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10 - PROJECT COMMUNICATIONS MANAGEMENT
• Other units within the organization,
• Consultants,
• Stakeholders, including customers or sponsors,
• Professional and technical associations,
• Industry groups,
• Subject matter experts, and
• Project management office (PMO).
The project manager, in collaboration with the project team, then determines the actions required to ensure that
the right message is communicated to the right audience at the right time.
10.3.2.3 Meetings
The Control Communications process requires discussion and dialogue with the project team to determine 10
the most appropriate way to update and communicate project performance, and to respond to requests from
stakeholders for information. These discussions and dialogues are commonly facilitated through meetings,
which may be conducted face to face or online and in different locations, such as the project site or the
client’s site. Project meetings also include discussions and dialog with suppliers, vendors, and other project
stakeholders.
10.3.3 control communications: outputs
10.3.3.1 Work Performance Information
Described in Section 4.4.1.5. Work performance information organizes and summarizes the performance data
gathered. This performance data typically provides status and progress information on the project at the level of
detail required by the various stakeholders. This information is then communicated to the appropriate stakeholders.
10.3.3.2 change requests
Described in Section 4.3.3.3. The Control Communications process often results in the need for adjustment,
action, and intervention. As a result, change requests will be generated as an output. These change requests are
processed through the Perform Integrated Change Control process (Section 4.5) and may result in:
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©2013 Project Management Institute. A Guide to the Project Management Body of Knowledge (PMBOK Guide) – Fifth Edition 307
Licensed To: Jorge Diego Fuentes Sanchez PMI MemberID: 2399412
This copy is a PMI Member benefit, not for distribution, sale, or reproduction.
