Project Communication Matrix
Project Communication Matrix
Matrix
COMMUNICATION MATRIX
Key Knowledge Area Purpose Proactive communication is important on all projects. The project
manager must make sure that team members, customers, and stakeholders have the information
they need to do their jobs. Communication is also a vital way to manage expectations about how
the project is going and who needs to be doing what. This can be as simple as talking to your
team members about how they are doing on their assigned work, or holding a regularly
scheduled status meeting. However you do it, proper communication can go a long way toward
ensuring project success.
On smaller projects, communication is simple and does not require much proactive effort.
However, communication gets much more complex the larger a project gets, and the more people
that are involved. Larger projects require communication to be planned in advance, taking into
account the particular needs of the people involved. This is where a Communication Matrix is
useful. A Communication Matrix allows you to think through how to communicate most
efficiently and effectively to the various constituents. Effective communication means that you are
providing information in the right format, at the right time, and with the right impact. Efficient
communication means that we are providing the information that is needed, and nothing more.
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Status meetings
Financial reporting such as budget vs. actuals, or any other required financial information
Informational: This is information people want to know, or that they may need for their jobs.
This information is made available for people to read, but requires them to take the initiative, or
pull the communication.
Awareness-building sessions that people are invited to attend (These are not meant as
training, just to build awareness.)
Traveling road shows to various locations and departments to explain project and benefits
Informal (but purposeful) walking around to talk up the project to team members, users, and
stakeholder
Project memorabilia with project name or image portrayed, such as pins, pencils, Frisbees,
cups, T-shirts, etc.
Publicizing accomplishments
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report might only take one hour to create, but might be needed twice a month. The total effort
would be two hours.
Prioritize the Communication Options
Some communication activities provide more value than others. In the previous exercise, you
brainstormed lists of communication options. Now you need to prioritize the items to determine
which provide the most value for the least cost. If a communication activity takes a lot of time
and provides little or marginal communication value, it should be discarded. If a communication
option takes little effort and provides a lot of value, it should be included in the final
Communication Matrix. Of course, if a communication activity is mandatory, it should be
included no matter what the cost. If a mandatory activity is time consuming, you may be able to
negotiate with the stakeholders to find a less-intensive alternative.
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Communication Matrix
Name/Nature of
Communication
From
To
Content Provided By
Type
(Man/Mktg/Info)
Frequency
Format
Used
Delivery
Media
Comments
Sponsors
Urgent Issues
Program Manager,
Program Director
Executive
Sponsor, Program
Sponsor
As needed
Issues Updates/
Resolutions
Executive Sponsor,
Program Sponsor
Program Director,
Program Manager
Executive Sponsor,
Program Sponsor
As needed
Verbal updates,
E-mail, Memos
Status Report
Program Manager
Program Director
Program Manager,
Project Managers
Mandatory
Monthly
Status Report
form
E-mail or
Shared Storage
Special
Presentation or
Meetings for
Updating
Executives
Program Manager
Executive Team
Program Manager,
Program Director
Informational
As needed
To be
determined,
based on
requirements
Meeting
(1) Weekly
(via the
Project
Status
Report)
(1) Project
Status Report
form
(1) E-mail
Team Members
New Program
Issues or Action
Items
Program Manager,
Project Managers
and Team members,
and other persons
Program Manager
(2) As
needed (via
Program
Manager)
(3) As
needed (via
Stakeholder
Meeting
minutes)
(2) Standard
Issue or
Action Item
Submission
form by
Program
Manager
(3)
Stakeholder
Meeting
Minutes
document
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Communication Matrix
Name/Nature of
Communication
Issue Items
Status / Updates /
Resolution
From
Program Manager,
Project Managers
To
Content Provided By
Program Manager
Type
(Man/Mktg/Info)
Frequency
(1) Weekly
(via the
Project
Status
Report)
(2) As
needed
Change Requests
Project Managers
Program Manager
Project Managers
Project Status
Reports
Project Managers
Program Manager
Program Status
Report
Program Manager
Program Manager
database
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Mandatory
Format
Used
(1) Project
Status Report
form
(2) Lotus
Notes
Response
form
Delivery
Media
(1) E-mail
(2) Lotus Notes
Issues/Action
databases
Comments
(1) If the
status/update/resolution is
received through the
Project Status Report, the
Program Manager will
enter it into program log.
Status/updates will be
submitted as Responses
to a main-topic record in
Program Log. If a
resolution is received as a
Response to a main-topic
in the databases, the
program manager will enter
the resolution in the main
record and close out the
issue/action item.
As needed
Standard
Change
Request form
Weekly (by
Tuesday
12:00 PM)
Standard
Status Form
Weekly
Standard
Status Report
Form
Program
Manager
control file
Communication Matrix
Name/Nature of
Communication
From
To
Content Provided By
Type
(Man/Mktg/Info)
Frequency
Format
Used
Delivery
Media
Comments
Stakeholders
New Issues/Action
Items
Stakeholders
Program Manager
Stakeholders
Bi-Weekly
Discussions
during biweekly
stakeholders
meeting
Issues/Action
Items section of
meeting
minutes
Issues/Action
Items
Status/Updates/Re
solutions
Program Manager
Stakeholders
Bi-Weekly
Program
Management
update during
stakeholders
meeting.
Stakeholders
Meeting
Urgent
Information
Impacting Team
and External (I/S)
Stakeholders
Program Director
Program Manager,
Program Director, Project
Managers
As needed
TBD
E-Mail/Voice
Mail, as
appropriate
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