6th Edition PMBOK® Guide–Process 10.3 Monitor Communications: Outputs

As I mentioned in the previous two posts on the a) inputs and b) tools and techniques of this process, the process of Monitor Communications really consists of two parts:

  • Monitoring communications to compare the actual work done on communications (by looking at the Work Performance Data–one of the inputs of the process) with what is set out in the Communications Management Plan (another input of the process):   the results of this comparison are considered to be Work Performance Information (see paragraph below)
  • Controlling communications so that if a variance between the actual communications and the planned communications is discovered, the source of the variance is determined and a Change Request is made to resolve it (see paragraph below).   The change proposed may be in the communications themselves or in the communications plan (see paragraph below), with possible changes to the project documents (see paragraph below).

10.3.3  Monitor Communications:  Outputs Work Performance Information

The whole point of this process is to compare how the communications on the project are actually performed (the Work Performance Data input to this process) and compare it with the results that were planned in the Communications Management Plan (another input to the process).   This comparison is the Work Performance Information, which should be analyzed by the project team to get their feedback and that of stakeholders regarding the effectiveness of the communications.   Any proposed changes should take be made as formal Change Requests (see next paragraphs).  Change Requests

These outputs then become inputs of the process 4.6 Perform Integrated Change Control.

The change may be to communications to put them more in line with what’s in the Communications Management Plan, or it may be to the plan itself if the original plan turned out to be either unrealistic or if the stakeholders have changed their requirements with regards to those communications.  (They may request more frequent information about the project as they become more aware of its impact, for example.) Project Management Plan Updates

As mentioned above, the process may result in changes to the project management plan, in particular those components that have to do with communications:

  • Communications Management Plan–any updated are included to the plan to make communications more effective
  • Stakeholder engagement Plan–if the situation of stakeholders change and they want additional information about the project, these changes are reflected in the stakeholder engagement plan Project Documents Updates

  • Issue log–issues related to communication will be updated on this log
  • Lessons learned register–if issues related to communication are resolved, the resolution and the corrective actions chosen will be updated in the lessons learned register so that communications can be made more effective for the rest of the project.
  • Stakeholder register–if stakeholders have any changed requirements with regards to communications, these changes are updated in the stakeholder register.

And that, my friends, is the last post for the Communications knowledge area.   Next is one of the biggest and more important knowledge areas covering Risk Management.   I will start the next post with the inputs to process 11.1 Plan Risk Management.


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