In this paper we discuss the role of communication management in the success of a large implementation of IT solutions. It is well known that most of project failures in the recent years are not due to technology shortcomings or lack of technical competency of the project team. It is rather caused by “softer” elements of projects includin g badly planned and executed orga nization transformation, change management process, and not well enough prepared and executed communication management among various participants of the implementation process. In the paper we present some elements of the communication management model: various dimensions of communi cation process, its role and objectives, as well as main participants and several m odern tools and channels which can be used in the process. We give also several examples of their practical usage in real projects.