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Pearson, Larson, Gray, Project Management in Practice, 1e
CHAPTER 13

Project Information and
Communications
Management
13-2
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Pearson, Larson, Gray, Project Management in Practice, 1e

Communication and
Project Management
Dynamics of project communications
13-3
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Pearson, Larson, Gray, Project Management in Practice, 1e

Communication and
Project Management (cont.)
Directions of communication
13-4
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Pearson, Larson, Gray, Project Management in Practice, 1e

Communication
Challenges
Lack of communication
Miscommunication
Timing of communication
Forgetting aspects of non-verbal
communication
Too much communication
13-5
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Pearson, Larson, Gray, Project Management in Practice, 1e

Communication Models
Lines of communication

13-6
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Pearson, Larson, Gray, Project Management in Practice, 1e

Sender Receiver Model
13-7
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Pearson, Larson, Gray, Project Management in Practice, 1e

SMCR (Berlo s) Model
13-8
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Pearson, Larson, Gray, Project Management in Practice, 1e

The Communications
Management Plan
Communications
strategy and approach
Policy and procedure
Project reporting
arrangements
Project team directory
Committee/project
meeting arrangements
Communication roles
and responsibilities
Review process
Project management
information system
(PMIS)
Risk review
Lessons learned
13-9
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Pearson, Larson, Gray, Project Management in Practice, 1e

The Communications
Management Plan (cont.)
Review
communications
from many
perspectives

13-10
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Pearson, Larson, Gray, Project Management in Practice, 1e

Planning, Developing and
Tracking Communications
Communication planning artefacts
13-11
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Pearson, Larson, Gray, Project Management in Practice, 1e

Example of a
Communications Matrix
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Pearson, Larson, Gray, Project Management in Practice, 1e

Planning, Developing and
Tracking Communications
CPORT is a simple set of guidelines developed
out of practice to assist in the development of
communications.
C = Context of the communication
P = Purpose of the communication
O = Objectives of the communication
R = Resources affected by the communication
T = Timing: when do the effects of the
communication take place?
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Pearson, Larson, Gray, Project Management in Practice, 1e

The 4Cs of Truth about
Communication
Comprehension is the first C
Credibility is the second C
Connection is the third C
Contagiousness is the fourth C
13-14
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Pearson, Larson, Gray, Project Management in Practice, 1e

Project Reporting
Analysis of past performance
Analysis of project forecasts
Current status of risks and issues
Work completed during the period
Work to be completed in the next
period
Summary of changes approved
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Pearson, Larson, Gray, Project Management in Practice, 1e

Project Management
Information Systems (PMIS)
PMIS includes:
Corporate systems
Scheduling and resource management
systems
File sharing
Intranet
Document Management Systems
Integrated Project Management
Information Systems
13-16
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Pearson, Larson, Gray, Project Management in Practice, 1e

Project Management
Information Systems (PMIS) (cont.)
Configuration Management (CI)
Version control
Document distribution control
CI repositories
Document Management Systems
Content Management Systems

13-17
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Pearson, Larson, Gray, Project Management in Practice, 1e

Project Management
Information Systems (PMIS) (cont.)
Think about how
project information
and knowledge
flows within and
outside the project
environment.
13-18
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Pearson, Larson, Gray, Project Management in Practice, 1e

Project Communication
Integration
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Pearson, Larson, Gray, Project Management in Practice, 1e
Key Terms
committee charter
Communications Management Plan
Communications Matrix
Communications Register
Configuration Management (CI)
CPORT
Elevator Pitch (EP)
knowledge management
lines of communication
Project Management Information Systems (PMIS)
senderreceiver model
SMCR model (Berlos model)
The 4Cs of Truth about Communication