Who owns what
| Role | Owns | The question it answers | Often confused with |
|---|---|---|---|
| Business analyst | Eliciting, analyzing and documenting needs; keeping requirements traceable | What problem are we solving, and how will we know it is solved? | Product owner |
| Product owner | The ordered product backlog and the value of each increment | What do we build next? | Product manager |
| Product manager | Product strategy across releases and over the product’s life | Where should this product be in two years? | Product owner |
| Project manager | Delivering the project’s objectives within its constraints | Can this team deliver this scope on this budget? | Sponsor |
| Sponsor | Funding, the business case and escalations | Is this still worth paying for? | Project manager |
Push, pull and interactive communication
| Method | How it works | Example |
|---|---|---|
| Push | Sent to named recipients; sending can be recorded, but receipt and understanding are not confirmed | Release notes emailed to department heads |
| Pull | Placed where people fetch it when they need it; suits large audiences | A requirements wiki the vendor’s testers consult |
| Interactive | Two or more parties exchange in real time; the most effective way to reach a common understanding | A video call to agree on a disputed business rule |
The communication management plan
A communication management plan is the part of the project management plan that sets out who gets which information, in what form, how often, through which channel and from whom. It is built from the stakeholder register and from an analysis of each stakeholder’s interest and influence, often drawn as a power/interest grid. A typical plan lists:
- each audience, and the level of detail it needs
- format and channel: report, dashboard, meeting, message
- frequency, or the event that triggers a message
- the sender, and where escalations go
- constraints such as language, time zones or regulation
- a glossary, so that one word means one thing
Channels grow faster than headcount. The count is n(n − 1) ÷ 2, so a group of 10 has 45 potential channels and a group of 20 has 190. That is the arithmetic behind keeping working groups small.
The BA as translator
Task 4.2 asks why a BA’s communication between teams matters. Developers want statements they can test, executives want impact and dates, and operations want to know what changes on Monday morning. The BA restates one requirement three ways without changing what it means. A requirement misread in a hallway is cheap; the same one misread in production is not.
On adaptive teams much of this plan becomes routine: the backlog is visible, reviews happen every iteration, and charts hang where the team works. That side is on iterations, backlog and agile tracking.
Cards on this topic
Many stems here turn on one word: who decides, who is told, or how. Find that word before reading the options.
Practice cards here are written for study, not taken from PMI. The real CAPM mixes multiple choice with drag-and-drop, hot spot, comic-strip and video items.
Card 01 of 22 · 0 done · 0 right
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Card 01 of 22
A business analyst must walk stakeholders in four countries through a draft process model and resolve their questions in real time. Which communication method is MOST appropriate?
Note on A
Push communication sends information one way, so questions cannot be answered in real time.
Note on B
Correct: Interactive communication is a real-time exchange, such as a video meeting, which lets the analyst walk through the model and resolve questions on the spot.
Note on C
A written status report is one-way and cannot resolve questions as they arise.
Note on D
Pull communication leaves people to access information on their own, with no live discussion.
Card 02 of 22
A project manager posts the updated schedule, meeting minutes and status dashboards on the project intranet so that stakeholders can view them whenever they need. Which communication method is being used?
Note on A
Interactive communication is a live, two-way exchange, which is not happening when documents are simply posted.
Note on B
Correct: Posting information to a shared location for stakeholders to access when they choose is pull communication.
Note on C
Posted schedules, minutes, and dashboards are formal project records, not informal verbal communication.
Note on D
Push communication sends information directly to recipients; here nothing is sent, the stakeholders retrieve it themselves.
Card 03 of 22
A company must notify 5,000 customers of new privacy terms and keep a record showing that each notice was sent. Which communication method should it use?
Note on A
Informal verbal communication cannot reach thousands of people consistently and leaves no record that each notice was sent.
Note on B
Correct: Push communication sends the notice directly to each recipient, such as by email or letter, and the sending can be recorded.
Note on C
Interactive communication with thousands of customers is impractical and is not needed to deliver a notice.
Note on D
Pull communication relies on customers finding the information themselves, so there would be no proof each one was notified.
Card 04 of 22
A project team has 6 members plus the project manager. How many communication channels exist?
Note on A
Forty-two counts every ordered pair of people; each channel between two people should be counted once.
Note on B
Twenty-eight is the result for 8 people, but the team here has 7 including the project manager.
Note on C
Correct: With 7 people (6 members plus the project manager), channels = 7 x 6 / 2 = 21.
Note on D
Fifteen is the result for 6 people, which leaves out the project manager.
Card 05 of 22
A project manager completes a power/interest analysis. One stakeholder has low power to influence decisions but very high interest in the project outcome, and monitors every status update closely. How should this stakeholder be managed?
Note on A
This stakeholder cares a lot about the outcome, so contacting them only for formal approvals would leave them out.
Note on B
Minimal contact suits low-power, low-interest stakeholders, not someone following every update closely.
Note on C
Joint decision rights fit stakeholders with high power and high interest, which this person does not have.
Note on D
Correct: Low-power, high-interest stakeholders are kept informed with regular updates on progress.
Card 06 of 22
To decide what information each stakeholder needs, in which format and how often, a project manager reviews stakeholder roles, locations and the number of communication channels. Which technique is this?
Note on A
Root cause analysis looks for the underlying cause of a problem, not stakeholders’ information needs.
Note on B
The engagement assessment matrix compares current and desired engagement levels; it does not determine content, format, and frequency of information.
Note on C
A communication styles assessment looks at preferred ways of communicating, not the full set of information needs, locations, and channels.
Note on D
Correct: Communication requirements analysis looks at stakeholder roles, locations, and channels to decide what information each stakeholder needs, in what form, and how often.
Card 07 of 22
A project manager is hosting a workshop with a diverse audience of 5 subject matter experts to brainstorm solutions for a complex problem. What communication approach is most suitable in this scenario?
Note on A
Network communication describes connections across many people and groups, not a focused session with a handful of experts.
Note on B
Interpersonal communication is typically one-on-one, not a group of five working on a problem together.
Note on C
Correct: Small group communication fits a handful of people working together on a shared problem, such as a workshop of five experts.
Note on D
Mass communication reaches large audiences with limited interaction, which does not suit collaborative problem solving.
Card 08 of 22
A back-end system change affects a group of end users who have little interest in technical details and no authority over project decisions. Which communication approach is most appropriate for these stakeholders?
Note on A
Detailed technical reports go beyond what these stakeholders want and waste effort on both sides.
Note on B
Weekly meetings over-invest in a group with low interest and no decision authority.
Note on C
Correct: Stakeholders with low power and low interest need only to be monitored and kept aware through light, scheduled updates.
Note on D
Workshops and frequent briefings suit highly interested or influential stakeholders, not this group.
Card 09 of 22
A stakeholder holds high power over project funding and high interest in the project outcome, but repeatedly asks the project manager to stop sending formal status reports and rely on informal hallway updates instead. What should the project manager do?
Note on A
Correct: A high-power, high-interest stakeholder needs close engagement, and documented decisions protect the project even if the format is adjusted.
Note on B
Delegating updates lowers engagement with a stakeholder who controls funding.
Note on C
Informal hallway updates with no record risk misunderstandings on decisions that affect funding.
Note on D
Cutting to quarterly summaries fails a stakeholder who must be managed closely.
Card 10 of 22
A functional manager receives weekly email status updates from the project manager, but the manager recently stated that the emails are not useful and that detailed data reports with trend analysis would better support their own decisions. The manager has raised no concerns about the timing or the amount of information received. What should the project manager do?
Note on A
Correct: The stakeholder has said what information would support their decisions, so the project manager should tailor the format to match that need.
Note on B
Delegating does not fix the mismatch in content the manager has raised.
Note on C
The problem is the content of the updates, not how carefully they are read.
Note on D
Sending the same unhelpful emails more often makes the problem worse; the manager raised no concern about frequency.
Card 11 of 22
A project manager plans communications for a stakeholder issue involving a vendor contract and a possible breach of financial reporting requirements. When should compliance or legal specialists be included in the communications?
Note on A
Waiting for the sponsor to ask delays expert input on a matter that already involves possible legal exposure.
Note on B
Bringing in specialists only at close is too late to manage regulatory or contractual risk.
Note on C
Correct: Compliance or legal specialists should be involved whenever an issue touches regulatory, contractual, or reporting obligations, as this one does.
Note on D
Ordinary scope or direction concerns do not require legal review; the trigger is legal or regulatory exposure.
Card 12 of 22
A project manager needs to improve stakeholder engagement on a complex project. Which action best aligns with PMI decision rules for stakeholder communication?
Note on A
One large meeting for everyone ignores different needs and does not support ongoing engagement.
Note on B
Identical updates to all stakeholders ignore their different interests and influence.
Note on C
Correct: Communication tailored to stakeholder analysis, with key decisions recorded, matches each group’s needs and builds engagement.
Note on D
More meetings for everyone adds burden without addressing what each stakeholder actually needs.
Card 13 of 22
A local government agency was initially identified as having low power and low interest regarding a commercial construction project. However, a sudden regulatory policy change places the agency in direct control of issuing critical new environmental permits required for the project to proceed. How should the project manager adjust their stakeholder engagement strategy?
Note on A
The agency now controls permits the project needs, so monitoring it alone ignores its new power.
Note on B
Stakeholder analysis is updated as conditions change, and keeping an outdated classification creates risk.
Note on C
Correct: The agency now controls critical permits, so it should be reclassified as high power and high interest and engaged closely.
Note on D
Updates only when strictly required are too little for a stakeholder whose permits decide whether the project can proceed.
Card 14 of 22
Analysis shows the head of finance resists the project but must become supportive before budget approval. Where should the project manager document the planned actions to change this?
Note on A
The communications management plan covers how information is shared, not the actions planned to change a stakeholder’s position.
Note on B
The stakeholder register records who stakeholders are and their characteristics, not the strategy for engaging them.
Note on C
Correct: The stakeholder engagement plan records the strategies and actions to move a stakeholder from their current level of engagement to the desired one.
Note on D
The issue log tracks open problems, not planned engagement actions.
Card 15 of 22
A city permitting-system project involves the city sponsor, a software vendor whose staff work on-site, and city employees. Which stakeholder is external to the performing organization?
Note on A
City employees belong to the city, which is the organization performing the project.
Note on B
The project manager leads the work on behalf of the performing organization, so is internal.
Note on C
Correct: The vendor is a separate company supplying staff under contract, so it is external to the performing organization even though its staff work on-site.
Note on D
The sponsor belongs to the city and is internal to the performing organization.
Card 16 of 22
A high-power executive is actively resisting a new enterprise software implementation, frequently delaying necessary approvals. Standard communication methods have failed to secure their alignment. What is the most effective tactical approach to engage this stakeholder?
Note on A
Correct: Engaging the executive directly through workshops, with sponsor support, addresses the concerns behind the resistance.
Note on B
More emails repeat a method that has already failed.
Note on C
Treating resistance as an HR matter damages the relationship and does not address the concerns.
Note on D
Bypassing required approvals violates governance and may stop the project later.
Card 17 of 22
Which responsibility is most closely associated with the process manager rather than the process owner?
Note on A
Setting process vision and strategy is a process owner responsibility.
Note on B
Approving changes to a process across the organization is the process owner’s authority.
Note on C
Correct: The process manager runs the process day to day, including monitoring its performance, while the process owner holds overall accountability.
Note on D
End-to-end effectiveness is what the process owner is accountable for.
Card 18 of 22
During the execution of a critical system upgrade, a project team encounters a technical issue that will likely delay the upcoming milestone by three weeks. The technical lead suggests resolving the issue internally before reporting the delay to the steering committee, citing a desire to maintain team morale and avoid conflict. What is the most appropriate action for the project manager?
Note on A
Correct: Transparent, timely reporting of the issue and its schedule impact lets the steering committee make informed decisions.
Note on B
Holding back known impact for a week delays decisions and erodes trust with the steering committee.
Note on C
A private meeting to avoid conflict still withholds information from the steering committee that needs it.
Note on D
Cutting scope without approval bypasses change control and hides the real impact.
Card 19 of 22
A claims processing process has high error rates. One role is accountable for overall process effectiveness; another administers daily operations. Which role is accountable for the end-to-end process outcomes?
Note on A
A product owner manages a product backlog, not the end-to-end outcomes of an operational business process.
Note on B
An operations manager may supervise staff, but the role accountable for the whole process is the process owner.
Note on C
Correct: The process owner is accountable for the end-to-end process and its outcomes.
Note on D
The process manager administers daily operations of the process, which is the other role described.
Card 20 of 22
A project manager is planning the communication strategy for a new manufacturing facility. The regional regulatory director possesses significant authority to halt the project but is generally unconcerned with the daily execution details. Which communication strategy is best suited for this stakeholder?
Note on A
Detailed weekly reports overload a stakeholder who is not interested in daily execution details.
Note on B
Correct: A high-power, low-interest stakeholder should be kept satisfied with concise summaries at a cadence that suits them.
Note on C
Mandatory frequent meetings demand more attention than this stakeholder is willing to give.
Note on D
Daily stand-ups are working sessions for the team and would not suit a regulator’s level of interest.
Card 21 of 22
A business analyst is facilitating requirements, creating user stories, and clarifying acceptance criteria. The team asks the BA to approve a major product backlog reprioritization. Which role should own this decision?
Note on A
The business analyst supports the decision with analysis but does not own backlog priority.
Note on B
Correct: The product owner is accountable for ordering the product backlog, including major reprioritizations.
Note on C
The development team sizes and delivers work but does not decide its priority.
Note on D
In an agile setting the project manager does not own backlog priority; that sits with the product owner.
Card 22 of 22
A regulated project must demonstrate that significant decisions were properly communicated to the involved parties and that recipients acknowledged them. Why should the project manager maintain written records of key communications?
Note on A
Written records support the communication management plan; they do not replace it.
Note on B
Records show what was communicated and acknowledged, not that everyone agreed.
Note on C
Correct: Written records give auditable, verifiable evidence that key decisions were communicated and acknowledged.
Note on D
Keeping records does not change who needs routine updates.
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Sources
- PMI CAPM Examination Content Outline, 2023 Exam Update www.pmi.org — Domain IV, Business Analysis Frameworks, weighted 27%; tasks 4.1 (roles) and 4.2 (stakeholder communication). Checked October 30, 2026.