During several implementations of Project Management Offices, the Macrosolutions realized that an area dedicated to communication can significantly help the organization to create and maintain the synergy needed for the effective communication between the various programs and projects within portfolios.

In order to provide differentiated services to their customers, the Macrosolutions has developed an exclusive method of communication which ensures the best use of  the current information for decision making. The methodology incorporates the best practice of the agile models (Scrum and XP) and reporting models by exception (PRINCE2) in a solid, simple and efficient structure.

All these works come from the combined use of  information obtaining models, data storage models and innovative techniques for distributing and reporting  the information.

Key issues addressed

  1. No existing project communication process;
  2. Errors, failures and conflicts caused by communication noise
  3. Excessive informality in dealing with information
  4. Ineffective reports for decision making
  5. Low reliability on the communication conventional channels
  6. Poor, chaotic or incomplete decision making due to the lack or not accurate information

Scope of work

  • Current communications model Diagnosis
  • Existing media assessment
  • Communication process - key players Identification("Personas")
  • Communication strategy Development
  • Business and operational models report Development (Projects, Programs and Portfolios)
  • Communications Plan Development
  • Structuring the media using traditional models and web 2.0
  • Implementation of the Communications agenda
  • Meetings Planning and Managing
  • Meetings Techniques Coaching
  • Assisted Operation

Fact sheet

Estimated duration of the consultancy work [?]
3 months
Work complexity [?]
Low to medium
Client's team (minimum required) [?]
1 Project Manager and 1 Project Analyst
Client's team allocation x Macrosolutions team allocation [?]
25% Client's Team
75% Macrosolutions' Team
Ricardo Vargas - (roles and responsibilities) [?]
Project Manager
Project estimated number of visits [?]
3 visits
Maturity Level (minimum required) [?]
Organizational level of coverage [?]
Corporate: ★★★★★
Departmental: ★★★★★
Project: ★★★★★
Language(s) [?]
Portuguese, English, Spanish

More Information

Wish to get more information on the consulting service Projects, Programs and Portfolios Communication – Processes Structuring?

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Ricardo is an example of a communication specialist and speaker. Also, he is a fantastic author and writer, always receptive to talk, to answer questions and to help people with his simple way. He works hard to disseminate the project management knowledge in Brazil and in the world. Without a doubt he influenced a lot of people to use PM best practices and I suggest strongly that you read his books!

Henrique Imbertti Jr

Yahoo | São Paulo, Brazil

I have met Ricardo personally in Miami, FL. Ricardo has simply another level of knowledge about his job! He is an inspiration to anyone that want to succeed in business as is always looking for top qualification to bring the most benefits for his clients!! I highly recommend Ricardo Viana as one of the best project management professionals in the world.

Alessandro Menezes

Hamburg Sud | Europe, US, Regional, Florida, USA

Ricardo Vargas is a different Professional, not only because of his great knowledge and control over the project management practices, but also for his capacity to lead productive teams, focused on goals. The opportunity that we had of working together was crowned by a great success, we achieved all the established goals, benefiting our client.

Ricardo Campos

MSA Infor | Belo Horizonte, Brazil

  • Supported standards and methodologies

    Project Management Institute (PMI)
    PMBOK Guide Yes
    PMI Practice Standard for Estimating
    PMI Practice Standard for Earned Value Management
    PMI Practice Standard for Configuration Management
    PMI Practice Standard for Risk Management
    PMI Practice Standard for Work Breakdown Structure
    PMI Practice Standard for Scheduling
    PMI Standard for Portfolio Management Yes
    PMI Standard for Program Management Yes
    PMI Project Manager Development Competency Framework Yes
    Organizational Project Management Maturity Model (OPM3®) Yes
    UK Office of Government Commerce (OGC)
    PRINCE2 (Projects in Controlled Environments) Yes
    MSP (Managing Successful Programmes)
    M_O_R (Management of Risks)
    P3M3 (Portfolio, Programme, and Project Management Maturity Model) Yes
    P3O (Portfolio, Programme and Project Offices) Yes
    MoP (Management of Portfolios) Yes
    MoV (Management of Value) Yes
    Scrum Alliance
    Scrum Methodology Yes
    International Project Management Association (IPMA)
    ICB® IPMA Competence Baseline Yes
  • Areas: approach comprehensiveness

    Area Comprehensiveness Description
    Integration ★★★★★ Includes the processes required to ensure that the various elements of the project are properly coordinated.
    Scope Includes the processes required to ensure that the project includes all the work required, and only the work required, to complete the project successfully.
    Time Includes the processes required to ensure timely completion of the project.
    Cost Includes the processes required to ensure that the project is completed within the approved budget.
    Quality Includes the processes required to ensure that the project will satisfy the needs for which it was undertaken.
    Human Resource Includes the processes required to make the most effective use of the people involved with the project.
    Communications ★★★★★ Includes the processes required to ensure timely and appropriate generation, collection, dissemination, storage, and ultimate disposition of project information.
    Risk Systematic process of identifying, analyzing, and responding to project risks. It includes maximizing the probability and consequences of positive events and minimizing the probability and consequences of adverse events to project objectives.
    Procurement Includes the processes required to acquire goods and services from outside the performing organization to attain project scope.
    EHS Involves processes related to work safety, health and environment, including specific regulations.
    Strategic Planning Optional Involves the processes which link projects with corporate strategy through the indicators of the Balanced Scorecard's goals.

Additional Information Top ↑

The communications management is the gathering of all the elements necessary for the appropriate generation, collection, dissemination and storage of project information.

In project management a high percentage of conflicts, frustrations and inefficiencies in relation comes from the poor communication.

"The ability to communicate is undoubtedly the most important individual skill of a successful project manager." - Ricardo Vargas

The flaw in the project requirement interpretation, doubts in the change request, a committed  but not met date are the results of a communication break.

Another important factor to be observed throughout the dimension of the communications process has direct relationship with the existing support type. Cultural, moral, religious and even tempers and emotions aspects directly influence how people encode and decode parts of the project information

Therefore only an experienced and skilled consulting in the communications process can very fast set the needed communications with minimal noise.