Guide to

Communicating

Contents
Why communication is critical to projects
A communications model
The main channels of communication
Examples of types of communications
Filtering
Barriers to communication
Approach to communications
Conveying messages effectively
Listening
Llistening techniques
Communications planning

Why communication is critical to projects

The majority of projects fail to deliver what was
required within the constraints that were set.
Most of the various causes of project failure can be
attributed to communication difficulties.
Project Managers should spend between 75 and
90% of their time in communication activities
(PMBOK 2000).
By being aware of and mastering the techniques in
the following slides, project managers and team
members will be able to be more effective
communicators.

A Communications Model
Communication is a complex process. To better understand
this it is helpful to break this down into components. A
communications model derived from the telecommunications
industry provides a useful representation of communications.
Receiver

Source
Encoder

Message
Channel

Decoder

The Six Components of the

Communications Model

Source: the originator of the message.

Encoder: the translator of the sources thoughts into a

format that can be transferred to the receiver.

Message: the product of the encoder, what is transferred

to the receiver.

Channel: the medium used to transfer the message from

source to receiver.

Receiver: the recipient of the message.

Decoder: the translator of the received

message into meaningful content.

Example of the Communications Model

Consider the scenario:Mary wants to meet Jane for
lunch on Tuesday, and sends an email
Source: Mary
Encoder: The processing that takes Marys thought and converts that
to words and then into the pressing of keys on the computer
keyboard
Message: The text of the email sent Jane, can you meet me for
lunch on Tuesday? Regards, Mary.
Channel: The email system
Receiver: Jane
Decoder: Janes conversion of symbols seen on her
computer screen into an understanding that Mary
wants to know if Jane can meet her for lunch on
Tuesday

The main channels of communication

Written: reports, notes, memos, letters, emails,
faxes. Written communication allows the recipient to
reply in their own time.
Verbal: face to face, phone. Verbal communication
provides the opportunity to immediately deliver the
message and obtain a response.
Non-verbal: it has been estimated that over 60% of
our face to face communication is non-verbal.
Factors include our appearance, posture,
gestures, facial expressions, tone of voice,
eye contact end physical contact.

Examples of communication types

One-on-one meetings

Personal letters

Workshops

Memos

Small group meetings

Posters

Presentations

Newsletters

Ceremonies

Articles in the press

Surveys

Annual reports

Voicemail

Announcements

Electronic mail

Brochures

Teleconferences
Videotapes
Audiotapes
Corridor or kitchen
conversations

Bulletin boards
Suggestion cards
The rumour mill

What is filtering?
Filtering is altering the interpretation of the message by applying
certain influences or biases.
The receiver will filter the message according to their experience
and as a result the interpretation of the message can be very
different from what was intended.
The consequence of filtering is that there can be misunderstanding
which can lead to an unexpected response.
For example, the project manager may ask a team member if the
document has been completed. The team member may interpret
this as asking whether it has been written, and not whether it has
also been reviewed and signed off.

Causes of Filtering
Some of the common areas that cause filtering are:
Language: the receiver interprets the message based on their translation
of the language to thoughts and ideas.
Culture: of the recipient and their understanding of the culture of the
environment they are in (the workplace, the organisation, the industry,
the local area and country).
Semantics: the receiver interprets the message based on their
understanding of the meaning of the words used.
Knowledge base: the receiver utilises a different knowledge base on
which to interpret the message.
Implication: the interpretation of the message may be based on
assumptions. An extreme example of implication is sarcasm, where the
opposite of what is meant to be interpreted is said

Causes of Filtering
Ethics: the ethical values of the receiver and the sender can
influence the interpretation of the message. For example the
sender may consider honesty less important than upsetting people
when reporting what happened.
Reputation: The reputation of the sender may set a predisposition
on the receiver on interpretation. For example the sender may be
reputed to exaggerate.
Organisational status: the role and position that the sender and
receiver have in the organisation may influence interpretation of the
message.
Emotional factors: the emotional loading of the words used may
differ significantly. For example the interpretation of a comment
such as its a mess.
Situational factors: the current mindset of the receiver.
For example they may be distracted by some personal
issue.

Addressing filtering
Project managers and business analysts need to be aware of how
filtering can affect communication and appreciate that just
because a message has been sent does not mean it has been
received and interpreted as expected.
To avoid problems caused by filtering it is recommended that the
sender of the message check that the message was understood
correctly by asking questions, or asking the receiver to verify their
understanding of the message.

Barriers to Communication
Barriers to communication are obstacles that restrict communication.
Some common types of barriers are:

Playing power games: where communication is politically

motivated.
Withholding information: for example a cover-up of an error or
omission.
Management by memo: instructions via memo rather than face to
face.
Absence of communication channels: some recipients may not
have access to the channel of communication that was assumed
by the sender. For example email may be unavailable when out of
the workplace.
Spatial separation: geographical separation can
influence the extent and quality of communication

Barriers to communication
Emotional sensitivity: for example the receiver may be particularly
sensitive to criticism.
Hidden agendas: where the person may be influencing for an
undisclosed reason.
Background noise: the level of background noise can impede effective
communication. The large number of emails now being sent is one type
of background noise that impedes its use as an effective communication
tool.
Prejudices: personal prejudices and beliefs about types of people can
impact the effectiveness of communication.

Dealing with the barriers

Project managers and business analysts need to break down the
barriers so that effective communication can occur.
One of the simplest methods of achieving this is to ask the person if
the barrier exists? For example, ask: Is there something affecting this
that I am not aware of? Is location a problem in communication on
this project? Is this the best method for us to communicate on this?
By asking questions the barrier can be recognised, and in many
cases removed or made less restrictive.
At the project level a communications plan can be developed and the
strategies put in place to avoid or address anticipated barriers.

Approach to Communications
Considering the potential for filtering and barriers to
communication a project manager should consider the
following in each communication they make:
Message

What information does this individual/group need

to receive?

Method

What is the best mechanism for communicating

with this individual/group?

Timing

When and how often should the communication

occur?

Communicator

Who will be responsible for creating and

delivering this communication?

Conveying messages effectively

Be clear and concise
Avoid using jargon
Dont brain dump - summarise
Explain first and finish with instructions of what
you want the receiver to do
Dont waffle - stick to the point
Dont confuse several messages in one - keep it
simple
If stating what to do and not to do finish with the
do statement

Listening
Listening is a key component of communicating.
A distinction is made between hearing and listening.
True listening involves understanding.
Good listening skills are of major importance in
managing projects.
The project manager needs to hear and understand the
needs of the sponsor, team and stakeholders to be able
to produce the best results for the project in the most
effective way.
Business analysts need to listen very carefully
when gathering requirements to ensure they
are captured correctly.

Listening techniques
Some techniques to improve listening skills are:
Develop an appreciation of why we need to listen
better.
Do less talking and stop internally preparing the
next thing to say while the other person is talking.
Show you are listening pay attention to the
speaker, make supportive sounds and gestures.
Ask yourself if you have really understood what
has been said.
Paraphrase back what they have said or take notes
(depending on the context).

Listening techniques (cont.)

Additional ways of improving listening:
Openness: be open in your communication style, show
interest and curiosity.
Focus: ignore distractions.
Empathy: show an understanding of their situation, thoughts
and feelings.
Positive intentions: maintain a positive mindset to what you
hear, avoid reacting negatively or criticising.
Problem solving orientation: keep the focus on how to
resolve or help the situation rather than on blame. Manage your
emotional response and avoid confrontation.

Communications planning
The project manager needs to develop a communications
plan for the project to ensure effective communication
during the life of the project.
The communications plan identifies all regular
communications and key one-off communications such as
the kick-off meeting and post implementation review.
The plan needs to include all types of communications,
including:

face to face: such as meetings and workshops

written: such as status reports and newsletters

Communications plan
Guidelines

Sample meeting

Sample report

Title

Identify each communication

Kick-of meeting

Project status report

Type

Classify by type

Workshop

Written

Objective

State the purpose of the

communication.

Set the scene of the

project

Inform stakeholders of
progress, performance,
risk, issues and changes

Frequency

State how often the

communication occurs

One-off

Monthly

Who is responsible for

ensuring this communication
happens

Project sponsor

Project manager

List each recipient or

participant

All stakeholders
Mary Jones, Bill
Smith.

Steering committee,
major stakeholders
Dave Lee, Janet Smith

Owner

Recipient or
participant