Chapter 4 Analysis and Discussion of Results

CHAPTER 4 – ANALYSIS AND DISCUSSION OF RESULTS

4.1 Introduction

This chapter presents the results of the questionnaire/ structured interviews of this
survey data. This data analysis involved the administration of questionnaire survey as
a means of intervention to gain a broad spectrum of opinions from project managers
working in construction industry. The results are presented systematically to address
research aims and objectives and to answer the research questions. The analysis of
quantitative data involved the use of the SPSS 19 program that facilitated the
screening, editing and entering, coding and categorising, as well generating both
descriptive and inferential statistics of results from the data.

4.2 Profile of Respondents and Related Details

The profile of the respondents is illustrated in the Tables 4.1 and 4.2 indicating their
profession, type of experience involved in. Table 4.1 presents a diverse range of
professionals with the engineers being by far most common profession with 14
(about 40% of the sample) out of 35 respondents. The diverse range of respondents
satisfied one of the aims of the questionnaire survey in gaining a broad spectrum of
perspectives from across the different construction professionals in Sri Lanka. Table
4.2 presents the type of experiences the respondents have with project manager,
project manager/ consultant, and project manager/ consultant/ contractor having 16,
11, and 8 respectively.

Table 4.1: Profile of Respondents

Type of Profession Number of Respondents
Engineer 14
Quantity Surveyor 8
Project Manager 7
Architect 6
Total 35

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Chapter 4 Analysis and Discussion of Results

Table 4.2: Type of Experiences

Type of Experience Number of Respondents
Project Manager 16
Project Manager/ Consultant 11
Project Manager/ Consultant/ 8
Contractor
Total 35

4.3 Communication Process in Construction Projects

This section questioned respondents on communication process happened in the
projects they were involved in. The responses were to indicate the extent of evidence
for the statements made on a five-point rating scale. The variables (questionnaire
statements) and their respective codes are presented in Table 4.3.

Table 4.3: The communication process in construction: Variable codes and

descriptions

To what extent the communication process happen in

Code
the projects
A1 Effect comm. Effective communication
A2 Comm. plan A communication plan
A3 Inter-Skilled mgt High levels personal/interpersonal skilled management
A4 Cultural sense Culturally sensitive and appropriate communication
A5 Two-way comm. Two way communication
A6 Meeting Ongoing meetings between
management/staff/stakeholders
A7 Org-culture Well established organisational culture and objectives
A8 Nat-culture Awareness of national culture
A9 Clear comm Clear communication of organisational objectives
A10 PM Comm. Project managers with excellent communication skills
skills
A11 Proj-fund influ. Project funding influencing tools and techniques of
communication
A12 Proj-type influ. Project type and duration influences communication
strategy and structure
A13 Proj-pro comm. On going communication between project proponents and
stakeholders
A14 U-stand cultural Understanding and appreciation of cultural difference
dif involved

Department of Civil Engineering 39

Chapter 4 Analysis and Discussion of Results

A 15 Outset plans Determination/establishment of communication plans and

strategies at the outset
A16 Review plan Regular review and adjustments of communication plans
A17 Comm. media Selective use of communication media for specific
purposes/audiences
A18 Timeliness Effective timeliness
A19 Clarify roles Clear communication clarifying roles of stakeholders
A20 Comm. Cultural Effective communication reflecting openness and
dif tolerance of cultural differences
A21 Min. disputes Communication strategies to help minimize potential
disputes and misunderstandings
A22 Flexi form-style Flexibility of form and style of communication
A23 Endorsement Essential communication to stakeholders for endorsement
A24 Open comm. Some control by management through open
communication
A25 Cast vote Clear communication giving stakeholders opportunity to
comment/ cast a vote
A26 Tech-transfer Effective communication strategies ensuring successful
technology transfer

Table 4.4: The interpretive summary of the test results for part A
Std.
Variable N Mean Rank Min Max
Deviation
A5 Two-way comm. 35 4.0857 1 .81787 3.00 5.00
A26 Tech-transfer 35 4.0000 2 .90749 2.00 5.00
A12 Proj-type influ. 35 3.9714 3 .82197 3.00 5.00
A 15 Outset plans 35 3.9429 4 .90563 2.00 5.00
A22 Flexi form-style 35 3.9429 4 .83817 2.00 5.00
A20 Comm. Cultural 35 3.9143 6 3.9143 2.00 5.00
dif
A13 Proj-pro comm. 35 3.8857 7 .93215 2.00 5.00
A11 Proj-fund influ. 35 3.8857 7 .90005 2.00 5.00
A18 Timeliness 35 3.8857 7 .83213 2.00 5.00
A19 Clarify roles 35 3.8571 10 .94380 2.00 5.00
A17 Comm. media 35 3.8571 10 .97446 2.00 5.00
A16 Review plan 35 3.8571 10 .84515 2.00 5.00
A4 Cultural sense 35 3.8571 10 .87927 2.00 5.00
A8 Nat-culture 35 3.8571 10 .94380 3.00 5.00
A23 Endorsement 35 3.8000 15 1.02326 3.00 5.00
A3 Inter-Skilled mgt 35 3.8000 15 .79705 2.00 5.00
A2 Comm. plan 35 3.8000 15 .83314 2.00 5.00
A10 PM Comm. 35 3.8000 15 .93305 2.00 5.00
skills
A24 Open comm. 35 3.7714 19 .84316 2.00 5.00

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Chapter 4 Analysis and Discussion of Results

A25 Cast vote 35 3.7714 19 .94202 2.00 5.00

A9 Clear comm 35 3.7429 21 1.03875 2.00 5.00
A1 Effect comm. 35 3.7143 22 .95706 2.00 5.00
A21 Min. disputes 35 3.7143 22 .78857 3.00 5.00
A14 U-stand cultural 35 3.7143 24 .78857 2.00 5.00
dif
A7 Org-culture 35 3.6857 25 .99325 2.00 5.00
A6 Meeting` 35 3.6571 26 1.18676 2.00 5.00

The interpretive summary of the test results for part A is shown in table 4.4. The
overall results for this section reflects the extent to which effective communication is
evident particularly in projects where cultural values and attitudes influence the way
project participants behave and communicate. The overall mean for the variable
range from 4.0857 (highest) accorded to A5 (Two way communication) to 3.6571
(lowest) for A6 (Ongoing meetings between management/staff/stakeholders). Ten
variables: A5 Two-way communication; A26 Tech-transfer; A12 Proj-type influ.; A
15 Outset plan; A22 Flexi form-style; A20 Comm. Cultural dif; A13 Proj-pro
comm.; A11 Proj-fund influ.; A18 Timeliness; A2 Comm. Plan; A17 Comm.
Media; A16 Review plan; A19 Clarify roles; and, A8 Nat-culture were identified as
significant modes of communication. Table 4.4 presents the interpretive summary of
results for ‘communication process in construction’. Overall results suggest that
relatively high importance is placed by the respondents on the value of construction
communication as mean values ranged from 4.08 MR for A5 Two-way comm to3.85
MR for A8 Nat-culture on a five point ordinal scale with endpoints 1-never to 5-
always.

This indicates a general agreement on the need for effective communication process
among construction professional environment. The outcomes of the questionnaire
survey, overall suggest that relatively effective project communication processes are
in place as none fall below 3.65MR, but they are not regularly achieved or fully met
as none come above 4.08MR on five point ordinal scale with endpoints 1- never to 5-
always.

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Chapter 4 Analysis and Discussion of Results

4.4 Impact on Communication Barriers

Table 4.5: Impact on communication barriers

Std.
Variable N Mean Rank Min Max
Deviation
B006 Varying capacity and 35 4.5714 .65465 3.00 5.00
1
capability
B016 Varying concept of 35 4.3714 .73106 3.00 5.00
2
time
B019 Poor planning 35 4.1429 3 .80961 3.00 5.00
B001 Community 35 4.0857 .81787 3.00 5.00
4
interference
B015 Lack necessary skills 35 4.0571 5 .83817 3.00 5.00
B003 Varying perception/ 35 3.9143 .74247 3.00 5.00
6
interpretation
B018 Limited resources 35 3.8857 7 .83213 2.00 5.00
B020 Limited time 35 3.8286 8 .92309 2.00 5.00
B026 Lack of confidence 35 3.8000 9 .90098 2.00 5.00
B027 Poor leadership 35 3.7714 10 .87735 2.00 5.00
B021 Lack of motivation 35 3.7714 11 .80753 3.00 5.00
B030 Conflicting 35 3.7429 .88593 2.00 5.00
business/industry 12
ethics
B013 Resisting change 35 3.7429 13 .78000 3.00 5.00
B002 Lack of/ 35 3.7143 .82503 2.00 5.00
inappropriate 14
technology
B007 Unclear channels of 35 3.6857 .99325 2.00 5.00
15
communication
B008 Ineffective reporting 35 3.6571 .72529 3.00 5.00
16
system
B004 Conflicting cultural 35 3.6000 .81168 2.00 5.00
17
values
B005 Lack of support and 35 3.5714 .81478 2.00 5.00
18
commitment
B022 Information filtering 35 3.5429 19 .78000 2.00 5.00
B032 Lack of concern 35 3.5143 20 .88688 2.00 5.00
B029 Poor negotiation 35 3.4857 .81787 2.00 5.00
21
skills
B024 Poor Listeners 35 3.4857 22 .74247 2.00 5.00
B017 Organisational 35 3.4571 .91853 2.00 5.00
23
mishap
B028 Personal preference 35 3.4286 24 .77784 2.00 5.00
B010 Interpersonal conflict 35 3.4286 25 .65465 2.00 5.00
B031 Unclear Objectives 35 3.4000 26 .65079 2.00 5.00

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Chapter 4 Analysis and Discussion of Results

B009 Language difficulties 35 3.4000 27 .65079 2.00 5.00

B033 Lack of trust 35 3.3714 28 .54695 2.00 4.00
B012 Conflicting interest 35 3.3714 29 .49024 3.00 4.00
B011 Age difference 35 3.3429 30 .53922 2.00 4.00
B014 Gender issues 35 3.2571 31 .56061 2.00 4.00
B025 Family commitments 35 3.2286 32 .87735 2.00 5.00
B023 Religious issues 35 3.1143 33 .58266 2.00 4.00

Table 4.5 combines the variable codes and descriptions and the descriptive statistics.
The variables are ranked based on their means with the results indicating that B006
(Varying capacity and capability) recorded the highest 4.5714 to B023 (Religious
issues) recording the lowest 3.1143. The variance (standard deviation) ranged from
0.49024 (B012: Conflicting interest) to 0.99325 (B007: Unclear channels of
communication).

Table 4.5 presents the interpretive summary of results indicating the rating by the
different groups on each variable. The respondents’ perceptions on the impact of
barriers to communication have an overall range of 3.11 to 4.57 mean rank,
reflecting a minor to moderate impact. Table 4.5 presents the summary of test results
for the impact of communication barriers. Here the responses perceive a significantly
greater impact of ‘B006 Varying capacity and capability’; ‘B016 Varying concept of
time’; ‘B019 Poor planning’; ‘B001 Community interference’; and, ‘B015 Lack
necessary skills’. The respondents’ perceptions on the impact of barriers to
communication have an overall range of 3.11 to 4.57 MR, reflecting a minor to
moderate impact. The results support what some theories posit as cultural values,
tasks as well as situational variables that help determine the norms for
communication. The respondents’ perceptions of the extent to which barriers to
communication were overcome has an overall range of 2.02 MR to 2.57 MR,
reflecting a tendency towards partially to totally overcome.

This may also be attributed to what the respondents perceive as constituting effective
communication and is a reflection of the project manager’s background and training.
Rusaka. K., (1996) point out that effectiveness of communication is a necessary
function of an individual’s ability to cope with uncertainties and anxieties which is

Department of Civil Engineering 43

Chapter 4 Analysis and Discussion of Results

supported by the questionnaire results. The questionnaire data prove that barriers to
communication do impact greatly on project management systems. The findings
show that the extent of this impact depends on the skills of practitioners involved, the
environmental factors and management strategies employed which is consistent with
the literature (MacDuffie, 1995; Reich, 1991; Adler, 1997; Redmond, 2000). Lack of
communication according to James, (2004) has been cited as one of the biggest
reason for the failure of change projects to meet their expectations. The literature
states that there is a contrast in approaches on management issues between
collectivistic individuals and some individualistic individuals. The findings of the
field work in construction industry reinforce the literature on individualistic culture
which place high value on speaking their minds and value accuracy over face-saving
Andrew (2007). Most of the managers and supervisors in the construction industry
reiterate the ‘I’ identity over the ‘We’ identity which has precedence in collectivistic
culture. The data collected from questionnaire survey supports this literature and
highlights the impact of cultural difference on communication and project
management.
The relationship between adaption, adjustment, effective management and
communication in construction industry underpins successful implementation and
sustainability of a project. Research findings highlight how ethnocentric attitudes
become a barrier to knowledge transfer and learning Hedgebeth, D. (2007), and the
questionnaire data showed that this is the case. Culture shock, lack of effective
communication skills and intercultural competency are aspects that managers have
highlighted as factors which are detrimental to effective communication.

4.5 The Extent to Which Communication Barriers were Overcome

This part of the questionnaire asks the respondents to rate the extent to which
communication barriers were overcome on their projects on three point scale with
endpoints never (lower extreme) and totally (higher extreme).

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Chapter 4 Analysis and Discussion of Results

Table 4.6: The extent to which communication barriers were overcome

Std.
Variable N Mean Rank Min Max
Deviation
B011 Age difference 35 2.5714 1 .55761 1.00 3.00
B008 Ineffective reporting 35 2.4000 .69452 1.00 3.00
2
system
B031 Unclear Objectives 35 2.3714 3 .77024 1.00 3.00
B010 Interpersonal 35 2.3714 .68966 1.00 3.00
4
conflict
B007 Unclear channels of 35 2.3429 .76477 1.00 3.00
5
communication
B014 Gender issues 35 2.3429 6 .80231 1.00 3.00
B015 Lack necessary 35 2.3143 .75815 1.00 3.00
7
skills
B032 Lack of concern 35 2.2857 8 .75035 1.00 3.00
B033 Lack of trust 35 2.2571 9 .78000 1.00 3.00
B006 Varying concept of 35 2.1714 .78537 1.00 3.00
10
time
B026 Lack of confidence 35 2.1429 11 .84515 1.00 3.00
B004 Conflicting cultural 35 2.1429 .77242 1.00 3.00
12
values
B009 Language 35 2.1143 .63113 1.00 3.00
13
difficulties
B012 Conflicting interest 35 2.1143 14 .79600 1.00 3.00
B030 Conflicting 35 2.0857 .74247 1.00 3.00
business/industry 15
ethics
B019 Poor planning 35 2.0857 16 .81787 1.00 3.00
B002 Lack of/ 35 2.0571 .76477 1.00 3.00
inappropriate 17
technology
B017 Organisational 35 2.0286 .74698 1.00 3.00
18
mishap
B005 Lack of support and 35 2.0286 .82197 1.00 3.00
19
commitment
B022 Information filtering 35 2.0000 20 .80440 1.00 3.00
B028 Personal preference 35 1.9714 21 .66358 1.00 3.00
B003 Varying perception/ 35 1.9429 .72529 1.00 3.00
22
interpretation
B024 Poor Listeners 35 1.9143 23 .70174 1.00 3.00
B027 Poor leadership 35 1.8857 24 .67612 1.00 3.00
B023 Religious issues 35 1.8571 25 .77242 1.00 3.00
B020 Limited time 35 1.8286 26 .66358 1.00 3.00
B018 Limited resources 35 1.8286 27 .74698 1.00 3.00
B016 Varying concept of 35 1.8000 .67737 1.00 3.00
28
time

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Chapter 4 Analysis and Discussion of Results

B021 Lack of motivation 35 1.7714 29 .64561 1.00 3.00

B001 Community 35 1.7714 .64561 1.00 3.00
30
interference
B013 Resisting change 35 1.7429 31 .65722 1.00 3.00
B029 Poor negotiation 35 1.7143 .57248 1.00 3.00
32
skills
B025 Family 35 1.7143 .66737 1.00 3.00
33
commitments

The respondents’ perception of the extent to which barriers to communication were

overcome has an overall range of 1.71 to 2.57 mean rank, reflecting a tendency
towards partially to totally overcome.

4.6 Communication Strategies – Extent these were Employed

This part of the questionnaire asks the respondents to rate the extent they employed
predetermined strategies listed on a five point ordinal scale with end points: Never
(lower extreme) to Mandatory (Upper extreme). The variable codes and descriptions
and descriptive statistics on this section are presented in Table 4.7 for convenience.
The descriptive statistics recorded the mean range from highest value 4.5714 for
C015 (Timely reports) to lowest value 2.1143 for C010 (suggestion Box). The
variance (standard deviation) ranged from 0.76477 for C002 (Clear Communication
channels) highest to 0.57248 for C017 (Problem solving).

Table 4.7: Communication strategies – extent these were employed

Std.
Variable N Mean Rank Min Max
Deviation
C015 Timely reports 35 4.5714 1 .65465 3.00 5.00
C005 Team meetings 35 4.4571 2 .65722 3.00 5.00
C003 Delegating 35 4.3714 .68966 3.00 5.00
3
responsibilities
C002 Clear 35 4.3429 .76477 2.00 5.00
communication 4
channels
C004 Adjusting and 35 4.3143 .63113 3.00 5.00
5
adopting
C017 Problem solving 35 4.2857 6 .57248 3.00 5.00
C009 Consultative 35 4.2000 7 .63246 3.00 5.00

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Chapter 4 Analysis and Discussion of Results

approach
C008 Training 35 4.1143 8 .63113 3.00 5.00
C007 Regular reviewing 35 4.0571 .59125 3.00 5.00
9
and reality checks
C014 Feedback processes 35 3.9143 10 .61220 3.00 5.00
C016 Dispute resolution 35 3.7714 11 .68966 2.00 5.00
C011 Continuous 35 3.7429 .65722 3.00 5.00
Improvement 12
process
C012 Instrumental 35 3.7143 .62174 3.00 5.00
13
changes
C001 Comprehensive 35 3.7143 .66737 3.00 5.00
14
communication plan
C006 Cultural initiation 35 3.5143 15 .65849 2.00 5.00
C013 Resource levelling 35 3.3714 16 .73106 2.00 5.00
C010 Suggestion Box 35 2.1143 17 .64616 1.00 4.00

The majority of the overall responses pertaining to the communication strategies

employed range from 3.37 to 4.57 mean rank with one variable outside the range
(C10: Suggestion Box – 2.11 mean rank). The results indicate a tendency towards
sometimes and regularly employed for all but one of the strategies. The test results
yielded significant results for six variables (C15, C5, C3, C2, C4, C17) indicating
4.57 MR to 4.28 MR. The majority of the results of the overall responses pertaining
to the communication strategies employed range from 4.57 to 3.37 with one variable
outside this range ‘C10- Suggestion Box’ recording 2.11 MR. The results indicate a
tendency towards sometimes and regularly employed for all but one of the strategies.
This is consistent with the literature PMI, 2004, which asserts that it is necessary to
have positive interactions between project staff, team building, problem solving
exercises and strategies for conflict resolution, which may be integral ingredients for
project success.

The questionnaire revealed that the most common modes of communication used by
the project managers in their dealings with the subordinates were examples, visual
and verbal. The literature also highlighted the difficulties with language, particularly
the technical language as a barrier to communication, which meant written methods
were seldom used at the operational level, and this supported by the questionnaire
and interview data.

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Chapter 4 Analysis and Discussion of Results

The research findings exposed that, there is an emphasis on face to face contact,
which is in congruence with the literature on traits associated with relationship-
oriented communication. The Project managers who are used to communicating via
technologies such as fax, email and telephone are often disconcerted at delayed or
non-response which supports the literature in traits associated with individuals from
deal-oriented environment. However, those who utilized face to face meetings with
their counterparts, government departments and other construction professionals
found these interactions to be successful in communicating project needs.

This section of investigation reiterates the importance of applying effective strategies

that not only overcome barriers but also to achieve outcomes that are beneficial to all
stakeholders. In congruence with the literature Ruuska (1996), the questionnaire and
structured interview data highlighted the importance played by the practitioners on
the value of ‘competency’ on project communication. Project practitioners identified
the need for specific competency skills to ensure effective communication within the
project. These competencies include clear and effective problem-solving strategies,
awareness and sensitivity and understanding new language.

Questionnaire and interview data are also in congruence with literature in identifying
methods for conflict resolution which include withdrawal, suppression, force,
compromise and confirmation Mehra (2003). This research’s findings indicate most
of the managers in construction sector advocate group collaboration or problem
solving to tackle issues. The questionnaire and interview data revealed that most of
Sri Lankan project managers view, withdrawal and compromise as the most
appropriate strategy within this ‘high context’ relationship focused culture. All
practitioners interviewed emphasized the necessity and importance of recruiting and
retaining appropriately qualified and skilled staff. The training and upgrade of skills
was viewed by the majority of practitioners as a key aspect in HRM.

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Chapter 4 Analysis and Discussion of Results

4.7 The Impact of Communication Project Management Systems

The respondents’ perceptions for part B of the questionnaire survey on the impact of
barriers to communication have an overall range of 3.11 to 4.57 MR on an ordinal
scale with endpoints 1- Insignificant to 5- Catastrophic, reflecting a minor to
moderate impact. While the respondents’ perception on barriers to communication
were overcome has an overall range of 2.02 MR to 2.57 MR on an ordinal scale with
endpoints 1- Not at all to 3- Totally, reflecting a tendency towards partially to totally
overcome. These results suggest that relatively effective communication strategies
were employed to lessen the negative impact and enhance positive outcomes. The
results for part C of the questionnaire survey on strategies employed support this
with the employment of all of the predetermined strategies. The majority of the
results of the overall responses to communication strategies employed ranged from
3.37 to 4.57 MR with one variable outside this range ‘C10: Suggestion Box’
recording 2.11 MR on ordinal scale with endpoints 1- Never to 5- Mandatory. The
results indicate a tendency towards sometimes and regularly employed for all but one
of the strategies.

The major implication for effective communication as highlighted by the literature

and supported by the questionnaire survey is that it impacts on all management
systems and therefore requires the application of appropriate management strategies
that takes into account the values, beliefs and attitudes of people involved, their skill
level, the physical environment and resources, the construction industry and business
practices and economical influences.

4.8 Overall Discussion of Results

The overall findings of this investigation (see Appendix-B) into the impact of
communication on construction project management systems in Sri Lanka found the
link between the business strategy and the communication strategy. The research
findings highlighted that an organisation must have a global perspective and willing

Department of Civil Engineering 49

Chapter 4 Analysis and Discussion of Results

to modify communication strategies that are appropriate within the context of

construction.
The questionnaire and interview data also highlight the need for the communication
management process to be dynamic enough to accommodate environmental factors,
stakeholders’ needs, organisational objectives and personal expectation and
aspirations which is in congruence with the literature. The field work also revealed
how the impacts of construction communication on project management systems
were mostly negative. However these negative impacts were combated through
effective strategies and proactive measures. What is strongly evident in both the
questionnaire and interview data and reinforced in the literature is the necessity for
project managers to be open-minded and adaptable to new technical and social
experiences.

The empirical research findings of the previous chapter give factors affecting to
project communication, way of creating communication model, project
communication management and effective communication in construction industry.
Findings in previous chapter illustrated the industrial view regarding the above
mention factors. And this chapter will compare the literature findings against the
industrial approach to project communication in construction industry.

The questionnaire opinion survey of Project Communication in construction in Sri

Lanka found beliefs to be generally in agreement with the literature. Virtually all
those taking part in the survey agree that communication is vital; their experiences
are positive for all the questions asked; all the popular communication strategies are
infrequent use; the impact of communication barriers is generally low and all barriers
are being overcome quiet well.

The results on critical incidences raised a number of issues extending the quantitative
data which include the values and attitudes of project managers and various
stakeholders, the extent of involvement of locals, prevailing standards and codes,
hard and soft skills of practitioners, selection and recruitment of personnel, political
influence, cultural beliefs, mode of communication, and communication barriers and

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Chapter 4 Analysis and Discussion of Results

strategies. These issues and factors influence the communication process and impacts
on construction project management.
By summarising all finding Figure 4.1 demonstrate the available communication
method for the project manager. Furthermore as the aim of this research Figure 4.1
developed as one part of the communication plan in Figure 4.3. The other part of the
plan is a table as shown in Table 4.8 that need to fill with discussing all the parties of
contract, before begin the construction.

4.8 Summary

This chapter presented and analysed the research findings of the empirical
investigation. The next chapter provides conclusions and recommendations. Further,
chapter 5 presents limitations of the research study and guides to further research
studies.

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Chapter 4 Analysis and Discussion of Results

Telephone By the word

Meetings calls of mouth Letters Memos E-mails Fax

Verbal Written
Letters

Written Letters

E mails Written
With seniors
With client
Verbal Meetings
Fax

Meetings
With consultant Avilable Method For
Communication to project manager
Telephone With authorities
calls
Verbal Meetings
Verbal
By the word
of mouth With subordinates
Written Letters
Discussion

Verbal Non Verbal Written

Meetings By the word Telephone Facial expression Body Language Hand gestures Eye contacts Notice Board Drawings and Memos
of mouth calls sketches

Figure 4.1: Available methods of communication for Project Managers

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Chapter 4 Analysis and Discussion of Results

Figure 4.2: Communication process in construction

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Chapter 4 Analysis and Discussion of Results

By the word Telephone Meetings Fax with

of mouth calls with minutes E-mails Faxs Letters Memos confirmation

E mails

Informal Formal Formal

Informal Informal
Fax

Written
Documents
Letters Verbal Information Written Documents Informal Telephone
calls
Formal
Verbal
Formal Meetings
Fax with For Seniors Information
confirmation
For Client
Written
Formal Letters
Documents

For Consultant Project Communication Plan for

Meetings
Formal
Project Managers
with minutes
For Authorities
Telephone Written
Verbal Formal Letters
calls Documents
Information

By the word Verbal

Informal Formal Meetings
of mouth Information

Telephone
Discussion For Subordinates Informal calls

Verbal Non Verbal Written

Meetings By the word Telephone Facial expression Body Language Hand gestures Eye contacts Notice Board Drawings and Memos
(for deliver of mouth calls sketches
information with (for deliver
resposibility) information with
resposibility)

Figure 4.3: Communication plan for Project Managers

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Chapter 4 Analysis and Discussion o f Results

Table 4.8: Communication plan

Type of
Documents Purpose Frequency Sender Receiver Method
Documents

Letters, Bills
and Monthly
progress
report

Programme

Cash flows
and
procurement
account

Drawings
and
Specification

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Chapter 4 Analysis and Discussion o f Results

Schedules
and cost
estimates

Quality
control and
assurance
records

Memos and
minutes

Legal
contract and
regulatory
documents

Department of Civil Engineering 56