Process of Communication

Communications is a continuous process that mainly involves three elements viz. sender,
message, and receiver. The elements involved in the communication process are explained below
in detail:

1. Sender

The sender or the communicator generates the message and conveys it to the receiver. He is the
source and the one who starts the communication

2. Message

It is the idea, information, view, fact, feeling, etc. that is generated by the sender and is then
intended to be communicated further.

Browse more Topics under Directing

 Introduction, Meaning, Importance & Principles of Directing

 Elements of Direction
 Incentives
 Leadership

3. Encoding

The message generated by the sender is encoded symbolically such as in the form of words,
pictures, gestures, etc. before it is being conveyed.

4. Media

It is the manner in which the encoded message is transmitted. The message may be transmitted
orally or in writing. The medium of communication includes telephone, internet, post, fax, e-
mail, etc. The choice of medium is decided by the sender.

Learn more about Types of Communication here in detail.

5. Decoding

It is the process of converting the symbols encoded by the sender. After decoding the message is
received by the receiver.

6. Receiver
He is the person who is last in the chain and for whom the message was sent by the sender. Once
the receiver receives the message and understands it in proper perspective and acts according to
the message, only then the purpose of communication is successful.

7. Feedback

Once the receiver confirms to the sender that he has received the message and understood it, the
process of communication is complete.

8. Noise

It refers to any obstruction that is caused by the sender, message or receiver during the process of
communication. For example, bad telephone connection, faulty encoding, faulty decoding,
inattentive receiver, poor understanding of message due to prejudice or inappropriate gestures,
etc.

Importance of Communication
1. The Basis of Co-ordination

The manager explains to the employees the organizational goals, modes of their achievement and
also the interpersonal relationships amongst them. This provides coordination between various
employees and also departments. Thus, communications act as a basis for coordination in the
organization.

2. Fluent Working
A manager coordinates the human and physical elements of an organization to run it smoothly
and efficiently. This coordination is not possible without proper communication.

3. The Basis of Decision Making

Proper communication provides information to the manager that is useful for decision making.
No decisions could be taken in the absence of information. Thus, communication is the basis for
making the right decisions.

4. Increases Managerial Efficiency

The manager conveys the targets and issues instructions and allocates jobs to the subordinates.
All of these aspects involve communication. Thus, communication is essential for the quick and
effective performance of the managers and the entire organization.

5. Increases Cooperation and Organizational Peace

The two-way communication process promotes co-operation and mutual understanding amongst
the workers and also between them and the management. This leads to less friction and thus
leads to industrial peace in the factory and efficient operations.

6. Boosts Morale of the Employees

Good communication helps the workers to adjust to the physical and social aspects of work. It
also improves good human relations in the industry. An efficient system of communication
enables the management to motivate, influence and satisfy the subordinates which in turn boosts
their morale and keeps them motivated.

Types of Communication
1. Formal Communication

Formal communications are the one that flows through the official channels designed in the
organizational chart. It may take place between a superior and a subordinate, a subordinate and a
superior or among the same cadre employees or managers. These communications can be oral or
in writing and are generally recorded and filed in the office.

Formal communication may be further classified as Vertical communication and Horizontal

communication.

Vertical Communication
Vertical Communications as the name suggests flows vertically upwards or downwards through
formal channels. Upward communication refers to the flow of communication from a
subordinate to a superior whereas downward communication flows from a superior to a
subordinate.

Application for grant of leave, submission of a progress report, request for loans etc. are some of
the examples of upward communication. Sending notice to employees to attend a meeting,
delegating work to the subordinates, informing them about the company policies, etc. are some
examples of downward communication.

Horizontal Communication

Horizontal or lateral communication takes place between one division and another. For example,
a production manager may contact the finance manager to discuss the delivery of raw material or
its purchase.

Types of communication networks in formal communication:

 Single chain: In this type of network communications flows from every superior to his
subordinate through a single chain.
 Wheel: In this network, all subordinates under one superior communicate through him
only. They are not allowed to talk among themselves.
 Circular: In this type of network, the communication moves in a circle. Each person is
able to communicate with his adjoining two persons only.
 Free flow: In this network, each person can communicate with any other person freely.
There is no restriction.
 Inverted V: In this type of network, a subordinate is allowed to communicate with his
immediate superior as well as his superior’s superior also. However, in the latter case,
only ordained communication takes place.

2. Informal Communication

Any communication that takes place without following the formal channels of communication is
said to be informal communication. Informal communication is often referred to as the
‘grapevine’ as it spreads throughout the organization and in all directions without any regard to
the levels of authority.

Informal communication spreads rapidly, often gets distorted and it is very difficult to detect the
source of such communication. It also leads to rumours which are not true. People’s behaviour is
often affected by rumours and informal discussions which sometimes may hamper the work
environment.

However, sometimes these channels may be helpful as they carry information rapidly and,
therefore, may be useful to the manager at times. Informal channels are also used by the
managers to transmit information in order to know the reactions of his/her subordinates.
Types of Grapevine network:

 Single strand:  In this network, each person communicates with the other in a sequence.
 Gossip network: In this type of network, each person communicates with all other
persons on a non-selective basis.
 Probability network: In this network, the individual communicates randomly with other
individuals.
 Cluster Network:  In this network, the individual communicates with only those people
whom he trusts. Out of these four types of networks, the Cluster network is the most
popular in organizations.

3. Unofficial Communication

There is also an unofficial way of communication. Unofficial communication refers to employee

communication outside of the workplace on matters unrelated to work. Friendly meetings, dinner
outings, and social gatherings among employees are examples of unofficial communication
channels. The management must be aware of the existence of such a channel and the information
flowing through it.

Barriers of Communication
The communication barriers may prevent communication or carry incorrect meaning due to
which misunderstandings may be created. Therefore, it is essential for a manager to identify such
barriers and take appropriate measures to overcome them. The barriers to communication in
organizations can be broadly grouped as follows:

1. Semantic Barriers

These are concerned with the problems and obstructions in the process of encoding and decoding
of a message into words or impressions. Normally, such barriers result due to the use of wrong
words, faulty translations, different interpretations, etc.

For example, a manager has to communicate with workers who have no knowledge of the
English language and on the other side, he is not well conversant with the Hindi language. Here,
language is a barrier to communication as the manager may not be able to communicate properly
with the workers.

2. Psychological Barriers

Emotional or psychological factors also act as barriers to communication. The state of mind of
both sender and receiver of communication reflects in the effective communication. A worried
person cannot communicate properly and an angry recipient cannot understand the message
properly.
Thus, at the time of communication, both the sender and the receiver need to be psychologically
sound. Also, they should trust each other. If they do not believe each other, they cannot
understand each other’s message in its original sense.

3. Organizational Barriers

The factors related to organizational structure, rules and regulations authority relationships, etc.
may sometimes act as barriers to effective communication. In an organization with a highly
centralized pattern, people may not be encouraged to have free communication. Also, rigid rules
and regulations and cumbersome procedures may also become a hurdle to communication.

4. Personal Barriers

The personal factors of both sender and receiver may act as a barrier to effective communication.
If a superior thinks that a particular communication may adversely affect his authority, he may
suppress such communication.

Also, if the superiors do not have confidence in the competency of their subordinates, they may
not ask for their advice. The subordinates may not be willing to offer useful suggestions in the
absence of any reward or appreciation for a good suggestion.

Communication Channels
Communication channels are the means by which people in a company communicate and
interact with one another. Without the proper communication channel, it is exceedingly difficult
for employees to align with the business objectives and goals, as well as drive innovation and
progress in the workplace.

Along with Formal and Informal Communication Channels, we also have a few different types
of channels used in business organizations. They are as follows:

 Digital communication channels –

To reach and engage their staff, most firms use digital communication platforms. They include a
variety of online tools that employees utilize to stay in touch with one another and stay up to date
on corporate news and developments. This form of communication channel is thought to be the
most effective of all.

A few examples are social media, intranets, employee collaboration software, project
management tools, feedback software, etc.

 Face-to-face communication channels –

Face-to-face communication is still vitally crucial in the workplace, despite the fact that
electronic forms of communication are gaining over. It is still crucial since many situations
require nonverbal communication (body language, gestures, signs, facial expressions, etc.).
  Written communication channels –

Within corporations, this sort of communication is nearly extinct. However, textual

communication is still required when communicating critical policies, letters, memos, manuals,
notices, and announcements to employees. But, for external communications with the customers,
retailers, distributors and other individuals, written communication is still the most effective.

A few examples are emails, live chat, text messages, blogs, newsletters, written documents, etc.

Models of Communications
The communication process is divided into three standard models: linear, interactive, and
transactional. They are useful because they simplify the fundamental structure of communication
and can help us understand it not only verbally, but also visually. Most importantly, they identify
the many communication pieces and act as a form of a map to explain how different portions of
the communication process are interconnected.

 Linear Model –

In this model, a sender encrypts a message and sends it to the recipient via a channel. The
message is decoded by the receiver. There could be obstacles or background noise in the
communication process. Also known as  Straight-line communication, it is most common in
mainstream media such as television, radio, and newspapers. There is no way to get immediate
feedback in this model.

 Interactive Model –

The Interactive model is similar to the Linear model, except it includes feedback. The feedback
concept was introduced to the model, which gave a closer simulation of interpersonal human
interaction than was previously known. Interactional models follow two channels in a more
dynamic perspective of communication. After receiving the message, the receiver encodes and
transmits a response to the original sender, who has now become the receiver. A common
example of this model is a telephonic call.

 Transactional Model –

In the Transactional Model, the receiver and sender can both perform the same roles at the same
time, as messages can be sent back and forth at the same time. People generate shared meaning
in a more dynamic process in the transactional model. To create common meaning, there must be
some overlap in realms of experience. In other words, if people are to communicate at all,
communicators must share at least some degree of cultural, linguistic, or environmental
commonality.

Verbal Communication
Vocal communication is accompanied by auditory signals produced by a vibrating organ, such as
the larynx in mammals’ throats. The vocal communication is the process through which
speakers’ express emotions by changing the nonverbal components of their speech, and listeners
use nonverbal aspects of speech to infer the speaker’s emotional experience. This comprises
aspects of the voice such as intonation, stress, volume, speed, and accent interference. We use
vocal communication to frame our message more effectively. This form of communication, as
well as voice features such as pauses and focus stress, are used to build a structure that allows the
listener to follow your message.

 Intonation – Intonation defines how the pitch of your voice increases and falls during a
speech. A shift or variation in pitch can have an impact on the meaning of what we say.
 Stress – Stressing is the process of emphasizing a word or statement in order to bring
attention to it. Stress syllables and words are said louder, for a longer period of time, and
with a higher pitch. When the speaker is monotone, these crucial cues are missing, and
the message becomes puzzling.
 Pauses – The pause allows the speaker to gather his or her thoughts before making the
final argument. This allows the audience to stay up with you while also giving them time
to process what you just stated.
 Focus Stress – The listener’s attention is drawn to a certain word or phrase when there is
focus tension. The employment of focus stress is used to clarify, emphasize, or
demonstrate the difference.
 Pace – Pace is the rate at which you speak. The pace might be rapid, slow, or moderate,
and it can fluctuate throughout. It is claimed to vary the tempo, quickening up at times
and then slowing down depending on the scenario and the significance of the context, in
order to keep the audience’s attention.

Nonverbal Communication
Non-Vocal Communication is the technique of transmitting meaning without the use of written
or spoken words. Non-verbal communication refers to any communication between two or more
people that involves the use of facial expressions, hand motions, body language, postures, and
gestures. These non-vocal cues can provide insights, supplementary information, and
significance in addition to spoken communication.

Non-vocal elements such as unspoken symbols, signs, and signals to express meaning are
examples of verbal communication. Non-vocal elements such as body language, gestures, facial
emotions, and eye contact are examples of nonverbal communication.

 Signals

Signals are movements that are used to express to others one’s wants, desires, and feelings.
Signaling is a type of expressive communication. The primary goal of signals is to change a
single environmental aspect in order to attract attention and convey meaning.

 Signs
Signs do not belong to any specific language, although they are found in practically every region
of the world. The primary distinction between a sign and a signal is that a sign (such as traffic
lights or a police officer’s badge) has inherent meanings, but a signal (such as a scream for aid)
is only a means through which extrinsic meanings can be formulated.

 Symbols

The symbol has been defined as any device that can be used to create an abstraction. Symbols are
visual representations of an event, activity, object, person, or location that can be used to convey
information about that event, action, thing, person, or location. Symbols can be used to
communicate in both receptive and expressive modes. The more closely a symbol resembles
what it represents, the more tangible it is.

 Icons

An icon is a visual representation of an application, a capability, or another concept or distinct

thing that has meaning for the user. Icons are typically thought to be dense collections of linked
and unconnected symbols.

 Gestures

A gesture is a movement of the hand, arms, or other bodily part meant to express or accentuate
something, most often while speaking. Gestures can also develop a communication lexicon that
is more or less unique to each culture.

 Proxemics

Proxemics is the study of how people from diverse cultures use time and space, as well as body
positions and other elements, to communicate. The proxemics is the study of what people
express by standing closer or farther apart. Standing very close to someone to whom we are
about to disclose something private is one example. Another example is backing away from
someone when we feel our personal space is being infringed upon.

Mass and Public Communications

The process of developing, sending, receiving, and analyzing messages for large audiences via
vocal and written media is known as Mass communication. Print media, outdoor media, digital
media and the Internet, social media, films, radio, and television are all examples of these
mediums. The method through which media companies develop and disseminate messages to
large audiences, as well as the process by which those messages are sought, used, interpreted,
and influenced by the audience, is known as mass communication.

When a person or a group of individuals meet and begin sharing information with an audience or
give a presentation on specific themes to deliver a message, this is referred to as public
communication. Public communication can be defined as the act of sharing information with the
general public. Public speaking events, conferences, seminars, and press conferences are all
instances of public communication.

Control of mass communications

In serving the people, public communicators are not totally free to follow their own whims. In
several nations, national authorities have complete control over all broadcasting, and in some
areas, print and cinema media are strictly regulated by the government. Written and visual
communications may be subject to censorship and limits under local law.

Effects of mass communications

Mass communications are capable of creating learning and changing attitudes and opinions in
their listeners, with the depth of the learning and changes restricted by the situation’s connected
elements. Some people believe that the overall impacts of mass communication are safe for both
children and adults. Many sociologists believe that mass communication influences attitudes and
behaviour. In the voting behaviour of so-called undecided voters, the influence of newspapers,
journals, and television in shaping political opinions are fairly well recognized. Advertising firms
well-versed in television tactics have been introduced into the political arena to organize
campaigns and promote their customers’ images. Q: List the measures to improve
communication effectiveness?

Answer: Measures to improve communication effectiveness are as follows

1. Communication of Clarification of the idea.

2. Communication should be according to the needs of the receiver.
3. Consulting others before communication.
4. Awareness about the language, tone and body postures and gestures.
5. Convey information useful to the receiver.
6. Ensure proper feedback.
7. Follow up communications.

Having open communication is essential and should be available to all project stakeholders, including
workers and contractors. Whether in person or through virtual means, regular communication
guarantees workplace morale and business success.

There are three main communication techniques we can use for effective project management:

 Interactive communication

 Push communication

 Pull communication
Interactive communication 

Interactive communication is used most when sharing sensitive and important information. Usually, it’s
immediately acknowledged and actioned, mostly through:

 In-person meetings

 Phone calls

 Video conferences

Interactive communication usually involves meeting people face-to-face, however foreign that might
seem to us in recent times. But the societal shift towards virtual communication has forced us to adapt.

Videocalls have proven just as effective for conveying messages; your persona, body language, even
tone of voice, are just as easily portrayed as they would be in person. We can think of this
communication as a conversation.

Interactive communication is the best way to gauge what you require from clients. And it’s great for
presenting any methods and updates necessary for the project, especially those needed from third
parties like contractors or suppliers.

Push communication 

Push communication involves sending information without expecting an immediate response. It’s
usually through:

 Emails

 Newsletters

 Project outlines

It’s best for when you need to convey information that isn’t time-sensitive or urgent. Usually push
communication is used for updates, benefits, or changes to projects.

It’s good business practise to ensure all your methods don’t revolve around push communication, as it
could come across as unreceptive or neglectful for the team, stakeholders and project needs.

Try to restrict push communication to weekly emails or monthly newsletters. Or of course when sending
a lot of information or documentation changes to clients. Perhaps combine this with interactive
communication – share the brief information via a phone call and the details via email.

Pull communication 

Pull communication usually allows us to access information whenever we desire. Forms of pull
communication include:

 Website and landing pages

 Knowledge base

 Management software and apps

It’s especially effective when clients want to access project information at their own leisure. Or when
information needs to be relayed to stakeholders or contractors. This involves clear transparency and
demonstrates a high sense of trust between you and your project team, managers and stakeholders.

Gauge what the team and client’s want, and then decide how to and where best to share information.
We should try to use all three methods fluidly and appropriately:

 Interactive communication for immediacy.

 Push communication for large amounts of information.

 Pull communication for accessibility.

So how can I ensure effective communication during

projects?
Hold regular meetings

Having regular meetings with team members increases a shared understanding for objectives and
deadlines. The meetings can also be a platform for project members to share any ideas or
concerns they have, which in turn will help them feel supported and valued whilst working with
you.

Be sure to regulate the time for each meeting so they don’t become too lengthy. And provide
time for people to share any admin tasks and future agenda ideas.

Be inclusive

Try not isolate anyone when sending out project reports or inviting people to meetings. Keep
relevant people in a shared loop, so they’re at least aware of any project changes or new
developments.

It’s always better to send a little too much information than too little. Ask your colleagues what
form of communication technique they prefer, as some methods may exclude some people.

Be clear and precise

Whether you’re sending updates or requesting feedback, try to limit time wasted during actual
communication. Have your purpose of the email or phone call ready beforehand and take a
moment to outline your thoughts.

Also consider exactly who you’re communicating with. Are they a team member who you need
updates from? Or are they clients who should be addressed in a different way?

Present what you need in a clear and accessible structure, allowing everyone to easily understand
your points and opinions.
Take everyone’s opinions into consideration

Sometimes a shared viewpoint can be more productive than listening to one person’s view, so
make a habit to consider multiple opinions rather than just your own. Recognise when you’re
wrong about something, or when someone else’s idea is better. Your team will respect you
further and communication methods will remain intact and undamaged.

We face several situations that benefit one specific type of communication method. Choosing the
right one will help determine whether targets are met and changes are understood. But be sure to
use all three, helping to build great rapport and in turn project success.

The results of effective communication comes from having great levels of engagement,
understanding and comfort in working with your team on various tasks. As a project
professional, you really need to have an arsenal of qualities, but good communication skills is
one of the biggest drivers for business success.

The conflict management process involves identifying and handling conflicts in an effective manner.
There are several techniques to solve conflicts. The PMBOK Guide recommends the five of them below.
So these are the conflict management techniques for the PMP Exam.

1. Withdrawing
2. Smoothing
3. Compromising
4. Forcing
5. Collaborating

1. Withdrawing

Withdrawing technique can be used by the project manager when the issue is unimportant or there is
no chance of winning. In other words, the manager avoids and lets the conflict resolves itself. It is also
known as avoiding.

Withdrawing technique can be used in the following cases:

 When the issue is unimportant and there is no chance of winning

 When there is no time to deal with it because of the other important issues

 When you see no chance of getting your concerns met

 When there is less or no information related to the conflict

The withdrawing conflict management technique has some advantages and disadvantages. Some
professionals do not accept withdrawing as a conflict management technique because no action is taken
while implementing withdrawing technique.

2. Smoothing
In the Shooting technique, the project manager accommodates the concerns of other people rather
than his own concerns. Therefore this technique is also known as accommodating.

The smoothing technique can be used in the following cases:

 When other people have more effective solutions

 When you need a temporary solution to the problem

 When the issue is not very significant for you

Advantage of the smoothing conflict management technique is to save time by avoiding discussions that
seem to take a long time. However, it may have some disadvantages. Other parties may exploit the
situation and create additional advantages against you. This may damage your position as a leader.

3. Compromising

In this technique, the project manager takes suggestions from both parties and makes a compromise. It
is a common technique used for resolving disagreements. This solution partially satisfies both sides. The
project manager can choose this technique when there is a need for a temporary solution or when both
parties have equally significant goals.

The compromising technique can be used in the following cases:

 When you need a temporary solution

 When both parties have equally significant goals

 When collaboration does not work

Compromising conflict management technique is a quick dispute resolution technique which creates a
win-win solution. It ensures that all sides become a part of the solution. However, in this technique,
none of the parties are truly satisfied.

4. Forcing

The project manager acts in a very assertive manner to achieve his goals or agrees with one party’s
viewpoint and enforce the others. It is also known as competing.

Forcing technique can be used in the following cases:

 When there is an emergency

 When a fast resolution is needed for the situation

 When you agree with one party’s viewpoint and you have limited time to solve the issue

Forcing conflict management technique creates a win-lose solution which may demoralize team
members and decrease their motivation.  Although forcing provides a quick dispute resolution, it may
negatively affect the team’s morale. Therefore it is not recommended by the experts when teamwork is
essential for success.

5. Collaborating

In the collaborating issue management technique, the project manager negotiates the issue with all
parties to find a solution considering multiple aspects. It is also known as win-win technique and the
solution satisfies the concerns of both parties.

Collaborating technique can be used in the following cases:

 When there is a high level of trust

 When the decisions of other parties are important

 When a consensus is needed for the situation

 When a long-term relationship is needed

The collaborating technique satisfies both parties. Therefore it can be categorized as a win-win
technique. However, it is a time-consuming technique which is not suitable when there is an emergency.

Conclusion

Organizations must overcome the challenges as a team in order to achieve their goals. It is significant to
understand and apply conflict resolution techniques in order to encourage team spirit. The best conflict
resolution technique is the one that suits the situation best. With a basic understanding of conflict
management strategies, project managers will be more effective in the workplace. Trust building in the
workplace is key to avoid conflicts.

In this article, we discuss conflict management techniques in the workplace. Note that this is an
important topic for the PMP Certification Exam.

Project Communications Management - Manage Communications

This process creates, controls, distributes, stores, retrieves, and the ultimate disposition of project
information in accordance to the communications management plan. It enables an efficient and
effective communications flow between project stakeholders. It seeks to ensure that the
information being communicated to the project stakeholders has been appropriately generated, as
well as received and understood.

Techniques to consider for effective communications management include:

 Sender-reciever models - incorporating feedback loops to provide opportunities for

interaction/ participation and remove barriers to communication
 Choice of media - situation specifics as to when to communicate in writing versus orally,
when to prepare an informal memo vs. a formal report and when to communicate face to
face vs. via email. 
 Writing style - appropriate use of active vs. passive voice, sentence structure, and word
choice
  Meeting management techniques - preparing an agenda and dealing with conflicts
 Presentation techniques - awareness of the impact of body language and design of visual
aids
 Facilitation techniques - building consensus and overcoming obstacles
 Listening techniques - active listening and removal of barrios that adversely affect
comprehension

Let's take a look at the Inputs, Tools and Techniques, and Outputs of this process.

1) Communications Management Plan

 Describes how project communications will be planned, structures, monitored and

controlled

2) Work Performance Reports

 A collection of project performance and status information that may be used to facilitate
discussion and to create communications.

3) Enterprise Environmental Factors

 May include:
o Organizational culture and structure
o Government or industry standards and regulations
o Project management information system

4) Organizational Process Assets

  May include:
o Policies, proceeders, and guidelines regarding communications management 
o Templates
o Historical information and lessons learned

5) Communication Technology

 The choice of communication technology is important as you need to make sure that it's
appropriate for the information being communicated.

6) Communication Models

 The choice of communication models is important as you need to make sure that it's
appropriate for the information being communicated. Any barriers need to be identified and
managed. 

7) Communication Methods

 The choice of communication methods is important as you need to make sure that it's
appropriate for the information being communicated. Focus on ensuring the info ration
that has been created and distributed has been received and understood to enable response
and feedback. 

8) Information Management Systems

 Project information is managed and distributed using many tools that include:
o Hard-copy document management 
o Electronic communications management 
o Electronic project management tools 

9) Performance Reporting

 Act of collecting and distributing performance information. 

 Collect this information to help you compare to baselines to project results
 Reporting needs to be prepared at the level of the receiver 
 Reporting may include:
o Analysis of past performance
o Analysis of project forecasts
o Current status of risks and issues
o Work completed during the period
o Work to be completed in the next period
o Summary of changes approved in the period
o Other relevant information that needs review

10) Project Communications

  May include:
o Performance reports
o Deliverables status
o Schedule progress
o Cost incurred
 Influenced by the factor of urgency and impact of message

11) Project Management Plan Updates

 May include:
o Project baselines
o Communications management
o Stakeholder management 

12) Project Documents Updates

 May include:
o Issue log
o Project Schedule
o Project funding requirements

13) Organizational Process Assets Updates

 May include:
o Stakeholder notifications
o Project reports
o Project presentations
o Project records (memos, meeting minutes) 
o Feedback from stakeholders
o Lessons learned documentation

The main objective of communication management is to ensure smooth flow of information from
either between two people or a group.

For communication to be effective, it must be clear, correct, complete, concise, and compassionate. We
consider these to be the 5 C's of communication, though they may vary depending on who you're
asking.