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Project Management Process – Phase 3 – Implementing – Information Distribution (#18 in the Hut Project Management Process)
By John Filicetti


Information distribution involves making needed information available to project stakeholders in a timely manner and requires the project manager and team members to perform the following five tasks:

  • Review and implement the communications management plan
  • Conduct project meetings as needed to keep people informed
  • Communicate all relevant project information informally and formally as needed through the project manager, the project focal point
  • Identify and communicate barriers to project execution
  • Attempt to respond to special requests for information from key stakeholders

Project team members are responsible for communicating effectively with one another as the project requires and forwarding all relevant project information to the project manager for disposition and broader distribution. Team meetings, e-mail, networked databases, enterprise document management systems, project management software, and the organization’s intranet can all be used to facilitate easy, effective, and timely distribution and recording of project information.


  • Follow Communications Plan
  • Provide timely information distribution to stakeholders
  • Post all documents and updates on the collaborative workspace.
  • Report project status to stakeholders
  • Solicit feedback about adequacy of communications



  • Project Manager with Project Team

Next in the Hut Project Management Process:

Project Management Process – Phase 3 – Implementing – Change Control

Previously in the Hut Project Management Process:

Project Management Process – Phase 3 – Implementing – Verify Solution (Test & Modify)

John F. Filicetti, PMP, MBA
John Filicetti is a Sr. Sales Engineer/PM-PMO-PPM Consultant with a great depth of experience and expertise in enterprise project management, project management methodologies, Project Portfolio Management (PPM), Project Management Offices (PMOs), Governance, process consulting, and business management. John has directed and managed project management teams, created and implemented methodologies and practices, provided project management consulting, created and directed PMOs, and created consulting and professional services in such areas as project portfolio management, Governance, business process re-engineering, network systems integration, application development, infrastructure, and complex environments. John has enjoyed many years as PMO Director for large corporations in the Seattle area and leads the PMO Roundtable discussion group and forum.

John has attained a Bachelor’s degree in Industrial Education/Technology from Washington State University and an MBA from St. Mary’s College in Moraga, CA.

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