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Manage Your Health, Inc COMMUNICATION MANAGEMENT PLAN RECREATIONAL AND WELLNESS INTRANET Document No. : Revision No. : Implementation Date: 0 0. 0 DD/MM/YYYY Document Owner: Approver: Date Approved: Project Manager Project Sponsor DD/MM/YYYY PURPOSE This Communications Management Plan seeks to strategically set the communications dynamics for all stakeholders in the Recreational and Wellness Intranet Portal project. To ensure a consistent and timely dissemination of information, the plan takes a pivotal guidance role for all communications throughout the project lifecycle.
It explicitly outlines the nature of the information shared, dissects the roles of communication stakeholders, illuminates on the forms and times of information distribution. Communication matrix, procedures and regulatory guidelines are also stipulated in the plan alongside project team contact information. REVISION PAGE NUMBER NUMBER CHANGE EFFECTED DATE OF ISSUE 0 1. 0 All All First Draft Copy for approval DD/MM/YYYY DD/MM/YYYY 1 PURPOSE This Communications Management Plan seeks to strategically set the communications dynamics for all stakeholders in the Recreational and Wellness Intranet Portal project.
To ensure a consistent and timely dissemination of information, the plan takes a pivotal guidance role for all communications throughout the project lifecycle. It explicitly outlines the nature of the information shared, dissects the roles of communication stakeholders, illuminates on the forms and times of information distribution. Communication matrix, procedures and regulatory guidelines are also stipulated in the plan alongside project team contact information. In essence, the plan ushers global comprehension among project teams pertaining to necessary task that guarantee project success.
It defines structure, channels and methodologies of project information collection, processing and distribution. STRATEGIC APPROACH The Project Manager has a mandate to proactively guarantee optimal and effective project communications. The Communications Matrix will conceptually facilitate by furnishing guidance outlining the nature of the information shared, dissects the roles of communication stakeholders, illuminates on the forms and times of information distribution. COMMUNICATIONS METHODOLOGIES ROLES Executive Steering Committee Sets the strategic vision and objectives for a given program or project.
The team leads efforts to build consensus through the organization to support the project or program’s objectives. Governance Board Formal team of executives from across the organization that ensures projects will meet/are meeting enterprise goals. Project Sponsor Provides clarity of the project vision, and directs the activities of the project team. The project sponsor is the lifeblood of the project endowed with the necessary political and financial power to ensure project launch. The sponsor’s authority and responsibility ranges from signing the project charter, project funding, conflict resolution and success guarantees.
Unless requested, as an executive level stakeholder, communications to the Project Sponsor should be presented in a summarized format. 2 Performing Organization The organization whose personnel are most directly involved in doing the work of the project. This organization usually provides sponsorship for the project. Project Management Office An organizational body or entity assigned various responsibilities related to the centralized and coordinated management of those programs/projects under its domain.
Project Stakeholders Persons or organizations (customers, sponsors, performers, public) that are actively involved in the project or whose interests may be positively or negatively impacted by executing or implementation of the project. Program Manager Person responsible for the centralized, coordinated management of a program (group of related projects) to achieve the program’s strategic objectives and benefits. Project Manager The person assigned by the performing organization to achieve the project objectives.
The project manager is responsible for coordinating and integrating activities across multiple functional lines, and managing stakeholder communications. The project manager accomplishes the above by managing project scope, time, cost, and quality. Finally, the project manager applies project management, general management and technical skills, as well as team management, negotiation, financial and business acumen, combined with an understanding of organizational politics to meet project objectives and to meet or exceed stakeholder expectations.
Project Team All the project team members, including the project management team, the project manager, and for some projects, the project sponsor. Functional Manager On projects, the person responsible for ensuring agreed-upon project tasks are completed using pre-defined resources under the manager’s control within scope, time, budget and quality constraints. Project Team Leader Responsible for ensuring that agreed-upon project tasks and assignments are completed on time, on budget, and within quality standards for personnel under their realm of control or influence.
The team leader should be knowledgeable of the principles and practices of project management and understand the business unit’s strategic and operational issues. Technical Manager/Liaison Responsible for the technical implementation of the project as measured against the project 3 requirements, quality targets, and budgetary constraints, and timelines. Ensures technical deliverables are consistent with the overall technical strategy of the enterprise. Business Analyst Primary interface between projects and business partners.
Responsible for understanding current and future processes, including processes for the entire enterprise. Documents business requirements, generate business cases, assists in defining project benefits/ costs, and participates in project reviews PROJECT TEAM DIRECTORY The following table presents contact information for all persons identified in this communications management plan. The email addresses and phone numbers in this table will be used to communicate with these people.
Role Project Sponsor Program Owner Project Manager Project Stakeholders Customer Project Team Name Albert Einstein Bill Apple Tichaona Mushambadope Orlando Java Bill Apple Jim Math Mark Face Charles Sharp Steve Book Pete Peters Isaac Newton Email aeinstein@myh. com bapple@myh. com tich@myh. com java@hissite. com bapple@myh. com jmath@myh. com mface@myh. com csharp@myh. com sbook@myh. com ppeters@myh. com inewtown@myh. com Phone +44 73629321 +44 74793281 +44 78366273 +44 792837827 +44 777287492 +44 784729123 +44 739283131 +44 788392711 +44 777382933 +44 777382933 +44 777382933
Business Analyst 4 COMMUNICATIONS AN MATRIX The following table identifies the communications requirements for this project. Communication Type Kickoff Meeting Objective of Communication Introduce the project team and the project. Review project objectives and management approach. Review status of the project with the team. Medium ? Face to Face ? Skype Call Freque ncy Once Audience ? Project Sponsor ? Project Team ? Stakeholders ? Project Team Owner Project Manager Deliverable ? Agenda ? Meeting Minutes ? Agenda ? Meeting Minutes ? Agenda ? Meeting Minutes Project Team Meetings
Technical Design Meetings Monthly Project Status Meetings Discuss and develop technical design solutions for the project. Report on the status of the project to management. ? Face to Face ? Conference Call ? Skype ? Face to Face ? Skype ? Face to Face ? Conference Call ? Skype ? Email Weekly Project Manager Ad hoc ? Project Technical Staff ? PMO ? ? Project Sponsor ? Project Team ? Stakeholders Business Analyst Project Manager Monthly Project Status Reports Report the status of the project including activities, progress, costs and issues. Monthly Project Manager Project Status Report 5 Stakeholders Communications Matrix Stakeholder Steering Committee Anticipated Communication ? Issues reporting ? Status reporting Regularity ? ? Ad hoc Project Milestones Form Generally, formal reports to be followed up by face to face where appropriate Team meetings, Group e-mail, central database repository Project Team ? ? ? ? User Community ? ? ? Organization ? Documentation and standards Quality Review Project knowledge Internal communications Informal communication of progress Discussion of issues Respond to issues raised Project progress ? ?
Weekly Ad hoc ? Ad hoc Ad hoc, in line with milestones Group e-mail, from project office, reports and informal communication from project team. User representatives, project manager 6 GUIDELINES FOR MEETINGS Meeting Agenda Meeting Agenda will be distributed 5 business days in advance of the meeting. The Agenda should identify the presenter for each topic along with a time limit for that topic. The first item in the agenda should be a review of action items from the previous meeting. Meeting Minutes Meeting minutes will be distributed within 2 business days following the meeting.
Meeting minutes will include the status of all items from the agenda along with new action items and the Parking Lot list. Action Items Action Items are recorded in both the meeting agenda and minutes. Action items will include both the action item along with the owner of the action item. Meetings will start with a review of the status of all action items from previous meetings and end with a review of all new action items resulting from the meeting. The review of the new action items will include identifying the owner for each action item.
Meeting Chair Person The Chair Person is responsible for distributing the meeting agenda, facilitating the meeting and distributing the meeting minutes. The Chair Person will ensure that the meeting starts and ends on time and that all presenters adhere to their allocated time frames. Note Taker The Note Taker is responsible for documenting the status of all meeting items, maintaining a Parking Lot item list and taking notes of anything else of importance during the meeting. The Note Taker will give a copy of their notes to the Chair Person at the end of the meeting as the Chair Person will use the notes to create the Meeting Minutes.
Time Keeper The Time Keeper is responsible for helping the facilitator adhere to the time limits set in the meeting agenda. The Time Keeper will let the presenter know when they are approaching the end of their allocated time. Typically a quick hand signal to the presenter indicating how many minutes remain for the topic is sufficient. Parking Lot The Parking Lot is a tool used by the facilitator to record and defer items which aren’t on the meeting agenda; however, merit further discussion at a later time or through another forum.
A parking lot record should identify an owner for the item as that person will be responsible for ensuring follow-up. The Parking Lot list is to be included in the meeting minutes. 7 PLAN ACCEPTANCE Approvals __________________________________________ Project Sponsor Date: ___________________ __________________________________________ Project Manager Date: ___________________ __________________________________________ Project Owner Date: ___________________ 8 References Kloppenborg, T. J. (2009). Contemporary Project Management (Organize/Plan / Perform), South-Western CENGAGE Learning.
A Guide to the Project Management Body of Knowledge (PMBOK Guide)(Newton Square, PA: Project Management Institute, 2004) John, Doe. Laboratory Information Management Systems (LIMS) Deployment ProjectProject Charter [Online]. Available from: http://saic. ncifcrf. gov/projectmanagement/pm/docs/ProjectCharterExample. doc [Accessed September 29, 2011] [Online] Project Management Docs. http://www. projectmanagementdocs. com [Accessed September 28, 2011] [Online] Tasmania eGovernment. http://www. egovernment. tas. gov. au/assets_for_review/supporting_resources/templates [Accessed October 2, 2011] 9