Communication Management User Guide
Contents
1. PROJECT PERFECT Pty Ltd Communication Management User Guide Prepared By Neville Turbit Version 1 0 1 Feb 09 Table of Contents Document OF iGin sscssccssccssecssecssesecssssssessscssesesscsssssssssssssesesesssessssesssesssesssessoessoess 2 Chan eHist opy2x k nasa aqa au a kh a qhu u hu qhu q Sus 2 Communication Management geste deed EES 3 Communication Plan Sections nn concede doeureasaaen ated 4 Progress LEE 9 hehehe eeben 10 Communication Plan Considerations n nn 12 Meetings EE 15 Appendix A Example Communication Management Plan 17 Appendix B Example Communication Schedule 23 Appendix C Checklist of Communication Events 25 Appendix D Change Management Strategy Topics 29 Appendix E Example Project Status Renort 31 Document Origin No Author Department l Neville Turbit Project Perfect Change History Version Date Changes 1 0 1 Feb 09 Initial Version 22 01 09 Communication Management User Guide Page 2 of 33 Communication Management Purpose of this To guide project teams in setting up a Communication Plan and managing document delivery of communication What is Project Project Communication Management is the pr2. You should decide how quickly things change and how often people want to see an update Another sensitive area may be the financial reporting In some projects it is appropriate to circulate financial information to the same group as receive progress reports but in most cases it is not appropriate In addition unless you have a very slick financial reporting process putting together financial information on a weekly basis can be extremely time consuming For key criteria it is useful to put in traffic lights e Green for no problems e Yellow for some issues that are being managed e Red for serious issues Don t however assume that everyone has a colour printer Put some indication on the light to show what it is in black and white The progress report is not a running total of all progress made and the justification for the project It is a small window that is looking at the last and next reporting period Focus your reporting on those two periods By all means if there are significant problems they should be mentioned but the reader should be able to see that what was supposed to happen in the last week fortnight month or whatever the reporting period did happen Equally they should be aware of what is due to happen in the next period 22 01 09 Communication Management User Guide Page 9 of 33 Scalability Project Size The amount of effort required for development of a Communication Plan is related to the si
3. people who stay to the end of their agreed period 22 01 09 Communication Management User Guide Page 29 of 33 Crisis Communication How will communication be carried out in a crisis A crisis may be a significant delay to the project the inability to work with a key supplier resignation of a key person etc Most of the difficulty experienced in managing a crisis can be traced back to the lack of a process to manage the crisis A well thought out plan to manage a crisis will ensure that when there is an adverse development people know how to cope with it Example If there is a significant development on the project the CIO will call together those identified in the Project Charter as category 1 and 2 stakeholders They will be briefed on the development and presented with options for discussion At the end of the meeting the CIO will determine which option is to be implemented and the stakeholders present will be responsible for briefing their own departments within the next working day 22 01 09 Communication Management User Guide Page 30 of 33 Appendix E Example Project Status Report 22 01 09 Communication Management User Guide Page 31 of 33 PROJECT STATUS REPORT Project Title XYZ Project Project No 10001664 Customer IT Project P Manager 01 02 06 Period Manager Project Description Enhancements to ABC System to meet legislative requirements Overall Status On Sc
4. We will carry out a survey at the start of the project to establish attitudes to the project The areas we will cover relate to impact on jobs training requirements skills required etc Who are the people who will lead the attitude to the project and deliverables Training could cover both training related to the deliverable and general training on coping with change Demonstrations of the deliverables It often helps to demonstrate the system to people to both gain feedback and obtain their support Feedback mechanism How you will obtain feedback from stakeholders What are the likely personal impacts on participants and how will they be handled Example It is expected that the Project Team will be required to work over several weekends leading up to the implementation We will offer the team members the option of time in lieu or payment at overtime rates for the weekend Even with the best intentions communication is not going to solve every problem You need to understand what is not going to be fixed by communication and what you will do about it Example The project team will be disbanded progressively over a two month period starting from the go live date It is likely that at least half will be made redundant In order to prepare for this we will discuss future prospects with all the team two months before launch date and develop a transition program for each person We will have a budgeted amount to use as a bonus for
5. of 25k for communication This is based on having a part time PR consultant for four days a month during the project Instructions Depending on the extent of change involved in the project it may be appropriate to prepare a Change Management Strategy The Change Management Strategy will include a Communication Plan The decision to develop a strategy will be determined by the amount of change generated by the project and how difficult it will be to manage people s expectations It is outside of the scope of this document to produce a Change Management Strategy however a list of possible topics is included as an appendix 22 01 09 Communication Management User Guide Page 22 of 33 CC JO E7 OBL opiny sf 1u our 8gue W uongorunurtuoo 60 10 77 gpd au uo panuluoy ZUIN weisolg 9y sued Ud9MJOq s rouopuod p Joseuryy pat sorsuopusdap Ul SI22EUEIN oY o ZULT sonsst Aue pue d ep 0 ssoiso1g DpIS AN ZUIN poloig weIsolg yofoid ssop yoolorg 120 ZUIN Ettel Daa STU J p sIei dq 0 poU yey s nssI 1OJO 1IG soyu o ss 1goId Jo SuL1I991S Aue pue Saa OAM IST 9Y UI SsoIsOId Jo IUmo ADUSZIOUO ZUIN weIsOlg Zuuaaie p wuozur daad wieIsolg Josuods yoday mypuodxq 10JDOIIC jospnq surge oinyIpusdxa Zoo TIM Uodaxt Auo yod y SIN pololg amypuodxq 1JOJIUO jA weIgoId TouAO WdfoIg Iosuods 10 pue JOP WeISOIg 201 JO UOT US e au 0 1uSnoiq oq p nous y syutod Aue uo sju t
6. the body of an email or walk out on a briefing before important information is presented e Pull is better suited to detailed and comprehensive details It is assumed that if people go looking for the information of their own volition they are more likely to have a longer attention span than if they receive the information unsolicited The danger of relying on Pull communication is that you never know if it was actually seen Reports often sit on the bottom of an in tray until they are outdated They never get read only replaced by a more recent version at the bottom of the in tray How Below is a list of typical media Media Types e Written e E mail e Web site e Briefings e Telephone Tele conference e Recorded message e Video e Sound Cassette CD etc e PowerPoint Presentation e Meetings Who Communication must provide a unified and consistent image of the project The Messenger Im a large project there can often be considerable effort to maintain consistent output The Project Manager must control what is being said or they will spend considerable time addressing incorrect interpretations Continued on next page 22 01 09 Communication Management User Guide Page 7 of 33 Communication Plan Sections Continued Who Another issue is the status of the person who delivers the message Importance Sometimes it is relevant to have the message delivered by a senior executive Not only does it indicate the im
7. Information that promotes the project or is designed to create a favourable attitude towards the project or the deliverables of the project The first two types should always be available The last type is optional and may in fact cause overload It can blur the first two types If information is consistently useful people will make an effort to absorb it If some is irrelevant they will start ignoring all the information The Channels of delivery fall into two categories Push and Pull Push is an active channel where the information is delivered to the end users in a format that forces them to receive and hopefully view the information Examples are e E mail e Discussion List e Briefings Pull is a passive channel where people have to find the information for themselves Examples are e Web site e Usage documents e Providing general access to project documents Continued on next page 22 01 09 Communication Management User Guide Page 6 of 33 Communication Plan Sections Continued How Both have pros and cons Push or e Push is better suited to short sharp bursts of concise information Pull When providing Push it is best to provide the critical information at the beginning and detail later for those who are interested The danger of Push is that if it is too detailed it will be disregarded The receiver may never get to critical information buried in
8. ed project managers might fall in to A project is full of uncertainty It is likely that information generated will in some cases be wrong If the information is not corrected eventually the whole communication process will lack credibility Information needs to be corrected and the reason for the change from the initial position identified Example The project had announced in a project newsletter that they would go live at the beginning of March Due to the number of problems identified in testing the launch is now scheduled for early May The newsletter could say Due to a number of problems we are delaying the launch for ten weeks It would be better to say Last month we told you we intended to go live at the beginning of March During this month we started testing and it has highlighted the complexity of the processes involved We had allowed two weeks to complete testing but now find the testing is likely to take six weeks We were faced with the option of cutting short the testing to meet the deadline or completing a more comprehensive test program to ensure the final deliverable would not cause problems in production We put a proposal to management to delay the launch so that we could be confident the bulk of problems for users were eliminated Management agreed and we will now launch at the beginning of May In this case the credibility of the team is validated and a real reason put forward for the delay The
9. ent status or major presentation developments Discussion Intranet Stakeholders Answer questions discuss Lists developments or user support 22 01 09 Communication Management User Guide Page 26 of 33 Event Medium Audience Content purpose Surveys Paper Stakeholders Feedback on particular based or issues Intranet Train the Training Users Provide experts who can trainer train other users Glossary Intranet Project Team amp Develop common paper or Stakeholders terminology for the project computer based Issue Log Intranet Project Team amp Alert people to issues paper or Stakeholders raised on the project and computer actions to resolve based Voicemail Telephone Stakeholders Short status report Risk Log Intranet Everyone Alert people to risks raised paper or on the project and actions computer to mitigate based Change List List Project Team List of documents modified generated in the last week Brown Bag Meeting Stakeholders Update of the project status Lunches and opportunity for feedback Press Release Paper Stakeholders Major announcements based Hotline Telephone Users Obtain information on the project Decision List Paper or Project Team amp Advise decisions made in computer Stakeholders the last period with based reference to other docs Promotional Many Stakeholders Branded goods given away Items to promote the project Celebrations Func
10. gral part of project communication In order for them to be effective they need to be properly organised and managed People should be at a meeting for a purpose The meeting should focus on a number of issues that require the attendance of the majority of the people They should not have people attending who only find a small part of the meeting relevant It is a waste of their time If the meeting does have a number of people who are not involved for the majority of the time you should consider breaking the meeting into shorter sessions with only the involved people attending each session In general all meetings are more effective if they have an agenda Not only does it focus people on what is the scope of the meeting it focuses the convener on what they expect to achieve The effort required can be as little as outlining the topics in an email Exceptions to this situation are where it is a regular meeting with a standard agenda or where there is only one topic to be discussed The first meeting of what will become a regular meeting with a standard agenda should have an agenda and it should be available until the format of the meeting is clearly understood by the attendees The agenda should be circulated in advance and cover the following e Name of the meeting Venue Time Attendees Topics to be covered Any reference material Continued on next page 22 01 09 Communication Management User Guide Page 15 of 33 Meet
11. hedule Current Phase Project Planning Deliverable from this Phase Due Delivered 1 Scope Management Process 25 01 06 21 05 06 G 2 Risk Management Process 5 02 06 r 3 Etc G Key Accomplishments Milestones for this period Achieved e Communications Plan completed and signed off by Business area Not Achieved Plans for next period e Deliver Risk Assessment e Begin recruiting BA for Project e Begin preparation of Quality Plan Resource Status BA to be recruited H 22 01 09 Communication Management User Guide Page 32 of 33 Budget Status On budget B Actions Overdue Due Date Remediation Planned Signing contract with Vendor 1 1 07 To be signed on Tuesday No impact on supply of services Scope Variations Cost App d Finish Original Estimate 190k 190k 1 Additional reports 7 rpts Variation Estimate 20k 20k Revised Estimate 210k 210k Effort this Period 35k Effort to Date 50K Balance 160k Estimate to Complete 160k Prepared by Project Manager Name eene Signature 22 01 09 Communication Management User Guide Page 33 of 33
12. ings Continued Minutes Minutes should be produced for all meetings The minutes need to cover e Name of the meeting e Venue e Time e Attendees e Apologies e Topics covered e Action Items e Next Meeting if applicable It is important that if there are action items a mechanism is put in place to follow up the actions If there is no subsequent meeting on the same topic it is likely that the actions will be forgotten Weekly Status A standard format for a weekly status report is attached Report 22 01 09 Communication Management User Guide Page 16 of 33 Appendix A Example Communication Management Plan 22 01 09 Communication Management User Guide Page 17 of 33 Project Business Improvement Program Communication Management Plan Prepared by Neville Turbit Issue 1 Revision 3 7 November 2008 22 01 09 Communication Management User Guide Page 18 of 33 Document Revision History Wh 22 01 09 Communication Management User Guide Page 19 of 33 Project Communication Needs Audience Audience Needs Communication Overview Instructions Outline the general needs of the project in terms of what communication will achieve for the project Example This particular project will have considerable impact on users in Accounts Payable Their job will change significantly and they need to be prepared for the change In addition we have a broad group of stakeholders who need to be kept informed of progress
13. o who will be successful in the current tender This means that the delivery of PC s will be just prior to the go live date This is later than we would like There are two messages to avoid e Any information to users regarding the timing of equipment deployment e The fact that we are on a tight schedule as there is the risk the tenderers will use this information to drive us to a decision earlier than we might wish Continued on next page 22 01 09 Communication Management User Guide Page 21 of 33 Appendix A Example Communication Management Plan Continued Communicators Approvals Budget Developing a Change Management Strategy Instructions Who will be responsible for communicating particular information Example e We will ask the CEO to brief the Branch Managers on the project progress during the monthly conference call e Each Branch Manager will be responsible for keeping the customer service people up to date This is different to the person responsible for creating information and ensuring it is distributed That person is identified in the Communication Schedule Instructions Identify any specific approval processes Example Any document issued outside the team will need to be approved by the Project Manager Instructions If there is a specific budget for communication it should be detailed This is only likely on Large or Very Large projects Example There is a budget
14. ocess required to Communication i Management Inform people of progress against the work plan e Ensure expectations of the outcome of the project are in line with reality e Advise people of problems or issues that have been identified and the actions being undertaken to resolve the situation e Assist people become familiar with the new system or facilities Exclusion Training of the users in how to use the system or facilities Is specifically excluded User training will be covered in a separate document Also excluded is the preparation of a change management strategy and plan Reference is however made in the appendix to a change management strategy This is for information only and is not intended to provide sufficient information to actually undertake a change management process What is a The communication plan is a document that will address Communication I SE Plan e To Whom The audience for the communication e Why The reason for the communication e What The content of the communication e How The delivery media eg email briefing e Who The person who is responsible for delivering the communication e Where The deliverable for the communication eg Weekly Status Report e When At what time the communication will be delivered 22 01 09 Communication Management User Guide Page 3 of 33 Communication Plan Sections To Whom The Audience To Whom Sub groups The audiences for the communication are the stakeholders in the p
15. on the project and also any particular impacts we identify for those stakeholders Instructions Define the groups of stakeholders who will form the particular audiences Example Sub Group Supportive of the changes Opposed to the change Suppliers Using e commerce Suppliers Using traditional purchasing processes Etc Instructions Define the information needs of particular audiences Example Information Need Business Users Progress of the project Impact on their area Training Continued on next page 22 01 09 Communication Management User Guide Page 20 of 33 Appendix A Example Communication Management Plan Continued Audience Needs continued Information Need Program Director Progress of the project Issues to be resolved Sponsor Progress of the project Cost to date and projected Issues to be resolved Etc Communication Instructions Risks Got Identify the particular risks related to communication These should then be included in the normal project risk assessment process Example e There will not be enough tangible information available early enough to prepare users for the changes e The large number of people opposed to the change will overwhelm any message put out by the team Messages tobe Instructions SE Any particular messages that should not be broadcast Example In a particular project the delivery of new PC s is dependant on a decision as t
16. ormation If information is churned out just because there has been a minor change it is a waste of time for the project team Example Project Status can change in a few days from being on schedule to suddenly being ahead or behind The Project Director may want a weekly report of project status On the other hand the IT Steering Committee may be happy to review the situation fortnightly and the Exec Team may only want to know monthly Information flow should not be one way The Project Team needs to have the opportunity to receive feedback from the stakeholders The team needs to know if the information is being understood in the manner in which it is intended They need to know other concerns the stakeholders might have Written communication and presentations are not the most effective way to get feedback They tend to be talking at the audience rather than talking with the audience A better method is to mix in discussion groups and personal briefings with key players It is useful but not necessarily effective to have a passive or Pull channel such as an email address for comments and questions It is better to have an active or Push channel where discussion is forced rather than voluntary Ensure in a communication plan there is an opportunity for feedback 22 01 09 Communication Management User Guide Page 14 of 33 Meetings Effective Meetings Attendees Agendas Agenda Contents Meetings are an inte
17. portance of the message it also ties the executive to the success of the project Where Different information is suited to different deliverables For example a major The announcement about the selection of a particular software package is better Deliverables suited to a briefing by the CEO rather than the weekly status report Alternately the identification of a proposed scope change should be mentioned in the Weekly Status Report but the detail and justification is better contained in the Project Team Scope Change Meeting minutes When Information should be staged It should be released in an orderly manner The Timing For example assume a project has five major impacts on a business area If there is a monthly newsletter it is better to have one impact each month rather than five in the first month If you do all the impacts in one month the newsletter will be ten pages in month one and half a page in month two 22 01 09 Communication Management User Guide Page 8 of 33 Progress Reporting Overview Frequency Financial Information Lights Focus There are probably as many formats for progress reports as there are companies in the world Everyone has their own idea as to what should be included We list below some of the considerations There is a sample report at the end which you may wish to modify to suit your needs Depending on the size of the project and the stage reports may be anything from weekly to monthly
18. pt testing The testing is currently 40 over budget We have put forward a request to the Steering Committee for a budget increase of 30 000 to cover the expected blow out Continued on next page 22 01 09 Communication Management User Guide Page 13 of 33 Communication Plan Considerations Continued Provide Solution Frequency Feedback Much of the reporting will relate to difficulties the project is experiencing This is normal for all projects Problems should always be presented in such a way that there is a clear path forward The last example regarding budget blow out is an example of providing the solution If there is no solution at the time it is appropriate to outline the path forward If the problem only is stated it will usually generate requests for more information Example There was a request for additional reports from Accounts Payable These are not in scope and will cause a delay if incorporated A meeting will be held next Tuesday with the Steering Committee to discuss the problem If the second sentence is not in the report it will generate questions as to what is happening The frequency of each piece of communication needs to be a balance between keeping people informed and information overload As a guide look at the content and ask the question how often does the information undergo significant change in the eyes of the receiver Another aspect is the effort required to update the inf
19. re determined the Project Manager needs to understand why information is being delivered to a certain audience To turn the issue around the Project Manager needs to understand what the Stakeholder is interested in hearing about Equally important is what the Stakeholder is not interested in hearing about Content should be what the receiver needs to know This can be different to what we may want to talk about e Senior Management has a need to know if the project is going according to schedule and if there are any exceptions they should be aware of e The Users of the system are concerned about the impact the new system will have on their working environment e The Sponsor wants a brief report on progress e The Program Director needs more detail Also many cases where conflicts arise on a project are not because of the actual problem The conflict is because there was a surprise to find out certain information It is important to understand what information needs to go to which people Continued on next page 22 01 09 Communication Management User Guide Page 5 of 33 Communication Plan Sections Continued What Information Types How The Channel There are three information types e Mandatory This is information that is required by the organisation It includes status reports financial reports and legal requirements e Informational This covers information people need to know to do their jobs e Marketing
20. roject A stakeholder is any person who will be impacted by the project Audiences typically include the following groups Users of the new system of facilities The Project Team Management who approved the system Customers of the organisation Suppliers to the organisation IT Management HR Department who may need to evaluate or provide necessary skills Financial area responsible for project expenditure reporting Audit area Regulatory authorities This is not intended to be a definitive list Within each Audience may be people who Are supporters of the project Are opposed to the project Are neutral about the project Have a hidden agenda Feel threatened by the project See the project as an opportunity to further their own career Expect a completely different outcome Want to hijack the project for their own purpose Oversimplify the project Etc Audiences need to be viewed in more than one dimension if the Sub groups are significant in terms of influence Continued on next page 22 01 09 Communication Management User Guide Page 4 of 33 Communication Plan Sections Continued Why The Reason What The Content Communication should take place to fulfil a need We should understand The communication needs of the audience e The purpose What we are trying to accomplish with a piece of communication and how does this match back to the audience needs Before the forms of communication a
21. ss and any issues Meetings Action Items List Project Team Deadlines for completion of particular tasks 22 01 09 Communication Management User Guide Page 25 of 33 Event Medium Audience Content purpose User Meetings Stakeholders Manage expectations Briefings Prototype Workshop Stakeholders Obtain feedback amp manage reviews expectations Requirements Workshop Stakeholders Gain requirements amp Gathering amp manage expectations Interviews Newsletter Report Stakeholders Advise progress amp manage expectations Web Site Intranet Stakeholders Advise progress amp manage expectations Executive Meeting Snr Mgmt Advise progress Briefings Steering Meeting IT Snr Mgmt Advise progress amp escalate Committee major issues for resolution Meeting Change Training Stakeholders Improve ability to cope Training with change Deliverable Classroom Users How to use the system Training Training Electronic Computer Users How to use the system Training based Manuals Paper Users How to use the system Based FAQ s Intranet or Users How to use the system Paper Based Feedback web Email Stakeholders Opportunity to provide address information suggestions etc Recorded Telephone Project Team amp Immediate information eg message Stakeholders Conversion status Tele Telephone Project Team amp Current status and Conference Stakeholders feedback Video Video Stakeholders Curr
22. support of the end users is retained and the users can see the delay will make their life easier Continued on next page 22 01 09 Communication Management User Guide Page 12 of 33 Communication Plan Considerations Continued Certainty of Information Exception Reporting Following on from the last point the credibility of the project can also suffer if information that is not certain is put forward without qualification If the information is not concrete it should be held back and only allude to information soon being available Example A Business Analyst on the project team is not performing as well as required The Project Manager is looking to replace the person This will help resolve a growing level of animosity between the business and the project team Rather than say The problem will soon be resolved It is better to say The problem has been recognised and options are being examined prior to a decision being made More information will be available within the next three weeks If all is going well it only takes a sentence to say so In fact for most status reporting people want to know the exceptions To wade through ten pages telling you everything is going well is a waste of time for the person who produced the report and the person reading the report The focus should always be on what is not going to plan and what you are doing about it Example We are on budget for all areas exce
23. t The events selected should be driven by the identification of the stakeholders on a particular project and the particular needs of that group This is not intended to be a definitive list There may be specific events for a project such as a User Department Meeting or a quarterly address by the CIO If it makes sense they should be included Also the audience for particular events may be different from project to project The audience in the table below is only indicative For the purpose of the table below we have included Users as part of the Stakeholder group Some events are intended for all stakeholders including Users and others only for Users not other stakeholders List of Events Event Medium Audience Content purpose Business Case Report Snr Mgmt Cost justification for the project Project Report Project Team How the project will be Charter managed Kick Off Meeting Project Team amp Purpose and approach to Meeting Stakeholders the phase Weekly Status Report Program Director Progress in the last week amp Reports Sponsor plans for the next Team Meeting Project Team Update on status of Meetings individuals within the team Expenditure Report Program Director Expenditure against budget Report Sponsor Project Report Program Director Approval for changes to Variation Sponsor scope budget timing etc Project Team Meeting Project Team Progre
24. tion Project Team amp Celebrate an achievement Stakeholders and reward participants Roadshows Meeting Stakeholders Promote the project Testimonials Many Users Promote the project and deliverables Communication Management User Guide Page 27 of 33 Event Medium Audience Content purpose Informal Discussio Project Team amp Gauge the grass roots walkaround n Stakeholders feeling about the project and address misconceptions Mailing Lists Paper or Stakeholders Update on project status computer and manage expectations based Advisory Meetings Stakeholders Advise on implementation Groups and roll out Contact Tree Paper or Users Who to contact for what computer information based Self service Computer Users FAQ s Prior help issues help based system hints to assist users Q amp A Sheets Paper Users Assistance with a new based system 22 01 09 Communication Management User Guide Page 28 of 33 Appendix D Change Management Strategy Topics Expectations Measurement Key Influencers Training Demonstrations Feedback Personal Impacts Likely Negative Outcomes Expectations now and desired Example There is an expectation that Business will not have a heavy involvement in the specification of the new system In reality they will be heavily involved We need to change the expectation How changes in attitude will be measured Example
25. uuuoo J tiq pue uonnjos i 1oJ 394p t possed savy yey Sonsst Josuods ZUIPULISINO poAsryoR Uq MALY Aa JI YOOM Joseuryy yodoay ssoisoid Jo JOJDOIIG x u PUL SP 201 ur SOUOJSATIU 19409 0 WOday DpIS AN yoday poloig p A p unojur daad weIsOolg aseyd 1x u oy 219 SYSTA UI 2101 Ia JO sanss V SAQLANA SOUO SOIT SYSe_L oseyd Joseuryy ZUN Teme Oe Wed S AYY SULIIAOS SUE oseyg Jo ysnoy ye YLI JO PIS ZUIN poloig UO PA y UE ams wear yoloig u o uoo surur g unIp A aqisuodsay EINE UOspan u npny j np u5s uoneoSiunuuuioo jdwex a g xipueddy CC JO pz oed opiny sf 1u our 8gue W uongorunurtuoo 60 10 77 poflolg oy Io pedwr uroo no pue ZUIN 1OJO 1IG pue osodind Sulyeyopun 107 uosevar ford I JO A IAIDAO prey uym wnuopnby weIsOlg sugong LI oY JO SIApV Hes LIV ZUIN Joseury Ayed ssoisoid Jo Aed Ayed ZUNO M 94 UO spedu Aue pue ssasgordq ADUSZIOUO ZUIN pofoig ZuM J p unojur daas ZUMOM LI u o uo suur g unIp A aqisuodsay EINE UOspan u npny p nunuoo A3346 Us Juw Luen SuL z ZutdotaAa0 penujuoD np u5S uoneoSi1unuuuoo lduuex3 g xipueddy Appendix C Checklist of Communication Events Typical Events Other Events Stakeholders amp Users Set out below are the typical communication events that might be undertaken in a project It is unlikely all will be used in any one projec
26. ze of the project and the number of stakeholders Obviously the larger the project in terms of time and budget and the larger the number of stakeholders the more effort that will be needed for communication Scalability The size of the project will be e Small e Medium e Large e Very Large Exceptions It may be appropriate to consider other factors than the scalability above when considering the extent of Communication Management This would be particularly appropriate under the following circumstances e There are a high numbers of stakeholders e Stakeholders are in many locations e There are only one or two stakeholders e There are several external stakeholders e There is a high level of sensitivity regarding the project Guidelines The following guidelines are an indication of what might be appropriate for each size of project Example templates are available as an appendix Continued on next page 22 01 09 Communication Management User Guide Page 10 of 33 Scalability Continued Small Medium Large Very ante Communications Mgmt Plan Project Communication Needs Audience Sub groups Communication Risks Messages to Avoid Communicators Budget Change Mgmt Strategy 22 01 09 Communication Management User Guide Page 11 of 33 Communication Plan Considerations Points to consider Credibility In preparing a plan it is important to keep the following points in mind These points are typical traps that less experienc
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