PMI Virtual Library

2010 M. K. Ramesh
Project Communication
Management: Key for Project
Success in Construction Arena
O
ne common theme in post-project
assessments is a project team
identifying communication
as one area they need to improve.
Project team members
particularly those working on
troubled projects often believe
that their project would have
progressed more smoothly
had the team used more
efective, efcient and
established communication
practices.
Te process of managing
a projects communications
should keep all participants both
team members and all key stakeholders
up-to-date on the projects progress. Te
process should also help project managers and project
leaders make major project decisions and reach
critical project milestones and project objectives. To achieve
a successful outcome, project managers need a vast amount
of information, such as expectations, goals, needs, resources,
project plans and schedules, status reports, and budgets
and purchase requests. Tey also need to communicate this
information, at regular intervals, to all team members and
other project stakeholders.
By M. K. Ramesh, BE, MBA, PMP
Because project communication management
functions as a tool for integrating all
processes involved in implementing
and managing a project, project
managers should use this tool to
build a bridge between all
stakeholders and create
a cohesive and culturally
sensitive project environment
that enables all participants to
work together in achieving
the projects goals. If they do
not, they risk allowing
communication channels to distort
project inputs and outputs, which
could most likely lead to confusion
and mistakes that require change orders to
correct.
Project communication often is more difcult due to
challenges unique to project management. Since projects are
often short-term initiatives, project communication is, in
general, a temporal practice. Tis means that project managers
require communications systems that they can establishand
then dismantlequickly. Tey also need fexibility when
developing a project communication plan because such
frameworks focus on task planning. To efectively manage
projects communications, one must understand these fve
Introduction to Project Communication
Management- Knowledge area

PMI Virtual Library | www.PMI.org | 2010 M. K. Ramesh
2
PMBOK

Guide processes (Project Management Institute,

2008, p. 243):
Identifcation of stakeholders- 1.
Planning communications 2.
Distributing information 3.
Managing stakeholder expectations 4.
Reporting performance 5.
Nature of Project Communications
Communication in a project management environment
occurs both internally and externally. It travels vertically
through the various hierarchical levels shaping an
organizations structure and horizontally across the individuals
involved in implementing the project.
Figure 1: Typical organization chart: Sub-station
construction project.
Using the above chart as a reference, the illustrations
below outline the vertical and horizontal communication
channels that structure the dynamics of project
communication:
Figure 2: Structure dynamics of project communication.
Communication is a reciprocal process: Te project
manager needs to ensure that trafc fows freely in both
directions, as shown in the communication models detailed
above. Te senders responsibility is to communicate
information clearly, precisely, and comprehensively. Te
receiver should provide feedback to confrm that the message
was clearly communicated and understood or lacking
in details and needing further clarifcation. Te receiver
is responsible for making sure that they understand and
acknowledge the information received.
Figure 3: Communication model: In any project
execution, the communication models should be
effective. (Basic communication model, reproduced from
the PMBOK

Guide, p. 255 [Figure-10. 8].)

Methods of Communication
Te communication methods used to share information
among project stakeholders are broadly classifed into three
categories:
Interactive communication: Sharing information
between two or more parties, such as meetings, phone
calls, and video conferences.
Push communication : Distributing information to
specifc recipients who require particular information via
letters, memos, reports, e-mails, faxes, and press releases
Pull communication: Publishing information for a
very large audience via Intranet sites and e-learning and
knowledge repositories.
People communicate in two wayswritten or verbal
and in two styles: formal or informal.
Formal written communications are used when
developing project plans and communicating with clients
and stakeholders in complex problem areas. Te forms of
written communications include memos, letters, scanned
mails, faxes.
Formal verbal communications include speeches
and presentations, such as those given during bidders
conference.
Informal written communications are usually delivered
via e-mail and hand-written notes.
Project teams use these formats in many ways, such as
when a site engineer needs to clarify a drawing with the
design team.
Informal verbal communications are used during
team meetings, internal conversations, `and general
project discussions. A key factor in using this approach
is the capability to listen to and observe the non-verbal
cues of those others involved in the conversation. Te
cues, which are especially important during face-to-face
meetings, include physical gestures and facial expressions.
2
















Figure 1: Typical organization chart: Sub-station construction project

Using the above chart as a reference, the illustrations below outline the vertical and horizontal
communication channels that structure the dynamics of project communication:







Vertical Communication Peer communication (Horizontal)

Figure 2: Structure dynamics of project communication









Figure 3: Communication model: In any project execution, the
communication models should be effective. (Basic communication model,
reproduced from the PMBOK Guide, p. 255 [Figure-10. 8].)
Site manager
MANAGEMENT
Project Team
ROJECT TEAM
MANAGEMENT
Site Manager
(Civil)
Site Manager
(Electrical)


Sender
Encode
Decode


Receiver
Decode
Encode
Medium
Feedback-Message
medium
Noise
Noise
Message
Project manager
ManagerTEAM
MANAGEMENT
Management
Site manager (Civil) Site manager
(Elect. and Mech.)

Commiss. Manager
Manager
Manager
AGENCY
Team members Team members
Team members
HSE manager
ManagerTEAM
MANAGEMENT
2
















Figure 1: Typical organization chart: Sub-station construction project

Using the above chart as a reference, the illustrations below outline the vertical and horizontal
communication channels that structure the dynamics of project communication:







Vertical Communication Peer communication (Horizontal)

Figure 2: Structure dynamics of project communication









Figure 3: Communication model: In any project execution, the
communication models should be effective. (Basic communication model,
reproduced from the PMBOK Guide, p. 255 [Figure-10. 8].)
Site manager
MANAGEMENT
Project Team
ROJECT TEAM
MANAGEMENT
Site Manager
(Civil)
Site Manager
(Electrical)


Sender
Encode
Decode


Receiver
Decode
Encode
Medium
Feedback-Message
medium
Noise
Noise
Message
Project manager
ManagerTEAM
MANAGEMENT
Management
Site manager (Civil) Site manager
(Elect. and Mech.)

Commiss. Manager
Manager
Manager
AGENCY
Team members Team members
Team members
HSE manager
ManagerTEAM
MANAGEMENT
2
















Figure 1: Typical organization chart: Sub-station construction project

Using the above chart as a reference, the illustrations below outline the vertical and horizontal
communication channels that structure the dynamics of project communication:







Vertical Communication Peer communication (Horizontal)

Figure 2: Structure dynamics of project communication









Figure 3: Communication model: In any project execution, the
communication models should be effective. (Basic communication model,
reproduced from the PMBOK Guide, p. 255 [Figure-10. 8].)
Site manager
MANAGEMENT
Project Team
ROJECT TEAM
MANAGEMENT
Site Manager
(Civil)
Site Manager
(Electrical)


Sender
Encode
Decode


Receiver
Decode
Encode
Medium
Feedback-Message
medium
Noise
Noise
Message
Project manager
ManagerTEAM
MANAGEMENT
Management
Site manager (Civil) Site manager
(Elect. and Mech.)

Commiss. Manager
Manager
Manager
AGENCY
Team members Team members
Team members
HSE manager
ManagerTEAM
MANAGEMENT
PMI Virtual Library | www.PMI.org | 2010 M. K. Ramesh
3
Tis type of communication can expose the root causes
behind critical problems enable more efective and
efcient performance when implementing corrective and
preventive actions.
Establishing Communications Channels in the
Construction Industry
Te best way to manage project communications is encourage
all stakeholders to communicate often with the project
manager. In the end, it is the project managers responsibility
to maintain an open communications loop, an efort which
involved identifying the individuals involved in the loop
and the information that is appropriate to share, defning
the timing, method, and format that each individual prefers
as well as reducing potential distractions and keeping all
stakeholders focused on the projects objective.
Tus, before fnalizing a projects channels and methods
of communication, the project manager should frst identify
the stakeholders. Te chart below identifes the stakeholders
who participated in the project examined in this paper.
Te chart in Figure 5 schematically shows the process of
communicating via established channels.
To efectively communicate with stakeholders and
subsequently control the fow of information, a project
manager should frst understand the complexity using
communication channels and developing a communication
methodology. To this, the project manager must decide what
information each stakeholder requires at each stage. Te
KEY STAKEHOLDER INTERNAL STAKEHOLDER EXTERNAL STAKEHOLDER
Client (positive impact)
(powerful/influencer)
Site manger (civil ) and team members
(positive)/ interest
Other client departments (power and
impact)
Consultant (positive impact)
(powerful)
Site manager (electrical) and team
members influence and interest
Erection agencies (electrical and
mechanical) negative and impact
Top management (positive/
interest group)
Site manager (commissioning) and
team members/interest
Government statutory authorities
(power/impact)
Health, safety and environment
(HSE)
Design co-coordinator (civil and
electrical) interest
Design consultant (civil) positive/
interest
Erection agencies (positive and
negative/impact)
Design co-coordinator (others)
impact/influence

Figure 4: Stakeholder identification and classification.
Figure 5: Established communication channel of a project.
5

The following chart schematically shows the process of communicating via established channels:
















Figure 5: Established communication channel of a project
To effectively communicate with stakeholders and subsequently control the flow of information, a
project manager should first understand the complexity using communication channels and
developing a communication methodology. To this, the project manager must decide what
information each stakeholder requires at each stage. The following questions can facilitate this
process:
Does the stakeholder prefer a formal report, an informal e-mail update, or a face-to-face
debriefing?
Does the stakeholder preferring discussing the project via a telephone conference,
followed by receiving an e- mail containing meeting notes?
Should the project manager distribute all project communications to all stakeholders or
limit information sharing to only a select group of individuals?
When and how do stakeholders prefer to receive project communications?

Communication Models Plan and model for Project execution by Site Manager
In this article, I am specifically focusing on the communication model that can help the site
manager lead an effort to construct a sub-station. As described above, the project manager is
responsible for finalizing a projects communication plan, outlining the methods of reporting, and
managing the process of gathering information and developing periodic reports. The reality of
managing project communications is that the site manager and the project manager should use the
process that best fits their approach than the channels outlined in the charts above. Below are
Project
manager
Stakeholder/client
(Interactive)
Consultant
(interactive)
Site mangers
(interactive)
Electrical/Mechanical
Stakeholder/Client
(interactive)
Top
management
(Interactive)
External agencies
(interactive)
HSE (interactive)
Erection agencies
Design co-coordinator
(interactive)
PMI Virtual Library | www.PMI.org | 2010 M. K. Ramesh
4
following questions can facilitate this process:
Does the stakeholder prefer a formal report, an informal
e-mail update, or a face-to-face debriefng?
Does the stakeholder preferring discussing the project via
a telephone conference, followed by receiving an e-mail
containing meeting notes?
Should the project manager distribute all project
communications to all stakeholders or limit information
sharing to only a select group of individuals?
When and how do stakeholders prefer to receive project
communications?
Communication ModelsPlan and model for
Project execution by Site Manager
In this article, I am specifcally focusing on the
communication model that can help the site manager lead
an efort to construct a sub-station. As described above,
the project manager is responsible for fnalizing a projects
communication plan, outlining the methods of reporting,
and managing the process of gathering information and
developing periodic reports. Te reality of managing
project communications is that the site manager and the
project manager should use the process that best fts their
approach than the channels outlined in the charts above.
Below are illustrated the various channels adopted by the
site manager during execution. If the site manager uses
numerous communications channels between stakeholders
and team members, particularly during the projects diferent
phases, then the project manager requires a well- defned
communication plan that details the specifc communication
methods. If not, the problems that could result from
misunderstood or improperly delivered communications
could jeopardize the projects goal.
Below I have outlined a methodology for planning and
managing the communication channels involved in conveying
project information to numerous stakeholders during a
construction projects implementation phase.
Interaction with Design Consultant: External
Stakeholder Interest Group
Based on the inputs received, the design coordinator is
required to communicate the requirements and inputs to the
design consultant and the architect so that they can develop
the design and design plans accordingly. For this process to
work, the project manager should frst outline the process
and dynamics of these interactions. To do this, the project
manager should develop a communication methodology that
involves guidelines for formal written and informal written
communication. Tis process should not be based on verbal
agreements, because verbal agreements are susceptible to
misinterpretations that can lead to misunderstandings and
erroneous conceptual designs. In most of the cases, these
problems are due to the casual approach often used when
verbally communicating project requirements. Te project
manager should outline any information communicated
verbally via a formal or informal written confrmation.

Interaction with Executing Agencies: Key Stakeholder
Impact Group
During project implementation, the project manager can
leverage communication as a tool for realizing the desired
levels of output. To maximum implementation time, the
executing agencies often focus on identifying the critical
knowledge gaps and resolve these by gaining clarifcation.
Te project manager must clearly outline the communication
methods that each stakeholder uses so as to avoid future
confusion when distributing project communications.
Te executing agency records and documents the design
documents they receive from the designers. For time-sensitive
projects, where equipment installations are important, the
project manager should facilitate the early activities until the
fnal approvals is obtained and the drawings are released to the
site manager, who then uses fast-track methods to implement
the project.
Te design co-coordinator should mitigate the risks to
prevent any negative impact. Te project manager should
establish this agreement by meeting with the consultants,
main agency, and the executing agencies. Any communication
between these participants should focus on formal written and
informal written messages. Tis would establish a common
and clear understanding between all stakeholders. Doing so
maintains the integrity of the project requirements without
compromising quality, time, and cost constraints.
Figure 6: Communication model:
Interaction with design consultant.
6

illustrated the various channels adopted by the site manager during execution. If the site manager
uses numerous communications channels between stakeholders and team members, particularly
during the projects different phases, then the project manager requires a well- defined
communication plan that details the specific communication methods. If not, the problems that
could result from misunderstood or improperly delivered communications could jeopardize the
projects goal.
Below I have outlined a methodology for planning and managing the communication channels
involved in conveying project information to numerous stakeholders during a construction
projects implementation phase.
Interaction with Design Consultant: External Stakeholder Interest Group
Based on the inputs received, the design coordinator is required to communicate the requirements
and inputs to the design consultant and the architect so that they can develop the design and
design plans accordingly. For this process to work, the project manager should first outline the
process and dynamics of these interactions. To do this, the project manager should develop a
communication methodology that involves guidelines for formal written and informal written
communication. This process should not be based on verbal agreements, because verbal
agreements are susceptible to misinterpretations that can lead to misunderstandings and erroneous
conceptual designs. In most of the cases, these problems are due to the casual approach often used
when verbally communicating project requirements. The project manager should outline any
information communicated verbally via a formal or informal written confirmation.














Figure 6: Communication model: Interaction with design consultant



Design
coordinator
Design
consultant
Site manager
(civil)
Discussion/clarification on
design aspects (Push)

Project
manager
(civil)
PMI Virtual Library | www.PMI.org | 2010 M. K. Ramesh
5
With this, each stakeholder is expected to meet this
priority. Only by establishing open, clear, and honest
communications between the project stakeholders, project
managers provide the support their teams need to achieve the
project goals within the outlined targets.
Figure 7: Communication model: Interaction with
executing agencies .
Interaction with Electrical Erection Agencies: External
StakeholderNegative and Impact Group
Te communication channel between the electrical and
mechanical execution agencies is vital. Te main responsibility
of the civil team is to ensure the timely completion of
the building. To accomplish this, the site manager should
understand what the communication guidance the erection
agencies need and then act accordingly. By establishing a
communication channel between the erection coordinator
and the civil site manager, the project manager can minimize
any confusion in understanding the project requirements. To
make this possible, only the civil site manager should convey
information from the electrical and mechanical agencies to
the civil erection agency. Any direct communications and
cross communications between these agencies could lead to
misunderstandings and result in later blaming if the project
fails to meet its objectives and targets.
Figure 8: Communication model: Interaction with
electrical erection agencies .
Interaction with Consultants: External Power and
Influencer
Te interaction with the consultant is very important,
particularly during implementation phase, and primarily
because the consultant functions as the clients representative.
Terefore, the site manager should establish a communication
channel that functions as a two-way communications funnel
that enables the site manager and the consultant to share
important information.
Te method used should include formal written and
informal written. Formal verbal communication is best used
for on-the-spot discussions about site implementation. Tese
discussions should focus on clarifying technical matters at the
site; the site manager should later document the decisions
from these discussions in a written communication. Te
erection agencies should also share any communications
between the execution agencies and consultant with site
manager; this can avoid confusion and misinterpretation
about the information communicated by consultant at the
site. Te golden rule in communicating with the client/
consultant is that there should be no surprises.
Figure 9: Communication model: Interaction with
consultants.
Interaction with Project Manager and Own Team
MembersKey and Internal Stakeholders
Personal interactions can help build relationships; these
relationships can facilitate the fow of information. As the
project progresses, the project manager should monitor
the status of each activity, especially those on the critical
path. It is essential that the project manager know as early
as possible about any problems: Only with such information
can the project manager take corrective action necessary
to resolve the problem before the situation further
deteriorates.
When team members interact, communication should
fow in all directions, from top-to-bottom and from bottom-
to-top, with horizontal fow between other functional teams.
To maintain this communication fow, the team member
should establish their own rules of communicating.

7

Interaction with Executing Agencies: Key Stakeholder Impact Group
During project implementation, the project manager can leverage communication as a tool for
realizing the desired levels of output. To maximum implementation time, the executing agencies
often focus on identifying the critical knowledge gaps and resolve these by gaining clarification.
The project manager must clearly outline the communication methods that each stakeholder uses
so as to avoid future confusion when distributing project communications.
The executing agency records and documents the design documents they receive from the
designers. For time-sensitive projects, where equipment installations are important, the project
manager should facilitate the early activities until the final approvals is obtained and the drawings
are released to the site manager, who then uses fast-track methods to implement the project.
The design co-coordinator should mitigate the risks to prevent any negative impact. The project
manager should establish this agreement by meeting with the consultants, main agency, and the
executing agencies. Any communication between these participants should focus on formal
written and informal written messages. This would establish a common and clear understanding
between all stakeholders. Doing so maintains the integrity of the project requirements without
compromising quality, time, and cost constraints.
With this, each stakeholder is expected to meet this priority. Only by establishing open, clear, and
honest communications between the project stakeholders, project managers provide the support
their teams need to achieve the project goals within the outlined targets.













Figure 7: Communication model: Interaction with executing agencies

Erection
agencies
(civil)
Consultant Project
manager
Site manager
(civil)
Discussion/clarification on site
aspects
Status/site issues required his
intervention
HSE
8

Interaction with Electrical Erection Agencies: External StakeholderNegative and Impact
Group

The communication channel between the electrical and mechanical execution agencies is vital.
The main responsibility of the civil team is to ensure the timely completion of the building. To
accomplish this, the site manager should understand what the communication guidance the
erection agencies need and then act accordingly. By establishing a communication channel
between the erection coordinator and the civil site manager, the project manager can minimize
any confusion in understanding the project requirements. To make this possible, only the civil site
manager should convey information from the electrical and mechanical agencies to the civil
erection agency. Any direct communications and cross communications between these agencies
could lead to misunderstandings and result in later blaming if the project fails to meet its
objectives and targets.
















Figure 8: Communication model: Interaction with electrical erection agencies

Interaction with Consultants: External Power and Influencer

The interaction with the consultant is very important, particularly during implementation phase,
and primarily because the consultant functions as the clients representative. Therefore, the site
manager should establish a communication channel that functions as a two-way communications
funnel that enables the site manager and the consultant to share important information.

The method used should include formal written and informal written. Formal verbal
communication is best used for on-the-spot discussions about site implementation. These
discussions should focus on clarifying technical matters at the site; the site manager should later
document the decisions from these discussions in a written communication. The erection agencies
Civil
erection
agencies
Electrical
erection
agency
Project
manager
Site manager
(civil)
Only discussion/clarification
on site aspects- no
interaction frequently
Status/site issues required
his intervention
HSE
9

should also share any communications between the execution agencies and consultant with site
manager; this can avoid confusion and misinterpretation about the information communicated by
consultant at the site. The golden rule in communicating with the client/consultant is that there
should be no surprises.













Figure 9: Communication model: Interaction with consultants

Interaction with Project Manager and Own Team MembersKey and Internal
Stakeholders
Personal interactions can help build relationships; these relationships can facilitate the flow of
information. As the project progresses, the project manager should monitor the status of each
activity, especially those on the critical path. It is essential that the project manager know as early
as possible about any problems: Only with such information can the project manager take
corrective action necessary to resolve the problem before the situation further deteriorates.
When team members interact, communication should flow in all directions, from top-to-bottom
and from bottom-to-top, with horizontal flow between other functional teams. To maintain this
communication flow, the team member should establish their own rules of communicating.




Civil erection
Agency
Project
manager
Discussion/clarification on
site aspects (interactive)
Site
manager
Consultant
/client
HSE
PMI Virtual Library | www.PMI.org | 2010 M. K. Ramesh
6
Figure 10: Communication model: Interaction with
project manager and project team.
To realize an efective project implementation, the
project manager should prevent cross communication shall
be entertained and monitor communication to ensure the
teams strict compliance to this policy. Sometimes the top
management will seek information directly from individual
team members; to do this, the management will most
likely bypass the site manager. If this is not avoided, such
interruptions could afect overall team spirit. And if the
information sought by the management is furnished by
a team member, then it is the responsibility of the team
member to inform the site manager about the information
shared with management. Tis type of transparency will
enable the project manager to better coordinate and more
efectively manage the teams communications.
Interaction with Work Force at Field Level
In general, the fow of information between workforces occurs
between the supervisor/foreman and the workforce; there
are sometimes when the site engineer of execution agency
will need to communicate directly with the workforce. What
often happens during the implementation phase is that the
players involved interact directly with the workforce, one
way or other. If the workforce requires clarifcation about
an inspection, the site manager should verify and clarify
this matter immediately at site. To accomplish this, the site
manager must establish a feedback system that updates the
information sought/given about the concerned site. Tis will
prevent future confusion.
Conclusion
Based on the discussion above, we can conclude that the
following communication factors can enable successful project
implementation:
Even though, in general practice, the site manager is 1.
communicating with stakeholders in the construction
sector, the method usedas explained above and which
may be common practice for certain organizationsis
not necessarily, according to PMIs principles, the best
practice. Te best practice is one that enables the fow of
communication between the project team and the project
manager, who is the individual authorized to initiate,
plan, implement, monitor, and close out a project, as
outlined in the project charter. It is the project managers
responsibility to ensure that the full communication
loop is achieved: Te project manager defnes the owners
channels for communicating, with details on sharing
appropriate information as well as the timing, method,
and format most important, the project manager reduces
the distractions which could prevent team members from
losing focus of the stakeholders objective.
Te project manager should fnalize and implement 2.
the communication methods and communication fow
channels. It is not essential for all of the information to pass
through to the project manager. But to maintain control
of the project, the project manager should understand the
various information fows via the feedback systems.
It is a good idea, at the projects outset, to gain 3.
stakeholder buy-in for both the format and the frequency
of communicating across the various project levels.
Precise details will depend on the nature of the project,
but a starting point might be to schedule a weekly phone
call, supplemented by a monthly written report and a
quarterly presentation delivered in-person.
No cross communication channel should be established 4.
without providing for appropriate feedback to all
concerned.
References
Project Management Institute. (2008). A guide to the
project management body of knowledge
(PMBOK

Guide) (4th ed.). Newtown Square, PA:

Project Management Institute.
10















Figure 10: Communication model: Interaction with project manager and project team

To realize an effective project implementation, the project manager should prevent cross
communication shall be entertained and monitor communication to ensure the teams strict
compliance to this policy. Sometimes the top management will seek information directly from
individual team members; to do this, the management will most likely bypass the site manager. If
this is not avoided, such interruptions could affect overall team spirit. And if the information
sought by the management is furnished by a team member, then it is the responsibility of the team
member to inform the site manager about the information shared with management. This type of
transparency will enable the project manager to better coordinate and more effectively manage the
teams communications.

Interaction with Work Force at Field Level
In general, the flow of information between workforces occurs between the supervisor/foreman
and the workforce; there are sometimes when the site engineer of execution agency will need to
communicate directly with the workforce. What often happens during the implementation phase
is that the players involved interact directly with the workforce, one way or other. If the
workforce requires clarification about an inspection, the site manager should verify and clarify
this matter immediately at site. To accomplish this, the site manager must establish a feedback
system that updates the information sought/given about the concerned site. This will prevent
future confusion.
SlLe manager
1eam members
ManagemenL
ro[ecL
manager
SlLe lnformaLlon someLlmes
soughL dlrecLly. 1o be apprlsed Lo
Lhe Leam leader
1he lnformaLlon /sLaLus reporL someLlmes flow dlrecLly from slLe manager on case Lo case
basls. CLherwlse lnformaLlon flow from Lop Lo boLLom only ln Lhls case
PSL
11


















Figure 11: Communication model: Interaction with workforce at field level

Conclusion

Based on the discussion above, we can conclude that the following communication factors can
enable successful project implementation:

1. Even though, in general practice, the site manager is communicating with stakeholders in
the construction sector, the method usedas explained above and which may be common
practice for certain organizationsis not necessarily, according to PMIs principles, the
best practice. The best practice is one that enables the flow of communication between the
project team and the project manager, who is the individual authorized to initiate, plan,
implement, monitor, and close out a project, as outlined in the project charter. It is the
project managers responsibility to ensure that the full communication loop is achieved:
The project manager defines the owners channels for communicating, with details on
sharing appropriate information as well as the timing, method, and format most
important, the project manager reduces the distractions which could prevent team
members from losing focus of the stakeholders objective.
2. The project manager should finalize and implement the communication methods and
communication flow channels. It is not essential for all of the information to pass through
to the project manager. But to maintain control of the project, the project manager should
understand the various information flows via the feedback systems.
3. It is a good idea, at the projects outset, to gain stakeholder buy-in for both the format and
the frequency of communicating across the various project levels. Precise details will
depend on the nature of the project, but a starting point might be to schedule a weekly
SlLe manager/
oLher members
Supervlsor
SlLe englneer/
execuLlon agency
(clvll)
loreman/
work force
1he flow of lnformaLlon from oLher members
shall be case Lo case basls as per slLuaLlon and
noL a regular channel of communlcaLlon (ush)
ro[ecL manager/
sub-agency/
execuLlon agency (Clvll
Figure 11: Communication model: Interaction with
workforce at field level.
PMI Virtual Library | www.PMI.org | 2010 M. K. Ramesh
7
About the Author
Manavasi Krishnamurthy Ramesh, BE (civil engineering),
MBA, PMP has more than 26 years of experience in
managing the construction of substations and transmission
lines for organizations operating within Indias energy
sector. During his career, Mr. Ramesh has managed
projects of various capacities across all the phases of project
implementation, from initiation to closing.