COMMUNICATION MANAGEMENT PLAN

Doc. No. xx-xx-xx-xx

XYZ PROJECT Rev. 0

CLIENT NAME

Contract No: XXX/XX/XX/XX/XX

COMMUNICATION MANAGEMENT PLAN

Doc. No.: xx-xx-xx-xxxx

CONTRACTOR NAME

Reviewed Approved
Rev. Date Description Originator
By By

1 12-Dec-15 Issued for Implementation (IFImp)

Mujahid
B 30-N0v-15 Issued for Approval (IFA) Name Name
Akhtar
A 01-Nov-15 Issued for Review (IFR)

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TABLE OF CONTENT
1. Project Introduction .............................................................................................................................. 3

2. Introduction (of this Plan) ...................................................................................................................... 3

3. Purpose and Objectives (of this Plan) ...................................................................................................... 3

4. Acronyms, Abbreviations and Key Terms .................................................................................................. 3

6. Stakeholder Requirements ..................................................................................................................... 4

6.1 Stakeholder Communications Requirements ........................................................................................ 5

6.1.1 Project Team Stakeholders ...................................................................................................................5

6.1.2 Non-Project Team (Internal) Stakeholders .............................................................................................6

6.1.3 Non-Project Team (External) Stakeholders .............................................................................................7

7. Communications Matrix ......................................................................................................................... 8

8. Communications Design ........................................................................................................................ 8

8.1 Project Team Communications Design ..............................................................................................................8

8.2 Non-Project Team Communications Design........................................................................................................8

8.3 Recurring Communication Design.....................................................................................................................9

8.4 Triggered Communication Design .....................................................................................................................9

9. Develop Communications ....................................................................................................................... 9

10. Communications Standards .............................................................................................................. 10

10.1 Approved Templates ...................................................................................................................................... 10

10.2 Communications Approval Process ................................................................................................................. 10

10.3 Approved delivered vehicles ........................................................................................................................... 11

11. Evaluate Communications ................................................................................................................ 11

12. Guidelines for Meetings ................................................................................................................... 11

Appendix A – Communication Matrix .......................................................................................................................... 12

Appendix B – Delivery Vehicles & Media ...................................................................................................................... 15
Appendix C – Guidelines for Meetings ......................................................................................................................... 17

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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.
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4. Acronyms, Abbreviations and Key Terms

• Acronyms & Abbreviations:
Include acronyms & abbreviations and key terms w.r.t. this Plan below

Abbreviation Description
COMPANY Your Text Here
CONTRACTOR Your Text Here
CONSULTANT Your Text Here

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AGREEMENT Your Text Here

PROJECT Your Text Here

Your Text Here Your Text Here

Your Text Here Your Text Here

5. Reference Documents
Include reference documents (if any) here as applicable w.r.t. this Plan

Document Title Document No.

Agreement (Communication Management Scope) xx-xx-xx-xxxx

Construction Execution Plan xx-xx-xx-xxxx

Procurement Execution Plan xx-xx-xx-xxxx

Project Control Procedure xx-xx-xx-xxxx

Project Quality Plan xx-xx-xx-xxxx

Project HSE Plan xx-xx-xx-xxxx

Change Control Procedure xx-xx-xx-xxxx

Interface Management Plan xx-xx-xx-xxxx

Stakeholder Engagement Plan xx-xx-xx-xxxx

Your Text Here xx-xx-xx-xxxx

Your Text Here xx-xx-xx-xxxx

Your Text Here xx-xx-xx-xxxx

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.

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6.1 Stakeholder Communications Requirements

6.1.1 Project Team Stakeholders

Communication Communications Name

Role Description Or Group
Needs Responsibilities

Feasibility Analysis of the project

Oversees the implementation
Strategic management plan
of the strategic portfolio,
Manage the strategic working with the PMO and all
Status from project team about the
portfolio, and
progress alignment with the planned project managers in the pursuit
(Role A) responsible for all of (Names)
the elaboration and strategy of the company's mission
business cases
Communications should be presented
Communicates annual results
in weekly meeting with the product
to the corporate governance
sponsor and monthly reports from the
project manager

Thorough understanding of Project Provides guidance and

Charter and Project Management Plan direction for key
communication strategies
Up-to-date Project Status
Project Risks and Responses
Communicates business vision
Project issues and obstacles
Funding the project,
(Role B) provides high level Communicates high-level issue (Names)
Sponsorship-specific communications
vision.
tactics/techniques resolution decisions

Communications should be presented Approves and/or delivers

in monthly reports in video conference
strategic project
unless Project Sponsor requests more
detailed communications communications

(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)

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6.1.2 Non-Project Team (Internal) Stakeholders

Communication Communications Name or

Role Description
Needs Responsibilities Group
Report requirements about the
human resources needed

Meetings with the project manager

Plan all human resources Report the project manager with
needed to face the to form the project team according
(Role A) the available resources and (Names)
company operations and with the available resources
associated constraints
projects Calendar with the needed meetings
agendas to elaborate the project
team

Project manager should report

with 1 month in advance of the
Communications should be
Plan all expenditures need to release funds
presented in dates according with
that are necessary to
(Role B) the project manager in manner that (Names)
release to the execution
the reconciliation is made at a A formal document for fund
of the project
steady. release should be send to the
finance department

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)

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6.1.3 Non-Project Team (External) Stakeholders

Communication Communications Name or

Role Description Responsibilities
Needs Group
Project progress updates
Benefits of new system Participates in requirement
Partner representative
responsible for System implementation dates collection focus groups and new
establishing agreements, system demonstrations
Training dates
(Role A) and for the vision of the Provides feedback to project team (Names)
Access to XYZ Project intranet site.
customer for the product members, clarifying requirements
being developed by the Communications should be in a
meeting at each milestone mark, Reads communications and
project
documenting the result of the performs tasks accordingly
meeting in conformance report
Project progress updates
Benefits of new system
System implementation dates Participates in requirement
Training dates collection focus groups and new
Employees of our partner Access to XYZ Project intranet site system demonstrations
who will in the future
Communications should be held
(Role B) have to operate with the (Names)
using newsletters about the Provides feedback to project team
product resulting from
benefits of the new system members, clarifying requirements
the project
Guided tours to our facilities to
show the progress of the project
and to negotiate training dates
creating a document agreement in
a ceremony
Meetings with their associates
Benefits of new system explaining the new work method
Representatives of all …
Training dates
branch workers in the …. Provides feedback to associates
(Role C) (Names)
uphold their labor Communications should be held about the training dates and
interests using newsletters about the sessions
benefits of the new system

(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)

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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

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• Change Champion talking points and presentations

• Frequently Asked Questions
• Sponsor/leader talking points and presentations
• Milestone ceremonies, specially at the end of the project with external stakeholders
• Learn Managing System (LMS)
8.3 Recurring Communication Design
The recurring communications identified for XYZ Project are described below and documented in the Communication Matrix
(Appendix A).
• Project Committee – status updates, risks and responses, issues and resolution, budget updates, etc. Hold monthly
video conferences throughout the life of the project with formal documents reports.
• Project Sponsor – status updates, schedule slippage, new risks and responses, issues, etc. Hold monthly video
conferences throughout the life of the project with formal documents reports.
• Project All-Hands Meetings – high-level project reviews, issues, sponsor messages, PMO. To be held monthly
throughout the life of the project.
• XYZ Project News – stakeholder updates, schedule updates, progress report, frequently asked questions, etc.
Published via organization and XYZ Project intranet site monthly, then weekly closer to implementation.
• Work Team Meetings – work update, issues, risks reporting and solving, clarifying requirements to be held daily
throughout the life of the project. All this communication will use a closed group in Microsoft Teams, where all of the
team can create channels for different areas of expertise of communication and store documents and templates used
to perform the daily reports. They could also use Skype Business to communicate with other internal stakeholders
inside the organization. All internal information referred to should be stored in Microsoft Teams; all public
information and public status reports should be published in the (Project Name) intranet site
• Quality Meetings – establishing procedures of acceptance, inspections documents, defects repair etc. Should be held
biweekly in face-to-face meetings with the project manager, their assistant and the quality director; should produce a
report of the quality procedures publish in the intranet site, and a report of the issues that should be sent by email to
the closed channel of the communication of the project team (Microsoft Teams).
8.4 Triggered Communication Design
The Project Manager will document all anticipated trigger events for XYZ Project and build appropriate shell communications
to deliver agreed-upon messaging about the trigger event. Similarly, the Project Manager will create the processes necessary
to quickly execute responses to unanticipated trigger events. This can prevent project delay or reputational damage caused by
a delayed response or lack of response. Known trigger events are documented in the Communications Matrix with processes
to handle non-anticipated trigger events documented in the Communications Standards.

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)

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• Project Mechanical Area (PMEC)

• Project Electronical Area (PELEC)
• Project Report Templates (PTEMPLATES)
• Project Quality Procedures (PQUALITY)
• Project Plan (PPLAN)
A XYZ Project intranet site has been created for all stakeholders and is easily accessed from the Agency’s intranet home page.
It will contain the following:
• Introduction to the project
• Project team directory
• Frequently asked questions
• Glossary
• Future-state business process flows
• XYZ Project monthly newsletter
As stakeholder communication needs grow, other items will be added to the page (implementation schedule, conversion
instructions LMS -Learn Managing System, etc.).
https://www.(company).com/pt-pt/(Project Name)

10. Communications Standards

10.1 Approved Templates
The (Company Name) and Project Leadership have approved the following set of templates and other artifacts for XYZ Project
stakeholder communications; these standards are documented and available through the intranet site:
• XYZ Project logo
• XYZ Project email signature
• XYZ Project MS Word Document template
• XYZ Project MS PowerPoint Slide design template
• XYZ Project Microsoft Teams - Team: (Project Name)
• XYZ Project File naming conventions
• XYZ Project Intranet Site (internal to project team):
https://www.(company).com/pt-pt/(Project Name)/TeamUsers
• XYZ Project Intranet Site (external stakeholders):
https://www.(company).com/pt-pt/(ProjectName)/Users
https://www.(company).com/pt-pt/(ProjectName)/Users/LMS

10.2 Communications Approval Process

The following communications approval process has been approved by project leadership and is also documented in the
Communications Standards document.
Project Team members identifies needed message, target audience, preferred delivery method and timing.
• Project Team members completes Communication Request Form (in Communicator’s Guide).
• Project Team members forwards completed Communication Request Form to Project Manager via XYZ Project
Communications Inbox: (inbox)@pt.(company).com
• Assistant Project Manager assigns edits and validates the message, audience, delivery method and timing.
• Once message is completed and prepared for delivery, Assistant Project Manager drafts communication to Project
Manager for approval.
• Project Manager approves publication.
• Assistant Project Manager publishes, sends, or arranges for delivery of communication.

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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.

11. Evaluate Communications

As noted in the Communications Matrix, regular, candid feedback from the target audience and Agency leadership is critical to
successfully executing the overall Communication Management Plan. Therefore, the following evaluation plan was developed
to measure the value of the project’s communication efforts. The project will use three methods to extract feedback from
target audience members receiving communications in order to measure and evaluate the effectiveness of the
communications.
• Real-time Organization leadership, (company) Compliance Committee (PMO), (company) Projects Committee
feedback.
• Formal surveys/evaluations to the target audience members
• Quick Pulse survey to obtain feedback from target audience members immediately after a communication is released

12. Guidelines for Meetings

Consult Appendix C to follow guidelines to conduct and participate in project Meetings.

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Appendix A – Communication Matrix

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)
REOCCURING – CURRENT STATE

Information on Project metrics, (Project Name) Project team

goals, objectives, progress toward provides content; Stakeholders e-Newsletter on Project Project (Company)
(Project Name) Assistant Monthly
All Stakeholders goals, project news, human interest read news and stay up to date website / by email for Manager Public
Project News Manager
stories, information on process on project progress; increased external stakeholders Sponsor Relations
changes, legislative changes, etc. excitement
5
TRIGGERED – CURRENT STATE
Alerts in email and posted
(Company)
Legislative Project Team Detailed updates on legislation and Project Team members follow on Project Intranet Site Project Project As needed
legal team
Updates members changes in processes revised processes followed by team Manager Manager
and Sponsor
meetings
5
REOCCURING – PROJECT

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;

Team members take

Status updates, celebrate progress, Project All-Hands
Project All-Hands All project team responsibility to maintain or Project Project Project
discuss next steps, review upcoming Meetings; status reports; Bi-monthly
Meetings members increase progress toward Manager Manager Manager
changes celebratory certificates
milestone goals

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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

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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)

Session Reports matrix

Project Manager
(stored in M. Teams by
Project Team Live sessions with the users 15 days before
(name) Institution mail) Technical Software
Representant Deliver trainee sessions for the explaining the machine Project Final
(Customer) Surveys reports (stored in Manager of Technical
from customer costumer users operation and training the users Manager Implementation
and users M. Teams by mail and each area Manager
Future Users to operate the machine. 01/06/2020
publish in intranet site)
form product

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Appendix B – Delivery Vehicles & Media

Delivery Vehicle/Media Advantages Disadvantages

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

Can be expensive to produce a quality product; some end users

Can be watched on individual’s personal timetable; multi-sensory experience
might not be capable of watching videos on-line and producing
Videos enhances message retention; can provide motivation and a sense of fun to
DVDs can be time consuming; professional graphics, music and
relieve anxiety
concise messaging are critical for the message to be retained

Consistently delivered updates covering wide variety of business related, as

well as technology related content; graphics can cause excitement; if If not already consistently delivered, may not get noticed; should
Newsletters
“pushed” may have enough readership for message to be accepted; can be not be the only delivery vehicle for messages
delivered in paper or on-line

Way to proactively answer questions that can be anticipated; non-

threatening way for any stakeholder to ask a question and have it answered If published in paper, quickly obsolete, leading to outdated
Frequently Asked Questions without repercussion; answers can reach entire stakeholder population; information out in the field; if questions are not answered in a
project team can use the questions to determine topics about which the end timely fashion, can erode trust in the project and cause anxiety
users might be anxious

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Delivery Vehicle/Media Advantages Disadvantages

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.

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Appendix C – Guidelines for Meetings

Meeting Agenda
Meeting Agenda will be distributed at least 1 business day 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/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.

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