language

 Provide feedback

Sender should encode and send the message carefully and he should be aware
about few communication factors like:

 Non verbal – About 55%

Significant portion of in person communication is non verbal (Physical

mannerism i.e. body language)

 Para lingual – About 38%

Pitch and tone of voice to convey a message

 Words –

The words and phrasing the sender selects are essential component to
the message,

 The meaning of words gets different on the accompanying Non verbal &
Para lingual factors or sometimes the absence of those factors in written
communication.

 These factors should be taken into consideration for interactive

communication as well as to planning communication.

Communication Methods
 To share information among project stakeholders.

Focus – To ensure that information is created, distribute and understood well.

1. Interactive Communication

 Between two or more parties performing multi-directional exchange of

information.

 It is the most efficient way to ensure a common understanding by all

participants on specified topics

Examples – Meetings, Phone calls, instant messaging, video conference

2. Push Communication

 In Push communication information is sent to specific recipients who need

to receive the information.

 This ensures that information is distributed but does not confirm whether
it has been actually reached and understood or not.

 Whatsapp group created for specific project team members 

 Push communication

Examples (VP MRF LEB) - Emails, Letters, Faxes, Voice mails, Press
release, Blogs, Memos, Reports, Whatsapp groups

3. Pull Communication

 Pull communication is used for very large volumes of information or

very large audience.

 Requires the recipients to access the communication content at their

own discretion / judgment

Examples - Intranet site, e-learning, lessons learned database, knowledge

repositories.
Interactive Communication Push Communication Pull Communication

Information is distributed
Two or more parties, Very large volume of
but not conform
Multidirectional exchange information or
whether received or
of information audience
understood

Information exchange among Information sent to Information sent to very

two or more parties specific recipients large audience

Focused on more Specific Focused on more

Focused on Specific
focused General

Ensures  Common
Ensures  Information
understanding among all Ensures 
is distributed
stakeholders

Code - VIP Meeting Code – VP MRF LEB Code – e KIL

Video confo Voice mails, Press Release e learning

Instant Messaging Memos, Reports, Faxes Know repositories

Phone calls Letters, Emails, Blogs Intranet, lesson learnt db

 The choices of communication methods are different for different projects

 The choices of communication methods to be used need to be agreed

upon by all stakeholders and based on

 Communication requirements of stakeholders

 Cost & Time constraints
 familiarity & availability of required tools and resources

 While selecting the Communication methods the PM has to know whether

feedback is needed or just to simply send the information is enough.
 Meetings

 There are several types of project related meetings where project

communications may occur.

 Most of the project meetings are for the purpose of resolve problems or
making decisions.

 All the meetings should have Time, agenda, and place.

 Typical meetings begin with a defined list of issues to be discussed, which are
circulated in advance.

 Meeting may happen on a face-to-face or online for different locations such as

site office.

Communication Requirement
Determines the information needs of stakeholders
Analysis

Communication Technology Transfer information among stakeholders

To facilitate / make possible communications &

Communication Models
exchange of information

Communication Methods To share information among stakeholders

OUTPUTS

Communication Management Plan

 It’s a component of Project Management Plan which describes how

communication will be planned, executed, structured, monitored and
controlled.

 Communication Management Plan contains 

 Stakeholder communication requirements

 Information to be communicated ( Language , format, content etc)
 Reasons for distribution of information
 Frequency of communication
 Person responsible for communicating information
 Person responsible for receiving information
 Person responsible for authorizing release of confidential information
 Methods used for communication
 Resources allocated for communication activities
 Common terminology
 Communication policies and procedures
 Communication constraints
 Flow chart for the communication
 Method for updating communication management plan
 Guidelines, Templates
 Escalation process (issues not solved by lower staff) (very imp)

Communication management plan also includes guidelines and templates for

project status meetings, project team meetings, e-meetings, email message.

It also includes use of PMIS and project website if those are part of project
communication.

Project Document updates

 Stakeholder Register
 Project schedule
 Communication Types When used

Complex problems, Project Charter,

Formal Written Project management plan,
communication over long distance

Formal verbal Presentations, Speeches

Email, notes, text messages, insta

Informal Written
messages

Informal verbal Meetings, conversations

MANAGE COMMUNICATION

Manage Communication
WHAT Inputs Outputs

Create, Collect, Distribute, Store, Communication mgmt plan

Retrive, Dispose project
information as per Comm plan
guidelines how to
Distribute the information among communicate
Project Communications
related stakeholders

WHO Work Performance Reports

Project performance reports
PM Status reports Project Management plan
outputs from M&C updates
WHEN
OPA SH mgmt plan
During Project exuection phase Historical information Communication mgmt plan
Lessons learned Project baselines
Templates Project Documents
WHY Comm policies updates
It is important to communicate
with stakeholders and EEF Issue log
communicate various project
Orgniazational culture & struc Project Schedule
related information ; without
communication nothing can be Govt / Industry standards Project funding req
done PMIS

MANAGE COMMUNICATION (CCDSRD)

 The process of

 Creating, collecting, distributing, storing, retrieving, and disposition

of project information as per communication management plan.

 The key benefit of this process

 Provides efficient and effective communications flow between

project stakeholders.

 Manage Communication finally release / distribute the project

information to various stakeholders (As per communication management
plan)

 Manage Communication process does not only distribute the information but
ensure that the information is appropriately generated, received and
understood.

 Manage Communication provides opportunities for the stakeholders to make

request for further information, clarification and discussion.

 Manage Communication – Post office function.

Postman get the letters (WPR) and then need to dispatch it as per different
address (communication plan)
so desired information go to appropriate Stakeholder.

Manage Communication proecss –

Distributing Project performance reports to project stakeholders, as
determined and documented in communication management plan.

Please remember here you are distributing project performance reports and
NOT project information

Example  Suppose a project charter has been created and it’s a project
manager’s responsibility is to distribute project charter to key stakeholders so
that project charter will be distributed during develop project charter process
only.

(From Rita)
 While Project is being executed, many stakeholders will need to receive
 information about the Project.

 Manage communication process involves gathering and providing this

information and making sure information is flowing back and forth on the
project as planned. (As per communication management plan)

by using communication technology, models, methods etc.

Techniques & considerations for effective communication management 

 Sender – Receiver model – Facilitate feedback loops to provide

opportunities for interaction or participation and remove any barriers to
communication.

 Choice of media – Based on situations different formats and technology

of communication can be used

 Writting style – Active / passive voice, sentence structure and word

choice

 Meeting management techniques – preparing an agenda and dealing

with conflicts

 Presentation techniques – Awareness of the impact of body language

and design of visual aids

 Facilition techniques – Building consensus and overcoming obstacles

 Listening techniques – acknowledging, clarifying and conform

understanding) and removal of barriers that affect communication

Manage Communication & Manage Stakeholders difference

 Manage Communication Manage Stakeholders

Collect, Create, Distribute, Store, Communicate and work with

Review, Dispose project information Stakeholder and address issues if any.

Focus  Effective & efficient flow of Focus  To maximize the support of

communication stakeholders

Emphasize on Communication Emphasize on Stakeholder support

INPUTS

1. Communication Management Plan

 It provides guidelines on how project communications will be planned,

structured, monitored and controlled.

2. Work Performance Report

 WPR = Projcet performance Reports + Status Information

(WPR are the outputs of Monitor & control project work process)

 May be used to facilitate and to create communication.

 To optimize Manage Communication process – Work Performance

Reports must be accurate and available in timely manner.

3. Enterprise Environmental Factors

  Organizational Culture & Structure
 PMIS
 Govt or industry stadards & regulations

4. Organizational Process Assets

 Templates,
 Communication policies and procedures & guidelines
 Historical information
 Lessons learned

TOOLS & TECHNIQUES

1. Communication Technology

 Choices of communication technology are important for Manage

Communication Process.

 Communication Technology can vary from project to project and within

project phase wise as needed

2. Communication Models

 The choices of communication models are also important for Manage

Communication process.

 Here the focus is to ensure that the choice of communication model is

appropriate for the project that is undertaken and that any noise / barriers
are identified and managed.

3. Communication Methods

 The choices of communication methods are also important for Manage

Communication process.

 Here the focus is to ensure that information that has been created and
distributed has been received and understood to enable response and
feedback
4. Information Management System
  Project Information is managed and distributed through IMS

 Hard-copy document management - letters, memos, reports, press

release

 Electronic communication management - Email, fax, phone, web, website,

web publish

 Electronic Project Management Tools – Web interfaces to scheduling and

project management software, meeting and virtual office software, portals,
collaborative work management system.

5. Performance Reporting

 Performance reporting is an act of collecting and distributing

performance information

 Performance Reporting includes 

 Status reports
 Progress reports
 Forecast reports

 Performance reporting involves what 

 Periodic collection and analysis of baseline versus actual data

 Why performance reporting 

 To understand and communicate the project progress and

performance as well as to forecast the project result.

 Performance reporting needs to provide information at an appropriate

level for each audience.

 Performance reports should address the needs of stakeholders

  These reports are prepared regularly or on an exception basis.

 Performance reporting involves

 Pulling together information from the work performance reports

 Communicating it to the appropriate stakeholders as per CMP

 This is about communicating to stakeholders

 how the project is doing

 How is the project comparing to its performance baseline
 How is it likely going to forward

 Project Manager should make sure while preparing Performance reports

1. Reports should provide the appropriate information and the level of

details required by stakeholders

2. Reports should be designed as per needs of stakeholders

3. Reports must be trustful and nothing should be hidden

4. Reports should include Cost, Schedule, Scope, Quality

5. Get feedback from stakeholders who receive these reports as part of

this process

 The format may range from simple reports to more elaborate reports

Simple Reports
  Percentage complete reports
 Status Dashboards for scope, Cost and Schedule

More elaborative Reports (AA CC WW)

 Analysis of past performance

 Analysis of project forecast
 Current status of Risks and Issues
 Changes approved
 Work completed during the time
 Work to be complete in within time frame

Different types Project Reports

 Status Reports (Too detailed)

 The Reports that describes WHERE DOES THE PROJECT CURRENTLY

STANDS regarding Performan ce Measurement Baseline

 To get the current snapshot / status of the project with respect to cost,
schedule & scope.

 Weekly status update on ALL project parameters

 Progress Reports (For quick review)

 Reports that show WHAT HAS BEEN ACCOMPLISHED since last

report

 (Indirectly the difference of status reports will be your progress report)

 frequency is different than status report.

 For higher management

 can be presented in form of bars

 Trend Reports
  Project results over the period of time to check if performance is
improving or not.

 To examine project results over the period of time to analyze the

improvement in performance

i.e. to improve performance Trend Reports are useful

can be presented with curves (from bars analysis)

 Forecast Reports

 Reports that predicts future project performance and expected status

of the project in various parameters.

 Forecast reports help in tracking and allocation of resources for better

utilization

 here you Indicate current budget, current schedule and then forecast or
decide where the project may complete in terms of budget & schedule.

 (Here it asks for where the project may complete i.e. forecasting)

 To know what is expected to happen on a project

 To know what preventive actions are needed

 Variance Reports

 Reports that compare actual results and baseline performance

 Compare where project now stands to planned baselines and identify any
performance gaps

Examples – 5% ahead schedule, 7% over budget,

All these Performance reports are distributed in Manage communication.

Remember 
 Suppose a PM presented sensitive information related to the project. However
this information was not intended to be available to the audience. What is wrong?

A. Manage Stakeholder engagement

B. Manage Communication
C. Plan Communication management
D. Plan stakeholder management

Remember WHAT information should be sent / relevant to which stakeholder is

planned in Communication Management plan.

During manage communication PM only distribute the information (here he does

not check to whom he should send what information as it has already been done
in Communication planning) (Postman does not check whether letter is wrong)

Forecast
Status Reports Progress Report Trend Reports Variance Reports
Reports

For summary & For summary & For details /

For details For summary
quick review quick review summary

To examine the
What has been Predict future Compare actual &
Current Status of past project
accomplished since project baseline
project results /
last report performance performance
performance

Difference of two Analysis of more Difference of

Current Status
status reports status reports Actual & baseline

Find future
Find performance Find performance
performance Find performance
Find current status from previous changes over time
(from trend, gaps
report / date / till date
progress)

To know current To know current

To know past
To know current progress with To know future (from actual &
trends
respect to past baseline)

OUTPUTS
1. Project Communications

 Project Communication just sharing the Reports and Project information

 Project communications include

 Performance report
 Deliverable status
 Schedule progress
 Cost progress

 Project communications may affect by (UML)

 Urgency of the message

 Method of delivery
 Level of confidentiality

2. Project Management Plan updates

 Stakeholder Management plan

 Communications management
 Project baselines

 Each of these areas may be updated based on the current performance of the
project against performance measurement baselines.

 Performance Measurement Baseline is an approved plan for the project work

to which project execution is compared and deviations are measured for
management control.

 Performance Measurement Baseline normally includes scope, cost, schedule

and quality. Also sometimes include technical and quality parameters

3. Project Documents updates

  Issue logs
 Project schedule
 Project funding requirements

4. Organizational Process Assets updates

SH notification Info provided to SH about solved issues, approved

changes, project status
Project Reports Project status, Issue logs, project closure reports,
Project Records Memos, MOM, Correspondence
Project Presentation Presentation to SH by project team
Feedback from SH Project operations can be distributed & used to modify
future performance of the project
Lesson learned docs Root cause analysis of issues, Reasons behind
corrective & preventive actions. Lessons learned are
documented, distributed and become part of historical
database for both project and organization.

Control Communications
 Control Communication
WHAT Inputs Outputs

Monitor & Control communication PMP PM Plan updates

through the project Comm mgmt plan Comm mgmt plan
Ensure optimal information flow amonh
all SH at any time
whether communication mgmt plan is
followed
Project doc updates
WHO Forecasts
Issue logs
PM ; Experts ; related SH Performance Reports

WHEN

OPA OPA updates

As a part of monitor & control
Report templates Lessons learned
communication media historical database
WHY security requirements Report formats
communication tech
The most important part of any project record retention policies
is communication and hence it has to Change Request
be measured and controlled
Work Performance Data Work Performance Info

* Issue log
* Project
Communications

Control Communications
 The process of

 monitoring overall project stakeholder relationship and adjusting

strategies and plans for engaging stakeholders.

 Key benefit of this process

 maintain or increase the efficiency and effectiveness of

stakeholder engagement activities as the project progresses and
environmental changes happen

 Always remember  Adjusting = Monitoring / Controlling

 Focus  optimal information flow among all participants at any point of

time.

 Control communications can trigger plan and manage communication.

Control Communication – Post office function

Here Post master has to monitor and check whether post office functions are
performing appropriately or not. So to check this Work Performance Data is
required.

(From Rita)

Control Communication is all about measuring to determine whether the

communications management plan is being followed and whether
communications are meeting stakeholders’ needs

If not then PM has to identify where communication is breaking down and

responde and adjust as necessary to meet stakeholders’ communication needs.

How the PM will get to know if communication is breaking down.

from communication management plan PM will get metrics from which he will
know where and how to improve.

Can the PM control all communications ? – NO

INPUTS
1. Project Management Plan

 Life cycle selected for the project

1. Predictive life cycle – Engage big amount of SH in initial phase but

reducing as the project progresses.

2. Adaptive / Iterative – Engagement of SH remains same throughout the

life cycle of project

 Description of how work will be executed to accomplish the project

objectives

 Description of how human resource requirements will be met and how

roles and responsibilities, reporting relationships, and staffing
management will be addressed and structured for the project.

 Change management plan – how changes will be monitored and

controlled

 Needs and techniques for communication among stakeholders

2. Work Performance Data

 WPD – Primary observations and measurements identified during

activities being performed to carry out the project work.

 Various measurements on the project activities and deliverables are

collected during various controlling processes.

 Lowest level of abstraction from which information is derived

 Examples

 Percentage of work completed

 Technical performance measure
 Start & finish dates
 Number of change requests
 Number of defects
 Budgeted cost VS Actual cost
 Schedule plan VS Actual plan

3. Issue log
  It is used to document and monitor the resolution of issues.

 It can be used to facilitate communication and ensure a common

understanding of issue.

 Issue resolution addresses obstacles that can block the team from
achieving its goals.

 Issue log is very important for Control communication process because it

provides repositary for what has happened in the project and platform for
further communications.

4. Project Documents

Multiple project documents originate from initiating, planning, execution, and

control processes

 Project schedule
 Stakeholder Register
 Issue log
 Change log
 Project communications
TOOLS & TECHNIQUES

1. Information Management Systems

 It’s a management system through which a PM captures stores, analyze

and distribute information to stakeholder about project cost,
schedule, quality, progress.

 Software packages allow PM to consolidate reports from several systems

and facilitate report distribution to the project stakeholder.

E.g. Report Distribution - Table reporting, spreadsheets and presentation.

2. Expert Judgment

 Need for action / intervention

 Decision to be taken based on situation
 Responsibilities for taking action
 Time frame for taking action

3. Meetings

 Face-to-face communications
OUTPUTS

1) Work performance Information

 Performance data are collected from various controlling processes,

analyzed and organized based on relationship.

 Information is derived from data and information has correlated and

context which will help PM to take decisions.

 WPI is circulated through communication processes.

 Work performance information to be communicated to various

stakeholders.

 Examples

 Status of deliverables
 Change Request status
  forecasted estimates

2) Change Request

 Analysis of project performance and interactions with stakeholders often

generates change requests.

 Recommendations for corrective actions - that may bring the expected

future performance of the project back in line with the project management
plan.

 Recommendations for preventive actions - that may reduce the probability

of incurring future negative project performance.

3) Project Management Plan updates

 All subsidiary plans

4) Project document updates

 Stakeholder Register (Add/Delete), Issue log (Add/Delete)

5) Organizational Process Assets updates

SH notification Info provided to SH about solved issues, approved

changes, project status
Project Reports Project status, Issue logs, project closure reports,
Project Records Memos, MOM, Correspondence
Project Presentation Presentation to SH by project team
Feedback from SH Project operations can be distributed & used to modify
future performance of the project
Lesson learned docs Root cause analysis of issues, Reasons behind
corrective & preventive actions