Ethiopian Construction Project Management Manuals Series:: Ecpmi Ecpmms: 2019

© ECPMI 2019 – All rights reserved ECPMI ECPMMS:2019
MAY,2019
WM - 07
ECPMI ECPMMS : 2019

ETHIOPIAN CONSTRUCTION PROJECT MANAGEMENT
MANUALS SERIES:
CONSTRUCTION PROJECT COMMUNICATION MANAGEMENT
WORKING MANUAL
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Ethiopian Construction Project Management Institute
ECPMI ECPMMS:2019
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ECPMI ECPMMS:2019
Construction Project Management Manuals Preparation Working Groups

on
" Construction Project Communication Management"
Working Groups Chair

Asmerom Tadesse
Working Groups Coordinator

Abera Awgichew
Original Version Prepared By:

Kasiem Seid
Manual Quality Assurance and Validation Working Group Members
Wubishet Jekale Steering Committee Chair
Muluken Tilahun Project Coordinator
Denamo Addissie Technical Committee

Members
Asregidew Kassa
Tadesse Ayalew
Bekele Jebessa
Geremew Tarekegn
Release Version Prepared By:
Muluken Tilahun
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ECPMI ECPMMS:2019
TABLE OF CONTENT
TABLE OF CONTENT................................................................................................................................. i
LIST OF FIGURES ...................................................................................................................................... iii
LIST OF TABLES........................................................................................................................................ iii
ABBREVIATIONS AND ACRONYMS .................................................................................................... iv
NATIONAL FOREWORD........................................................................................................................ vii
PREAMBLE ................................................................................................................................................ xi
SECTION 1: GENERAL ............................................................................................................................ 1

1.1 Introduction.......................................................................................................................................... 1
1.2 Document information ........................................................................................................................ 2
1.3 Scope and Application ......................................................................................................................... 3
1.4 Normative References.......................................................................................................................... 4
1.5 Purposes / Objectives .......................................................................................................................... 5
1.6 Policies, Principles and Considerations ............................................................................................. 6
1.7 Terms and Definitions ......................................................................................................................... 9
1.8 CPCmMM Overview ..........................................................................................................................12
1.9 CPCmMM High Level Process Map ...................................................................................................14
SECTION 2: PROCESS GROUPS ...........................................................................................................16
2.1. Process group one: Plan Construction Project Communication Management .............................21
2.1.1. Plan construction Project communications: Inputs .....................................................................23
2.1.2. Plan CP Communications Management: Mechanisms ...............................................................25
2.1.3. Plan CP Communications Management: Constraints ................................................................30
2.1.4. Plan CP Communications Management: Outputs ......................................................................31
2.2. Process group Two: Collect CPCmM Requirement..........................................................................32
2.2.1. Collect CPCm Requirement: Inputs .............................................................................................32
2.2.2. Collect CPCm Requirement: Mechanisms ...................................................................................33
2.2.3. Collect CPCm Requirements: Constraints ....................................................................................35
2.2.4. Collect CPCm Requirements: Outputs .........................................................................................36
2.3. Process Group Three: Develop and Authorize CPC m Document Templates .................................38
2.3.1 Develop and Authorize CPCm Documents: Inputs .....................................................................39
2.3.2 Develop and Authorize CPCmM Documents: Mechanisms .......................................................39
2.3.3 Develop and Authorize CPCmM Documents: Constraints.........................................................40
2.3.4 Develop and Authorize CPCmM Documents: Output ................................................................41
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ECPMI ECPMMS:2019
Develop and Authorize CPCmM Documents: Activities ........................................................................42

2.4. Process Group Four: Manage and Validate Construction Project Communication ......................43
2.4.1. Manage Construction Project Communication: Inputs ..............................................................46
2.4.2. Manage and Validate Construction Project Communication: Mechanism ...............................47
2.4.3. Manage and Validate CP Communications: Constraints ...........................................................49
2.4.4. Manage and Validate CP Construction Project Communications: Out Puts ............................49
2.5. Process Group Five: Monitor/Control Construction Project Communication ..............................51
2.5.1. Monitor/Control Construction Project Communication: Input ................................................52
2.5.2. Monitor/Control Construction Project Communications: Mechanisms ...................................53
2.5.3. Monitor/Monitor Construction Project Communications: Constraints....................................54
2.5.4. Monitor construction project Communications: Outputs ..........................................................54
2.6. Process Group Six: Close Construction Project Communication ....................................................56
2.6.1. Close Construction Project Communication: Inputs ..................................................................57
2.6.2. Close Construction Project Communication: Mechanism ..........................................................57
2.6.3. Close Construction Project Communication: Constraints ..........................................................58
2.6.4. Close Construction Project Communication: Outputs ...............................................................58
SECTION 3: MANUAL ADJUSTMENT, AMENDMENT and REVISION ......................................60
3.1. Manual Adjustment ............................................................................ Error! Bookmark not defined.
3.2. Manual Amendment........................................................................... Error! Bookmark not defined.
3.3. Manual Revision ................................................................................. Error! Bookmark not defined.
ANNEXES...................................................................................................................................................61
Bibliography ...............................................................................................................................................62
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LIST OF FIGURES
Figure 1-1:CPCmM High Level Process Map ..................................................................................... 14

Figure 2- 1:Communication Foundation Model Adapted from (BG Zulch, 2014) ...........................17
Figure 2- 2: IMCO or Modified IDEFo Elements ............................................................................... 18
Figure 2- 3: Plan Construction Project Communication Management ............................................ 23
Figure 2- 4: Sample Communication Model ...................................................................................... 26
Figure 2- 5: IMCO for Collect CPCm Requirements........................................................................... 32
Figure 2- 6: Develop & Authorize CPCmM Documents .................................................................... 39
Figure 2- 7: CP Communication flow between Project Stakeholders............................................... 43
Figure 2- 8: IMCOs for Manage and Validate Construction Project Communication .................... 45
Figure 2- 9: IMCos for Monitor Construction Project Communication ........................................... 52
Figure 2- 10: IMCos for Close CPCmM ............................................................................................... 56
LIST OF TABLES
Table 2-1: CP Communication management process over project stages ....................................... 18

Table 2- 2: Comparison of different communication methods ......................................................... 27
Table 2- 3: The Meeting Process and Key Facilitator Responsibilities ............................................. 29
Table 2- 4: Stakeholder Communication Schedule ............................................................................ 45
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ABBREVIATIONS AND ACRONYMS
ECPMI : Ethiopian Construction Project Management Institute

ECPMM : Ethiopian Construction Project Management Manual
FDRE : Federal Democratic Republic Of Ethiopia
PMBOK : Project Management Body Of Knowledge
PMI : Project Management Institute
PMIS : Project Management Information System
PMO : Project Management Office
RFI : Request For Information
CPCmM : Construction project Communication Management Manual
ICMOs : Inputs, Constraints, Mechanisms and Outputs/Modified IDFOs
RACI : Responsible, Accountable, Consulted, Informed
ISO : International Standards Organization
APM : Association of Project Management
CPCm : Construction project Communication Management
DB : Design Build
DBB : Design -BiD- Build
CP : Construction Project
CPM : Construction Project Management
PMO : Project Management Office
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NATIONAL FOREWORD
The proclamation to define the powers and duties of the executive organs of the Federal
Democratic Republic of Ethiopia Proclamation No 1097/2018 empowers the Ministry of Urban
Development and Construction (MUDC) to prepare and issue Standards for design and
construction works, and follow up and supervise their implementation.
This document forms a part of the CPMM Package that enlists Nineteen Manuals of which
Sixteen of them are Construction Project Management Manuals, two of them are general guides
(CPMM Organization and Setup and User Guide), and one of them is operational (Construction
Project Design Services) Manual. The CPMM package was developed with a clear view of the
integration of both the Project Management processes and knowledge areas so as to manage the
project as a holistic single entity. It is thus believed that the package will be instrumental in
creating modern and unified construction project management system in Ethiopian Construction
Industry.
The Ethiopian Construction Project Management Institute (ECPMI) has initiated and led the
overall development of the CPMM Package. The Ministry of Urban Development and
Construction would like to extend its appreciation to Construction Solutions PLC (Consol), and
Ethiopian Institute of Architecture, Building Construction and City Development (EiABC) who
contractually worked with ECPMI in the preparation of the original version of CPMM Package,
while the latter has validated and assured the quality of the original ones and produced the
released version the CPMM Package.
As the CPMM Package constitutes working manuals that are technical documents which, by
their nature, require periodic updating; revised editions will be issued by the Ministry from time
to time as appropriate. MUDC will establish Manuals Preparation and Revision Standing
Committee which collects feedbacks during the manual's three years operation period and
makes the required amendments and revisions accordingly.
The Ministry of Urban Development and Construction as mandated acknowledges this

document as a national resource tool and can serve as an acceptable working manual which
comprises a front cover, an inside front cover, a title page, National Foreword, Preamble, Table
of contents, pages 1 to 62 and a back cover.
Eng. Aisha Mohammed

Minister, MUDC
June 2019, Addis Ababa - Ethiopia
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PREAMBLE
Whereas; Ethiopia Construction Project Management Institute (ECPMI), to partially cater for the
deficiencies of Project Management practices in the Construction Industry; has envisioned the
development of Construction Project Management Manuals (CPMMs) which are Critically
Adapted, Practice Oriented, User Friendly and Responsive to Continuous Improvement that:
1. describe Specific, Supplemental and Standardized Knowledge and Practices that are
generally accepted as "good industry practices" on most construction projects most of the
time,
2. define the Conceptual, Applicable and Technological contents, processes and their What
and How elements sufficiently,
3. reflect the peculiar features of the Construction Industry in Ethiopia and can be
implemented by the resources in practice currently,
4. lay down the policies, principles, processes and procedures in order to effectively
discharge duties and responsibilities, and
5. can be applied to any project nationwide with minor and moderate modifications.
Whereas; ECPMI identifies and enlist Nineteen Manuals of which Sixteen of them are
Construction Project Management Manuals, two of them are general guides (CPMM
Organization and Setup and User Guide), and one of them is operational (Construction Project
Design Services) Manual.
Whereas; ECPMI as the mandated body, to foster the development of Proactive and System
based CPMMs policies and principles and application of modern Construction Project
Management in Ethiopia governed by fundamental and best practices, envisions to cause the
applications of these CPMMs in order to improve the performances of Construction Projects;
Whereas; CPMMs are one among the critical bases for Initiating, Planning, Implementation
including Changes Administration, Monitoring & Evaluation, and Closing of Construction
Projects along the Business ↔ Project ↔ Product Management linkages with respect to their (1)
General Requirements, (2) Process Groups, (3) High Level Process Map (4) Detail Processes, (5)
Procedures or Instructions, and (6) Auxiliary or Annex Documents;
ECPMI has therefore caused the development of one of these CPPMs; namely: “Construction
Project Communication Management Manual (CPCmMM)” as a framework to guide and
govern Construction Projects Implementation or Operations in line with the expected level of
Construction Projects Performances Worldwide with respect to developing, authorizing,
directing, managing or validating, and controlling the CP Services and / or Works to ensure the
harmonization, consolidation, communication and interrelationship of the various CPM BoKs
through CPCmMM to make choices with respect to Resources Allocations, Balancing or
Prioritizing Competing Demands, Tailoring for specific situations, and Managing the
relationships and interdependencies.
ETHIOPIAN CONSTRUCTION PROJECT MANAGEMENT INSTITUTE
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1. SECTION 1: GENERAL
1.1 Introduction
The CPMMs are one among the focus areas and the cause for deficiencies in the expected
contributions of the Construction Industry in Ethiopia. ECPMI in collaboration with
Construction Solutions Plc. and the Construction Technology and Management Competence
Unit of the EIABC / AAU identified and developed the following nineteen CPM manuals under
three categories:
A. Construction Project Management Manuals

1. CP Integration Management Manual (CPCMMM);
2. CP Scope Management Manual (CPSMM);
3. CP Quality Management Manual (CPQMM);
4. CP Stakeholders Management Manual (CPSkMM);
5. CP Risk Management Manual (CPRMM);
6. CP Procurement Management Manual (CPPMM),
7. CP Communication Management Manual (CPCmMM);
8. CP Time Management Manual (CPTMM);
9. CP HRs Management Manual (CPHRMM);
10. CP Materials Management Manual (CPMMM);
11. CP Heavy Equipment Management Manual (CPHEMM);
12. CP Cost Management Manual (CPCMM);
13. CP Financial Management Manual (CPFMM);
14. CP Safety Management Manual (CPSfMM);
15. CP Environment Management Manual (CPEnMM); and
16. CP Claim Management Manual (CPClMM).
B. General Guiding Manuals
17. CP Organization and Setup Manual (CPOSM); and
18. CPMM User Guide.
C. Operation or Implementation based CPMMs
19. Construction Project Design Management Manual (CPDMM).
This Manual is prepared in order to develop standardized CPCmM manual that guides the
implementation framework for one among the necessary CPMMs and apply them as a basis to
plan and collect requirements; use CP communication as a tool in order to Develop and
Authorize CPCmM Documents; Direct, Manage, CP Services and / or Works; and Monitor and
Control CP Performances to successfully complete CPs.
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1.2 Document information
Document name : Construction Project Communication Management Manual
Document number : ECPMMS: WM - 07
Document availability : The hard copy of the document is available at Ethiopian

Construction Management Institute (ECPMI) and the
electronic copy / form is located on the following
Government websites
www.ecpmi.gov.et
Document owner : Ethiopian Construction Management Institute (ECPMI)
Document sponsor : Ethiopian Construction Management Institute (ECPMI)
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1.3 Scope and Application
There are Many constraints that prevent stakeholders from performing the expected roles on
projects success, establishing a unified and modern system of construction project
communication could prevent misunderstandings and delays that causes failure in the
performances of construction projects.
Therefore, the main principle of construction project communication management is to ensure

that the team members and the stakeholders are informed of what is expected from them and
their roles and responsibilities, and also ensuring effective communication throughout the whole
project team.
The Manual is developed to guide project owners, consultants and project managers for their
practice of Construction project management. Documents and templates supporting project
management process have been tailored to meet the need of having "Basic toolkit" of
predesigned forms. Forms and sample reports are included to the annex and referenced at the
end of the manual.
This Construction Project Communications Management Manual (CPCmM) is part of the

Ethiopian Construction Project Management Manuals Series prepared with a specific focus for
the construction industry of Ethiopia, under the guidance of the Ethiopian Construction Project
Management Institute. The manual is prepared as a holistic guidance document for
implementers of a construction project (i.e. clients, consultants, contractors and other relevant
stakeholders).
The manual overviews basic processes for planning, managing, and monitoring of Construction
project communications.
The manual is applicable for both design-bid-build and design-build project delivery methods
and for all project participants: owners, consultants, and contractors as the central essence of
communication is similar in all scenarios.
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1.4 Normative References
Document Number Document Title

ISO 21500 Guidance on project management
PMBoK Construction Extension to the PMBoK® Guide Third edition,2017
PMBOK A guide to PMBOK Sixth Edition
APM Association of Project Management, 6th edition, 2012

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1.5 Purposes / Objectives
Effective Communication is Fundamental to project management. The primary objective of

communication in Construction project management is to gain a common understanding among
involved stakeholders. The purpose of this CP Communication management manual is to
provide an overview of the basic concepts and processes that guide Construction project
communication management in Ethiopian Construction Industry. The Main purpose of the
Project Communication Management manual is to ensure:
 The information needs of Stakeholders are met

 Project performance is tracked and reported on
 Project results, result and documents are formally documented
 CP Communication and evidences are made using standard documents like : format,
forms and templates
 Enthusiasm and support for the project
The main objectives of this CPCmM Manual are, therefore to:
a. Enable practitioners to adhere to the Generic PM and Specific CPM Process Groups,
CPCmM High Level and Detail Processes, Procedures or Instructions; hence fulfilling
Experienced Professional and Organizational Obligations; that is Good Industry
Practices,
b. Enable practitioners to plan how construction projects can be managed; hence Plan CP
Communication Management,
c. Encourage a shared vision and commitment to the project among key stakeholders;
d. Ensure all key stakeholders are well informed on the scope, impacts and benefits of the
project;
e. Ensure ongoing and positive cooperation with local government authorities in the project
area, as well as key community and industry representatives;
f. Raise community and industry awareness of the project including scope for input in the
planning and design stage;
g. Provide accurate and regular information to relevant communities, including residents
and businesses, throughout the planning and design processes;
h. Identify and address any stakeholder, community and industry concerns or opposition to
the project;
i. Address the specific concerns of communities close to the project and the construction
industry;
j. Promote the benefits of the project to local and regional communities; and
k. Monitor community perceptions through the media and through direct liaison with the
public.

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1.6 Policies, Principles and Considerations
1.6.1. CPCMM Policies

The following elements, namely the; (1) purpose, (2) scope, (3) responsible party, (4) policy
statements, (5) outcomes, and (6) goals constitute the CPCmMM Policy document and are
described below. (Table 1-1).
Purpose: The main purpose of preparing this policy document is to create guidance
that should be followed during the use of CPCmMM processes, procedures and
instructions in order to determine learning inputs for continuous improvement.
Scope: This policy will be applicable mainly on practitioners involved in:
1. Construction Project Communication Management for: (a) Construction
Management Services, (b) Construction Design Services, (C) Construction
Works, (d) Construction Works Quality Assurance and Contract Administration
Services, (e) Construction Design Services and Works, and (f) Construction
Design Reviews, Quality Assurance and Contract Administration Services
2. Construction Industry Stakeholders (Mainly the Employer, the Consultants and
the Contractors), and
3. Construction Projects undertaken or to be undertaken based on the DBB or DB
delivery methods.
Responsible Bodies: The Responsible bodies for regulating and improving the
CPCmM are:
1. ECPMI for Regulating the application of the CPCmM
2. CoTM Competence Unit of the EIABC for monitoring the implementation
and continuously improving the CPCmMM based on the forthcoming
Contract
Policy Statements: This CPCmMM policy document is to ensure achievements
regarding successful completion of the CP as a whole.
Goals: Based on the above Outcomes, the Ultimate goals are to ensure the achievements
of the following results:
 ensure construction project team members and the stakeholders are informed of
what is expected from them and their roles and responsibilities
 to ensure effective communication throughout the whole project team
 Achieve coordinated results
 manage change
 to motivate Project workforces
 to understand the needs of the workforce
Table 1- 1: CPCmMM Policy Document

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1.6.2. CPCmM Principles
The following principles constitute the CPCmMM principles and are described below
(Table 1.2).
Principles: The Main Principles of this CPCMM Manual are:
1. Continuously Improving the CPCmM System, Knowledge, Skill and Attitude

led Planning, Implementation, Monitoring & Evaluation
2. Monitoring & Evaluation mainly focus based on leading indicators,
preventive approaches and the developments of CPCmM and CP Documents
that guide, integrate and optimize the subsequent BOKs management for
learning cycle
3. Business and Project Management Teams collaborative Partnership ensures
or will have higher likelihood to successfully align the Product - Project
requirements; hence the Business Case and the CPCmM and / or CP
Documents.
4. Continuously develop the capability of CI human resource for CPCmMM
including (availing) necessary facilities
5. Mutually explanatory with the other BoK manuals, guidelines & strategies
6. Learning then Accountability
Table 1- 2: CPCm Principles

1.6.3. CPCmM Considerations
CPCMM considers the following basic elements, namely:
a. the Project Business Case as Front - End Planning bases,

b. the Construction Project Management (CPM) Process Groups (Construction Design
Services and / or Works Process Groups) as the Subjects whose CP communications
need to be managed,
c. the five processes of the CPCmM described in section two below,
d. the IMCO relationships; namely:
1) Input: terms that refer to any item in the form of information or documents or
resources, whether internal or external to the CPCmM processes, that triggers a
CPCmM process group and required before that process group proceeds which
may be an output from a predecessor process group including the Organization
Process Assets;
2) Mechanisms including Tools, Techniques and Competencies: Something
tangible; such as tools, techniques and competencies, used in performing an
activity in the CPCmM process groups to plan, authorize, direct, manage, validate
and control the CPCmM and CP Documents called Outputs;
Tools include Templates
Techniques are terms that refer to a defined systematic procedure that may use
one or more tools to perform an activity in a process.

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Competencies are clusters of CPCmM related knowledge, performance or

experience and personal characteristics of the project management teams and the
project manager such as abilities, knowledge, skills, attitudes, behaviours and
personality that affect a major part of the CPCmM job and its performance which
can be measured against well-accepted standards that are often termed as "Good
Industry Practices" or "Norms" and can be improved via training and
development.
3) Constraints or Controls: terms that refer to limiting or dictating factors that affect
the implementations of CPCmM process groups or the actions of the CPCmM
Team such as Enterprise Environment Factors, Project Documents including Risk
or Lesson Learned Registers, Agreements, etc.; and
4) Outputs: terms that refer to products, services, documents as results generated by
the CPCmM process groups which may be an input to a successor process group.

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1.7 Terms and Definitions
Change control board : A group of stakeholders responsible for reviewing and accepting
or rejecting changes to the project
Change management : A plan that documents the process for managing changes to the
plan project.
Change request : A document that is submitted to request a change to any part of
the project management plan after the plan was approved.
Communications : Relaying information so that all concerned parties have an equal
understanding.
Communications : A plan that documents who will receive information about the
management plan project, what information they will receive, when they will receive
it and how the information will be communicated. It also identifies
the person who is responsible for providing the information.
Communications : The planning process to determine the communication
planning requirements. Identifying who will need what information, when
they will need it and how the information should be formatted and
disseminated
Constraint : A financial, schedule, risk or resource-based limitation on a
project.
Contract : A legal, mutually-binding document between buyer and seller
covering the terms and conditions by which the work must be
completed.
Contract closeout : The process of determining whether the work as outlined in the
contract was completed accurately and settling the terms of the
contract.
Deliverable : Outcome or product that is produced to complete a work package
or project.
End user : The person or group who will use the product produced by the
project.
Formal acceptance : When the authorized stakeholder provides sign-off, indicating the
product has been received and is acceptable
Historical information : Records of past projects that are used to assist in planning future
projects.
Information : Enacting the communications plan and providing stakeholders
distribution with needed information in a timely manner.
Initiation : Formal definition and authorization of a new project or
continuation of an ongoing project. Inputs Information that is
required for a process to begin
Issue : An identified element or event that may have a negative impact on
the project and needs to be avoided or resolved. Issue log A
document that outlines each project issue, along with the person
responsible for resolving it, status and expected resolution date.
Kickoff meeting : meeting held at the end of major planning activities for all
stakeholders to provide an overview of the project and outline

ECPMI ECPMMS:2019
expectations, ensure a common understanding of the project and

to build consensus and excitement about the project.
Lessons learned : The learning that takes place during the project and is documented
to provide information on what went well and which aspects
could have been improved. Lessons learned serve as references for
future projects.
Performance : Reporting to the stakeholders to provide information about the
reporting project’s status, progress, accomplishments and future project
performance predictions. Phase A distinct stage of the project or
lifecycle. There are typically four phases in a project management
lifecycle: Initiation and scope definition; planning; execution,
control and coordination; and closure, acceptance and support.
Product verification : Ensuring the stakeholders find the key deliverables to be

satisfactorily completed.
Project : A temporary endeavour with defined start and end dates that
creates a unique product or service.
Project charter : A document that is created in the initiation phase that provides
direction about the project’s objectives and management and
authorizes the project to begin. Also known as a project initiation
document
Project life cycle : The management phases of a project which includes: initiation and
scope definition; planning; execution, control and coordination;
closure, acceptance and support.
Project management: The process of initiating, planning, executing, monitoring,
controlling and closing out a project by applying skills, knowledge,
tools and techniques to fulfill requirements. Project management
plan An overall project plan that contains all of the project
management-related documents created during the phases of
initiation and scope definition and planning.
Project manager : The person responsible for providing leadership to the team and
managing the project and its associated work to ensure that
expected results are obtained.
Project performance : Measures to determine whether the project is on track.
indicators
Project scope : The work required to produce the product of the project.
Project team members : The people who perform the work associated with the project
Projectized : An organizational structure that is focused on projects. The project

organization manager has authority over the resources assigned to the project.
Remote team : Individuals in different locations working on the same project and
collaborating electronically or by telephone.
Request for proposal : A document provided to a prospective vendor requesting a
(RFP): proposal for work and or products to be provided. Also known as
Invitation for Bid (IFB)

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Requirements : A set of measurable customer wants and desires. See functional

requirements, business requirements and technical requirements.
Scope change request : A form submitted to request a change to the project scope
Scope document : A document that contains the project requirements and overall
project direction. It should contain the goals, deliverables, budget,
success criteria and important milestones
Sponsor : An executive in the organization who can assign resources and can
make final decisions on the project. Staff acquisition The process of
getting people assigned to and working on the project. Staffing
management plan A plan that documents when and how people
will be added to or released from the project team and outlines the
responsibilities of each team member.
Stakeholder : An individual or organization that affects or is affected by the

project.
Statement of work : A document that outlines the details and requirements of the
(SOW): product or service being procured.
Work breakdown : A deliverable-oriented hierarchy that depicts the entire project
structure (WBS) work.
WBS dictionary : A document describing each work package in the WBS.
Team development : Creating an encouraging environment for stakeholders to

contribute, and developing the project team into a functional
group that enhances project outcomes.

ECPMI ECPMMS:2019
1.8 CPCmMM Overview
The Construction Project Communication Management Manual (CPCmMM) describes mainly the
processes in order to guide practitioners how to:
a. Plan CPCmM and Collect CPCmM Requirements in order to set "CPCmM Baseline or
Plan" and identify "Inputs for the CPCmM Processes",
b. Create CPCmM Implementation Documents through Developing and Authorizing
CPCmM Documents, namely; the "CPCmM Templates, Communication and Recorded
Documents",
c. Direct, Manage and Validate CP Services and / or Works based on the Authorized
CPCmM Baseline and CPCmM Implementation Documents,
d. Monitor and Control CP Performances based on the CPCmM Baseline or Plan and CP
and CPCmM Documents, and
e. Close CPCmM in order to finalize or complete all activities of a Construction Project, or a
Construction Contract, or a Construction Project Phase.
The Five Generic Project Management Process Groups are (1) Initiating, (2) Planning, (3)
Executing, (4) Controlling, and (5) Closing Process Groups (PMBOK, 2016).
The CPCmM Manual functions and outcomes along the Five Generic Project Management
Process Groups are as shown in Table 1-3 below.
Generic PM Generic PM process Groups Generic PM process

process functions Groups Outcomes
Initiating Organizing Project team for CPCmM Team Established;

Process Success and Develop CP CP outcome document
Identify CPCmM inputs ,and

Planning develop and Authorize CPCmM baseline,
Process CPCmM Documents Requirements
Executing Manage CP services and/or CP Communication
Process Works Document Validation
Controlling Monitor and Control CPCmM Performance Management &
Process and CP Performances actions if any
Finalize or Complete Project, Communicate Cessation of
Closing Process evaluate for lesson Liabilities, learning Registers
Table 1- 3: CPCmM - PMPG relationships, their functions and outcomes

The Modified Five Construction Project Management Specific Process Groups under the
Business - Project - Product Management Chain or Linkage used in the development of these
ECPMMs' are:
1. Pre CP Design Services to ensure intended purpose (Business Case, Feasibility and
Design Brief) is clearly established;

ECPMI ECPMMS:2019
2. During CP Design Services to realize the intended purpose on plan (Conceptual,

Preliminary and Final or Working Designs) ;
3. During CP Works or Executions (Sub Structure, Super Structure, Finishing, Necessary
Installations and Site Works) to efficiently realize the plan;
4. CP Completions to allow use of the product; and
5. Post CP Completion Services to ensure design life time is respected.
The CPCmM Manual has also considered the engagement of Stakeholders and Coverage of the
Delivery Systems along the Construction Project Management Process Groups. Accordingly:
1. The Employer CP and CPCmM Documents and Integrated Change Control are
developed, authorized, led, managed, validated and controlled along all the CPM Process
Groups.
2. The Construction Management Consultant may serve in assisting the Employer to
prepare the CP and CPCmM Documents along all the Process Groups.
3. The Design and / or the Design Review (DR), CP Tender and Contract Administrations,
and Quality Assurance or Supervision Services Consultant(s) may serve in developing
the CP design services and performing the various services representing the Employer.
4. The Contractor may either involve in both the Construction Design Services and Works
in the case for DB projects or in Construction Works only in the case for DBB projects.
5. The Consultant RFP or the Contractor Tender Documents as well as their Contracts shall
be controlled through the CPCmM manual, the various functions or processes of the CPM
BoKs and the Business - Project and Product Management Chain or Linkages.
The CPCmM Manual has been made to focus mainly to the DBB and DB delivery methods and
the Design Services and Works Process Groups of Construction Projects.
The CPCmM Manual has also considered Monitoring and Controlling process group as a
continuous engagement along all the Process Groups.

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1.9 CPCmMM High Level Process Map
CPCmM high level process map mainly involves the development of the following eight major
Outcomes or Deliverables; namely:
1. CPCmM Authorized Plan,

2. CPCmM Inputs, Mechanisms and Constraints
3. CPCmM Document templates
4. CP Communicated and Recorded Documents
5. CPCmM Closing / Acceptance Documents and CPCmM & CP Documents Updates.
through the following high level CPC mM process map (Figure 1-1) constituting five major
process groups.
Start
Plan CP Communication
Monitor CPCm
Collect CP Communication
Develop and Authorize CPCm
Requirement
Document templates
Manage and Validate CPCm
Close CPCm
END
Figure 1-1:CPCmM High Level Process Map

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The CPCm Manual is described in six process groups to support effective CP Communication
Management as described hereunder.
 Plan Communications Management - The process of developing an appropriate

approach and plan for project communications based on stakeholder’s
information needs and requirements, and available organizational assets.
 Collect CP Communication Requirement: Collect Requirements is the process of
determining, documenting, and managing stakeholder needs and requirements to meet
objectives. The key benefits of this process is that it provides the basis for defining the CP
product scope and project scope.
 Develop and Authorize Construction Project Communication management

Documents: is the process of developing CPCmM Charter, Management Plan, Knowledge
Document and report templates.
 Manage and Validate Communications - The process of creating, collecting,

distributing, storing, retrieving and the ultimate disposition of project information
in accordance with the communications management plan.
 Control Communications: The process of monitoring and controlling

communications throughout the entire project life cycle to ensure the information
needs of the project stakeholders are met.
 Close CPCmM: is the process of finalizing all activities for the project, phase, or
contract. The key benefits of this process are the project or phase information is
archived, the planned work is completed, and organizational team resources are
released to pursue new endeavours.

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2. SECTION 2: PROCESS GROUPS
General
This manual is intended to provide information to project managers, project teams, and staff
involved directly or indirectly with construction project communication management. The
manual provides procedures for plan communications, Manage communications and monitor
Communication of construction projects with consistent approach using , inputs, mechanisms
and outputs. The manual further offers guidance on how to proactively respond to risks and the
project risk management role in overall project management in construction.
This Construction Project Communication Management Manual is based on a review,

consolidation and compilation of current general and construction specific best practice methods,
procedures and guidelines available for all civil works projects. This manual is considered to be
applicable to projects under design-bid-build and design-build delivery method.
The communication methods that are the most important to use during the execution of a project
are written, oral and electronic communication, of which written and oral communication are
regarded as the most effective communication methods. The construction project manager has
to communicate effectively regarding cost, time and quality as three of the four cornerstone
factors on which the success of a project depends, followed by scope. Time influences cost, and
cost is communicated to the client, functionaries and stakeholders to execute the project within
the approved budget and in time, according to the request of the client – the scope. The project
manager needs to be a leader to communicate effectively with all parties. The successful
execution of a construction project depends heavily on the construction project manager’s
abilities as communicator to lead the team and manage a construction project successfully.
Therefore, a communication foundation model is proposed.

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Scope
Quality
Quality
Quality
Time
Cost
Project Health and Safety Management

Project Human Resource Management
Project Environment management

Project Procurement Management
Project Integration Management
Project Finance Management

Project Claims Management
Project Risk Management
Project Communication
Figure 2- 1:Communication Foundation Model Adapted from (BG Zulch, 2014)

Construction project Communication management is the substantial area of Construction project
management, as it designates the heart of project management, that has been emerging notably
due to the significant effect on construction projects. Construction project communication
management is the fundamental knowledge area that determines the required processes to be
carried out to properly generate, collect, distribute, store and retrieve the project information in a
timely manner. Project communication management is an instrument of managing all the
harmonized forms for internally and externally communicating stakeholders used altogether to
achieve effective results.
Literature indicated the nature of Construction project communication management as a

systematic process, while it systematically performs, controls and reviews the used
communication channel of the project, and it accurately organizes and distributes the
instructions of communication.
The processes of communication management help to approach a key connection between the
involved individuals and the needed information for fulfilling communication success As a
result, studies illustrated how project communication management be useful and the project,
where it was indicated that it assists in developing a project communication plan, effectively use
relevant methods to disseminate information and to document the project records for future
needs.

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The communication management knowledge area includes the processes groups of

communication management plan, manage Communication and Monitor Communication.
Construction project communication management process over the entire project life cycle is
described in the table 2-1 below.
Construction Project Communication Management : Process Groups and project stages
Initiating Planning Implementing Controlling Closing
Plan CP Manage Control

Communication Communication Communication
management
Identify the need of the Prepare project Execute project deliver project status Communicate
Business/ rationale for staring communicate on plan communicate on reports according to the project closure
the project plan communication plan to
stakeholders
Identify main stakeholders of Prepare change Manage changes to Escalate issues out of Obtain
the project management plan if project project tolerance to the product
necessary communicate on Steering Committee acceptance
plan protocols
Communicate the key Communicate key Adjust deliver project status Conduct
goals/purpose e/business case assumptions/goals/proj communicate on to reports according to the lessons
for the project ect plan on the project project needs CP communication plan learned
kick-off meeting workshop
Table 2-1: CP Communication management process over project stages
Depending on the project phase, specified communication tasks need to be carried out. Table 2-1
above presents the summary of the main CP communication tasks, the project manager should
concentrate on during the project life cycle:
These processes interact with each other and with the processes in other knowledge areas. The
relationship between each process is mapped, employing IMCOs diagram technique, in Figure 2-5.
Constraints
Processes /
Inputs Out puts
Functions
Mechanism
s
Figure 2- 2: IMCO or Modified IDEFo Elements

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Communication develops the relationships necessary for successful project and program
outcomes. Communication activities and artifacts to support communication vary widely,
ranging from emails and informal conversations to formal meetings and regular project reports.
The act of sending and receiving information takes place consciously or unconsciously through
words, facial expressions, gestures and other actions. In the context of successfully managing
project relationships with stakeholders, communication includes developing strategies and plans
for suitable communications artifacts and activities with the stakeholder community and the
application of skills to enhance the effectiveness of the planned and other ad hoc
communications.
There are two parts to successful communication. The first part involves developing an
appropriate communication strategy based on both the needs of the project and the project’s
stakeholders. From that strategy, a communications management plan is developed to ensure
that the appropriate messages are communicated to stakeholders in various formats and various
means as defined by the communication strategy.
These messages constitute the project’s communications—the second part of successful

communication. Project communications are the products of the planning process, addressed by
the communications management plan that defines the collection, creation, dissemination,
storage, retrieval, management, tracking, and disposition of these communications artifacts.
Finally, the communication strategy and communications management plan will form the
foundation to monitor the effect of the communication.
The project’s communications are supported by efforts to prevent misunderstandings and

miscommunication and by careful selection of the methods, messengers, and messages
developed from the planning process. Misunderstandings can be reduced but not eliminated
through using the 5Cs of written communications in composing a traditional (non-social media)
written or spoken message:
Correct grammar and spelling. Poor use of grammar or inaccurate spelling can be distracting and
can also introduce distortions in the message, diminishing credibility.
 Concise expression and elimination of excess words: A concise, well-crafted message

reduces the opportunities for misunderstanding the intent of the message.
 Clear purpose and expression directed to the needs of the reader: Ensure that the
needs and interests of the audience are factored into the message.
 Coherent logical flow of ideas: A coherent logical flow of ideas and using “markers”
such as introduction and summaries of the ideas throughout the writing.
 Controlling flow of words and ideas: Controlling the flow of words and ideas may
involve graphics or just summaries.

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The 5Cs of written communications are supported by communication skills, such as:
 Listening actively: Staying engaged with the speaker and summarizing conversations
to ensure effective information exchange.
 Awareness of cultural and personal differences: Developing the team’s awareness of
cultural and personal differences to reduce misunderstandings and enhance
communication capability.
 Identifying, setting, and managing stakeholder expectations: Negotiating with
stakeholders reduces the existence of conflicting expectations among the stakeholder
community.
 Enhancement of skills: Enhancing the skills of all team members in the following
activities:
 Persuading a person, a team, or an organization to perform an action;
 Motivating people and providing encouragement or reassurance;
 Coaching to improve performance and achieve desired results;
 Negotiating to achieve mutually acceptable agreements between parties and
reduce approval or decision delays; and
 Resolving conflict to prevent disruptive impacts.
The fundamental attributes of effective communication activities and developing effective

communication artifacts are:
 Clarity on the purpose of the communication, defining its purpose;

 Understanding as much as possible about the receiver of the communications, meeting
needs, and preferences; and
 Monitoring and measuring the effectiveness of the communication

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2.1. Process Group One: Plan Construction Project Communication Management
Plan Construction Project Communications Management (communications planning) is the

process of developing an appropriate approach and plan for project communications based on
stakeholder’s information needs and requirements, and available organizational assets. The key
benefit of this process is that it identifies and documents approach to communicate most
effectively and efficiently with stakeholders.
The purpose of the CP Communication Management Plan is to define the communication

requirements for the project and how information will be distributed to and feedback received
from all stakeholders. The Communication Management Plan is a working document that
defines the following:
 Stakeholder communication requirements

 Analysis, design, development and evaluation of communications
 Identification and best use of communication vehicles
 Handling recurring and triggered communications
 Communication standards for the project
 The Communication approval process
 Completion and use of the CP communication matrix
Planning construction project communications is important to the ultimate success of any

project. Inadequate communications planning may lead to problems such as delay in message
delivery, communication of information to the wrong audience, or insufficient communication to
the stakeholders and misunderstanding or misinterpretation of the message communicated. On
most projects, communication planning is performed very early, such as during project
management plan development. This allows appropriate resources, such as time and budget, to
be allocated to communication activities. Effective communication means that the information is
provided in the right format, at the right time, to the right audience, and with the right impact.
Efficient communication means providing only the information that is needed.
While all projects share the need to communicate project information, the information needs and
methods of distribution may vary widely. In addition, the methods of storage, retrieval, and
ultimate disposition of the project information need to be considered and appropriately
documented during this process. Communications planning involves determining the
information and communications needs of the stakeholders: who needs what information, when
they will need it, how it will be given to them, and by whom. While all projects share the need to
communicate project information, the informational needs and the methods of distribution vary
widely.
Identifying the informational needs of the stakeholders and determining a suitable means of
meeting those needs is an important factor for project success. However, the results of this
process (the Plan Communications Management) should be reviewed regularly throughout the
project and revised as needed to ensure continued applicability, especially in design and

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construction projects. On most projects, the majority of communications planning is done as part
of the earliest project phases, particularly the development of the project plan.
One of the major considerations in planning a communication system for construction projects
is how requests for information (RFI) are to be handled. These communications between the
constructor and the designer/project manager can have a serious effect on the cost and schedule
of a project and can lead to claims. Some attempt should be made to estimate the maximum
number of RFIs over the life of the project and to provide an efficient and rapid way of
answering them and recording the results. Sometimes these guidelines are, or can be established
in the project contract documents including the time allowed for answering them.
The CP Communication Plan is a living document that will be subject to evaluation, review and
enhancement to ensure it meets objectives in a changing environment. It will ensure that clear
and consistent messages that reflect the objectives of the Project Team. It will also reflect the
overall direction of the project, the project team, participants, to ensure a steady flow of accurate
and timely information, engage stakeholders in the planning and design stages, and to reduce
incorrect information from other sources. The aim will be to minimize negative issues and
enhance community support for the project.
The project management team will be responsible for CP Communication Management on the
project, including:
 Ensuring all scheduled communications are sent

 Providing ad hoc communications as needed
 Ensuring Project Management Information System reflects all project collateral
The general Construction project communications management inputs, mechanisms, controls

and constraints, and outputs of the Plan Communication Management together with the inputs-
outputs diagram of the process are depicted in figure 2-6.
Plan Construction project communications management is an input to the next process, manage
communications, has interlinks with other knowledge areas such as integration and stakeholders
management.
Construction project communications need to be planned to keep project processes on track to
obtain success and fulfil the requirements. Project information is mainly provided and
distributed through the overall project management plan. Subsequently, and as a significant
influence of the project body, planned project communication will eventually bring the
successful project to existence. Planning communication management is the practice of
establishing an adequate approached plan of project communication in accordance with the
requirement, needs and expectations of the client. Accordingly, a project communication
management plan is the project document that is seen as a key element of the project
management plan, which focuses on the way how to plan, arrange, observe and control the
project communication, as well as to set the project communication goals and requirements.
Communication management plan details the frequency of communication occurred during the

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project duration between the project participants, as it also comprises the participants’ contact
information.
Constraints
 Specific Contract provisions

 Specific Legal Provisions
 Specific Design Documents
 Technological Constraints
 Enterprise Environmental
Inputs Factors
Outputs
Plan CP
 Project Charter Communications
 Resources management plan
 stakeholder engagement plan
 Requirement documentation  Communication management plan
 Stakeholder Register  Project Document updates
 Organizational Process asset
Mechanisms
Tools, Techniques &

Competencies
Competencies
Figure 2- 3: Plan Construction Project Communication Management
2.1.1. Plan construction Project communications: Inputs
a.) Project Charter

Since any construction project charter contains the list of main stakeholders and their
roles and responsibilities with information requirements, in an input for planning
construction project communication planning.
b.) Resources management plan

The resource management plan is the component of the CP management plan that
provides guidance on how project resources should be categorized, allocated, managed,
and released. It may be divided between the team management plan and physical
resource management plan according to the specifics of the project. The resource
management plan may include but is not limited to:
 Identification of resources: Methods for identifying and quantifying team and

physical resources needed.
 Acquiring resources: Guidance on how to acquire team and physical resources for
the project.
 Roles and responsibilities: The function assumed by, or assigned to, a person in the
project. Examples of project roles are civil engineer, business analyst, and testing
coordinator.

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 Authority: the rights to apply project resources, make decisions, sign approvals,
accept deliverables, and influence others to carry out the work of the project.
Examples of decisions that need clear authority include the selection of a method for
completing an activity, quality acceptance criteria, and how to respond to project
variances. Team members operate best when their individual levels of authority
match their individual responsibilities. (Refer also Annex 8)
c.) Stakeholder engagement plan

Stakeholder engagement and stakeholder management are arguably the most important
ingredients for successful project delivery, and yet are often regarded as a fringe activity
or one that can be outsourced to business-as-usual functions. Project managers depend on
people to respond to the outputs and benefits that they deliver. People will only respond
if they are engaged. The phrase “stakeholder management" implies that these people can
be made to respond positively to a project, but the truth is that a project manager
frequently has no formal power of authority and therefore has to rely on engagement to
achieve his/her objectives.
d.) Stakeholder Register

The stakeholder register provides the information needed to plan the communication
with project stakeholders. In the Communication Management Plan, it is important to
identify all stakeholders and anticipate their communication needs. This activity
combines the stakeholders captured in the Stakeholder Register with the Project Roles &
Responsibilities Template and adds the communication needs for each stakeholder’s.
The communication needs of project stakeholders need be identified and presented in a

Stakeholder Communications Requirements table. The analysis includes all project team
member roles and responsibilities, including their communication responsibilities. In
addition, the requirements of non-project team stakeholders need also be captured. Table
3 provides sample stakeholder communication requirements.
e.) Organizational Process asset

All organizational process assets are used as inputs to the Plan Communications
Management process where lessons learned and historical information are of particular
importance because they can provide insights on both the decisions taken regarding
communications issues and the results of those decisions in previous similar projects.
These can be used as guiding information to plan the communication activities for the
current project.
The organizational process assets that can influence the Plan CP Communications
Management process include but are not limited to:
 Organizational policies and procedures for social media, ethics, and security;
 Organizational policies and procedures for issue, risk, change, and data
management;

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 Organizational communication requirements;

 Standardized guidelines for development, exchange, storage, and retrieval of
information;
 Historical information and lessons learned repository; and
 Stakeholder and communications data and information from previous projects
2.1.2. Plan CP Communications Management: Mechanisms
Some of the Construction project Communications Management mechanisms that could be used
for achievement of the output designed under plan communications management are discussed
below
a.) Expert Judgment

Expertise should be used as a mechanism which can be considered from individuals or
groups with specialized knowledge or training in the areas:
 Politics and power structures in the organization/organizational structure;
 Environment and culture of the organization and other customer organizations;
 Organizational change management approach and practices;
 Industry or type of project deliverables;
 Organizational communications technologies;
 Organizational policies and procedures regarding legal requirements of corporate
communications;
 Organizational policies and procedures regarding security; and
 Stakeholders, including customers or sponsors.
b.) Communication Technology

The methods used to transfer information among project stakeholders may vary
significantly. For example, a project team may use techniques from brief conversations to
extended meetings, or from simple written documents to extensive materials (e.g.,
schedules, databases, and websites), which are accessible online as methods of
communication. Factors that can affect the choice of communication technology include:
 Urgency of the need for information: There is a need to consider the urgency,
frequency, and format of the information to be communicated as they may vary from
project to project and also within different stages of a project.
 Availability of technology: there is a need to ensure that the technology that is
required to facilitate communication is compatible, available, and accessible for all
stakeholders throughout the life of the project.
 Ease of use. There is a need to ensure that the choice of communication technologies
is suitable for project participants and that appropriate training events are planned
for, where appropriate.
 Project environment: there is a need to determine if the team will meet and operate
on a face-to-face basis or in a virtual environment; whether they will be located in one
or multiple time zones; whether they will use multiple languages for communication;

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and finally, whether there are any other project environmental factors, such as
culture, which may affect communications.
 Sensitivity and confidentiality of the information: there is a need to determine if the
information to be communicated is sensitive or confidential and whether or not
additional security measures need to be taken. Also, the most appropriate way to
communicate the information should be considered.
The technologies or methods used to transfer information back and forth among project
stakeholders can vary significantly: from brief conversations to extended meeting and
from simple written documents to immediately accessible online schedules and
databases.
For many, if not most, design or construction projects today, this technology includes
photographs, videos, reports, computer files, cell and mobile phones, tape recorders, and
digital cameras.
c.) Communication Models
The communication models used to facilitate communications and the exchange of

information may vary from project to project and also within different stages of the same
project. A basic communication model consists of two parties defined as the sender and
receiver. Medium is the technology medium and includes the mode of communication
while noise includes any interference or barriers that might compromise the delivery of
the message.
Figure 2- 4: Sample Communication Model
d.) Communication Methods

There are several communication methods that are used to share information among
project stakeholders. These methods are broadly classified as follows:

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 Interactive communication: Between two or more parties performing a

multidirectional exchange of information. It is the most efficient way to ensure a
common understanding by all participants on specified topics, and includes meetings,
phone calls, instant messaging, video conferencing, etc.
 Push communication: Sent to specific recipients who need to receive the information.
This ensures that the information is distributed but does not ensure that it actually
reached or was understood by the intended audience. Push communications include
letters, memos, reports, emails, faxes, voice mails, blogs, press releases, etc.
 Pull communication: Used for very large volumes of information, or for very large
audiences, and requires the recipients to access the communication content at their own
discretion. These methods include intranet sites, e-learning, lessons learned databases,
knowledge repositories, etc.
The choices of communication methods that are used for a project may need to be discussed
and agreed upon by the project stakeholders based on communication requirements; cost and
time constraints; and familiarity and availability of the required tools and resources that may
be applicable to the communications process.
Table 2-2 below describes and compares push and pull communication with interactive
communication.
Table 2- 2: Comparison of different communication methods
Interactive
Push Communication Pull Communication
Communication
Involves one or more people Providing information that is

Sender to receiver type
exchanging thoughts and accessible to all members – but
Definition communication – usually some
ideas and responding in real they must retrieve this
barrier in between
time information
Nature of
Sensitive and urgent Casual – not so important Informational purpose - casual
Communication
Immediate action not required

Required
Immediate response required but once recipient notices No action required
Action
message must take some action
websites, knowledge
Media to Video conferences, phones, Memos, Letters, Emails, Reports,
repositories, bulletin boards,
communicate meetings, etc Faxes, etc
etc
Sending a mail to the tech team

An important meeting with
to fix a problem but not Browsing through websites for
Example stakeholders over a
receiving an immediate information
videoconference
response

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Different approaches should be applied to meet the needs of the major forms of
communication defined in the construction project communications management plan:
 Interpersonal communication: Information is exchanged between individuals,

typically face-to-face.
 Small group communication: Occurs within groups of around three to six people.
 Public communication: A single speaker addressing a group of people.
 Mass communication: There is a minimal connection between the person or group
sending the message and the large, sometimes anonymous groups for whom the
information is intended.
 Networks and social computing communication: Supports emerging
communication trends of many-to-many supported by social computing technology
and media.
Possible construction project communications artifacts and methods include but are
not limited to:
 Notice boards, Newsletters/in-house magazines/e-magazines, Letters to

staff/volunteers, Press releases, Annual reports, Emails and intranets, Web portals and
other information repositories (for pull communication),Phone conversations,
Presentations, Team briefings/group meetings, ,Focus groups, Face-to-face formal or
informal meetings between various stakeholders. Interpersonal and team skills that can
be used for this process include but are not limited to:
 Communication styles assessment: a technique used to assess communication styles
and identify the preferred communication method, format, and content for planned
communication activities. Often used with unsupportive stakeholders, this assessment
may follow a stakeholder engagement assessment (also refer the construction project
stakeholders Management Manual) to identify gaps in stakeholder engagement that
require additional tailored communication activities and artifacts.
 Political awareness: Political awareness helps the project manager to plan construction
project communications based on the project environment as well as the organization’s
political environment. Political awareness concerns the recognition of power
relationships, both formal and informal, and also the willingness to operate within
these structures. An understanding of the strategies of the organization, knowing who
wields power and influence in this arena, and developing an ability to communicate
with these stakeholders are all aspects of political awareness.
 Cultural awareness: Cultural awareness is an understanding of the differences between
individuals, groups, and organizations and adapting the project’s communication
strategy in the context of these differences. This awareness and any consequent actions
minimize misunderstandings and miscommunication that may result from cultural
differences within the project’s stakeholder community. Cultural awareness and
cultural sensitivity help the project manager to plan communications based on the
cultural differences and requirements of stakeholders and team members.

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e.) Data Representation
A data representation technique that can be used for this process includes but is not
limited to a stakeholder engagement assessment matrix.
f.) Meetings
The Plan CP Communications Management process requires discussion and dialogue

with the project team to determine the most appropriate way to update and
communicate project information, and to respond to requests from various stakeholders
for that information. These discussions and dialogue 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 customer’s site.
There are several types of project-related meetings where project communications may occur.
Most project meetings consist of stakeholders coming together for the purpose of resolving
problems or making decisions.
Although casual discussions may be construed as a meeting, most project meetings are more
formal with a prearranged time, place, and agenda. Typical meetings begin with a defied list
of issues to be discussed, which are circulated in advance with minutes and other information
documented specifically for the meeting. This information is then disseminated to other
appropriate stakeholders on an as-needed basis.
To improve project meeting efficiency, project manager needs to develop meeting facilitation
skills and conduct some tasks before, during the meeting and as meeting follow-up. Table 5
summarizes key task, which should be done:
Table 2- 3: The Meeting Process and Key Facilitator Responsibilities

(based on T. Adams/ J. Means/ M. Spivey (2007)
Meeting planning Meeting delivery Meeting follow-up
 Define meetings objectives  Welcome and introduce participants  Back up meeting documentation
 Indentify right participants  Set meeting rules  Review deliverables with project
 Set date/time and location  Handout meeting materials sponsor
 Develop agenda  Lead the meeting dialogue/create  Distribute meeting deliverables to

attendees and other relevant
 Develop and send meetings deliverables/confirm decisions
stakeholders
materials [if necessary]  Confirm action items/owners and
 Incorporate meeting outcomes in
 Confirm attendance due dates
the project plan
 Arrive earlier to make certain  Validate meeting decisions and
outcomes  Continue follow up on open issues
all is ready
and action items
 Gain agreement on the next steps

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2.1.3. Plan CP Communications Management: Constraints
a.) Specific Contract Provisions
When a construction project is performed under contract, there are often specific
contractual provisions that affect project communications planning. This is almost always
true for construction projects. In addition, it may be important to restrict the distribution of
sensitive information only to those who have a need to know. One of the important
restrictions applies to those who are authorized to make changes, particularly relevant in
the use of computer-generated and shared design. Another important required constraint
involving change requests is the need for an agreed communication path for those requests
to avoid the practice of some owners to issue changes to unauthorized construction
personnel.
b.) Specific Legal Provisions
Similar to the specific contract provisions, some legal provisions restricting

communications derived from a specific legislation or regulation, technology, and
organizational policies, etc., especially related legal provisions to product information and
restrictions on uses of information technology, need be considered during the
communication planning process.
c.) Technological Constraints

Availability of information technology facilities could affect use and application project
websites and project management software that could also be included in project
communication management plan if these are to be used in the project communication.
d.) Enterprise Environmental Factors
The Plan Communications Management process is tightly linked with enterprise

environmental factors, since the structure of an organization has a major effect on the
project’s communication requirements.
The enterprise environmental factors that can influence the Plan Communications
Management process include but are not limited to:
 Organizational culture, political climate, and governance framework;

 Personnel administration policies;
 Stakeholder risk thresholds;
 Established communication channels, tools, and systems;
 Global, regional, or local trends, practices, or habits; and
 Geographic distribution of facilities and resources

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2.1.4. Plan CP Communications Management: Outputs
The output of the plan construction project communications management process is generally
the Communications Management Plan itself and Project Documents Update.
a) CP Communications Management Plan
The CP Communications Management Plan is a component of the project management

plan that describes the communications needs of the project including audiences,
messages, methods, and other relevant information and how project communications will
be planned, structured, monitored, and controlled. The plan contains the following
information:
 Stakeholder communication requirements;
 Information to be communicated, including language, format, content, and level
of detail;
 Reason for the distribution of that information;
 Time frame and frequency for the distribution of required information and receipt
of acknowledgment or response, if applicable;
 Person responsible for communicating the information and for authorizing release
of confidential information; Person or groups who will receive the information;
 Methods or technologies used to convey the information, such as memos, e-mail,
and/or press releases;
 Resources allocated for communication activities, including time and budget;
 Escalation process identifying time frames and the management chain (names) for
escalation of issues that cannot be resolved at a lower staff level;
 Method for updating and refining the communications management plan as the
project progresses and develops;
 Flow charts of the information flow in the project, workflows with possible
sequence of authorization, list of reports, and meeting plans, etc.; and
 Communication constraints usually derived from a specific legislation or
regulation, technology, and organizational policies, etc.
The communications management plan can also include guidelines and templates for
project status meetings, project team meetings, e-meetings, and e-mail messages. The use
of a project website and project management software can also be included if these are to
be used in the project.
b) Project Documents Updates
Project documents that may be updated include, but are not limited to:
 Project schedule, and
 Stakeholder register.

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2.2. Process Group Two: Collect CPCmM Requirement
Collect Requirements is the process of determining, documenting, and managing stakeholder

needs and requirements to meet objectives. The key benefits of this process is that it provides the
basis for defining the CP product scope and project scope. This process is performed once or at
predefined points in the CP project. The inputs, mechanism, Constraints and outputs of this
process are depicted in Figure 2-6 below.
Constraints
Specific Contractual Provisions

Specific Legal Requirements
Technological Constraints
Enterprise Environment Factors
Inputs
Outputs
CP Requirements Management Plan Collect CPCmM

Requirements documentation
CP Stakeholders Engagement Plan Requirement Requirements traceability matrix
Stakeholders Register
Business Case
Organization Process Assets
Mechanisms
Tools, Techniques &

Competencies
Competencies
Figure 2- 5: IMCO for Collect CPCm Requirements
2.2.1. Collect CPCm Requirement: Inputs
Inputs for Collect CPCmM Requirements are:
a) Requirements management plan: the requirements management plan has information

on how project requirements will be collected, analyzed, and documented.
b) Stakeholders Register: described in section 2.1.1 (iv) above
c) Stakeholder engagement plan: the stakeholder engagement plan is used to understand
stakeholder communication requirements and the level of stakeholder engagement in
order to assess and adapt to the level of stakeholder participation in requirements
activities.
d) Assumption Log: the assumption log identified assumptions about the product, project,
environment, stakeholders, and other factors that can influence requirements.
e) Lessons learned register: the lessons learned register is used to provide information on
effective requirements collection techniques, especially for projects that are using an
iterative or adaptive product development methodology.

ECPMI ECPMMS:2019
f) Stakeholder Register: the stakeholder register in CP is used to identify stakeholders who

can provide information on the requirements. It also captures requirements and
expectations that stakeholders have for the project.
g) Business Case : as a document that establishes the validity of the project benefits and its
authorization for further project management services can serve as input to Collect
CPCmM Requirements such as collecting:
 Information that can describe required, desired, and optional criteria for meeting
the business needs in order to define the right scope to meet the overall objective
of the project, the Intended Purpose.
 The Project Owner and Sponsor are the two responsible bodies for the
development, maintenance and effective communication of the Business Case to
the Project Management Team such that all information can be captured in the
 Collect CPCmM Requirements sub process to ensure Communication defined shall
be in line with the Business Case requirements.
h) Organizational Process Assets ( discussed in section 2.1.1 (e)
2.2.2. Collect CPCm Requirement: Mechanisms
a.) Expert Judgment
Described in section 2.1.2 (a); Expertise should be considered from individuals or groups with
specialized knowledge or training in the following areas:
 Business analysis,
 Requirements elicitation,
 Requirements analysis,
 Requirements documentation,
 Project requirements in previous similar projects, Diagramming techniques,
 Facilitation, and
 Conflict management.
b.) CP Communication Requirements Analysis
The analysis of the communication requirements determines the information needs of the
project stakeholders. These requirements are defined by combining the type and format of
information needed with an analysis of the value of that information. Project resources
should be expended only on communicating information that contributes to the success of
the project or where a lack of communication can lead to failure.
Communications requirements are the sum of the information requirements of all of the
project stakeholders and particularly those of the design/construction team. Project
resources should be expended only on communicating information that contributes to

ECPMI ECPMMS:2019
success or where a lack of communication can lead to failure. Information typically required
to determine project communications requirements includes:
c.) Data Gathering

Data-gathering techniques that can be used for this process include but are not limited to:
 Brainstorming is a technique used to generate and collect multiple ideas related to
project and product requirements.
 Interviews: An interview is a formal or informal approach to elicit information from
stakeholders by talking to them directly. It is typically performed by asking
prepared and spontaneous questions and recording the responses.
 Focus groups: Focus groups bring together pre-qualified stakeholders and subject
matter experts to learn about their expectations and attitudes about a proposed
product, service, or result. A trained moderator guides the group through an
interactive discussion designed to be more conversational than a one-on-one
interview.
 Questionnaires and surveys: Questionnaires and surveys are written sets of
questions designed to quickly accumulate information from a large number of
respondents. Questionnaires and/or surveys are most appropriate with varied
audiences, when a quick turnaround is needed, when respondents are
geographically dispersed, and where statistical analysis could be appropriate.
 Benchmarking: Benchmarking involves comparing actual or planned products,
processes, and practices to those of comparable organizations to identify best
practices, generate ideas for improvement, and provide a basis for measuring
performance. The organizations compared during benchmarking can be internal or
external.
d.)Data Analysis
Data analysis techniques that can be used for this process include but are not limited to
document analysis. Document analysis consists of reviewing and assessing any relevant
documented information. In this process, document analysis is used to elicit requirements
by analyzing existing documentation and identifying information relevant to the
requirements.
e.) Decision Making
Decision-making techniques that can be used in the Collect Requirements process include but
are not limited to:
 Voting: Voting is a collective decision-making technique and an assessment process

having multiple alternatives with an expected outcome in the form of future actions.
These techniques can be used to generate, classify, and prioritize product
requirements

ECPMI ECPMMS:2019
 Autocratic decision making: in this method, one individual takes responsibility for
making the decision for the group.
 Multicriteria decision analysis: a technique that uses a decision matrix to provide a
systematic analytical approach for establishing criteria, such as risk levels,
uncertainty, and valuation, to evaluate and rank many ideas
f.) Data Representation
Data representation techniques that can be used for this process include but are not limited
to:
 Affinity diagrams: affinity diagrams allow large numbers of ideas to be classified into
groups for review and analysis.
 Mind mapping: Mind mapping consolidates ideas created through individual
brainstorming sessions into a single map to reflects commonality and differences in
understanding and to generate new ideas.
g.) Interpersonal And Team Skills
The interpersonal and team skills that can be used in this process include but are not limited
to:
 Nominal group technique: the nominal group technique enhances brainstorming
with a voting process used to rank the most useful ideas for further brainstorming or
for prioritization.
 Observation/conversation: Observation and conversation provide a direct way of
viewing individuals in their environment and how they perform their jobs or tasks
and carry out processes. It is particularly helpful for detailed processes when the
people who use the product have difficulty or are reluctant to articulate their
requirements.
 Facilitation: facilitation is used with focused sessions that bring key stakeholders
together to define product requirements. Workshops can be used to quickly define
cross-functional requirements and reconcile stakeholder differences. Because of their
interactive group nature, well-facilitated sessions can build trust, foster relationships,
and improve communication among the participants, which can lead to increased
stakeholder consensus. In addition, issues can be discovered earlier and resolved
more quickly than in individual sessions.
2.2.3. Collect CPCm Requirements: Constraints
The Constraints of Collect Construction project Communication Requirements are:
a.) Specific Contract Provisions
As described in section 2.1.3 above, specific Contractual provisions are a constraint to

collect requirement CPCmM

ECPMI ECPMMS:2019
b.) Specific Legal Provisions: Described in section 2.1.3 (b)

c.) Technological Constraints: Described in section 2.1.3 (c)
d.) Enterprise Environmental Factors: Described in section 2.1.3 (c)
2.2.4. Collect CPCm Requirements: Outputs
a) Requirement documentation
Requirements documentation describes how individual requirements meet the business need
for the project. Requirements may start out at a high level and become progressively more
detailed as more information about the requirements is known. Before being baseline,
requirements need to be unambiguous (measurable and testable), traceable, complete,
consistent, and acceptable to key stakeholders.
The requirements documentation needs to follow a specific format. The format can range from
a simple document that lists the requirements that are categorized by the stakeholder or it can
be elaborate and contain a detailed description of the project, an executive summary, and
several attachments to support the project.
 Business requirements: these describe the higher-level needs of the organization as a

whole, such as the business issues or opportunities, and reasons why a project has been
undertaken
 Stakeholder requirements: these describe needs of a stakeholder or stakeholder group.
 Solution requirements: these describe features, functions, and characteristics of the
product, service, or result that will meet the business and stakeholder requirements
 Transition and readiness requirements: these describe temporary capabilities, such as
data conversion and training requirements, needed to transition from the current as-is
state to the desired future state.
 Project requirements: these describe the actions, processes, or other conditions the
project needs to meet. Examples include milestone dates, contractual obligations,
constraints, etc.
 Quality requirements: these capture any condition or criteria needed to validate the
successful completion of a project deliverable or fulfillment of other project
requirements. Examples include tests, certifications, validations, etc.
b) Requirements Traceability Matrix
The requirements traceability matrix is a grid that links product/project requirements from
their origin to the deliverables that satisfy them. The implementation of a requirements
traceability matrix helps to ensure that each requirement adds business value by linking it to
the business and project/project objectives. It provides a means to track requirements
throughout the project life cycle, helping to ensure that requirements approved in the
requirements documentation are delivered at the end of the project. Finally, it provides a
structure for managing changes to the product/project scope.

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Tracing requirements includes but is not limited to:
 Business needs, opportunities, goals, and objectives;

 Project objectives;
 Project scope and WBS deliverables;
 Product design;
 Product development;
 Test strategy and test scenarios; and
 High-level requirements to more detailed requirements.

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2.3. Process Group Three: Develop and Authorize CPCm Document Templates
Develop and Authorize Construction Project Communication management Documents is the

process of developing CPCmM Charter, Management Plan, Knowledge Document and report
templates.
CPCmM Charter is a document that formally authorizes the existence of a CP and provides the
PM with the authority to request and use defined resources to CP activities. The key benefits of
this process are that it provides a direct link among the Business, the Project and the Product
Management Objectives.
CPCmM Management Plan Documents include CPCmM Implementation Plan and Deliverable
Documents.
CPCmM Implementation Plan is a document collecting and coordinating all CPCmM BoKs plan
components and consolidating them into an integrated CPM Plan.
The key benefit of these documents is the production of a comprehensive document that guides
the implementation of the CP Services and / or Works including how they will be performed
CP Deliverables Document is a document defining the aligned Key Performance Indicators of

the breakdowns of the five levels of the CP / CPCmM Documents; namely: the CP Outcome and
the CPCmM Charter, Implementation Plan, Deliverable and Acceptance Documents that can
serve as a bases for Monitoring and Controlling of the CP Services and / or Works.
CPCmM / CP Knowledge Documents such as Assumption Logs and Lesson Learned Registers
which are parts of the Organization Process Assets but updates and Enterprise Environmental
Factors meant for using / considering the existing knowledge to create CPCmM and CP
Documents and create new knowledge to continuously improve the CPM.
Assumption Logs include the records of assumptions and constraints before the CP is initiated
as well as during CP and CPM BoKs planning and implementation which are called existing
Knowledge.
Lesson Learned Registers include category and description of situations such as problems /
challenges encountered; realized risks, opportunities and impacts; recommendations /
proposed actions and outcomes; and lessons learned in order to continuously improve CPM
during monitoring and controlling and serve as inputs and / or constraints at different stages or
for future projects called created new knowledge and updating the Assumption Logs.
Develop and Authorize CPCmM Documents four components (the IMCOs) are shown in Figure
2-7 below

ECPMI ECPMMS:2019
Constraints

Contractual Provisions
Legal Requirements
Inputs Outputs
CPCmM Plan Develop and Authorize
CPCmM Charter Document
CP Requirement Documents CPCm Document Template
CPCmM Implementation Plan
Outputs from other CPM BoKs
CPCmM Deliverable Document
CPCmM Documents Updates
Mechanisms
Tools, Techniques and
Competencies
Figure 2- 6: Develop & Authorize CPCmM Documents
2.3.1 Develop and Authorize CPCm Documents: Inputs
Develop and Authorize CPCmM Documents Inputs are:
a.) CP Outcome Document of the Output of the Initiate CPCmM process,

b.) CPCmM Plan of the Output of the Plan CPCmM process, and
c.) CP Requirements Documentations; the Output of the Collect CPCmM Requirements,
d.) Outputs from all other CPM BoKs
e.) Organization Process Assets
CP Outcome Document, CPCmM Plan, Organization Process Assets and CPC mM

Requirements Documentations are as described in 2.2.1 and 2.2.4 above.
Outputs from all the other CPM BoKs which are summaries of outputs of all processes of the
other CPM BoKs that enable establishing the CPCmM / CP Charter, Implementation and
Deliverable Documents
2.3.2 Develop and Authorize CPCmM Documents: Mechanisms
Develop and Authorize CPCmM Documents Mechanism includes:

1. Tools and Techniques, and
2. Competencies serving to develop and authorize CPCmM documents.
Tools and Techniques serving to develop and authorize CPCmM documents are:
1. Use of Resources Groups or Expert Judgment

ECPMI ECPMMS:2019
2. Data Analysis, Document Review and Decision Making, and

3. Various Communications Methods.
Competencies serving to develop and authorize CPCmM documents are:
1. Business, CPM BoKs and Change Management competencies

2. Statistical Knowledge and Skills including data collection, recording, documentation,
analysis, description or inference competency
3. Effective Facilitation and Communication competencies as part of Interpersonal and
Team Skills whose ultimate goal is to define the project charter, implementation plan and
deliverables documents and their alignments.
2.3.3 Develop and Authorize CPCmM Documents: Constraints
Develop and Authorize CPCmM Documents Constraints include:

a.) Enterprise Environment Factors
Enterprise Environment Factors (EEFs), CPCmM Knowledge Documents Updates and

Contract Agreements and / or Tender Documents are as described in 2.2.3 above
Besides, EEFs may be considered as constraints to Develop and Authorize CPCmM

Documents which
1. guides the direction, management and implementations of the CP Manager,

and Team, and
2. Enables to monitor, control and gauge performances such that only necessary
and integrated changes can be introduced.
EEFs include Public Regulators Requirements and CP related Standard Documents.
Public Regulatory Requirements Construction projects often require specific permits or

approvals or considerations such as:
 Budgets allocations and Project Authorizations,

 Planning Consent, Building and Use Permits / Program or Project
Authorization, Design Completions and Works Completions,
 Environmental and Social Impact Assessments, Resettlement Action Plan,
Health and Safety Management Plan, etc.
 Procurement and Contract Management requirements,
 Quality compliance requirements including requirements, their indicators and
means of verifications, etc.
All actions required to fulfil such regulatory requirements shall be considered as part of
the CPCmM inputs and constraints and should be identified in time accordingly.
Standard Documents are documents considered as Administrative Laws developed

over the years responding to many constraints and mishaps such as Obligatory or
Voluntary Standards serving the construction industry including:

ECPMI ECPMMS:2019
 Standard Technical Specifications,

 Several Quality related Standards,
 Work Breakdown Dictionaries,
 Typical Drawings and their Guidelines, and
 Bill of Quantities or Prescriptive based Scopes in the case for DBB delivery
system and Performance based Scopes in the case for DB delivery system
Repositories.
All actions required as a result of such standard documents shall be considered as part
of the project scope and should be defined accordingly.
2.3.4 Develop and Authorize CPCmM Documents: Output
Develop and Authorize CPCmM Documents Output includes:
a.) Authorized CPCmM Charter Document
Authorized CPCmM Charter Document presents the description of the CP descriptions

including approval requirements, key stakeholders including their roles and
relationships, purpose, predetermined objectives, measurable success criteria including
summary millstones, risks, and assigned CP Manager and Team including duties and
authorities based on, detailed from and with alignment to the Project outcome defining
CP boundaries and acceptance requirements.
Authorized CPCmM Implementation Plan Document Authorized CPCmM

Implementation Plan Document presents how the CP shall be directed, managed and
validated at the project Management level through integrating & consolidating
implementation plans and baselines of the various CPM BoKs implementation Plans and
Baselines based on, detailed from and aligned with the authorized CPCmM Charter
Document.
The Various CPMBoKs implementation plans and baselines include:
 CP Requirements Plan and Baselines

 CP Communications Management Plan and Baselines
b.) Authorized CPCmM Deliverable Document
Authorized CPCmM Deliverable Document presents aligned and detailed Key Acceptance
Criteria including the Requirements, Indicators and Means of Verifications of the CP
Outcome, Charter and Implementation Plan Documents of the Top, Middle and
Operational CP Management or Stakeholders relationships levels.
Besides, Integrated Change Management Implementation Plan as part of the Authorized

CPCmM Implementation Plan Document shall also be incorporated.
c.) CPCmM Knowledge Document Updates

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Authorized CPCmM / CP Knowledge Documents and their Updates presents the various
knowledge base documents serving as Organization Process Assets and Enterprise
Environmental Factors including their inputs and outputs from the Processes of the
various CPM BoKs such as:
 Assumption Log and its Updates,

 Requirements Documentation and its Updates,
 CP Performance Reports and its Updates
 Lesson Learned Register and its Updates,
 CPCmM / CP Implementation Plan, Baseline and their Updates,
 Risk Register and its Updates, etc.
Develop and Authorize CPCmM Documents: Activities
Develop and Authorize CPCmM Documents as one of the CPCmM process group, it
involves the following activities to be undertaken:
 Establish CPCmM Team

 Develop and Authorize CPCm Document Templates of the following but not
limited to:
o Scope change request
o Request for proposal
o Site handover
o acceptance
o Materials testing
o Letter
o Claim templates
o Change order
o Site Diary
o payment certificate

ECPMI ECPMMS:2019
2.4. Process Group Four: Manage and Validate Construction Project Communication
Manage and validate CP communications is categorized as an execution process because it is

primarily concerned with executing the plans developed in Construction project
communications planning. It is basically related to information distribution that involves
making needed information available to project stakeholders in a timely manner. It includes
implementing the communications management plan, as well as responding to unexpected
requests for information. Communications management encompasses the methods or means of
making information available to the project stakeholders and includes information retrieval and
distribution systems. Communications management encompasses the methods or means of
making information available to the project stakeholders and includes information retrieval and
distribution systems.
Manage Communications is the process of creating, collecting, distributing, storing, retrieving,

and the ultimate disposition of project information in accordance to the communications
management plan. The key benefit of this process is that it enables an efficient and effective
communications flow between project stakeholders. Refer figure 2- 8 below
Public
Sub
Contractor
Contractor
Designers,
Project Materials
Engineers and
Manage and
Technical
r Equipment
Consultants
suppliers
Financial
Institution
Insurance
Companies
Regional and
Local Authorities
Figure 2- 7: CP Communication flow between Project Stakeholders
This process goes beyond the distribution of relevant information and seeks to ensure that the
information being communicated to project stakeholders has been appropriately generated, as

ECPMI ECPMMS:2019
well as received and understood. It also provides opportunities for stakeholders to make
requests for further information, clarification, and discussion. Techniques and considerations for
effective communications management include, but are not limited to, the following:
 Sender-receiver 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 versus a formal report, and when to
communicate face to face versus by e-mail.
 Writing style: Appropriate use of active versus 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: Listening actively (acknowledging, clarifying, and confirming
understanding) and removal of barriers that adversely affect comprehension.
Project communications are segmented into three categories:

 Project & Governance: Communications in this segment are high in frequency in
focused on
managing the project. Information is regularly surfaced to governance committees
(advisory, steering, executive). And, periodically communications will step back and
evaluate project status overall to ensure broader alignment with project objectives.
 Stakeholders: Communications to stakeholders will broadcast project status and help
facilitate understanding and acceptance of project outcomes.
 External: Outside of the organization, there are external parties that will be impacted
by the project. While these parties are inactive on the project, they have an interest in
the project and late in the project will need to modify their processes or practices.
These communications will provide sufficient notice to ensure those vendors are
neither surprised nor anxious about embracing project objectives. It is worth
mentioning that, however, if a vendor is immediately impacted by the project, they
should be integrated into Project & Governance communication strategies.
Each construction project communication element is then assigned an owner and is delivered
with a consistent frequency in accordance with an identified distribution list. Table 6 shows
sample Communications Schedule of these three categories.

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Project & Governance Stakeholders External
Weekly Written status Status Meeting Summary of

update PMIS Activity
Monthly Meeting of Meeting of Meeting of Written Written Vendor

Advisory Steering Executive Summary Summary
Committee Committee Committee to All
Quarterly Written Written Risk Written Present at Written Meeting of Vendors Newsletters,
Milestone Report Change Town Hall Status on Status etc.
Report Report or All to
Staff Board
Table 2- 4: Stakeholder Communication Schedule

The inputs, mechanisms, controls and constraints, and outputs diagram of the Manage
Communications process are depicted in Figure 9.
Constraints

Specific Contractual; Provisions
Inputs Outputs
CP management plan Manage and Validate CP
Project communications
CP Documents Communications
Project management plan
Stakeholder register Project documents update
Work performance reports Organizational process assets
Organizational process assets updates
Mechanisms
Competencies
Figure 2- 8: IMCOs for Manage and Validate Construction Project Communication

ECPMI ECPMMS:2019
2.4.1. Manage Construction Project Communication: Inputs
a.) Construction Project management plan
Among the different components of project management plan, Construction stakeholders

management plan, Communication Management plan and Stakeholders engagement plan
are used as inputs for managing and validating construction project communications.
b.) Construction Project Documents
These documents are the vehicle through which design decisions are communicated to other
stakeholders including permitting authorities, lenders, and builders. A set of construction
documents should be complete, concise, and coordinated. A typical complete set of
construction drawings should include:
 Change Log: The change log is a type of documentation that contains the list of
changes that are made during the entire project management design. It tracks the
progress of each change based on its review, approval (or rejection), implementation
as well as closure
 Issue Log : An issue log is a simple list or spreadsheet that helps managers track the
issues that arise in a project and prioritize a response to them. An issue is any
roadblock or unintended impact that directly affects the construction project’s
timeline and or performance. It’s different than a risk, which can be defined as
a potential problem or future issue that might happen in your project. An issue is
something that has already come up in the project, and needs to identify and track
that issue immediately
 Lessons learned: For Construction project Management, the Lesson learned has its
own report. A lessons learned report (sometimes referred to as an 'assessment and
lessons learned report' or 'lessons identified report') is an assessment of lessons that
can be learned from a project that could be applied to other projects
 Quality report: Information in the quality report includes quality issues, project and
product improvements, and process improvements. This information is forwarded to
those who can take corrective actions in order to achieve the project quality
expectations.
 Risk report: The risk report presents information on sources of overall project risk,
together with summary information on identified individual project risks. This
information is communicated to risk owners and other impacted stakeholders.
 Stakeholder register: The stakeholder register identifies the individuals, groups, or
organizations that will need various types of information.
c.) Work Performance Reports
Work Performance Reports in Project Management. Monitoring and controlling the status is
essential for any project's success. These reports generally include a comparison of planned

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and actual figures. They can be created to analyze any project's resource, cost and schedule
productivity. Work performance reports can contain earned value graphs and information,
trend lines and forecasts, reserve turndown charts, defect histograms, contract performance
information, and risk summaries.
They can be presented as dashboards, heat reports, stop light charts, or other
representations useful for creating awareness and generating decisions and actions.
d.) Enterprise Environmental Factors

The enterprise environmental factors that can influence this process include but are not
limited to: (described Section 2.1.3 (d)
e.) Organizational Process Assets

The organizational process assets that can influence this process are described in section
(2.1.1(e)
2.4.2. Manage and Validate Construction Project Communication: Mechanism
a.) Communication technology

It is crucial for project managers to also consider using reliable communication technology.
Communication technology refers to the tools, systems, and equipment that are used to
transfer different information to the stakeholders of the project.
Factors that influence the technology include whether the team is collocated, the
confidentiality of any information that needs to be shared, resources available to the team
members, and how the organization’s culture influences the way in which meetings and
discussions are normally conducted.
b.) Communication methods

The choice of communication methods in construction projects should allow flexibility in the
event that the membership of the stakeholder community changes or their needs and
expectations change.
c.) Communication skills

Communications skills are used to exchange information. The sender is responsible for
making the information clear, unambiguous, and complete, so that the receiver can receive it
correctly, and for confirming that it is properly understood. The receiver is responsible for
making sure that the information is received in its entirety and understood correctly. Some
skills may not exist within the project team and other professional services such as a public
relations consultant may be required.
The following Communication skills are required from construction project manager/team:

ECPMI ECPMMS:2019
 Communication competence: A combination of tailored communication skills that

considers factors such as clarity of purpose in key messages, effective relationships
and information sharing, and leadership behaviours.
 Feedback: Feedback is information about reactions to communications, a deliverable,
or a situation. Feedback supports interactive communication between the project
manager, team and all other project stakeholders. Examples include coaching,
mentoring, and negotiating.
 Nonverbal: Examples of nonverbal communication include appropriate body
language to transmit meaning through gestures, tone of voice, and facial expressions.
Mirroring and eye contact are also important techniques. The construction project
team members should be aware of how they are expressing themselves both through
what they say and what they don’t say.
 Presentations: A presentation is the formal delivery of information and/or
documentation. Clear and effective presentations of project information to relevant
stakeholders can include but are not limited to:
 construction project Progress reports and information updates to stakeholders;

 Background information to support decision making;
 General information about the project and its objectives, for the purposes of
raising the profile of the work of the project and the team; and Specific
information aimed at increasing understanding and support of the work and
objectives of the project.
Presentations will be successful when the content and delivery take the following into
account:
 The audience, their expectations, and needs; and
 The needs and objectives of the project and project team.
d.) Project management information system
Project management information systems can ensure the construction project stakeholders
to easily retrieve the information they need in a timely way. Project information is managed
and distributed using a variety of tools, including:
 Electronic project management tools. Project management software, meeting and

virtual office support software, web interfaces, specialized project portals and
dashboards, and collaborative work management tools.
 Electronic communications management. Email, fax, and voice mail; audio, video
and web conferencing; and websites and web publishing.
 Social media management. Websites and web publishing; and blogs and
applications, which offer the opportunity to engage with stakeholders and form
online communities.
e.) Project reporting

ECPMI ECPMMS:2019
Construction Project Performance reporting is the act of collecting and distributing

performance information, including status reports, progress measurements, and forecasts.
Performance reporting involves the periodic collection and analysis of baseline versus actual
data to understand and communicate the project progress and performance as well as to
forecast the project results.
Performance reporting needs to provide information at an appropriate level for each

audience. The format may range from a simple status report to more elaborative reports and
may be prepared regularly or on an exception basis. A simple status report might show
performance information, such as percent complete or status dashboards for each area (i.e.,
scope, schedule, cost, and quality). More elaborative reports may include:
 Analysis of past performance,
 Analysis of project forecasts (including time and cost),
 Current status of risks and issues,
 Work completed during the period,
 Work to be completed in the next period,
 Summary of changes approved in the period, and
 Other relevant information, which is reviewed and discussed
f.) Interpersonal and team skills
Effective interpersonal communication arguably lies at the heart of an effective
organizational system. Indeed, without effective verbal exchanges, construction processes
would be rendered impossible.
g.) Meetings
Meetings support the actions defined in the communication strategy and communications
plan
2.4.3. Manage and Validate CP Communications: Constraints
a.) Specific Contract Provisions (Described in section 2.1.3 (a))

b.) Specific Legal Provisions (Described in section 2.1.3 (b))
c.) Technological Constraints (Described in section 2.1.3 (c))
d.) Environmental Factors (Described in section 2.1.3 (d))
2.4.4. Manage and Validate CP Construction Project Communications: Out Puts

a.) CP communications
The Manage CP Communications process involves the activities that are required for
information to be created, distributed, received, acknowledged, and understood.
Construction Project communications may include but are not limited to: performance
reports, deliverables status, schedule progress, and cost incurred. Project communications
can vary significantly and are influenced by factors such as, but not limited to, the urgency
and impact of the message, its method of delivery, and level of confidentiality.

ECPMI ECPMMS:2019
b.) CP management plan updates

Any change to the CP management plan goes through the organization’s change control
process via a change request. Components of the project management plan that may be
updated as a result of carrying out this process
c.) Project documents update
Project documents may include correspondences, memos, and documents describing the
project, as well as purchase orders, (sub) contracts, cost and schedule records, photos, etc.
This information should, to the extent possible and appropriate, be maintained in an
organized fashion. Project team members may often, and are encouraged to, maintain
personal records in a project notebook. Such information may later be important in
resolving disputes over project changes.
CP documents that may be updated as a result of carrying out this process ( described in
section 2.4.1 (b)
d.) Organizational process assets updates

Organizational process assets that may be updated as a result of this process include but
are not limited to:
 Stakeholder notifications: Information may be provided to stakeholders about
resolved issues, approved changes, and general project status.
 Project reports: Formal and informal project reports describe project status and
include lessons learned, issue logs, project closure reports, and outputs from other
Knowledge Areas.
 Project presentations: The project team provides information formally or
informally to any or all of the project stakeholders. The information and
presentation method should be relevant to the needs of the audience.
 Project records: Project records may include correspondence, memos, meeting
minutes, and other documents describing the project. This information should, to
the extent possible and appropriate, be maintained in an organized manner. Project
team members can also maintain records in a project notebook or register, which
could be physical or electronic.
 Feedback from stakeholders: Information received from stakeholders concerning
project operations is distributed and used to modify or improve future performance
of the project.
 Lessons learned documentation: Documentation includes the causes of issues,
reasoning behind the corrective action chosen, and other types of lessons learned
about communications management. Lessons learned need to be documented and
distributed so that it becomes part of the historical database for both the project and
the performing organization.

ECPMI ECPMMS:2019
2.5. Process Group Five: Monitor/Control Construction Project Communication
Monitor CP Communications is the process of ensuring the information needs of the project and
its stakeholders are met.
Information is important in construction project management because it allows stakeholders to

know if the project is doing well or not. The information may be reported as text, graphical
display or other channels so that they can be analyzed.
Control communications, in project management, is the process of controlling and monitoring

the communication of the project life cycle so that the information requirements of all project
stakeholders are satisfied. The benefit of control communications is that it provides the optimal
flow of information to all participants at any given moment as well as time.
Communication in Construction project management is a critical key to managing all

communication channels so that miscommunication does not happen. It allows project
managers as well as stakeholders to get the information that they need when they expect them
using the methods set during communication planning.
It is important to take note that the control communications deal with different pieces of project
communication which include personnel performance feedback reports, progress on schedule,
information related to new baseline and costs status and forecast. Moreover, different
communication activities are also involved in control communications which include internal,
formal, official, oral and vertical reports.
Control construction project communications are also involved in the different inputs for
communication such as stakeholder communication requirements, the time frame of frequency,
deliverable status, progress report, issue log, work data performance and just about anything
that needs to be communicated to the rest of the stakeholders of the construction project. With
this particular process, the information will help stakeholders as well as the project manager to
make the best decisions based on the types and amount of information that they have.
The inputs, mechanisms, controls, constraints and outputs of this process are depicted in Figure
2-10

ECPMI ECPMMS:2019
Constraints

Specific Contractual; Provisions
Technological Constraints
Outputs
Inputs
Monitor/Control CP Work performance information
Construction Project
Communications Change requests
management plan
Construction Project Documents Project management plan
Work performance Data updates
Organizational process assets Project documents updates
Mechanisms
Competencies
Figure 2- 9: IMCos for Monitor Construction Project Communication

Monitor Communications determines if the planned communications artifacts and activities have
had the desired effect of increasing or maintaining stakeholders’ support for the project’s
deliverables and expected outcomes. The impact and consequences of project communications
should be carefully evaluated and monitored to ensure that the right message with the right
content (the same meaning for sender and receiver) is delivered to the right audience, through
the right channel, and at the right time. Monitor Communications may require a variety of
methods, such as customer satisfaction surveys, collecting lessons learned, observations of the
team, reviewing data from the issue log, or evaluating changes in the stakeholder engagement
assessment matrix described in construction project stakeholders' management manual.
The Monitor Communications process can trigger an iteration of the Plan Communications
Management and/or Manage Communications processes to improve effectiveness of
communication through additional and possibly amended communications plans and activities.
Such iterations illustrate the continuous nature of the Project Communications Management
processes. Issues or key performance indicators, risks, or conflicts may trigger an immediate
revision.
2.5.1. Monitor/Control Construction Project Communication: Input
a.) Construction Project management plan
The project management plan describes how the project will be executed, monitored,
controlled, and closed.
b.) Construction Project Documents

ECPMI ECPMMS:2019
Project documents that can be considered as inputs for this process are described in section
(2.4.1(b)
c.) Work performance Data
Work performance data organizes and summarizes the information gathered, and presents
the results of comparative analysis to the performance measurement baseline.
d.) Enterprise environmental factors
The enterprise environmental factors that can influence the Monitor Communications
process are described in section 2.1.3 (e).
e.) Organizational process assets
The organizational process assets that may influence the Control Communications process
are described in section 2.1.1 (e)
2.5.2. Monitor/Control Construction Project Communications: Mechanisms

a.) Expert judgment : Described under section 2.1.2 (a)
b.) Project management information system

Project management information systems provides a set of standard tools for the
construction project manager to capture, store, and distribute information to internal and
external stakeholders with the information they need according the construction project
communications plan.
c.) Data analysis

A data representation technique that can be used includes but is not limited to the
stakeholder engagement assessment matrix which can provide information about the
effectiveness of the communications activities. This is achieved by reviewing changes
between desired and current engagement and adjusting communications as necessary.
d.) Interpersonal and team skills
The knowledge, skills, abilities, and other characteristics needed to lead and control project
communications during the execution phase of the project is one of the behavioural
competencies required in controlling project communications.
Interpersonal and team skills that can be used for this process include but are not limited to
observation/conversation. Discussion and dialogue with the project team helps determine
the most appropriate way to update and communicate project performance, and to respond
to requests from stakeholders for information. Observation and conversation enables the
project manager to identify issues within the team, conflicts between people, or individual
performance issues.

ECPMI ECPMMS:2019
e.) Ethical Practices
The knowledge, skills, abilities, and other characteristics needed to maintain high levels of
personal and professional integrity and to act as an ethical agent who promotes core values,
integrity, and accountability during in controlling project communications during the
execution phase of the project is one of the behavioural competencies required in controlling
project communications.
f.) Meetings
Face-to-face or virtual meetings are used for decision making; responding to stakeholder
requests; and having discussions with suppliers, vendors, and other project stakeholders.
The Control Communications process requires discussion and dialogue with the project team
to determine 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.
2.5.3. Monitor/Monitor Construction Project Communications: Constraints
a.) Specific Contract Provisions (Described in section 2.1.3 (a))

b.) Specific Legal Provisions (Described in section 2.1.3 (b))
c.) Technological Constraints (Described in section 2.1.3 (c))
d.) Environmental Factors (Described in section 2.1.3 (d))
2.5.4. Monitor construction project Communications: Outputs
The outputs of the control communication process include team performance assessment for
increased competencies that lead to enhanced individual & team performance where increased
commitment leads to reduced turnover in team members. While the primary goal of developing
the project team is for better performance, the outputs listed in this manual are team
performance assessment and enterprise environmental factors updates.
The assessment is a verifiable product that can be listed as an output. This does not mean to
suggest that a formal, written assessment is required. Ongoing evaluation of a team’s
effectiveness is simply a way to determine how much additional development work is needed
and in what ways it needs to be modified.
a.) Work performance information
Work performance information includes information on how project communication is

performing by comparing the communications that were implemented compared to those

ECPMI ECPMMS:2019
that were planned. It also considers feedback on communications, such as survey results on
communication effectiveness.
Performance reports organize and summarize the information gathered and present the
results of any analysis. Reports should provide the kinds of information and the level of
detail required by various stakeholders, as documented in the communications management
plan. Performance reports include periodic (often monthly) project status reports that
describe the status of the project and a forecast of future activity of cost and earned value and
also status of design, procurement, expediting, risk evaluation and quality activities of the
project. It is also suggested that performance reporting include the RFI response record.
b.) Change requests
The monitor 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 and may
result in:
 New or revised cost estimates, activity sequences, schedule dates, resource
requirements, and analysis of risk response alternatives;
 Adjustments to the project management plan and documents;
 Recommendations of corrective actions that may bring the expected future
performance of the project back in line with the project management plan; and
 Recommendations of preventive actions that may reduce the probability of
incurring future negative project performance.
 Revision of stakeholder communication requirements, including stakeholders’
information distribution, content or format, and distribution method; and
 New procedures to eliminate bottlenecks.
Analysis of project performance often generates a request for a change to some aspect of the
project. These change requests are handled as described in the various change control
processes (e.g., scope change management, schedule control, etc.).
c.) CP management plan updates
Any change to the project management plan goes through the organization’s change control
process via a change request. Components that may require a change request for the project
management plan include but are not limited to:
 Communications management plan: the communications management plan is

updated with new information to make communication more effective.
 Stakeholder engagement plan: the stakeholder engagement plan is updated to reflect
the actual situation of stakeholders, their communication needs, and their importance
d.) CP documents updates : Described in section 2.4.1 (b)

ECPMI ECPMMS:2019
2.6. Process Group Six: Close Construction Project Communication
Close CPCm as well as CP Communication is the process of finalizing all CPCm activities of the
process groups.
Close CPCmM as well as CP Communication allows the CPCmM or CP Communications

performance information is documented, impacts are investigated, lessons are developed and
lesson learned are released step by step or as a whole; hence it is performed at predefined
milestones or at completion stages.
Close CPCmM as well as CP Communications begins by defining their four components (the
IMCOs) and ends by verifying accepted deliverables, authorized changes and CPCm Document
Updates and Performance reports.
The results of Closing CP Communication is to get the key CP metrics; lesson learned, best
practices, post implementation report and archived post implementation report
Close CPCmM as well as CP Communication four components (the IMCOs) and their data flow
are shown in Figure 2-11 below.
Constraints
CPSM Documents Updates
Inputs Outputs
CP charter Close CPCmM & CP

CPCmM Completion Reports
CP Management Plan Communications Final CP Product, service or
CP Documents
result transfer documents
CPCmM Document Updates
Mechanisms
Competencies
Figure 2- 10: IMCos for Close CPCmM

When closing the project, the project manager reviews the project management plan to ensure
that all Construction project work is completed and that the project has met its objectives. The
activities necessary for the administrative closure of the CP or phase include but are not limited
to:
 Confirming the formal acceptance of the CP work/Services

 Finalizing open claims,
 Updating records to reflect final results
 Archiving such information for future use.

ECPMI ECPMMS:2019
 Collect project or phase records,

 Audit project success or failure,
 Manage knowledge sharing and transfer,
 Identify lessons learned, and
 Archive project information for future use by the organization
2.6.1. Close Construction Project Communication: Inputs
The inputs for Close CP Communications are described below:
a.) Project Charter: described in section 2.1.1, the project charter documents the project
success criteria, the approval requirements, and who will sign off on the project.
b.) CP Documents: Described in section 2.1.1 in detail
c.) Accepted Deliverables: Accepted deliverables may include approved CP specifications,
delivery receipts, and work performance documents. Partial or interim deliverables
may also be included for phased or cancelled projects.
d.) Business Documents: Business case and Benefit management plan are part of the
business document.
e.) Organizational Process Asset: The organizational process assets that can influence the
Close Project or Phase process include but are not limited to:
 Project or phase closure guidelines or requirements (e.g., lessons learned,

final project audits, project evaluations, product validations, acceptance
criteria, contract closure, resource reassignment, team performance appraisals,
and knowledge transfer).
 Configuration management knowledge base containing the versions and
baselines of all official organizational standards, policies, procedures, and any
project documents.
2.6.2. Close Construction Project Communication: Mechanism
a.) Expert Judgement : Described in section 2.1.2 above

b.) Data Analysis: data analysis techniques that can be used in CP closeout include but
are not limited to:
 Document analysis: assessing available documentation will allow identifying

lessons learned and knowledge sharing for future projects and organizational
assets improvement.
 Regression analysis. This technique analyzes the interrelationships between
different CP variables that contributed to the project outcomes to improve
performance on future projects
 Trend analysis: Trend analysis can be used to validate the models used in the
organization and to implement adjustments for future projects.

ECPMI ECPMMS:2019
 Variance analysis: Variance analysis can be used to improve the metrics of the
organization by comparing what was initially planned and the end result.
Meeting: Meetings are used to confirm that the deliverables have been accepted, to validate that
the exit criteria have been met, to formalize the completion of the contracts, to evaluate the
satisfaction of the stakeholders, to gather lessons learned, to transfer knowledge and information
from the project, and to celebrate success. Attendees may include project team members and
other stakeholders involved in or affected by the project. Meetings may be face-to-face, virtual,
formal, or informal. Types of meetings include but are not limited to close-out reporting
meetings, customer wrap-up meetings, lessons learned meetings, and celebration meetings.
2.6.3. Close Construction Project Communication: Constraints
Close CPCmM and CP Communication Constraints include:
1. Enterprise Environment Factors

2. CPCmM Documents Updates
Enterprise Environment Factors (EEFs) and CPCmM Documents Updates are as described in
previous process groups.
CPCmM Document Updates shall consider Communication Documents throughout the project
life time and among phases and process groups.
2.6.4. Close Construction Project Communication: Outputs
a.) CP Project Documents

All CP documents may be updated and marked as final versions as a result of project closure.
Of particular interest is the lessons learned register, which is finalized to include final
information on phase or project closure. The final lessons learned register may include
information on benefits management, accuracy of the business case, project and development
life cycles, risk and issue management, stakeholder engagement, and other project
management processes.
b.) Final CP Product, service or result transfer documents: a CP Product, service, or result,
once delivered by the project, may be handed over to a different group or organization that
will operate, maintain, and support it throughout its life cycle.
This output refers to this transition of the final product, service, or result that the project was
authorized to produce (or in the case of phase closure, the intermediate product, service, or
result of that phase) from one team to another.
c.) The final report: provides a summary of the project performance. It can include
information such as:
 Summary level description of the project or phase.

ECPMI ECPMMS:2019
 Scope objectives, the criteria used to evaluate the scope, and evidence that the
completion criteria were met. Quality objectives, the criteria used to evaluate the
project and product quality, the verification and actual milestone delivery dates,
and reasons for variances.
 Cost objectives, including the acceptable cost range, actual costs, and reasons for
any variances.
 Summary of the validation information for the final product, service, or result.
 Schedule objectives including whether results achieved the benefits that the
project was undertaken to address. If the benefits are not met at the close of the
project, indicate the degree to which they were achieved and estimate for future
benefits realization.
 Summary of how the final product, service, or result achieved the business needs
identified in the business plan. If the business needs are not met at the close of the
project, indicate the degree to which they were achieved and estimate for when
the business needs will be met in the future.
d.) Organizational Process Assets updates
Organizational process assets that are updated include but are not limited to:
 Project documents: Documentation resulting from the project’s activities; for

example, project management plan; scope, cost, schedule, and project calendars;
and change management documentation.
 Operational and support documents: Documents required for an organization to
maintain, operate, and support the product or service delivered by the project.
These may be new documents or updates to existing documents.
 Project or phase closure documents: Project or phase closure documents, consisting
of formal documentation that indicates completion of the project or phase and the
transfer of the completed project or phase deliverables to others, such as an
operations group or to the next phase.
 Lessons learned repository: Lessons learned and knowledge gained throughout the
project are transferred to the lessons learned repository for use by future projects.

ECPMI ECPMMS:2019
3. SECTION 3: MANUAL ADJUSTMENT, AMENDMENT and REVISION
3.1 Manual Adjustment

This CPCmM Manual shall be adjusted to confirm to specific requirements of projects in line
with their contractual obligations.
3.2 Manual Amendment

The CPCmM Manual may be amended for errata and similar circumstances as and when
recognized.
The correction/improvement of this CPCmM Manual shall be initiated by Manuals Preparation

and Revision Standing Committee based on the feedbacks collected during the manual's three
years operation period and decision made by the ECPMI.
3.3 Manual Revision

This CPCmM Manual shall be revised every three years unless otherwise required due to special
circumstances.
The revision of this CPCmM Manual shall be initiated by Manuals Preparation and Revision
Standing Committee based on the feedbacks collected during the manual's three years operation
period and decision made by the ECPMI.

ECPMI ECPMMS:2019
ANNEXES

ECPMI ECPMMS:2019
Bibliography
[1.] Association of Project Management. (2012), APM Body of Knowledge. 6th edition,
Association of Project Management.
[2.] Craftsman Technology Group. (2017). Communication Plan Template.
[3.] Crawford, J.K. (2011). (2015). Project Management Maturity Model. Third edition, Taylor
& Francis Group, LLC. PM Solutions Research
[4.] Dinsmore, P.C. and Cabanis-Brewin, J. (2011). The AMA Handbook of Project
Management. Third edition, AMACOM, Amacom Books, a division of the American
Management Association
[5.] Government of Western Austrailai. (2007). Communication Plan.
[6.] Office of Project Management Process Improvement, Caltrans. 2007). Project
Communication Handbook
[7.] Project Management Association of Japan. (2005). Project and Programme Management
for Innovative Enterprise. Tokyo
[8.] Project Management Docs. Free Project Management Templates. Accessed at
http:www.ProjectManagmentDocs.com
[9.] Project Management Institute. (2003). Construction Extension to A Guide to the Project
Management Body of Knowledge (PMBOK). 2000 edition, Project Management Institute.
[10.] Project Management Institute. (2017). Project Management Body of Knowledge
(PMBOK). Sixth edition, Project Management Institute.

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ECPMI ECPMMS : 2019

© 2019 All Right Reserved

© ECPMI 2019– All rights reserved

Construction Project Management Manuals Preparation Working Groups

Working Groups Chair

Working Groups Coordinator

Original Version Prepared By:

Manual Quality Assurance and Validation Working Group Members

Wubishet Jekale Steering Committee Chair

Muluken Tilahun Project Coordinator

Denamo Addissie Technical Committee

Release Version Prepared By:

© ECPMI 2019 All Right Reserved

SECTION 1: GENERAL ............................................................................................................................ 1

© ECMPI 2019– All rights reserved

Develop and Authorize CPCmM Documents: Activities ........................................................................42

ii © ECMPI 2019– All rights reserved

Figure 1-1:CPCmM High Level Process Map ..................................................................................... 14

Table 2-1: CP Communication management process over project stages ....................................... 18

© ECPMI 2019 – All rights reserved iii

ABBREVIATIONS AND ACRONYMS

ECPMI : Ethiopian Construction Project Management Institute

iv © ECMPI 2019– All rights reserved

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© ECPMI 2019 – All rights reserved v

vi © ECMPI 2019– All rights reserved

The Ministry of Urban Development and Construction as mandated acknowledges this

Eng. Aisha Mohammed

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viii © ECMPI 2019– All rights reserved

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© ECPMI 2019 – All rights reserved ix

x © ECMPI 2019– All rights reserved

ETHIOPIAN CONSTRUCTION PROJECT MANAGEMENT INSTITUTE

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xii © ECMPI 2019– All rights reserved

A. Construction Project Management Manuals

© ECMPI 2019– All rights reserved

1.2 Document information

Document name : Construction Project Communication Management Manual

Document number : ECPMMS: WM - 07

Document availability : The hard copy of the document is available at Ethiopian

Document owner : Ethiopian Construction Management Institute (ECPMI)

Document sponsor : Ethiopian Construction Management Institute (ECPMI)

2 © ECMPI 2019– All rights reserved

1.3 Scope and Application

Therefore, the main principle of construction project communication management is to ensure

This Construction Project Communications Management Manual (CPCmM) is part of the

© ECPMI 2019 – All rights reserved 3

1.4 Normative References

Document Number Document Title

4 © ECMPI 2019– All rights reserved

1.5 Purposes / Objectives

Effective Communication is Fundamental to project management. The primary objective of

 The information needs of Stakeholders are met

The main objectives of this CPCmM Manual are, therefore to:

© ECPMI 2019 – All rights reserved 5

1.6 Policies, Principles and Considerations

1.6.1. CPCMM Policies

Table 1- 1: CPCmMM Policy Document

6 © ECMPI 2019– All rights reserved