Project Communication Making in Governance Performance Domain

PMBOK v8 Definition

In the project management context, governance includes characteristics of unification, consolidation, communication, and interrelationship. These actions should be applied from the start of the project through completion and integration as appropriate. The Governance performance domain involves ensuring effective communication and coordination among stakeholders as a core decision-making area. Communication making is not a separate process but a pervasive governance function that integrates across all performance domains to optimize the project's value delivery.

Why It Matters for the Exam

Questions on communication making frequently appear in PMI exams within the Governance performance domain and Project Integration Management context. You will encounter scenario-based questions testing how communication making supports strategic alignment, decision-making, and stakeholder coordination. The exam tests your understanding that communication making is a governance characteristic—not just a tactical activity—that must be established early and maintained throughout the project life cycle.

Key Points to Remember (for the exam)

• Governance Characteristic: Communication is one of four key governance characteristics (unification, consolidation, communication, interrelationship) applied from project start through completion.

• Decision-Making Area: Ensuring effective communication and coordination among stakeholders is a specific choice within the Governance performance domain.

• Pervasive Activity: Governance is not a one-time activity; it is pervasive throughout the project life cycle from initiation to closure.

• Integration Element: Communication making links to project integration management elements related to strategic alignment, decision-making, and change.

• Risk and Opportunity Link: The Governance domain integrates risk and opportunity management, where communication making helps ensure proactive identification and mitigation of potential issues.

• Value Delivery: Communication making supports the fundamental objective of creating positive value that justifies the investment and effort undertaken.

• Continuous Optimization: Governance practices allow for periodic reviews, lessons learned, and iterative adjustments—communication making must be continuously assessed and optimized.

Typical PMI Exam Example

A project manager is establishing the governance framework for a new infrastructure project. The sponsor asks how the project will maintain alignment with organizational strategic goals. The project manager should prioritize ensuring effective communication and coordination among stakeholders to create a unified governance framework that aligns with strategic and operational goals.

PMI Exam Traps

• Trap: Thinking communication making is only about team status updates.
  Reality: Communication making in governance is about strategic alignment, decision-making, and coordination across all stakeholders at the governance level.

• Trap: Confusing communication making with the Communications Management Knowledge Area.
  Reality: Governance communication making is a performance domain characteristic that integrates all domains, not a separate process area.

• Trap: Assuming communication making ends after project planning.
  Reality: Governance communication is pervasive throughout the project life cycle from initiation to closure.

• Trap: Treating communication making as optional or project-specific.
  Reality: It is a required governance choice that must be established early and continuously optimized.

Important PMI Connections

Quick Review Questions

1. A project manager is defining the governance framework for a hybrid project. What are the four characteristics that governance includes in the project management context?

2. During which phases of the project life cycle should communication making actions be applied according to PMBOK v8?

3. A project is experiencing misalignment with organizational strategy. Which governance choice should the project manager focus on to address this issue?

4. How does communication making within the Governance performance domain relate to risk and opportunity management?

5. A new governance framework is being established. What is the fundamental objective that effective governance, including communication making, should support?

PMBOK v8 Reference

Section 2.1 – Governance Performance Domain
The Standard for Project Management, PMBOK v8