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The Communications Planning process determines the information and communications needs of the stakeholders; for example, who needs what information, when they will need it, how it will be given to them, and by whom. While all projects share the need to communicate project information, the informational 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.
On most projects, the majority of Communications Planning is done as part of the earliest project phases. However, the results of this planning process are reviewed regularly throughout the project and revised as needed to ensure continued applicability.
Communications Planning is often tightly linked with enterprise environmental factors (Section 4.1.1.3) and organizational influences (Section 2.3), since the project's organizational structure will have a major effect on the project's communications requirements.
.1 Enterprise Environmental Factors
All the factors described in Section 4.1.1.3 are used as inputs for this process.
.2 Organizational Process Assets
While all of the assets described in Section 4.1.1.4 are used as inputs for this process, lessons learned and historical information are of particular importance. Lessons learned and historical information can provide both decisions and results based on previous similar projects concerning communications issues.
.3 Project Scope Statement
The project scope statement (Section 5.2.3.1) provides a documented basis for future project decisions and for confirming a common knowledge of project scope among the stakeholders. Stakeholder analysis is completed as part of the Scope Definition process.
.4 Project Management Plan
The project management plan (Section 4.3) provides background information about the project, including dates and constraints that may be relevant to Communications Planning.
Constraints. Constraints are factors that can limit the project management team's options. Examples of constraints include team members situated in different geographic locations, incompatible communication software versions, or limited communications technical capabilities.
Assumptions. Specific assumptions that affect Communications Planning will depend upon the particular project.
.1 Communications Requirements Analysis
The analysis of the communications requirements results in the sum of the information needs of the project stakeholders. These requirements are defined by combining the type and format of information needed with an analysis of the value of that information. Project resources are expended only on communicating information that contributes to success, or where a lack of communication can lead to failure. This does not mean that 'bad news' should not be shared; rather, the intent is to prevent overwhelming stakeholders with minutiae.
The project manager should consider the number of potential communication channels or paths as an indicator of the complexity of a project's communications.
The total number of communication channels is n(n-1)/2, where n = number of stakeholders. Thus, a project with 10 stakeholders has 45 potential communication channels. A key component of planning the project's communications, therefore, is to determine and limit who will communicate with whom and who will receive what information. Information typically required to determine project communications requirements includes:
Organization charts
Project organization and stakeholder responsibility relationships
Disciplines, departments, and specialties involved in the project
Logistics of how many persons will be involved with the project and at which locations
Internal information needs (e.g., communicating across organizations)
External information needs (e.g., communicating with the media or contractors)
.2 Communications Technology
The methodologies used to transfer information among project stakeholders can vary significantly. For example, a project management team may include brief conversations all the way through to extended meetings, or simple written documents to material (e.g., schedules and databases) that is accessible online as methods of communication.
Communications technology factors that can affect the project include:
The urgency of the need for information. Is project success dependent upon having frequently updated information available on a moment's notice, or would regularly issued written reports suffice?
The availability of technology. Are the systems already in place appropriate, or do project needs warrant change?
The expected project staffing. Are the proposed communications systems compatible with the experience and expertise of the project participants, or is extensive training and learning required?
The length of the project. Is the available technology likely to change before the project is over?
The project environment. Does the team meet and operate on a face-to-face basis or in a virtual environment?
.1 Communications Management Plan
The communications management plan is contained in, or is a subsidiary plan of, the project management plan (Section 4.3). The communications management plan provides:
Stakeholder communication requirements
Information to be communicated, including format, content, and level of detail
Person responsible for communicating the information
Person or groups who will receive the information
Methods or technologies used to convey the information, such as memoranda, e-mail, and/or press releases
Frequency of the communication, such as weekly
Escalation process-identifying time frames and the management chain (names) for escalation of issues that cannot be resolved at a lower staff level
Method for updating and refining the communications management plan as the project progresses and develops
The communications management plan can also include guidelines for project status meetings, project team meetings, e-meetings, and e-mail. The communications management plan can be formal or informal, highly detailed or broadly framed, and based on the needs of the project. The communications management plan is contained in, or is a subsidiary plan of, the overall project management plan (Section 4.3). Sample attributes of a communications management plan can include:
Communications item. The information that will be distributed to stakeholders.
Purpose. The reason for the distribution of that information.
Frequency. How often that information will be distributed.
Start/end dates. The time frame for the distribution of the information.
Format/medium. The layout of the information and the method of transmission.
Responsibility. The team member charged with the distribution of information.
Communication Planning often entails creation of additional deliverables that, in turn, require additional time and effort. Thus, the project's work breakdown structure, project schedule, and project budget are updated accordingly.
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