BSBPMG516
Manage project information
and communication
Learner GuideP a g e | 1
BSBPMG516
Manage project information and communicationP a g e | 2
Table of Contents
Table of Contents.............................................................................................................................. 2
Unit of Competency ............................................................................................................................. 4
Performance Criteria............................................................................................................................ 5
Foundation Skills .................................................................................................................................. 6
Assessment Requirements................................................................................................................... 7
Housekeeping Items ................................................................................................................................ 8
Objectives ................................................................................................................................................ 8
1. Plan information and communication processes ............................................................................ 9
1.1 – Identify, analyse and document information requirements, with input from stakeholders, as the
basis for communication planning......................................................................................................... 10
Project management.......................................................................................................................... 10
The stages of a project....................................................................................................................... 10
Initial project documentation and information................................................................................. 11
Stakeholders ...................................................................................................................................... 12
Analyse and document information .................................................................................................. 13
Security and auditing of information................................................................................................. 14
Legal policies, guidelines and requirements...................................................................................... 16
Activity 1A .......................................................................................................................................... 20
1.2 – Develop, within delegated authority, an agreed communication management plan to support
achievement of project objectives ........................................................................................................ 21
Delegated authority ........................................................................................................................... 21
Communication management methods and tools ............................................................................ 21
Communication management plan ................................................................................................... 24
Activity 1B .......................................................................................................................................... 28
1.3 – Establish and maintain a designated project-management information system to ensure quality,
validity, timeliness and integrity of information and communication .................................................. 29
Project Management Information Systems (PMIS) ........................................................................... 29
Quality, validity, timeliness and integrity of information and communication................................. 30
Activity 1C .......................................................................................................................................... 31
2. Implement project information and communication processes..................................................... 32
2.1 – Manage generation, gathering, storage, retrieval, analysis and dissemination of information by
project staff and stakeholders ............................................................................................................... 33
Activity 2A .......................................................................................................................................... 35P a g e | 3
2.2 – Implement, modify, monitor and control designated information-validation processes to
optimise quality and accuracy of data................................................................................................... 36
Validation of data............................................................................................................................... 36
Verification......................................................................................................................................... 36
Activity 2B .......................................................................................................................................... 37
2.3 – Implement and maintain appropriate communication networks................................................. 38
Communications networks ................................................................................................................ 38
Communication.................................................................................................................................. 39
Activity 2C .......................................................................................................................................... 41
2.4 – Identify and resolve communication and information-management system issues.................... 42
Communication issues ....................................................................................................................... 42
Information management system issues........................................................................................... 42
Activity 2D .......................................................................................................................................... 44
3. Assess information and communication outcomes....................................................................... 45
3.1 – Finalise and archive records according to agreed project information ownership and control
requirements ......................................................................................................................................... 46
Finalise records .................................................................................................................................. 46
Archive records .................................................................................................................................. 47
Activity 3A .......................................................................................................................................... 48
3.2 – Review project outcomes to determine effectiveness of management information and
communication processes and procedures ........................................................................................... 49
Evaluate and review........................................................................................................................... 49
Activity 3B .......................................................................................................................................... 51
3.3 – Identify and document lessons learned and recommended improvements for application in
future projects ....................................................................................................................................... 56
Lessons learned.................................................................................................................................. 56
Activity 3C .......................................................................................................................................... 57
Skills and Knowledge Activity............................................................................................................. 60
Major Activity – An opportunity to revise the unit................................................................................ 61
References ............................................................................................................................................. 63P a g e | 4
Unit of Competency
Application
This unit describes the skills and knowledge required to link people, ideas and information at all stages
in the project life cycle. Project communication management ensures timely and appropriate
generation, collection, dissemination, storage and disposal of project information through formal
structures and processes.
It applies to individuals responsible for managing and leading a project in an organisation, business, or
as a consultant.
No licensing, legislative, regulatory or certification requirements apply to this unit at the time of
publication.
Unit Sector
Management and Leadership – Project ManagementP a g e | 5
Performance Criteria
Element
Elements describe the
essential outcomes.
Performance Criteria
Performance criteria describe the performance needed to
demonstrate achievement of the element.
1. Plan information and
communication
processes
1.1 Identify, analyse and document information requirements,
with input from stakeholders, as the basis for
communication planning
1.2 Develop, within delegated authority, an agreed
communication management plan to support achievement
of project objectives
1.3 Establish and maintain a designated project-management
information system to ensure quality, validity, timeliness
and integrity of information and communication
2. Implement project
information and
communication
processes
2.1 Manage generation, gathering, storage, retrieval, analysis
and dissemination of information by project staff and
stakeholders
2.2 Implement, modify, monitor and control designated
information-validation processes to optimise quality and
accuracy of data
2.3 Implement and maintain appropriate communication
networks
2.4 Identify and resolve communication and informationmanagement system issues
3. Assess information and
communication
outcomes
3.1 Finalise and archive records according to agreed project
information ownership and control requirements
3.2 Review project outcomes to determine effectiveness of
management information and communication processes and
procedures
3.3 Identify and document lessons learned and recommended
improvements for application in future projectsP a g e | 6
Foundation Skills
This section describes language, literacy, numeracy and employment skills incorporated in the
performance criteria that are required for competent performance.
Skill Performance Criteria Description
Reading 1.1-1.3, 3.1, 3.2 Interprets and analyses complex texts from a range of
sources
Writing 1.1-1.3, 2.1, 2.2, 3.1,
3.3
Develops project documents using vocabulary, structure
and conventions appropriate to text
Oral
Communication
1.1, 1.2 Participates in verbal exchanges using clear language and
appropriate non-verbal features
Uses active listening and questioning to confirm
understanding and agreement
Navigate the
world of work
1.2 Understands responsibilities and boundaries of own role
Interact with
others
1.1, 1.2 Actively identifies requirements of important
communication exchanges, selecting appropriate channels,
format and content to suit purpose and audience
Get the work
done
1.1-1.3, 2.1, 2.2, 2.3,
2.4, 3.2
Sequences and schedules complex activities, monitors
implementation and manages relevant communication
Uses problem-solving techniques to analyse and resolve
issues
Evaluates outcomes of decisions to identify opportunities
for improvement
Uses digital tools to access, organise and analyse complex
dataP a g e | 7
Assessment Requirements
Performance Evidence
Evidence of the ability to:
Develop a communication management plan and an information system for a specific project
Implement a project information system with a systematic approach to storage, searching, retrieval
and archiving of relevant information
Implement and maintain communication processes
Review project outcomes and document suggestions for improvements to managing project
information and communication for future projects.
Note: If a specific volume or frequency is not stated, then evidence must be provided at least once.
Knowledge Evidence
To complete the unit requirements safely and effectively, the individual must:
Explain alternative communication methods and media and their application on various projects
Identify effective project-management information systems and their various applications
Explain methods used to evaluate information systems and communication processes.
Assessment Conditions
Assessment must be conducted in a safe environment where evidence gathered demonstrates
consistent performance of typical activities experienced in the management and leadership – project
management field of work and include access to:
Project communication and information management documentation
Examples of how communication was managed on projects
Case studies and, where possible, real situations.
Assessors must satisfy NVR/AQTF assessor requirements.
Links
Companion volumes available from the IBSA website: http://www.ibsa.org.au/companion_volumes -
http://www.ibsa.org.au/companion_volumesP a g e | 8
Housekeeping Items
Your trainer will inform you of the following:
Where the toilets and fire exits are located, what the emergency procedures are and
where the breakout and refreshment areas are.
Any rules, for example asking that all mobile phones are set to silent and of any
security issues they need to be aware of.
What times the breaks will be held and what the smoking policy is.
That this is an interactive course and you should ask questions.
That to get the most out of this workshop, we must all work together, listen to each
other, explore new ideas, and make mistakes. After all, that’s how we learn.
Ground rules for participation:
o Smile
o Support and encourage other participants
o When someone is contributing everyone else is quiet
o Be patient with others who may not be grasping the ideas
o Be on time
o Focus discussion on the topic
o Speak to the trainer if you have any concerns
Objectives
Discover how to plan information and communication processes
Know how to implement project information and communication processes
Learn how to implement project information and communication processes
Gain skills and knowledge required for this unitP a g e | 9
1. Plan information and communication processes
1.1. Identify, analyse and document information requirements, with input from stakeholders, as the
basis for communication planning
1.2. Develop, within delegated authority, an agreed communication management plan to support
achievement of project objectives
1.3. Establish and maintain a designated project-management information system to ensure
quality, validity, timeliness and integrity of information and communicationP a g e | 10
1.1 – Identify, analyse and document information requirements, with input
from stakeholders, as the basis for communication planning
Project management
Project management was first introduced in the 1950s when large organisations with a number of
different departments and business activities realised that they needed structured and formal
management plans to co-ordinate their various projects. Projects vary in size and duration but all go
through the same processes from the conception to the completion.
The stages of a project
Initiation
Defining the aims and objectives and the nature and scope of the project. Usually a team of people will
be employed to define the project and set out in the project charter the following details:
Business plan
Scope
Objectives
Deliverables
Resources needed
Timeline
Estimated cost/budget
Potential risks
Dependencies.
Planning and design
Considerable time is spent planning the details of the project and considering all eventualities so as to
effectively manage risk throughout the life of the project. The planning stage involves:
Developing the scope of the project
Developing the work schedule
Costing the project
Identifying and recruiting the team
Identifying deliverables
Planning for risks and contingencies
Communication planning.P a g e | 11
Execution
The activities necessary to realise the end goal of the project. Communication management plays a
huge role during this process to ensure that all parties involved know what, how, when and why they
should be doing particular tasks.
Monitoring and controlling
The progress of the project is tracked throughout so as to quickly identify and rectify any problems and
is monitored against the management plan for efficiency.
Closing
It is important to officially close a project once it is completed and this is done by finishing all activities,
signing off the project team and signing the contract off with the customer.
Throughout the life of a project, information is needed all the time in various forms and for various
different stakeholders. In large projects there will often be a communications team with specific
communication responsibilities. In smaller projects there may be only one communications officer
responsible for all information sharing and dissemination. Regardless of the size of project,
communicating accurate information in an appropriate and timely manner is essential to the integrity of
the work being undertaken.
Initial project documentation and information
Before you can even think about making a general plan for a project, essential information is required to
determine the nature of the project. This has to be established before a communications plan can be
thought about as it will form the basis of communications planning.
Business plan
What is overall aim of the project? A project management team is not usually the author of this
document as businesses often bring in project managers to bring to life their goals in a more cohesive
and expert manner than they could manage to achieve themselves. The business plan may be the first
piece of information the project management team will look at.
Scope
A scope statement is a written document that sets out the limits of the project to which all that are
involved agree, prior to the project beginning.
The scope would include:
Justification – why the project is necessary and valid
Deliverables/objectives – what the project will produce
Acceptance criteria – conditions to which the project
and all those involved must adhere for the completion
of the project
Project exclusions – what the project will not do or
produce
Constraints – any envisaged issues that may hinder the
project
Assumptions – how anomalies within the life of the project will be addressed.P a g e | 12
Resources needed and costs
All the resources required for the project including materials, the work force, and specialist support
such as permits and licences. The cost of all the resources needs to be as accurate as possible at this
stage as this will form the vast majority of the budget.
Timeline
This will be the most difficult piece of information to get
right and time should be afforded for problems and
delays. The time frame will also quite probably change
as the project gets going.
Estimated cost/budget
Costs include materials, labour and anything else the
project requires. At this stage it is important to identify
hidden costs if possible. If estimates are wildly
inaccurate the life and completion of the project may be
jeopardised.
Potential risks
Risks vary from project to project and could be minor
and major depending on the nature of the project. If
any legislation applies to the project this should be
assessed in detail.
Dependencies
These are the relationships between tasks within the project in that if one task is not complete, another
cannot begin, for example a roof cannot be erected on a house before the walls have been built. It is
essential that all dependencies are considered at the initial stages in planning as they can cause serious
delays and expense if they are not planned correctly.
Stakeholders
Before being able to start planning your communications management plan you also need to know to
whom you will be providing communication and information throughout the life cycle of the project.
These people are the stakeholders of the project and will form the communication networks within your
management plan.
Stakeholders are people or groups of people that have a genuine interest or concern in an organisation.P a g e | 13
Stakeholders can include:
Clients
Employees
Directors
Shareholders
Investors
Creditors
Suppliers
Contractors
The community served by the organisation.
Frequent and appropriate communication with all involved is essential to the smooth running of the
project. It is particularly important to keep clients and other stakeholders up to date with all types of
information as it is their interest, and most crucially their funding, that will keep the project going.
Without a continuous flow of agreed and necessary information, they may get disheartened with the
project management team and pull their investment. It is important to get input from stakeholders in
the initial planning stages of a project; the information they provide will help you to establish the
communications management plan.
The information received from each stakeholder and/or client will be different depending on their
interest and level of authorisation and will include many different methods of communication. Clients
and investors may provide initial information that determines how frequent they require information
and their preferred method of communication. Employees may suggest procedures and processes that
could be used during the life of the project that had not been thought of by management. Suppliers may
provide information about the availability of their materials that has an effect on the project. All of this
information needs to be analysed to form the basis of the communications plan.
Analyse and document information
All of this initial information needs to be gathered, collated and evaluated by the communications team
to form the basis of the communications plan.
Processing this information involves the following processes:
Gather – information should be gathered from a number of sources and in a number of
formats. It may not always necessarily remain in the same format in which it was
gathered and will often be collated with other information to provide a bigger picture
for decision-making regarding the communications plan
Filter – when initial information is gathered to form the basis of the communications
plan it is not always all relevant and some may need to be discarded for clarityP a g e | 14
Validate – the information gathered may require research into its validity, for example
the integrity of the source may be compromised. It is important to validate information
to ensure accuracy for making plans
Disseminate – information may need to be sent out to other decision makers, such as
the project manager or clients, in a timely manner and in the appropriate format
before decisions can be made about setting out the communications plan
Document and store – where and how information is documented and stored will
depend upon the nature of the information and who requires access to it and when. It
may be filed on specific computer systems unique to the project and may require
authorisation passwords or user permissions to retrieve it. It may be paper based and
stored in a filing cabinet. It is important that secures systems are in place for the
storing of all information and that contingency plans and back-up systems are in place
should there be any security breaches or issues
Retrieve – If information is stored efficiently according to organisational procedure it
will be easy to retrieve. Clear procedures should be made known and available to all
that store and access information so that those that require access to information are
able to access it quickly and simply.
Security and auditing of information
Information can be sensitive and those that manage it are governed by numerous requirements relating
to security and confidentiality, and auditing purposes.
Security and audit requirements may include:
Despatching and collecting procedures
Legal and project policies, guidelines and
requirements
Procedures for deciding which records should
be captured and filed
Procedures for updating records
Security procedures.
Despatching and collecting procedures
The project will benefit from having one designated person to handle all incoming and outgoing mail to
ensure it all ends up at the right destination. In large projects separate staff members should be
employed to receive, collate, distribute and collect all project related mail.
The project should have a procedure in place that determines those responsible for overseeing the
despatching and collecting of internal and external mail and the steps that must be followed to ensure
the security of it.P a g e | 15
There should be an electronic mail-management system that tracks all incoming and outgoing mail to
avoid losing or misplacing any. This is especially important if the project involves sensitive legal
documents and packages.
Project policies, guideline and requirements
The project should have an information security policy that details how information, both electronic and
hard copy, is managed and secured to protect from breaches in confidentiality, and contingency plans
should any of the information systems fail or be breached.
An information security policy may include:
Backup systems
Those persons responsible for each information system must ensure appropriate
backup and recovery systems and procedures are in place and must meet the needs of
the project
Compliance
Terms and conditions of employment and the project’s Code of Conduct will clarify
responsibilities and limits of employees’ access to and use of information systems.
Where appropriate, training should be given on legal compliance
Outsourcing and third party access
All third parties that have access to the project’s information systems must agree to
and follow the project’s information security policy
Physical access to information
Areas where confidential and restricted information is held should have the
appropriate level of physical access controls and only appropriate and relevant
members of staff will have access
IT operations
Procedures should be in place for reporting
security incidents and possible weaknesses in
security systems, as well as reporting
malfunctions in information systems
Disposal of information systems
Procedures should be in place for the safe disposal of equipment and/or systems
containing confidential information
Access
Access to information systems for employees should be set accordingly and should be
password protected and monitored by management. Each employee should be
accountable for their own usage and must not share their password with others
Confidential or restricted material
Confidential and restricted information should be stored centrally and accessed
according to the authorisation levels of each piece of information. Employees should be
clear on what constitutes, and the consequences of, breaching confidentiality.
Confidential and restricted material should be destroyed by shredding or other similar
means when no longer required.P a g e | 16
Legal policies, guidelines and requirements
Privacy Act 1988
The Privacy Act 1988 regulates the handling of an individual’s personal information. Personal
information is defined by the Act as “information or an opinion, whether true or not, and whether
recorded in a material form or not, about an identified individual, or an individual who is reasonably
identifiable” and includes:
Name
Address
Telephone number
Signature
Date of birth
Medical records
Bank account details
Commentary and opinion.
The Privacy Act includes 13 Australian Privacy Principles (APPs) that set out guidelines for appropriate
handling, holding, accessing and correcting of personal information, including sensitive information (see
below), for example how personal information can be used and disclosed and the right for individuals to
access and correct their own personal information.
The APPs apply to Australian and Norfolk Island government agencies and private sector organisations
whose annual turnover is more than three million dollars. There are exceptions to this. To find out if the
APPs apply to your organisation and for more information go to:
http://www.oaic.gov.au/privacy/privacy-topics/business-and-small-business/small-business
Sensitive information includes:
An individual’s racial or ethnic origin
Health information
Political opinions
Membership of a political association, professional or trade association or trade union
Religious beliefs or affiliations
Philosophical beliefs
Sexual orientation or practices
Criminal record
Genetic information
Biometric information that is to be used for certain purposes
Biometric templates.P a g e | 17
Procedures for deciding which records should be captured and filed
Keeping accurate records is vital to maintaining good business and for effective administration. Records
are a historical account of your project and can be used to make informed decisions on future plans and
also provide evidence of accountability. They provide a trail of communication, decisions and actions for
auditing purposes.
To decide what records need to be captured and filed, the project needs to consider its core business,
administrative, legal and social context. It also needs to consider risks to the business if important
information is lost or compromised.
Capturing
Any record you capture is documenting the project.
Records take a variety of forms including:
Emails
Written reports
Maps
Plans
Audio/visual recordings.
A record should be documented in a way that best supports the needs of the project.
Records must be captured to the project’s records management system to ensure they are:
Accurate
Genuine
Unaltered
Secure
Available
Related to other relevant records.P a g e | 18
Describing
In order to manage your records over time and for ease of locating the right document, records need to
be described, and the way this description is called metadata.
Examples of metadata include:
Title
Author
Registration/account number or any other unique feature
Date created
Subject matter
Format
History of use.
Where possible, this process should be automated.
Procedures for updating records
Records can be updated manually or automatically. Updating records manually is time consuming and
has the inherent risk of human error.
In a Database Management System (DBMS) a stored procedure is a set of Structured Query Language
(SQL) statements with a specific name that automatically updates records with one command. It can be
used by a number of programs within the DBMS.
Using stored procedures helps to:
Control access to data (end-users can input and change data but cannot re-write
procedures)
Preserve data integrity (all data is entered consistently).
Security procedures
The project should have an information security policy and procedures that cover the following areas:
Document control
Document location
Revision history
Approvals
Distribution
Document history
EnquiriesP a g e | 19
Introduction and purpose
Scope
Your responsibilities
Project’s responsibilities
Where to find more information
Equal opportunities impact assessment.
Why is auditing important?
However large or small the project, it is important to keep accurate records for auditing purposes. The
project could be subject to external, legal auditing in which case it is even more important to store
information appropriately. Internal auditing can help to detect and prevent fraud and theft, test internal
control and monitor compliance with internal policy and external regulations. It also aids continuous
improvement as mistakes or missed opportunities can be identified and resolved to improve future
projects.P a g e | 20
Activity 1AP a g e | 21
1.2 – Develop, within delegated authority, an agreed communication
management plan to support achievement of project objectives
A communications plan is the lifeblood of a project. A project manager will spend around 80 per cent of
his or hers time communicating; directing, instructing, reporting, updating, listening, negotiating,
arranging and rearranging. It is therefore vital that a solid communications plan is in place and adhered
to. Each individual project will require different forms and volumes of communication and these must
be thought through in the planning stages of the project to ensure there are adequate resources
assigned to the communications team.
Delegated authority
How you develop a communications management plan will depend upon the nature of your project and
the delegated authorities that govern your communication activities.
Delegated authority means that activities may:
Be conducted routinely or as changing circumstances dictate
Be done independently within broad guidance
Involve consultation with other project members, teams and internal stakeholders
Involve taking a lead role in a team where required
Involve the selection, use and supervision of appropriate communication-management
methods and tools
Take into account internal organisational change and external environmental change.
It is worth bearing in mind that the activities you set out in the initial communications management
plan may have to be adapted or changed throughout the life of the project as delegated authorities
change and evolve. When developing the plan there may be conflicts of interest between authorities or
disagreements on elements of the plan.
Communication management methods and tools
When developing your communications plan there are
numerous ways of communicating varying aspects of your
project to different stakeholders and there will be a number
of things you may wish to report on.
Project reports
During the life of the project there will be a number of reports
to prepare, produce and release for different aspects of the
project and for different stakeholders.P a g e | 22
Project status reports
As explained in the name, this report details the progress of the project including:
Current status
Next steps necessary to move the project along
Any obstacles or problems that are preventing progress
Key metrics of the project.
Risk register
Again, self-explanatory, the risk register is an ongoing document that reports the following:
Potential risks to the life or progress of the project
The extent of the potential negative impact on the project caused by the risks
Contingency plans to deal with the risks.
Issue log
The issue log is a document that reports and records and risks that have been realised and unexpected
events that have occurred and interrupted the project. It documents the way in which the incident has
been dealt and the impact it has had on the project. The accuracy of these reports is important for
auditing purposes.
Executive summary
This is a detailed report that provides in depth information about the status of the whole project and
the impact it is envisaged to have on the bottom line of the organisation.
Everything else report
These reports are specific to each individual project and can be about anything and everything
associated with it.
Methods of reporting
Information should be communicated as visually as possible as your project team is more likely to take
in and remember it if they have seen graphics as well as written information. Try to keep prose to a
minimum ensuring it is succinct, accurate and relevant.
Visual aids involved in communicating information include:
Diagrams
Tables
Graphs
Charts
Photographs
Video clips.P a g e | 23
Types of communication include:
RAG reviews – RAG stands for red, amber, green, and is a highly effective but simple
way of communicating to all members of the team where the issues are and their
priority. It is quite literally a traffic light visual effect where:
o red means that immediate action must be taken to avert disaster
o amber highlights an issue that is developing but can be easily resolved
o green indicates that there are no issues in that specific area
Key Performance Indicators (KPIs) – used in all businesses, the KPIs should be directly
linked to the objectives of the project
Project dashboard – this is just like the dashboard of a vehicle that gives a snap shot of
the overall progress and status of the project
Powerpoint presentation – again, avoid overloading written information and use visual
techniques to convey information. Leave time at the end of the presentation for the
audience to ask questions; this allows them to consolidate their understanding of the
information you have given and also to cover any areas you may have missed.
Methods of communication
When developing your communication management plan you will need to decide the way in which you
disseminate information to stakeholders. This will vary depending on the type of information and the
stakeholder. Communication can be active or passive.
Active communication is in the here and now and includes:
Face to face meetings
Video/web/telephone conferencing
Webinars
Telephone calls
Stand up presentations.
Passive communication can be accessed as and when the recipient chooses and includes:
Pod cast
Web cast
Email
Intranet
Blogs
Website
Newsletter
Table top presentation.P a g e | 24
The method of communication chosen should be appropriate and not just a gimmick. Active and passive
communication should be used in conjunction with one another for the most efficient and effective
communication. You should also be mindful that passive communication can often be lost in translation
because it is non-verbal and there is no body language or tone of voice to support the text.
Listening and being there
With the array of technology at our fingertips it is sometimes easy to overlook the good old fashioned
skill of listening and having a physical presence amongst the project team. Making yourself available to
actively listen to issues amongst the team and act upon their information makes them feel valued and
motivated which improves quality and productivity. Communication is a two-way process.
Communication management plan
A communication management plan may include:
Communication strategy, including:
o allocated responsibility
o frequency
o media used
o type
Objectives
Organisational chart
Organisational communication policy and
procedures
Responsibilities
Stakeholder communication expectations
Stakeholder segmentation against interests, power and influence
Target audience
Type of project reporting.
Communication strategy
You will need to determine a number of factors when developing your communication strategy and the
decisions you make will be based upon all of the bullet points above.P a g e | 25
Things to consider include:
List of which team member is responsible for particular communication activities
Methods and protocols for communicating information which may include:
o verbal communication:
on site in person
at meetings
in formal briefings
over the telephone/internet/video conferencing
press conferences
o written communication:
email
letters
invoices
purchasing orders
legal applications
update reports
audits
inventories
newsletters
advertisements
Which stakeholders need what information and their responsibilities within the
communication flow
When information is communicated – the frequency of regular forms of
communication throughout the life of the project
How sensitive and confidential information is handled taking into account the Privacy
Act 1988
Potential constraints affecting the flow of communication
The resources allocated to communication
Standard forms or templates for specific forms of communication
A procedure for channels of communication hierarchy
Processes for resolving any communication based conflicts or issues
Communications networks and their uses.P a g e | 26
Objectives
The project objectives should be the focus of all communications and reporting. Information
disseminated should be relevant and concise and always refer to the objectives. Key performance
indicators are also a good way to measure progress and report on the status of the project.
Organisational chart
An organisational chart is a diagram that depicts the structure of an organisation in terms of authority
and hierarchy. It also demonstrates the relationships between each member of the organisation. They
are usually pyramid shape with the director at the top followed by senior management, middle
management and employees at the bottom. People are usually denoted by a rectangle; the bigger the
rectangle the more authority that person has. An organisational chart can be used to map out channels
of communication within your strategy. It can also be used to depict the structure within your
communications team and the same in other departments. It might be that you have more than one
organisational chart for different functions within the project.
This organisational chart is taken from the website of the University of Saud:
http://pharmacy.ksu.edu.sa/en/pages/departments/quality/?page_id=16P a g e | 27
Organisational communication policy and procedures
This will outline channels of communication and the processes for members of the project team to
follow to submit and disseminate information.
Stakeholder communication expectations
The stakeholders within your project will expect certain information within agreed timescales and
formats. This should all be outlined within the communications management plan.
Stakeholder segmentation against interests, power and influence
Stakeholders can be tiered and their groups defined by their roles, region, expertise and network and
managed to avoid any conflicts of interest. Grouping stakeholders then allows you to determine what
information you provide them with and when. Investors and sponsors may require more frequent
updates in more detail than a team of constructors, for example.P a g e | 28
Activity 1BP a g e | 29
1.3 – Establish and maintain a designated project-management information
system to ensure quality, validity, timeliness and integrity of information and
communication
Project Management Information Systems (PMIS)
A project management information system is a database that provides project managers with
techniques and tools to collect, combine and disseminate information through electronic and manual
channels during the planning, execution and closing stages of a project. A PMIS is the vehicle through
which senior and middle leaders of the project communicate with one another. It can be as simple as a
Microsoft office file to a bespoke PMIS enterprise package. There are also web-based PMISs.
During the planning stage, a PMIS is used to set the budget framework or the project and defines the
scope baseline. It is used to set out the objectives and time lines of the project so that during the
execution stage all of the accomplishments of the project can be measured against the initial plan at
different stages and reports generated for stakeholders. It also enables project managers to manage
materials, keep a record of financial data, and keep a record for auditing and reporting purposes. At the
close of the project the PMIS is used to review the project against the goals and objectives to check if all
objectives have been achieved and also to highlight areas for improvement in efficiency for future
projects. It can then be used to produce a final report on the project.
A project management information system:
Is a means of communicating knowledge about the project including:
o scope
o timeframes
o financial costs
o quality assurance
o human resources
o communications
o risk
o procurement
o stakeholdersP a g e | 30
Provides a systematic approach to the storage, searching and retrieval of information
relevant to the project so that information is easily accessible. A PMIS automatically
controls the following processes in relation to data:
o input
o storage
o processing
o output
o control/security
May include:
o access authority levels
o complex computer-based
systems
o data ownership considerations
o modified systems to cater for unique project requirements
o privacy considerations
o simple manual systems.
Quality, validity, timeliness and integrity of information and communication
Quality and validity
A PMIS sets a standard protocol for storing information ensuring that it is gathered, collated and
recorded in a consistent manner throughout the life of the project. Procedures and formats for
documenting information will be dictated by the PMIS so that all who input information will do so to the
agreed standard. The consistency makes analysing and comparing information throughout different
stages in the project much more efficient and accurate. A PMIS will usually be managed by a designated
person or a team of designated people responsible for different areas of the project. The information
within the PMIS will be quality assurance checked by them to ensure accuracy and relevance of
information communicated to stakeholders.
Timeliness
A PMIS helps to keep information relevant and up to date. When reporting during the project the
information that is communicated must be real-time and accurate at the time of reporting. A PMIS can
generate automatic updates of specific measures within the project. A simple manual system does not
have this facility and is open to human error.
Integrity
Having access authority levels, data ownership and privacy considerations all help to preserve the
integrity of the information held on the PMIS.P a g e | 31
Activity 1CP a g e | 32
2. Implement project information and communication
processes
2.1. Manage generation, gathering, storage, retrieval, analysis and dissemination of information
by project staff and stakeholders
2.2. Implement, modify, monitor and control designated information-validation processes to
optimise quality and accuracy of data
2.3. Implement and maintain appropriate communication networks
2.4. Identify and resolve communication and information-management system issuesP a g e | 33
2.1 – Manage generation, gathering, storage, retrieval, analysis and
dissemination of information by project staff and stakeholders
As part of the communication management plan you will need to determine the way in which
information is generated, gathered, stored, retrieved, analysed and disseminated by and to project staff
and stakeholders. Every member of the project team, including stakeholders, will be both consuming
and providing information. Processes and procedures need to be in place to manage the flow of twoway communication throughout all areas of the project and project staff and stakeholders need to be
aware of them and abide by them.
Generating information
Information comes from many different sources and can be directly or indirectly generated. Directly
generated information is material that you require for a specific purpose, such as sales profits for the
last quarter necessary for a report for the investors, and as such is generally requested from a source or
system. Indirectly generated information is a by-product of another activity that you have not requested
but that is useful for the project such as a suggestion from a team member on how to improve an
existing communications channel that they use on a regular basis. Your communication management
plan may cater for directly generated information but may not be as well armed for indirectly generated
information.
Ways of generating information include:
Requesting reports from PMIS and other
databases
Compiling reports and statements
Requesting suggestions and feedback from
stakeholders and project staff
Steering committees
Focus groups
Feedback forms
Meetings with key personnel.
Gathering information
Within a project there will be an awful lot of information generated on a daily basis from across the
team. How it is gathered needs to be managed carefully to ensure all relevant and necessary
information is captured. The specific information you want to gather will depend upon the nature of
your project and will be related to its objectives and key performance indicators. You may also want to
gather generic information such as attendance levels of project staff. Some of the information you want
to gather may be sensitive or confidential and you need to bear this in mind when deciding how and
who gathers the information.P a g e | 34
How you gather information will depend upon the type of information you are collating. It may be
electronic, tangible, verbal, visual or audio. Who collates it will also depend upon the nature of the
information and to which area of the project it relates. You need to designate specific project staff to
gather information and the process they will follow to do so.
Storing information
Where and how information is stored will depend upon the nature of the information and who requires
access to it and when. It may be filed on specific computer systems unique to the project and may
require authorisation passwords or user permissions to retrieve it. It may be paper based and stored in
a filing cabinet. It is important that secures systems are in place for the storing of all information and
that contingency plans and back-up systems are in place should there be any security breaches or
issues. You should have designated gate keepers of stored information that are responsible for the
integrity of the information. Refer to chapter 1.1 for information on security of information.
Retrieving information
If information is stored efficiently according to organisational procedure it will be easy to retrieve. Clear
procedures should be made known and available to all that store and access information so that those
that require access to information are able to access it quickly and simply.
Analysing information
It is important to assign appropriate project staff to the analysis of project information; if information is
of a specific nature that relates directly to an area of expertise, those that are relevantly qualified
should at least be consulted during the analysis. The objectives and key performance indicators of the
project should always be considered when analysing information generated by the project. You will also
need to establish the way in which the findings of the analysis are recorded and/or reported and to
who, and the timescale of the analysis.
Disseminating information
How you disseminate information will depend upon a number of things including:
What information needs to be disseminated and in how much detail
The target audience of the information
The format in which the information should be
disseminated
When the information should be disseminated
The nature of the information – is it sensitive?
The expectations of the stakeholders and
agreed/preferred methods of communication
What you expect the recipient to do with the
information – is it an instruction that requires
action or response, or an information sharing
exercise?
The expected reaction of the recipient and any follow up action required.
By answering these questions you will be able to determine the most appropriate method of
dissemination that has the biggest impact on the recipient.P a g e | 35
Activity 2AP a g e | 36
2.2 – Implement, modify, monitor and control designated informationvalidation processes to optimise quality and accuracy of data
Validation of data
Validation of data is a check, usually performed automatically by a computer system that ensures the
data that has been entered is sensible and reasonable and that it adheres to specifications set out in the
planning stages of the project. It does not, however, check for accuracy, so if information has been
entered incorrectly by users but still fits within the parameters set by the specifications it will not
highlight it as an inaccuracy.
There are a number of ways in which to check the validity of data including:
Check digit – the final digits of a code are used to check the other digits are accurate,
such as in a barcode
Format check – the way in which data is entered must be in a specific format, such as a
date of birth must be DD/MM/YYYY
Length check – checks the length of the data is correct, such as a password
Lookup table – checks acceptable values in a table, such as in a calendar
there are only 12 months in a year
Presence check – checks that all mandatory fields are
complete
Range check – ensures that a value is within a specified range
Spell check – checks accuracy of the spelling of words.
You can set these controls to the specifications of your project and use them to validate your data when
you see fit. In order to optimise the quality of your data you should perform these information
validation processes quite frequently. If they are not highlighting any errors you might want to modify
the checks you have implemented, particularly where information has been input manually as human
error is inevitable.
Verification
Whilst validation ensures that specifications have been adhered to it does not mean that the
information you hold is accurate. Verification checks the data you hold against original data for
accuracy.
Ways of verifying information are time consuming and costly because they are labour intensive and
include:
Double entry – the information is input twice and compared for inconsistencies
Proofreading.P a g e | 37
Activity 2BP a g e | 38
2.3 – Implement and maintain appropriate communication networks
Communications networks
Within the communications plan you may wish to identify the different communications networks that
will be used throughout the project. Not everyone involved in the project needs to have every piece of
information handled by the communications team. It is therefore important to disseminate information
through appropriate channels so that it reaches the right people for suitable use.
Frequent and appropriate communication with all involved is essential to the smooth running of the
project. It is particularly important to keep clients and other stakeholders up to date with all types of
information as it is their interest, and most crucially their funding, that is keeping the project going.
Without a continuous flow of agreed and necessary information, they may get disheartened with the
project management team and pull their investment.
The information communicated to each stakeholder and/or client will be different depending on their
interest and level of authorisation and will include many different methods of communication. The
frequency of communications will also vary between each stakeholder, for example, a client may wish
to be updated on a daily basis whereas a supplier will only require communication with aspects of the
project relevant to their product or service.
Communication networks may include:
Client organisation – sorting your clients into groups and tiers can help to make
communications relevant and appropriate
Community groups
End users
Formal networks
Informal networks
Internet and intranet-based
Lobby groups
Organisation's communication networks
Project governance bodies, including:
o expert groups
o project directorate
o reference groups
o steering committees
o task teams
o working groups
Social media.P a g e | 39
Communication
Communication will be:
In a multi-disciplinary environment subject to frequent change
Within agreed authorisation and limits
Within established organisational framework, procedures and routines.
Multi-disciplinary environment subject to frequent change
In any project, however large or small, there will be changes to planned activity and communication
plans as the project progresses. Even the most thoroughly planned project cannot envisage delays or
disruptions that are beyond human control and there will be times when the communication method or
time that was set out in the communication plan will have to be modified to meet the needs of the
situation or the stakeholder.
Different environments for communication may include:
Board meetings
One to one meetings with clients/stakeholders
Informal business lunches
Open forums
Presentations
Updates on project website
Corporate hospitality
On-site development tours.
Within agreed authorisation and limits
Again, this will depend on the nature of the project and your role within in. Where sensitive and
confidential information is concerned, some stakeholders may not be permitted access and in other
instances the information may be irrelevant to their role or of no interest to them. Certain information
will have to be provided by agreed time scales and these will be documented in the communications
plan.
Within established organisational framework, procedures and routines.
The majority of appropriate communication channels you use will be guided by organisational policy
and procedures. It may be that updates to employees are disseminated through departmental meetings
and that the information you provide is a written report with specific key performance indicators and
targets. This will be documented in your communications plan.
It is also important to determine the communication methods available for these networks so that
everyone involved knows how to maintain effective communication at all times. Project employees
become demotivated if they feel they are not receiving appropriate and timely communication so it is
important that they have the means to communicate issues and problems.P a g e | 40
Methods of communication may be:
Written reports
Written briefs
Minutes of meetings
Newsletters
Website updates
Letters and other documentation
Oral briefings
Open forums
Presentations
Advice
Conversations and telephone calls
Computer-generated communications, for example electronic data transfer and
internet.
The methods of communication will depend upon your organisation and the clients’ and stakeholders’
preferred means of communication. For example, your organisation may use email as its usual way of
communicating with clients, but a particular client may prefer a telephone call and so this would alter
the method of communication. In all communication it is important that the information you provide is
accurate and to the correct level of detail.P a g e | 41
Activity 2CP a g e | 42
2.4 – Identify and resolve communication and information-management system
issues
Communication issues
Communication is vital for the project to run smoothly and meet its objectives and goals. When
communication breaks down, which it inevitably does, it needs to be quickly identified and resolved in
an appropriate and consistent manner.
Communication issues include:
Information not provided on time
Information provided in the wrong format
Inaccurate information
Lack of communication to stakeholders and project team
One-way communication and lack of opportunity for stakeholders to
feedback
Breaches in privacy laws
Language barriers
Personal issues affecting communication
Lack of communications training for new staff in induction process.
Information management system issues
IMS is not just about the technology used to co-ordinate information and problems often arise due to
human error in the implementation of IMSs.
Common issues arising in the use of information management systems include:
Lack of co-ordination between disparate information management systems
Old systems needing upgrading/replacing
Limited/inconsistent use of systems by project staff
Poor quality information that includes:
o out of date
o inaccurate
o duplicated
o inconsistent
Lack of support from management
Limited resources for managing systems
Internal politics that prevent co-ordination of activities.P a g e | 43
Issue resolution process
You should have in place an issues resolution process that clearly identifies a procedure to deal with all
communication and information management system issues consistently. This would include the
relevant channels of communication through which to report the issue and designate appropriate
personnel to deal with it. This should form part of the communication management plan.
Issues log
All issues should be recorded in a log. The issues resolution process should form the framework for the
issues log.
An issues log should include:
Type of issue
Identifier – who reported the issue and
their role within the project
Timing – when the issue was reported
Description of the issue
Priority – you can use the RAG review to
prioritise issues
Assignment – the person responsible for
dealing with the issue
Target resolution date
Status:
o open
o under investigation
o actions being implemented
o escalated – to higher level of authority such as project manager or steering
committee
o resolved
Actions/resolutions documented and dated
Final resolution.
Documenting issues within communications and information management systems provides an audit
trail and also an opportunity to review procedures and make improvements from lessons learned. It can
also be used to identify trends in issues that may lead to performance management strategies, further
training programmes, and/or changes to the communication management plan.
Any issues that arise must be dealt with swiftly and resolved completely in order for the project to move
on.P a g e | 44
Activity 2DP a g e | 45
3. Assess information and communication outcomes
3.1. Finalise and archive records according to agreed project information ownership and control
requirements
3.2. Review project outcomes to determine effectiveness of management information and
communication processes and procedures
3.3. Identify and document lessons learned and recommended improvements for application in
future projectsP a g e | 46
3.1 – Finalise and archive records according to agreed project information
ownership and control requirements
Closing a project entails the project management team handing over the project outputs to the business
owner, evaluating whether or not all the project objectives have been met, signing the project off, and
completing a lessons learned report for future projects. All of the documentation and records that have
been generated and stored over the life of the project need to be finalised and archived according to
agreed project information ownership and control requirements.
Finalise records
All records generated during the project should be kept for future reference if necessary. All required
information should be filled in and all documents checked for accuracy. Decide which records need to
be kept and collate all the documentation in chronological order ensuring you create a contents page
that documents the author, the date and the version history number of the document.
Ownership and control requirements
During the planning stage the project information ownership and control requirements will have been
determined and these controls must be adhered to. You will have set out who owns which specific
records; it could be the client, supervisor, department, organisation or the author. This will have a
bearing on how and where it is stored.
Control requirements could include whether the information has a copyright, if it is encrypted or
password protected and whether access is limited and to whom and the reasons why.
Al projects should have an acceptance and closure document that all relevant signatories sign off to
agree that the project has closed and that the records have been finalised and are accurate.
All other records, such as notes taken by project staff throughout the life of the project, should be
stored in your organisation’s knowledge management system for people to access if necessary.
Common documents that require finalising include:
Blueprints – these should be annotated to reflect changes during the life of the project
Operating instructions/manuals – for whatever products or services you have
produced during the project
Service manuals
Help desk guides – for continued customer
support post project
Training manuals
Regulatory reports – to governmental agencies
generated throughout the life of the project.P a g e | 47
Archive records
How you archive your records will depend on a number of factors including legislation and
organisational policy relating to the retention of records, (for example financial records must be
retained for seven years), the volume of information, whether the information is sensitive, and who
requires access to it and how often. These factors will determine whether you archive your records in a
paper filing system or a computer system and whether you need to apply any controls in terms of
access and security.
It is your responsibility to ensure that all expected storage and control requirements are adhered to.P a g e | 48
Activity 3AP a g e | 49
3.2 – Review project outcomes to determine effectiveness of management
information and communication processes and procedures
As with all aspects of business it is important to evaluate and review progress in order to highlight areas
for improvement to increase efficiency. As part of the communications-management team it is
important to continually review your role in the progress of the project and its aims and objectives to
determine how effective your activities are and to identify ways to improve the flow of information.
Project outcomes
Each project will have short-term and long-term objectives or deliverables and the communications
team will play some sort of a role in all of them, however large or small. For each project outcome you
should evaluate the effectiveness of each related communications strategy and activity and suggest
ways of improving them. You may have used a number of different communications strategies for each
project outcome at different stages of the project.
Evaluate and review
Why evaluate?
An evaluation of your current strategies will enable you to critically assess how effective it is on the
project outcomes. You can assess your strategies from three different perspectives; the activities
undertaken, the procedures used, and the effect they had on the project outcomes. Through continuous
improvement, evaluating the strengths and weaknesses of your communication strategies assists you to
find ways of making your procedures and activities more efficient.
Types of evaluation
A formative evaluation is done during the developmental and implementation stage of the project to
help set your targets and methods of measuring the impacts of the activities. It requires a needs
assessment which ascertains the resources you require, and a process/implementation evaluation that
assesses the efficiency of the procedures in place.
A summative evaluation is conducted once the project is well established or nearing completion to
assess overall impact and to give guidance for future project information management strategies. You
need to conduct an outcome evaluation (has it reached its individual short-term and medium-term
targets?) and an impact evaluation (to what extent has it reached its long-term goal?).
Your evaluation may require a combination of formative and summative evaluations dependent on
what stage each target is at.P a g e | 50
Best practice for evaluations
For it to have any credibility or real worth, an evaluation has to be:
Well-planned and conducted
Specific to your project
Include input from all key personnel and stakeholders involved directly and indirectly
with the project outcomes
Honest and transparent – the mistakes you made are just as important as the successes
as these can be changed to make the procedures more efficient and have more of an
impact
Rigorous and the procedures of the evaluation recorded so that it can be repeated
after the next stage in the project
Conducted by one designated person or team.
You should review each project outcome and each communication strategy you employed in relation
to it to identify the:
Activity you implemented
Procedure used to undertake the activity
Outcomes of the activity
Impact on project outcome.
You can then use this information to highlight areas for improvement and make suggestions as to how
improvements can be made in future projects. It also identifies successful strategies that can be further
developed.P a g e | 51
Activity 3BP a g e | 52
Project outcome one
Communication
strategy
Impact on project
outcome
Successes Areas for
improvement
What you would
have done
differentlyP a g e | 53
Project outcome two
Communication
strategy
Impact on project
outcome
Successes Areas for
improvement
What you would
have done
differentlyP a g e | 54
Project outcome three
Communication
strategy
Impact on project
outcome
Successes Areas for
improvement
What you would
have done
differentlyP a g e | 55
Project outcome four
Communication
strategy
Impact on project
outcome
Successes Areas for
improvement
What you would
have done
differentlyP a g e | 56
3.3 – Identify and document lessons learned and recommended improvements
for application in future projects
Lessons learned
A lessons learned report is a vital piece of information to help to improve the communications in future
projects. Every strategy employed by the communications team throughout to project should be
evaluated, reported on and fed back to project authorities or senior management within your
organisation at the end of the project. When reviewing the strategies, the whole project should be
considered in conjunction with the communications input.
Record essential information
In order to put the communications strategies into context it is important to record details of the
project.
Essential information includes:
Project objectives
Project manager and leaders
Description of the client/customer/sponsor/investors – understanding
their needs and expectations in terms of communication will have a
bearing on the review
Dates of the project
Deliverables – certain communication methods for one industry
may not work for another.
Document a complete picture
If lessons are going to be learned, the mistakes need to be included as much, if not more, than the
successes in order to prevent them happening again. Include what worked, what didn’t work, and why.
It is as important to document the reasons for strategies not working because they may work well in
alternative projects, but just were not suited to this particular one. Suggest more efficient ways of
communicating in the scenarios you have experienced within the project and what you would do
differently in hind sight.
Be honest
In order to get a full picture of how effective communication was, ascertain honest and open feedback
from all involved. Feedback should be sought from all team members from the top to the bottom in the
chain of command and all information, however small, should be noted and reported in order to make
the best improvements to future processes. Seek feedback from all other internal and external
stakeholders in the same manner. Asking for the opinions of your stakeholders makes them feel valued
and more motivated.
Embrace the negative comments and treat them with respect. These are the most critical aspects of the
report that, if used appropriately, could transform the efficiency of the communications processes.
Always searching for continuous improvement keeps an organisation dynamic and at the forefront of
improving efficiency; this mentality makes an organisation attractive to work with.P a g e | 57
Activity 3CP a g e | 58
Record essential information
Project objectives
Project manager and leaders
(including your role)
Description of client and
other stakeholders
Dates of project
DeliverablesP a g e | 59
Lessons learned
Communication
strategy
What worked and
why?
What didn’t work and
why?
Recommendations for
improvementsP a g e | 60
Skills and Knowledge ActivityP a g e | 61
Nearly there...
Major Activity – An opportunity to revise the unit
At the end of your Learner Workbook, you will find an activity titled ‘Major Activity’. This is an
opportunity to revise the entire unit and allows your trainer to check your knowledge and
understanding of what you have covered. It should take between and 1-2 hours to complete and your
trainer will let you know whether they wish for you to complete it in your own time or during the
sessions. Once this is completed, you will have finished this unit and be ready to move onto the next,
well done!P a g e | 62
Congratulations!
You have now finished the unit 'Manage project information and communication.'P a g e | 63
References
These suggested references are for further reading and do not necessarily represent the contents of
this Learner Guide.
Websites
E-how: www.ehow.com/how_8014106_write-lessons-learned-report.html
Office of the Australian Information Commissioner: http://www.oaic.gov.au/privacy/privacytopics/business-and-small-business/small-business
Project issues management, Mind Tools: http://www.mindtools.com/pages/article/newPPM_69.htm
Successful Project Management: http://www.successful-project-management.com/projectmanagement-communication.html
All references accessed on and correct, as of 30.01.2015, unless other otherwise stated.