Effective Push Communication in Industrial Projects


Raffaele Giovinazzi and Frederic Picard

Jacobs France

Italy & France


In modern industrial projects project management team spends 90% of the time on communication. Well managed communication will improve common understanding of project goals, will increase cohesion among team members, will decrease stress and will improve overall project team efficiency. Three main methods are used to share information among all project stakeholders:

  • Pull communication (e-learnings, intranet sites…);
  • Push communication (letters, memo, email, reports…);
  • Interactive communication (meetings, reviews, phone call, videoconferencing…).

After first describing the above mentioned communication methods, this article will focus on push communication and provide guidelines to plan and manage successfully “push communication” in industrial projects throughout all project phases from conceptual until construction.


Different communication methods are available; the Project Manager selects the most appropriate depending on the information to be shared and the intended audience:

  • Pull communication: used for very large volumes of information, or for very large audiences, that requires the recipients to access the communication content at their own discretion. These methods include intranet sites, e-learning and knowledge repositories, etc. [1]. This communication method does not guarantee that members of the project team access and understand the information.
  • Push communication: sent to specific recipients who need to know the information. This ensures that the information is distributed but does not certify that it actually reached or was understood by the intended audience. Push communication includes letters, memo, reports, emails, faxes, voice mails, press releases etc [1].
  • 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 [1]. This communication method can include:
  • Regular meetings (daily, weekly, monthly…) such as coordination meetings, steering committees, etc.
  • Informal communication such as phone calls, videoconferences, etc.
  • Management reviews such as procurement strategy, constructability and cost control review, audit, etc.
  • Design reviews that can be organised for critical topics highlighted during project execution or detected in specific risk studies [2];

The review and meeting plan is prepared by the project manager at the start of each project phase as part of the project management plan.

This communication method increases the probability that the information is understood and integrated by the project team.


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About the Authors

flag-italypmwj14-sep2013-giovinazzi- GIOVINAZZI AUTHOR IMAGERaffaele GIOVINAZZI


Raffaele Giovinazzi is a Project Manager of Jacobs France. He has more than 10 years of experience in petrochemical and oil & gas field and he has been involved in all project phases from conceptual design to completion for different plants across the world (Europe, Middle East and Asia). He is also lecturer at ENSTA (Ecole Nationale Superieure de Techniques Avancées) Engineering University of Paris. Raffaele can be contacted at [email protected].

flag-francepmwj14-sep2013-giovinazzi- PICARD AUTHOR IMAGEFrederic PICARD


Frederic PICARD is a Manager of Projects in the oil & gas field for Jacobs France. He has been involved in all project phases from conceptual design to completion for different plants across the Europe and North Africa.  He has more than 25 years of experience mainly as Head of HVAC department and as Project Manager covering Facilities, Pharmaceutical facilities and Gas Plants. Frederic can be contacted at [email protected].