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10 - PROJECT COMMUNICATIONS MANAGEMENT
10.3.1.5 organizational Process Assets
Described in Section 2.1.4. The organizational process assets that may influence the Control Communications
process include, but are not limited to:
• Report templates;
• Policies, standards, and procedures that define communications;
• Specific communication technologies available;
• Allowed communication media;
• Record retention policies; and
• Security requirements.
10.3.2 control communications: tools and techniques
10.3.2.1 Information Management Systems
An information management system provides a set of standard tools for the project manager to capture, store,
and distribute information to stakeholders about the project’s costs, schedule progress, and performance. Some
software packages allow the project manager to consolidate reports from several systems and facilitate report
distribution to the project stakeholders. Examples of distribution formats may include table reporting, spreadsheet
analysis, and presentations. Graphic capabilities can be used to create visual representations of project performance
information.
10.3.2.2 Expert Judgment
Expert judgment is often relied upon by the project team to assess the impact of the project communications,
need for action or intervention, actions that should be taken, responsibility for taking such actions, and the timeframe
for taking action. Expert judgment may need to be applied to technical and/or management details and may be
provided by any group or individual with specialized knowledge or training, such as:
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