chapter 4 analysis and discussion of results

Chapter 4 Analysis and Discussion of Results

Department of Civil Engineering 38

CHAPTER 4 – ANALYSIS AND DISCUSSION OF RESULTS

4.1 Introduction

This chapter presents the results of the questionnaire/ structured interviews of this

survey data. This data analysis involved the administration of questionnaire survey as

a means of intervention to gain a broad spectrum of opinions from project managers

working in construction industry. The results are presented systematically to address

research aims and objectives and to answer the research questions. The analysis of

quantitative data involved the use of the SPSS 19 program that facilitated the

screening, editing and entering, coding and categorising, as well generating both

descriptive and inferential statistics of results from the data.

4.2 Profile of Respondents and Related Details

The profile of the respondents is illustrated in the Tables 4.1 and 4.2 indicating their

profession, type of experience involved in. Table 4.1 presents a diverse range of

professionals with the engineers being by far most common profession with 14

(about 40% of the sample) out of 35 respondents. The diverse range of respondents

satisfied one of the aims of the questionnaire survey in gaining a broad spectrum of

perspectives from across the different construction professionals in Sri Lanka. Table

4.2 presents the type of experiences the respondents have with project manager,

project manager/ consultant, and project manager/ consultant/ contractor having 16,

11, and 8 respectively.

Table 4.1: Profile of Respondents

Type of Profession Number of Respondents

Engineer 14

Quantity Surveyor 8

Project Manager 7

Architect 6

Total 35



Table 4.2: Type of Experiences

Type of Experience Number of Respondents

Project Manager 16

Project Manager/ Consultant 11

Project Manager/ Consultant/

Contractor

8

Total 35

4.3 Communication Process in Construction Projects

This section questioned respondents on communication process happened in the

projects they were involved in. The responses were to indicate the extent of evidence

for the statements made on a five-point rating scale. The variables (questionnaire

statements) and their respective codes are presented in Table 4.3.

Table 4.3: The communication process in construction: Variable codes and

descriptions

Code To what extent the communication process happen in

the projects

A1 Effect comm. Effective communication

A2 Comm. plan A communication plan

A3 Inter-Skilled mgt High levels personal/interpersonal skilled management

A4 Cultural sense Culturally sensitive and appropriate communication

A5 Two-way comm. Two way communication

A6 Meeting Ongoing meetings between

management/staff/stakeholders

A7 Org-culture Well established organisational culture and objectives

A8 Nat-culture Awareness of national culture

A9 Clear comm Clear communication of organisational objectives

A10 PM Comm.

skills

Project managers with excellent communication skills

A11 Proj-fund influ. Project funding influencing tools and techniques of

communication

A12 Proj-type influ. Project type and duration influences communication

strategy and structure

A13 Proj-pro comm. On going communication between project proponents and

stakeholders

A14 U-stand cultural

dif

Understanding and appreciation of cultural difference

involved



A 15 Outset plans Determination/establishment of communication plans and

strategies at the outset

A16 Review plan Regular review and adjustments of communication plans

A17 Comm. media Selective use of communication media for specific

purposes/audiences

A18 Timeliness Effective timeliness

A19 Clarify roles Clear communication clarifying roles of stakeholders

A20 Comm. Cultural

dif

Effective communication reflecting openness and

tolerance of cultural differences

A21 Min. disputes Communication strategies to help minimize potential

disputes and misunderstandings

A22 Flexi form-style Flexibility of form and style of communication

A23 Endorsement Essential communication to stakeholders for endorsement

A24 Open comm. Some control by management through open

communication

A25 Cast vote Clear communication giving stakeholders opportunity to

comment/ cast a vote

A26 Tech-transfer Effective communication strategies ensuring successful

technology transfer

Table 4.4: The interpretive summary of the test results for part A

Variable N Mean Rank Std.

Deviation Min Max

A5 Two-way comm. 35 4.0857 1 .81787 3.00 5.00

A26 Tech-transfer 35 4.0000 2 .90749 2.00 5.00

A12 Proj-type influ. 35 3.9714 3 .82197 3.00 5.00

A 15 Outset plans 35 3.9429 4 .90563 2.00 5.00

A22 Flexi form-style 35 3.9429 4 .83817 2.00 5.00

A20 Comm. Cultural

dif

35 3.9143 6 3.9143 2.00 5.00

A13 Proj-pro comm. 35 3.8857 7 .93215 2.00 5.00

A11 Proj-fund influ. 35 3.8857 7 .90005 2.00 5.00

A18 Timeliness 35 3.8857 7 .83213 2.00 5.00

A19 Clarify roles 35 3.8571 10 .94380 2.00 5.00

A17 Comm. media 35 3.8571 10 .97446 2.00 5.00

A16 Review plan 35 3.8571 10 .84515 2.00 5.00

A4 Cultural sense 35 3.8571 10 .87927 2.00 5.00

A8 Nat-culture 35 3.8571 10 .94380 3.00 5.00

A23 Endorsement 35 3.8000 15 1.02326 3.00 5.00

A3 Inter-Skilled mgt 35 3.8000 15 .79705 2.00 5.00

A2 Comm. plan 35 3.8000 15 .83314 2.00 5.00

A10 PM Comm.

skills

35 3.8000 15 .93305 2.00 5.00

A24 Open comm. 35 3.7714 19 .84316 2.00 5.00



A25 Cast vote 35 3.7714 19 .94202 2.00 5.00

A9 Clear comm 35 3.7429 21 1.03875 2.00 5.00

A1 Effect comm. 35 3.7143 22 .95706 2.00 5.00

A21 Min. disputes 35 3.7143 22 .78857 3.00 5.00

A14 U-stand cultural

dif

35 3.7143 24 .78857 2.00 5.00

A7 Org-culture 35 3.6857 25 .99325 2.00 5.00

A6 Meeting` 35 3.6571 26 1.18676 2.00 5.00

The interpretive summary of the test results for part A is shown in table 4.4. The

overall results for this section reflects the extent to which effective communication is

evident particularly in projects where cultural values and attitudes influence the way

project participants behave and communicate. The overall mean for the variable

range from 4.0857 (highest) accorded to A5 (Two way communication) to 3.6571

(lowest) for A6 (Ongoing meetings between management/staff/stakeholders). Ten

variables: A5 Two-way communication; A26 Tech-transfer; A12 Proj-type influ.; A

15 Outset plan; A22 Flexi form-style; A20 Comm. Cultural dif; A13 Proj-pro

comm.; A11 Proj-fund influ.; A18 Timeliness; A2 Comm. Plan; A17 Comm.

Media; A16 Review plan; A19 Clarify roles; and, A8 Nat-culture were identified as

significant modes of communication. Table 4.4 presents the interpretive summary of

results for ‘communication process in construction’. Overall results suggest that

relatively high importance is placed by the respondents on the value of construction

communication as mean values ranged from 4.08 MR for A5 Two-way comm to3.85

MR for A8 Nat-culture on a five point ordinal scale with endpoints 1-never to 5-

always.

This indicates a general agreement on the need for effective communication process

among construction professional environment. The outcomes of the questionnaire

survey, overall suggest that relatively effective project communication processes are

in place as none fall below 3.65MR, but they are not regularly achieved or fully met

as none come above 4.08MR on five point ordinal scale with endpoints 1- never to 5-

always.



4.4 Impact on Communication Barriers

Table 4.5: Impact on communication barriers


Deviation Min Max

B006 Varying capacity and

capability

35 4.5714 1

.65465 3.00 5.00

B016 Varying concept of

time

35 4.3714 2

.73106 3.00 5.00

B019 Poor planning 35 4.1429 3 .80961 3.00 5.00

B001 Community

interference

35 4.0857 4

.81787 3.00 5.00

B015 Lack necessary skills 35 4.0571 5 .83817 3.00 5.00

B003 Varying perception/

interpretation

35 3.9143 6

.74247 3.00 5.00

B018 Limited resources 35 3.8857 7 .83213 2.00 5.00

B020 Limited time 35 3.8286 8 .92309 2.00 5.00

B026 Lack of confidence 35 3.8000 9 .90098 2.00 5.00

B027 Poor leadership 35 3.7714 10 .87735 2.00 5.00

B021 Lack of motivation 35 3.7714 11 .80753 3.00 5.00

B030 Conflicting

business/industry

ethics

35 3.7429

12

.88593 2.00 5.00

B013 Resisting change 35 3.7429 13 .78000 3.00 5.00

B002 Lack of/

inappropriate

technology

35 3.7143

14

.82503 2.00 5.00

B007 Unclear channels of

communication

35 3.6857 15

.99325 2.00 5.00

B008 Ineffective reporting

system

35 3.6571 16

.72529 3.00 5.00

B004 Conflicting cultural

values

35 3.6000 17

.81168 2.00 5.00

B005 Lack of support and

commitment

35 3.5714 18

.81478 2.00 5.00

B022 Information filtering 35 3.5429 19 .78000 2.00 5.00

B032 Lack of concern 35 3.5143 20 .88688 2.00 5.00

B029 Poor negotiation

skills

35 3.4857 21

.81787 2.00 5.00

B024 Poor Listeners 35 3.4857 22 .74247 2.00 5.00

B017 Organisational

mishap

35 3.4571 23

.91853 2.00 5.00

B028 Personal preference 35 3.4286 24 .77784 2.00 5.00

B010 Interpersonal conflict 35 3.4286 25 .65465 2.00 5.00

B031 Unclear Objectives 35 3.4000 26 .65079 2.00 5.00



B009 Language difficulties 35 3.4000 27 .65079 2.00 5.00

B033 Lack of trust 35 3.3714 28 .54695 2.00 4.00

B012 Conflicting interest 35 3.3714 29 .49024 3.00 4.00

B011 Age difference 35 3.3429 30 .53922 2.00 4.00

B014 Gender issues 35 3.2571 31 .56061 2.00 4.00

B025 Family commitments 35 3.2286 32 .87735 2.00 5.00

B023 Religious issues 35 3.1143 33 .58266 2.00 4.00

Table 4.5 combines the variable codes and descriptions and the descriptive statistics.

The variables are ranked based on their means with the results indicating that B006

(Varying capacity and capability) recorded the highest 4.5714 to B023 (Religious

issues) recording the lowest 3.1143. The variance (standard deviation) ranged from

0.49024 (B012: Conflicting interest) to 0.99325 (B007: Unclear channels of

communication).

Table 4.5 presents the interpretive summary of results indicating the rating by the

different groups on each variable. The respondents’ perceptions on the impact of

barriers to communication have an overall range of 3.11 to 4.57 mean rank,

reflecting a minor to moderate impact. Table 4.5 presents the summary of test results

for the impact of communication barriers. Here the responses perceive a significantly

greater impact of ‘B006 Varying capacity and capability’; ‘B016 Varying concept of

time’; ‘B019 Poor planning’; ‘B001 Community interference’; and, ‘B015 Lack

necessary skills’. The respondents’ perceptions on the impact of barriers to

communication have an overall range of 3.11 to 4.57 MR, reflecting a minor to

moderate impact. The results support what some theories posit as cultural values,

tasks as well as situational variables that help determine the norms for

communication. The respondents’ perceptions of the extent to which barriers to

communication were overcome has an overall range of 2.02 MR to 2.57 MR,

reflecting a tendency towards partially to totally overcome.

This may also be attributed to what the respondents perceive as constituting effective

communication and is a reflection of the project manager’s background and training.

Rusaka. K., (1996) point out that effectiveness of communication is a necessary

function of an individual’s ability to cope with uncertainties and anxieties which is



supported by the questionnaire results. The questionnaire data prove that barriers to

communication do impact greatly on project management systems. The findings

show that the extent of this impact depends on the skills of practitioners involved, the

environmental factors and management strategies employed which is consistent with

the literature (MacDuffie, 1995; Reich, 1991; Adler, 1997; Redmond, 2000). Lack of

communication according to James, (2004) has been cited as one of the biggest

reason for the failure of change projects to meet their expectations. The literature

states that there is a contrast in approaches on management issues between

collectivistic individuals and some individualistic individuals. The findings of the

field work in construction industry reinforce the literature on individualistic culture

which place high value on speaking their minds and value accuracy over face-saving

Andrew (2007). Most of the managers and supervisors in the construction industry

reiterate the ‘I’ identity over the ‘We’ identity which has precedence in collectivistic

culture. The data collected from questionnaire survey supports this literature and

highlights the impact of cultural difference on communication and project

management.

The relationship between adaption, adjustment, effective management and

communication in construction industry underpins successful implementation and

sustainability of a project. Research findings highlight how ethnocentric attitudes

become a barrier to knowledge transfer and learning Hedgebeth, D. (2007), and the

questionnaire data showed that this is the case. Culture shock, lack of effective

communication skills and intercultural competency are aspects that managers have

highlighted as factors which are detrimental to effective communication.

4.5 The Extent to Which Communication Barriers were Overcome

This part of the questionnaire asks the respondents to rate the extent to which

communication barriers were overcome on their projects on three point scale with

endpoints never (lower extreme) and totally (higher extreme).



Table 4.6: The extent to which communication barriers were overcome


Deviation Min Max

B011 Age difference 35 2.5714 1 .55761 1.00 3.00

B008 Ineffective reporting

system

35 2.4000 2

.69452 1.00 3.00

B031 Unclear Objectives 35 2.3714 3 .77024 1.00 3.00

B010 Interpersonal

conflict

35 2.3714 4

.68966 1.00 3.00

B007 Unclear channels of

communication

35 2.3429 5

.76477 1.00 3.00

B014 Gender issues 35 2.3429 6 .80231 1.00 3.00

B015 Lack necessary

skills

35 2.3143 7

.75815 1.00 3.00

B032 Lack of concern 35 2.2857 8 .75035 1.00 3.00

B033 Lack of trust 35 2.2571 9 .78000 1.00 3.00


time

35 2.1714 10

.78537 1.00 3.00

B026 Lack of confidence 35 2.1429 11 .84515 1.00 3.00

B004 Conflicting cultural

values

35 2.1429 12

.77242 1.00 3.00

B009 Language

difficulties

35 2.1143 13

.63113 1.00 3.00

B012 Conflicting interest 35 2.1143 14 .79600 1.00 3.00

B030 Conflicting

business/industry

ethics

35 2.0857

15

.74247 1.00 3.00

B019 Poor planning 35 2.0857 16 .81787 1.00 3.00

B002 Lack of/

inappropriate

technology

35 2.0571

17

.76477 1.00 3.00

B017 Organisational

mishap

35 2.0286 18

.74698 1.00 3.00

B005 Lack of support and

commitment

35 2.0286 19

.82197 1.00 3.00

B022 Information filtering 35 2.0000 20 .80440 1.00 3.00

B028 Personal preference 35 1.9714 21 .66358 1.00 3.00

B003 Varying perception/

interpretation

35 1.9429 22

.72529 1.00 3.00

B024 Poor Listeners 35 1.9143 23 .70174 1.00 3.00

B027 Poor leadership 35 1.8857 24 .67612 1.00 3.00

B023 Religious issues 35 1.8571 25 .77242 1.00 3.00

B020 Limited time 35 1.8286 26 .66358 1.00 3.00

B018 Limited resources 35 1.8286 27 .74698 1.00 3.00


time

35 1.8000 28

.67737 1.00 3.00



B021 Lack of motivation 35 1.7714 29 .64561 1.00 3.00

B001 Community

interference

35 1.7714 30

.64561 1.00 3.00

B013 Resisting change 35 1.7429 31 .65722 1.00 3.00

B029 Poor negotiation

skills

35 1.7143 32

.57248 1.00 3.00

B025 Family

commitments

35 1.7143 33

.66737 1.00 3.00

The respondents’ perception of the extent to which barriers to communication were

overcome has an overall range of 1.71 to 2.57 mean rank, reflecting a tendency

towards partially to totally overcome.

4.6 Communication Strategies – Extent these were Employed

This part of the questionnaire asks the respondents to rate the extent they employed

predetermined strategies listed on a five point ordinal scale with end points: Never

(lower extreme) to Mandatory (Upper extreme). The variable codes and descriptions

and descriptive statistics on this section are presented in Table 4.7 for convenience.

The descriptive statistics recorded the mean range from highest value 4.5714 for

C015 (Timely reports) to lowest value 2.1143 for C010 (suggestion Box). The

variance (standard deviation) ranged from 0.76477 for C002 (Clear Communication

channels) highest to 0.57248 for C017 (Problem solving).

Table 4.7: Communication strategies – extent these were employed


Deviation Min Max

C015 Timely reports 35 4.5714 1 .65465 3.00 5.00

C005 Team meetings 35 4.4571 2 .65722 3.00 5.00

C003 Delegating

responsibilities

35 4.3714 3

.68966 3.00 5.00

C002 Clear

communication

channels

35 4.3429

4

.76477 2.00 5.00

C004 Adjusting and

adopting

35 4.3143 5

.63113 3.00 5.00

C017 Problem solving 35 4.2857 6 .57248 3.00 5.00

C009 Consultative 35 4.2000 7 .63246 3.00 5.00



approach

C008 Training 35 4.1143 8 .63113 3.00 5.00

C007 Regular reviewing

and reality checks

35 4.0571 9

.59125 3.00 5.00

C014 Feedback processes 35 3.9143 10 .61220 3.00 5.00

C016 Dispute resolution 35 3.7714 11 .68966 2.00 5.00

C011 Continuous

Improvement

process

35 3.7429

12

.65722 3.00 5.00

C012 Instrumental

changes

35 3.7143 13

.62174 3.00 5.00

C001 Comprehensive

communication plan

35 3.7143 14

.66737 3.00 5.00

C006 Cultural initiation 35 3.5143 15 .65849 2.00 5.00

C013 Resource levelling 35 3.3714 16 .73106 2.00 5.00

C010 Suggestion Box 35 2.1143 17 .64616 1.00 4.00

The majority of the overall responses pertaining to the communication strategies

employed range from 3.37 to 4.57 mean rank with one variable outside the range

(C10: Suggestion Box – 2.11 mean rank). The results indicate a tendency towards

sometimes and regularly employed for all but one of the strategies. The test results

yielded significant results for six variables (C15, C5, C3, C2, C4, C17) indicating

4.57 MR to 4.28 MR. The majority of the results of the overall responses pertaining

to the communication strategies employed range from 4.57 to 3.37 with one variable

outside this range ‘C10- Suggestion Box’ recording 2.11 MR. The results indicate a

tendency towards sometimes and regularly employed for all but one of the strategies.

This is consistent with the literature PMI, 2004, which asserts that it is necessary to

have positive interactions between project staff, team building, problem solving

exercises and strategies for conflict resolution, which may be integral ingredients for

project success.

The questionnaire revealed that the most common modes of communication used by

the project managers in their dealings with the subordinates were examples, visual

and verbal. The literature also highlighted the difficulties with language, particularly

the technical language as a barrier to communication, which meant written methods

were seldom used at the operational level, and this supported by the questionnaire

and interview data.



The research findings exposed that, there is an emphasis on face to face contact,

which is in congruence with the literature on traits associated with relationship-

oriented communication. The Project managers who are used to communicating via

technologies such as fax, email and telephone are often disconcerted at delayed or

non-response which supports the literature in traits associated with individuals from

deal-oriented environment. However, those who utilized face to face meetings with

their counterparts, government departments and other construction professionals

found these interactions to be successful in communicating project needs.

This section of investigation reiterates the importance of applying effective strategies

that not only overcome barriers but also to achieve outcomes that are beneficial to all

stakeholders. In congruence with the literature Ruuska (1996), the questionnaire and

structured interview data highlighted the importance played by the practitioners on

the value of ‘competency’ on project communication. Project practitioners identified

the need for specific competency skills to ensure effective communication within the

project. These competencies include clear and effective problem-solving strategies,

awareness and sensitivity and understanding new language.

Questionnaire and interview data are also in congruence with literature in identifying

methods for conflict resolution which include withdrawal, suppression, force,

compromise and confirmation Mehra (2003). This research’s findings indicate most

of the managers in construction sector advocate group collaboration or problem

solving to tackle issues. The questionnaire and interview data revealed that most of

Sri Lankan project managers view, withdrawal and compromise as the most

appropriate strategy within this ‘high context’ relationship focused culture. All

practitioners interviewed emphasized the necessity and importance of recruiting and

retaining appropriately qualified and skilled staff. The training and upgrade of skills

was viewed by the majority of practitioners as a key aspect in HRM.



4.7 The Impact of Communication Project Management Systems

The respondents’ perceptions for part B of the questionnaire survey on the impact of

barriers to communication have an overall range of 3.11 to 4.57 MR on an ordinal

scale with endpoints 1- Insignificant to 5- Catastrophic, reflecting a minor to

moderate impact. While the respondents’ perception on barriers to communication

were overcome has an overall range of 2.02 MR to 2.57 MR on an ordinal scale with

endpoints 1- Not at all to 3- Totally, reflecting a tendency towards partially to totally

overcome. These results suggest that relatively effective communication strategies

were employed to lessen the negative impact and enhance positive outcomes. The

results for part C of the questionnaire survey on strategies employed support this

with the employment of all of the predetermined strategies. The majority of the

results of the overall responses to communication strategies employed ranged from

3.37 to 4.57 MR with one variable outside this range ‘C10: Suggestion Box’

recording 2.11 MR on ordinal scale with endpoints 1- Never to 5- Mandatory. The

results indicate a tendency towards sometimes and regularly employed for all but one

of the strategies.

The major implication for effective communication as highlighted by the literature

and supported by the questionnaire survey is that it impacts on all management

systems and therefore requires the application of appropriate management strategies

that takes into account the values, beliefs and attitudes of people involved, their skill

level, the physical environment and resources, the construction industry and business

practices and economical influences.

4.8 Overall Discussion of Results

The overall findings of this investigation (see Appendix-B) into the impact of

communication on construction project management systems in Sri Lanka found the

link between the business strategy and the communication strategy. The research

findings highlighted that an organisation must have a global perspective and willing



to modify communication strategies that are appropriate within the context of

construction.

The questionnaire and interview data also highlight the need for the communication

management process to be dynamic enough to accommodate environmental factors,

stakeholders’ needs, organisational objectives and personal expectation and

aspirations which is in congruence with the literature. The field work also revealed

how the impacts of construction communication on project management systems

were mostly negative. However these negative impacts were combated through

effective strategies and proactive measures. What is strongly evident in both the

questionnaire and interview data and reinforced in the literature is the necessity for

project managers to be open-minded and adaptable to new technical and social

experiences.

The empirical research findings of the previous chapter give factors affecting to

project communication, way of creating communication model, project

communication management and effective communication in construction industry.

Findings in previous chapter illustrated the industrial view regarding the above

mention factors. And this chapter will compare the literature findings against the

industrial approach to project communication in construction industry.

The questionnaire opinion survey of Project Communication in construction in Sri

Lanka found beliefs to be generally in agreement with the literature. Virtually all

those taking part in the survey agree that communication is vital; their experiences

are positive for all the questions asked; all the popular communication strategies are

infrequent use; the impact of communication barriers is generally low and all barriers

are being overcome quiet well.

The results on critical incidences raised a number of issues extending the quantitative

data which include the values and attitudes of project managers and various

stakeholders, the extent of involvement of locals, prevailing standards and codes,

hard and soft skills of practitioners, selection and recruitment of personnel, political

influence, cultural beliefs, mode of communication, and communication barriers and



strategies. These issues and factors influence the communication process and impacts

on construction project management.

By summarising all finding Figure 4.1 demonstrate the available communication

method for the project manager. Furthermore as the aim of this research Figure 4.1

developed as one part of the communication plan in Figure 4.3. The other part of the

plan is a table as shown in Table 4.8 that need to fill with discussing all the parties of

contract, before begin the construction.

4.8 Summary

This chapter presented and analysed the research findings of the empirical

investigation. The next chapter provides conclusions and recommendations. Further,

chapter 5 presents limitations of the research study and guides to further research

studies.



Figure 4.1: Available methods of communication for Project Managers

Avilable Method ForCommunication to project manager

With seniors

With subordinates

Verbal Written

Letters Memos E-mails Fax

By the word

of mouth

Telephonecalls

Non Verbal

Facial expression Body Language Hand gestures Eye contacts

Verbal

Telephonecalls

By the word

of mouth

Written

Notice Board Drawings and

sketchesMemos

Meetings

Meetings

With client

Written Letters

Written

Letters

E mails

Fax

Verbal

Meetings

With authorities

With consultant

Verbal Meetings

Telephonecalls

By the word

of mouth

Discussion

Written Letters

Verbal Meetings



Figure 4.2: Communication process in construction



Figure 4.3: Communication plan for Project Managers

Project Communication Plan forProject Managers

For Seniors

For Subordinates

Verbal Information Written Documents

E-mails Faxs

By the word

of mouthTelephone

calls

Non Verbal

Facial expression Body Language Hand gestures Eye contacts

Verbal

Telephonecalls

By the word

of mouth

Written

Notice Board Drawings and

sketches

(for deliver

information with

resposibility)

Memos

Meetings

with minutes

Meetings

(for deliver

information with

resposibility)

For ClientLetters

Written

Documents

Letters

E mails

Verbal

Information

For Authorities

For Consultant

Meetings

Telephonecalls

By the word

of mouth

Discussion

FormalInformal

Fax with

confirmationMemosLetters

FormalInformalInformal

Formal

Fax

Fax with

confirmation

Informal

FormalMeetings

with minutes

WrittenDocuments

Verbal

Information

Informal

Formal

Formal

Telephonecalls

Letters

Meetings

WrittenDocuments

Verbal

Information

Informal

Formal

Formal

Telephonecalls



Table 4.8: Communication plan

Type of

Documents Documents Purpose Frequency Sender Receiver Method

Letters, Bills

and Monthly

progress

report

Programme

Cash flows

and

procurement

account

Drawings

and

Specification



Schedules

and cost

estimates

Quality

control and

assurance

records

Memos and

minutes

Legal

contract and

regulatory

documents