Communication Management Plan PDF
Communication Management Plan PDF
CLIENT NAME
CONTRACTOR NAME
Reviewed Approved
Rev. Date Description Originator
By By
TABLE OF CONTENT
1. Project Introduction .............................................................................................................................. 3
1. Project Introduction
Provide below the Project introduction and background, usually given in Contract.
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2. Introduction (of this Plan)
This Communication Management Plan sets the communications framework for the XYZ Project. It serves as a guideline
for communications throughout the lifecycle of the project. This is a working document and will be updated as
communication needs change. This plan identifies and defines the stakeholders of XYZ Project with whom it is critical to
communicate. It also contains the Communication Matrix (Appendix A), which maps specific messages to stakeholders or
stakeholder groups. The items captured on the Communications Matrix are then built into the XYZ Project Schedule.
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3. Purpose and Objectives (of this Plan)
The purpose of all XYZ Project communication plan is to:
• Promote awareness of and excitement for the XYZ Project
• Ensure adoption of the responsibilities and actions assigned to each stakeholder, and
• Encourage two-way communication about the XYZ Project between the project team and company stakeholder
groups and external groups related in some manner with the project.
• Your Text Here Your Text Here Your Text Here Your
• Your Text Here Your Text Here Your Text Here Your
Abbreviation Description
COMPANY Your Text Here
CONTRACTOR Your Text Here
CONSULTANT Your Text Here
5. Reference Documents
Include reference documents (if any) here as applicable w.r.t. this Plan
6. Stakeholder Requirements
The communication needs of XYZ Project stakeholders have been identified and are presented in the Stakeholder
Communications Requirements table below. The analysis includes all project team member roles and responsibilities,
including their communication responsibilities. In addition, the requirements of the non-project team stakeholders are
also captured. Although some of this requirement are defined in the Stakeholder Management Plan, this section describe
with more level of detail the needs and communications requirements of all stakeholders.
(Role C) Your Text Here Your Your Text Here Your Your Text Here Your (Names)
(Role D) Your Text Here Your Your Text Here Your Your Text Here Your (Names)
Communications should be
presented in Biweekly meetings with
the direct supervisor to allow
constant validation of the quality Project manager and project
Plan all quality standards team should receive a report
(Role C) procedures, inspections, with the changes from the (Names)
and audits to the project Each meeting should update the
meeting
quality plan and policies, so the team
can work according the defined
criteria. A report should report the
changes
(Role D) Your Text Here Your Your Text Here Your Your Text Here Your (Names)
(Role E) Your Text Here Your Your Text Here Your Your Text Here Your (Names)
(Role D) Your Text Here Your Your Text Here Your Your Text Here Your (Names)
(Role E) Your Text Here Your Your Text Here Your Your Text Here Your (Names)
7. Communications Matrix
The XYZ Project Communication Management Plan includes an assessment and analysis of the Company’s existing
communications that impact the project’s stakeholder populations. The result of this assessment and analysis is recorded in
the Communication Matrix (Appendix A), along with a numerical rating of the effectiveness of each communication item
based on feedback from company personnel. This rating allows the XYZ Project team to take advantage of existing
communication vehicles for project-related communication.
The analysis of Sample communications found that communications are delivered through diverse channels and are not
consistent. They used too many communication channels. This causes some confusion in the employee population since the
information is dispersed and it is not specific the places where it should be stored, increase the communication noise and
different communication formats.
Since there is no one person dedicated to ensuring Agency-wide communication effectiveness, most of the information the
employee base needs to be successful is left to leadership to “trickle down” through the management/supervisory level. Often
these leaders, managers and supervisors forget to share the information or fail to provide context for the message due to their
own workloads.
To help the organization leaders disseminate information about the project more effectively, the XYZ Project Manager and
team will ensure careful documentation of all meetings and be responsible for editing and ensuring consistency in project
communication. They will also provide leader talking points for critical updates to company employees regarding project
progress.
The analysis of current communications also found that both Organization leader meetings and the company intranet site
were the most effective as delivery vehicles for disseminating messages that invite positive action and behavior. The XYZ
Project will take advantage of these methods to disseminate project-related information.
The XYZ Project communication needs will also require development of new communication vehicles if none of the existent
vehicles serves the purpose to ensure that critical project-related messaging reaches the appropriate stakeholder groups. As
the project identifies and creates these vehicles or uses the existent vehicles, they will be added to the Communication Matrix
(Appendix A).
8. Communications Design
The Communication Matrix for XYZ Project (Appendix A) includes a solid structure for project team communication, as well as
a framework for non-project team stakeholder communications.
8.1 Project Team Communications Design
The Project Manager will take a proactive role in ensuring effective communications for the XYZ Project. The communications
of XYZ Project team members will include status reporting, “all-hands” team meetings in which the health of the project and
requests/requirements of the (Company) Compliance Committee or project leadership are reviewed, and ad hoc
communications, via email, meetings, reports and/or conference calls as appropriate.
The Project Manager also ensures that the communication infrastructure for the project team is created. For example, he will
ensure that the organization establishes an email distribution list of all project team members, appropriate organization
intranet access is provided, and a project team contact list is created.
8.2 Non-Project Team Communications Design
There are several communication opportunities to reach, educate, and gain buy-in and support from stakeholders of the XYZ
Project. Since the project team is also a stakeholder group, they are sometimes recipients of the same communications as non-
project team stakeholders. Taking advantage of these opportunities and timing the release of communications appropriately is
vital to insuring a successful project. For XYZ Project, following are some of the ways that XYZ Project will achieve information
sharing, action, and project acceptance from its stakeholders:
• XYZ Project branding
• Role-specific communications
• Multi-media supported communications (video/audio, social media)
• Mini polls and surveys
• Newsletter articles
9. Develop Communications
The XYZ Project project’s Communication Objectives are:
• To promote awareness of and excitement for the XYZ Project
• To ensure adoption of the responsibilities and actions assigned to each role
• Reduce negative effects of rumors and/or misinformation about the project in the stakeholder populations
• Increase stakeholder population participation in the project
To ensure smooth information flow within the project team itself, the following Team (Project Name) in Microsoft Teams has
been created as the project’s document management software. In addition, the project will adhere to the Communication
Standards documented below.
In the Microsoft Teams – Team (Project Name), project team members can access presentations, the Project Charter, the
Project Management Plan, and other project-related documentation to promoting transparency and help the members in their
work. The team will have access to several channels inside the team divided by area several other channel will be added
throughout the lifecycle of the project if needed. Channels names are:
• Project Status – (PSTATUS)
• Project Risks Status (PRISKS)
• Project Software Area (PSW)
All of these items, in addition to more specific instructions for their use, can be found under the Communications folder on the
XYZ Project Intranet site.
10.3 Approved delivered vehicles
XYZ Project anticipates using several delivery vehicles for effective communication. Below is a list of the delivery vehicles this
project will employ to educate, inform, and solicit input from stakeholders. Consult Appendix B.
• Conference calls using a bridge line and NetMeeting for requirements elicitation, team updates, testing planning, etc.
where not all essential participants are centrally located
• Emails from the XYZ Project mailbox to make general announcements and to solicit just-in-time feedback, receive and
answer questions from stakeholders.
• Electronic collateral will include on-line “how to” pdf files, Frequently Asked Questions and Answers, toolkits,
newsletters, certificates, links to web-based training, etc. These will be accessible via the XYZ Project intranet site as
well as the organization intranet site(s) as applicable.
• Multi-media products to include videos, animation, podcasts, web-based training, training environment, UAT
environment, demo environment.
• Events including XYZ Project Sandbox exercises, kick-off events in large geographic offices as rollout progresses,
executive/leadership presentations during road shows or town halls, lessons learned sessions.
Executive-level meetings.
Weekly
Executive-level leadership meeting Challenge status, provide Video Conference.
(Company) Project Project Sponsor, Project Project Project (Documents)
to share status, seek answers or resources, offer decisions, sometimes pre-read
Committee Manager, PMO Manager Sponsor Sponsor Monthly
help remove barriers documents.
(meeting)
Report Send by Email;
Timing/
Review Effectiveness
Communication Desired Outcome or Sender/
Audience Description Delivery Vehicle Author and (scale of 1-5 with
Deliverable Behavior Facilitator
Approval 5 being most
effective)
Project Manager
Project Manager responsibility
Project Sponsor Assistant status updates, schedule slippage, Project Project Project
to maintain or increase progress Video Conference Monthly
Meetings Manager new risks and responses, issues. Manager Sponsor Manager
toward milestone goals
PMO
Task status,
Face-to-Face.
Technical Current risks assessment and
Issues Log. Technical
Leaders, Team new risks detected, Technical Leaders responsibility Technical Technical
Work team Change Log. Leader
Members, Progress of work, to maintain or increase progress Leader from Leader from Daily
meetings Risk Register. from each
Assistant Team development, toward milestone goals each area each area
(stored in M. teams by area
Manager Team assessment,
mail)
Training assessment
TRIGGERED – PROJECT
PS and appropriate team PowerPoint deck; talking
Milestone description; lead/PM provide content; points; Documents or Project date anticipated
Project Milestone All project team Project Project
congratulatory content; project team members prototypes referred in Manager from project
Met members Manager Manager
implications/impacts; next steps energized by success or each milestone (stored in Sponsor schedule
organized for risk response M. teams by mail)
Project
Manager, Establish quality standards and Project
Assistant Providing procedures and policies of measures. Reports resulting in
(Company) Project Manager Director of
Manager, quality during project lifecycle. Deliverable acceptance criteria. procedures (stored in M. Monthly
Quality meetings Manager Director of quality
Teams by mail)
Technical Inspections types. quality
Leaders
Project
Manager, Funding Reports. Project
Releasing the necessary funding date anticipated
(Company) Assistant Funding the daily activities of the Status Reports. (stored in Project Manager Financial
at a steady pace according with from project
Finance meetings Manager, project intranet and Microsoft Manager Financial Director
the schedule needs schedule
Financial teams) Director
Director
Timing/
Review Effectiveness
Communication Desired Outcome or Sender/
Audience Description Delivery Vehicle Author and (scale of 1-5 with
Deliverable Behavior Facilitator
Approval 5 being most
effective)
Report of all selected
elements for the project.
Team organization chart
(Company) Human resources available. An effective and experienced Project
Project Manager OBS. (publish in the Project At the start of the
Human Resources Criteria to select the project Human team capable of execute the Manager HR Director
HR Director intranet). List of skills of Manager project.
meetings resources. project. HR Director
each team element.
(stored in M. Teams by
mail)
Lists of the needed
Project
(Company) Conduct procurements in an material. Reports of the date anticipated
Project Manager Report the needed material for the Project Manager Project
Human Purchase anticipated manner, so the performance of last from project
Sales Director project lifecycle Manager Sales Manager
meetings project does not suffer delays. procurements (stored in schedule
Director
M. Teams by mail)
Brainstorm meetings,
Project Manager Focus groups meetings
Project Team Shadow working to Project At Start of the
Exhaustive list of all
(name) Institution Representative Collect requirement, to establish the obtain: Requirement Project Sponsor Project project, and as
requirements classified by must,
(Customer) from customer fundamental features of the product documentation Manager Project Manager needed to clarify
desirable, and it’s nice to have.
Future Users Requirement traceability Manager requirements
form product matrix (stored in M.
Teams by mail)
Meeting & Conference Materials Brands messaging to large audience; advertising Paper-based and easily discarded
Shows support for initiative if delivered by Sponsor or respected Influencer; Temporary “high”; if not delivered by respected individual, can fall
Speeches
can motivate/inspire flat and be counter-productive
Can be expensive, technically challenging, risk of instability if script
Offers non-project team stakeholders the opportunity to see something
not thoroughly tested prior to implementation; could make the
Road Shows tangible rather than just read information; reduces anxiety if done well; best
change about the system rather than a change in business process
if done in context of a business process
with the system as a tool
If not written within context of the job end users are trying to do, is
Electronic manuals/help If searchable and intuitive to use, can help new users feel more confident
less than helpful; avoid overly technical language
Excellent, inexpensive, constant reminders that the change is coming; can be Though relatively inexpensive, excellent graphics/photos can add
Signs/Posters motivating; picture can evoke emotion and tie current project to overall costs; all stakeholders may not be in a workplace with walls upon
strategy which to hang signs
Promotes inclusion and ownership among stakeholders; allows discussion of If not facilitated tightly by an impartial, objective, trained facilitator,
Facilitated Group Meetings sensitive issues in a safe environment; promotes decision-making and action can devolve into conflict and/or non-action; can waste time and
planning; promotes understanding of all stakeholders’ perspectives damage the reputation of the project
Should be single-subject targeted as it can be frustrating for
Often used as learning sessions, creates an atmosphere in which individuals stakeholders to try and tackle too many subjects while trying to eat;
generally offer more comments, questions due to its informality; quick; provide a facilitator/leader to get things started; can devolve into
Brown Bag Lunches
stakeholders can feel that the session is a productive use of their time since “fun lunch” and accomplish nothing but a good, collegial feeling
they eat as well (multi-tasking); can promote inclusion and motivation with no resulting action items or evaluation of the effectiveness of
the learning
Promotes a central repository of data divided by areas, where the name of
the channels is self-explanatory avoid confusion. Promotes a collaborative
environment in real time, promotes explicit knowledge instead of tacit If not kept up to date, becomes a liability, but as a tool of work is
Project Team – Team Channel
knowledge. Isolates the internal communications of the team form areas not constantly present on the mind of the team and the updates that
(Microsoft Teams) wanted. And stores the needed documentation of the project plan, must be done there.
procedures, reports etc. that each team member need to know at daily
bases.
Promotes open, documentable communication among project team
members; large announcements can be distributed real-time; depending on
If not kept up to date, becomes a liability; cannot force the project
Project Team Intranet Site content, can be motivational and promote high performance team
team members to review the site frequently
behaviors; content does not have to become obsolete; it’s ideal to share with
all internal stakeholders.
Perfect for sending change messages, project status, calls for participation,
If not kept up to date, becomes a liability; cannot force the project
Stakeholder Intranet Site lessons learned, frequently asked questions, benefits achieved, problems
team members to review the site frequently
resolved, etc. Ideal to share with external stakeholders.
Meeting Minutes
Meeting minutes/notes will be distributed within 2 business days following the meeting. Meeting minutes/notes 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 Chairperson
The Chairperson is responsible for distributing the meeting agenda, facilitating the meeting, and distributing the meeting
minutes. The Chairperson 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 Chairperson at
the end of the meeting as the Chairperson will use the notes to create the Meeting Minutes.
Timekeeper
The Timekeeper is responsible for helping the facilitator adhere to the time limits set in the meeting agenda. The Timekeeper
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 enough.
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 should be included in the meeting minutes.