COMMUNICATION PLAN

PJM 6210 – Communication Skills for Project Managers

Prepared by:
Gaurav Prakash Salvi
Keerthana Eega
Joanna Adeoye

Prof. Dr. Farhad Eizakshiri

December 6, 2023
 LESSON 3 – COMMUNICATION PLAN 1

Table of Contents
Communication Plan Purpose/Scope ............................................................................................................. 2
Communication Plan Execution Process ....................................................................................................... 3
Communication Matrix ................................................................................................................................... 4
Meeting Guidelines .......................................................................................................................................... 7
Presentation Guidelines: ................................................................................................................................. 8
Project Status, Risks, Action Items Templates: ............................................................................................ 9
Glossary .......................................................................................................................................................... 13
References ....................................................................................................................................................... 15
LESSON 3 – COMMUNICATION PLAN 2

Communication Plan Purpose/Scope

The purpose of this communication plan is to ensure effective and transparent communication among all
stakeholders involved in the implementation of the centralized support phone system for Store Repair Support,
Fleet Support, and Store Operations Support. The plan aims to facilitate understanding, address concerns, and
garner support for the proposed changes by providing timely and relevant information to key individuals
within the organization.

• Objectives of the Communication Plan:

1. Inform Stakeholders: Disseminate information regarding the upcoming changes to the support
system, emphasizing the benefits for both the stores and support teams.
2. Address Concerns: Proactively address potential concerns and questions from stakeholders to
mitigate resistance and foster a positive reception of the initiative.
3. Build Support: Create a shared understanding of the goals and benefits of the project to garner
support from internal stakeholders, including Contact Center staff, Store Repair Support, Store
Operations Support, Fleet Support, and other relevant departments.
4. Manage Expectations: Set realistic expectations regarding the timeline, impact on workload, and
potential challenges to ensure all stakeholders are prepared for the transition.
5. Encourage Feedback: Establish channels for feedback to encourage open communication and
allow stakeholders to voice their opinions, concerns, and suggestions throughout the
implementation phases.

• Communication Plan Scope:

The communication plan's scope involves multiple phases and objectives.

1. Phase 1 - Evaluation of First and Second-Level Calls: During this initial stage, we will initiate
a 60-day trial program within a designated district. The primary goals are to:
a. Differentiate each support call as either first or second-level assistance.
b. Analyze call statistics to assess the viability of the project.
c. Gather essential data for measuring success and informing future initiatives.
d. Conclude the trial program by March.
2. Phases 2 and 3 Implementation: Subsequent phases will witness a gradual expansion,
incorporating additional retail locations while ensuring manageable workloads for call agents.
Building upon insights obtained in Phase 1, the objective is to actively involve every business in
the process.
• Enhancing Operational Efficiency: Within the project's scope, endeavors will be undertaken to:
1. Streamline the call-handling process for all stores.
LESSON 3 – COMMUNICATION PLAN 3

2. Establish a unified access point for resolving first-level support calls.

3. Decrease the overall volume of calls directed to Fleet Support, Store Operations Support, and Store
Repair Support teams.
4. Encourage support teams to focus on 2nd Level Support by enhancing their technical analytical
skills.
5. Introduce a single phone number for all three support teams to communicate with retail locations.
6. Develop knowledge articles to assist first-level support at the Contact Center.
7. Implement new phone programming, store communication strategies, and technical support, all
within the budgetary constraint of $25,000.

• Constraints within the Plan:

1. Resource Limitations: Acknowledgment that the plan will operate within the constraints of
available resources, including staffing levels and software licenses.
2. Staffing Challenges: Recognition of potential challenges in managing increased call volume
within the Contact Center and strategies to address concerns raised by the In-Bound Director.
3. Budgetary Constraints: Consideration of financial limitations, emphasizing cost-effective
solutions for phone programming, store communication, and technical support.

Communication Plan Execution Process

Effective communication plays a crucial role in ensuring the project's successful implementation. The steps
below delineate the process of carrying out this communication efficiently:
1. Clearly Define the Communication Goal:
The communication goal is to ensure a smooth and informed transition to the centralized support phone
system for Store Repair Support, Fleet Support, and Store Operations Support. This involves
disseminating accurate and timely information to all stakeholders, addressing concerns, and fostering
a positive understanding of the project's objectives and benefits.
2. Establish a Communication Team: The Communication Team will be a cross-functional group
comprising representatives from key departments involved in the project. The team will include:
• Project Manager (PM): Responsible for overall coordination and alignment of communication
efforts with project goals.
• Communication Lead: Tasked with developing and executing the communication plan, ensuring
consistency and effectiveness in messaging.
• Technical Writing Manager (Kenny Medina): In charge of developing detailed communication
content, including scripts, and troubleshooting guidelines.
• Contact Center Representative: To provide insights into the Contact Center's perspective and
address concerns from the front-line staff.
LESSON 3 – COMMUNICATION PLAN 4

• Store Repair Support and Store Operations Support Representatives: To represent the
interests and concerns of the support teams impacted by the changes.
3. Create a Communication Matrix:
The Communication Matrix outlines the key aspects of communication, including target audiences,
communication channels, and frequency. It will be a dynamic document, regularly updated to adapt to
the evolving needs of the project.

Communication Matrix
LESSON 3 – COMMUNICATION PLAN 5

Stakeholder Power/Interest Frequency of

Role/Department Message Medium Expectations Barriers Mitigation Strategy Risk Analysis Notes
Name Quadrant Communication
Paulette Larson VP Contact Center High Power/High Overview of Meeting Support for the Potential resistance Regular updates and Resistance from high- Monthly VP Support is crucial
Interest project goals and project; Increase due to increased involvement in power stakeholders to project success.
benefits in efficiency call volume decision-making
Rickey Spencer In-Bound Director High Power/High Impact on Call Meeting Manageable Staffing challenges Regular meetings to Staffing challenges Bi-weekly Address concerns to
Interest Agents; Concerns increase in due to increased address concerns and may hinder progress maintain team morale.
about staffing workload call volume provide updates
Francis Scott VP Store Repair High Power/High Reduced workload Meeting Improved focus Concerns about Regular updates on Resistance from high- Bi-weekly Highlight benefits for
Support Interest for Asset Analysts on analytics; time Asset Analysts progress and benefits power stakeholders Store Repair team.
Efficient service spend on calls of the project
Max Fox VP Fleet Support High Power/Medium Improved call Email Improved team Resistance to Email updates on Potential resistance Monthly Address concerns
Interest quality for Fleet morale; Relevant changes in call progress and feedback from Fleet Support about call handling.
Support support calls handling from Call Agents
procedures
Bill Caldwell Facility Ops Process Medium Power/High Streamlining Email Efficient call Implementation Clear communication Resistance to changes Monthly Emphasize overall
Manager Interest support processes resolution; challenges; on benefits and in processes process improvement.
for all departments Reduced call Potential resistance implementation steps
volume
Angela Stevens In-Bound Supervisor Medium Power/High Impact on Call Meeting Manageable Concerns about Regular meetings to Staffing challenges Bi-weekly Address concerns to
Interest Agents; Staffing workload; increased call address concerns and may impact progress maintain team morale.
concerns Increased team volume and provide support
efficiency workload
Janice Freeman Contact Center Medium Power/High Training on the Meeting Clarity on new Resistance to new Training sessions with Resistance from front- Bi-weekly Address concerns
Agent Interest new support call handling procedures and hands-on practice line staff through training
processes procedures potential workload sessions.
increase
Lowell Guerrero In-Bound Supervisor Medium Increased workload Email Clear Time constraints Email updates and Potential resistance Monthly Emphasize overall
Power/Medium due to project communication and potential manage expectations due to increased team efficiency.
Interest involvement on project scope overload on workload workload
Lawrence Contact Center Medium Implementation Meeting Clear Resistance to Regular updates on Resistance from front- Bi-weekly Address concerns
Collier Agent Power/Medium details and understanding of changes and progress and line staff through regular
Interest expected changes new procedures concerns about expectations updates.
increased workload
Kenny Medina Technical Writing Low Power/High Development of Email Contribution to Limited Regular updates on Potential resistance Bi-weekly Emphasize the
Manager Interest new call scripts and project success involvement in script development due to limited importance of
guidelines project initiation and content creation involvement technical content.
and planning
Wayne Sherman Contact Center Low Power/Medium Impact on daily Email Clarity on new Limited Email updates on Skepticism from Monthly Emphasize positive
Agent Interest tasks and potential call procedures engagement and project progress and front-line staff impact on daily tasks.
benefits and benefits potential skepticism expected benefits
Ben Chapman Contact Center Low Power/Low General project Email Awareness of Limited interest and Periodic email updates Low engagement may Quarterly Maintain awareness
Agent Interest overview and project existence engagement in the on overall progress lead to disinterest without
relevance project and milestones overwhelming.
Laurie Morris Store Repair High Power/High Relief from routine Meeting Improved team Concerns about Regular updates on Potential resistance Bi-weekly Emphasize benefits
Manager Interest calls and focus on morale; Efficient potential progress and benefits from Store Repair for Store Repair team.
analytics service disruptions during of the project
transition
Benny Bell Store Repair Medium Improved focus on Email Efficient call Potential resistance Email updates on Resistance to changes Monthly Highlight benefits for
Manager Power/Medium analytics and team resolution; to changes in call progress and benefits in processes Store Repair team.
Interest efficiency Reduced call handling of the project
volume procedures
LESSON 3 – COMMUNICATION PLAN 6
Lynn Sparks Asset Director Medium Streamlined Meeting Improved Concerns about Regular updates on Potential resistance Bi-weekly Emphasize benefits
Power/Medium support processes analytics; potential progress and benefits from Asset for Asset
Interest for Asset Reduced call disruptions during of the project Management Management.
Management volume transition
Vernon Ortega Parking Lot & Snow Medium Power/Low Impact on Email Improved Limited interest in Email updates on Skepticism may Quarterly Emphasize
Director Interest emergency support emergency the project and emergency support hinder support improvements in
and service support; Efficient potential skepticism procedures and efficiency emergency support.
efficiency service benefits
Drew Sigmond Fleet Operations Low Power/High Improved call Meeting Efficient support Potential resistance Meetings to discuss Potential resistance Monthly Address concerns and
Support Staff Interest quality and reduced processes; to changes in call benefits and from Fleet Support highlight
call volume Reduced handling expectations improvements.
workload procedures
David Davis Fleet Asset Director Low Power/Medium Improved Email Efficient support Skepticism about Email updates on Skepticism from Fleet Bi-weekly Emphasize efficiency
Interest efficiency in call processes; benefits and progress and expected Support gains for Fleet.
handling for Fleet Reduced call potential benefits
volume disruptions
Matthew Huff Store Operations Low Power/Medium Improved call Email Efficient support Skepticism about Email updates on Skepticism may Monthly Highlight
Support Staff Interest quality and reduced processes; benefits and progress and expected hinder support improvements in
call volume Reduced potential benefits efficiency support processes.
workload disruptions
Store Repair Store Repair Support Low Power/Low Streamlined Email Efficient support Limited interest in Email updates on Skepticism may Quarterly Emphasize benefits
Analysts Staff Interest support processes processes; the project and progress and expected hinder support for Store Repair team.
and workload relief Reduced call potential skepticism benefits efficiency
volume
Contact Center Contact Center Staff Low Power/Low Training on new Meeting Clarity on new Resistance to Training sessions with Resistance from front- Bi-weekly Address concerns
Call Agents Interest support processes call handling changes and hands-on practice line staff through training
and expectations procedures concerns about sessions.
increased workload
Store Operations Store Operations Low Power/Low Improved call Email Efficient support Limited interest in Email updates on Skepticism may Quarterly Highlight
Support Staff Support Staff Interest quality and reduced processes; the project and progress and expected hinder support improvements in
call volume Reduced potential skepticism benefits efficiency support processes.
workload
Store Managers Store Management Medium Power/High Improved service Email Clear Skepticism about Email updates on Skepticism from Store Monthly Emphasize benefits
Interest efficiency and call understanding of potential progress and expected Managers for Store
simplicity new procedures disruptions during benefits Management.
transition
Delivery Drivers Fleet Operations Low Power/Low Changes in support Meeting Clarity on new Skepticism about Meetings to discuss Skepticism from Quarterly Emphasize positive
Staff Interest processes and call procedures potential benefits and address front-line staff impact on daily tasks.
potential impact and benefits disruptions during concerns
transition
After Hours After Hours Support Low Power/Low Impact on call Meeting Clarity on Concerns about Meetings to discuss Resistance from After Bi-weekly Address concerns to
Support Team Staff Interest volume and changes in potential disruption changes and Hours Support maintain contract.
potential contract support processes to their contract expectations
changes
Snowplows External Contractors Low Power/Low Changes in Email Clarity on Concerns about Email updates on Skepticism may Quarterly Emphasize
Contractors Interest emergency support changes in potential disruption emergency support hinder support improvements in
processes emergency to their service procedures and efficiency emergency support.
procedures benefits
Customers External Customers Low Power/Low Simplified support Email Clarity on Limited interest and Periodic email updates Limited engagement Quarterly Maintain awareness
Interest processes and changes in potential skepticism on overall progress may lead to disinterest without
better service support and milestones overwhelming.
procedures
LESSON 3 – COMMUNICATION PLAN 7

Meeting Guidelines
1. Introduction and Roll Call:
• Start meetings with a brief roll call, allowing participants to introduce themselves and state their
roles.
• Encourage a brief personal or professional update to foster team connection.
2. Agenda and Document Distribution:
• Distribute meeting agendas in advance to provide participants with a clear understanding of the
discussion topics.
• Share relevant documents ahead of time to facilitate preparedness and informed contributions.
3. Preparation Based on Personality Styles:
• Recognize diverse personality styles within the team and encourage varied preparation methods.
• Tailor communication styles to accommodate different preferences, such as providing written
materials for those who prefer detailed information.
4. Meeting Minutes and Action Items:
• Commit to sending meeting minutes and action items promptly after each session, preferably within
24 hours.
• Clearly outline responsibilities and deadlines for action items to maintain accountability.
5. Virtual Meeting Guidelines:
• Set expectations for participants to join virtual meetings a few minutes early to ensure a timely start.
• Enforce a no-noise policy during virtual sessions to minimize distractions.
• Encourage the use of professional avatars or profile pictures for clear identification.
6. Engagement and Participation:
• Facilitate an inclusive environment that encourages active participation from all team members.
• Employ techniques to engage quieter team members, such as asking for input directly or utilizing
breakout sessions.
7. Time Management:
• Adhere to designated timeframes for each agenda item to respect participants' schedules.
• Implement timekeeping measures, like a visible countdown, to ensure meetings stay on track.
8. Decision-Making Process:
• Clearly define the decision-making process, whether by consensus, majority vote, or designated
leadership decisions.
• Encourage open dialogue but ensure decisions align with the project's goals and objectives.
9. Feedback Mechanisms:
• Establish regular opportunities for feedback on meeting processes and content.
• Encourage constructive criticism and suggestions for continuous improvement.
LESSON 3 – COMMUNICATION PLAN 8

10. Follow-up and Review:

• Schedule periodic meetings to review the effectiveness of the communication plan and meeting
guidelines.
• Adjust guidelines based on feedback and changing project dynamics.

Presentation Guidelines:
When creating reports for external stakeholders, vendors, or management, it's important to consider a few
rules to make sure the presentation meets the expectations of the audience and successfully communicates the
desired message:
1. Clarity and Simplicity: Provide information in an understandable, brief way. Speak clearly, stay away
from technical terms, and clarify difficult ideas as needed. Graphs, charts, and other visual aids help
to improve understanding.
2. Relevance to the Audience: Adapt the material to the needs and interests of the audience. Emphasize
important details that are directly related to their goals or worries.
3. Organization and Structure: Stick to a rational framework. To arrange information, use bullet points,
subheadings, and headings. Introduce the topic, highlight the main conclusions or goals, and offer any
actionable advice at the end.
4. Visual Appeal: Make use of professional and eye-catching design components. Throughout the
presentation, keep the styles, colors, and layout consistent. Without overpowering the text, the visuals
should complement it.
5. Data Interpretation and Accuracy: Make sure the information provided is current, correct, and
pertinent. Interpret and explain data elements to facilitate comprehension. Provide consistent labels
and citations to prevent misunderstandings.
6. Engagement and Interaction: If applicable, use interactive components such as Q&A sessions,
discussions, or multimedia to keep the audience interested.
7. Time management: Be mindful of the presentation's allotted time. Practice to ensure the information
is covered in the allotted time while leaving time for queries or conversations.
8. Backup and Technical Preparation: Make strategies in case of technical difficulties. Make sure that
all software, hardware, and presentation tools have been tested and are prepared in advance.
9. Feedback and Follow-Up: After the presentation, invite questions and comments. If more details or
an explanation are required, follow up.
10. Flexibility and Adaptability: Be ready to modify the presentation in response to audience feedback
or requests. An interaction might be more responsive and engaging when it is flexible.
LESSON 3 – COMMUNICATION PLAN 9

Project Status, Risks, Action Items Templates:

Attached below is a template for an executive status report, which is a document that highlights the
achievements made in a project over a specific period and measures these against the original plan. These
report serves as tools for project managers to furni8sh stakeholders with updates regarding the project’s
developments and to oversee factors such as expenses, risks, timelines and work completion.

Meeting Minutes Template:

Meeting Title: Implementation Strategy Meeting
Date and Time: January 15, 2023, 10:00 AM
Location: Corporate Office, Conference Room A
Chairperson: Paulette Larson
Attendees:
• Paulette Larson
• Rickey Spencer
• Francis Scott
• Max Fox
• Bill Caldwell
• Angela Stevens
• Janice Freeman
Agenda:
1. Review of Phase 1 Pilot Results
2. Discussion on Phase 2 and Phase 3 Implementation
3. Enhancements for Operational Efficiency
Discussion:
• Detailed notes on each agenda item go here.
Action Items:
1. Paulette Larson to provide insights on Phase 1 results - Due by January 20, 2023.
2. Angela Stevens to coordinate Phase 2 roll-out plan - Due by February 1, 2023.
3. Janice Freeman to compile feedback from Call Agents - Due by January 25, 2023.
Next Meeting: Date and Time: February 1, 2023, 11:00 AM
Location: Corporate Office, Conference Room B
LESSON 3 – COMMUNICATION PLAN 10

Project Status Report Template:

Project Title: Centralized Support Initiative
Reporting Period: January 1-15, 2023
Project Manager: Mr. Gaurav Salvi
Summary: The project is progressing as planned. Phase 1 pilot results are being analyzed.
Key Achievements:
• Successful completion of the Phase 1 pilot program.
• Positive feedback from store managers on the streamlined process.
Challenges:
• Some resistance from Call Agents due to increased call volume.
Upcoming Milestones:
• Initiation of Phase 2 implementation.
Financial Overview:
• Budget utilization within planned limits.

Risks Report Template:

Project Title: Centralized Support Initiative
Date: January 15, 2023
Risk Manager: Ms. Keerthana Eega
Identified Risks:
1. Resistance from Call Agents
2. Potential issues with phone number routing
Assessment:
1. Call Agent resistance is moderate, but ongoing communication is helping.
2. Phone number routing issues are low, and IT is actively monitoring.
Mitigation Strategies:
1. Regular communication and training sessions for Call Agents.
2. Continuous monitoring and quick resolution by the IT team.
Impact Analysis:
1. Moderate impact on project timelines if Call Agent resistance persists.
2. Low impact if phone number routing issues are resolved promptly.
Contingency Plans:
1. Identify additional resources for Call Agent support.
2. Implement backup routing mechanisms if issues persist.
LESSON 3 – COMMUNICATION PLAN 11

Action Items Tracker Template:

Project Title: Centralized Support Initiative
Date: January 15, 2023
Action Item Owner: Ms. Joanna
Action Item Description Deadline Status
1 Provide Phase 1 analysis report January 20, 2023 In Progress
2 Coordinate Phase 2 roll-out plan February 1, 2023 Not Started
3 Compile Call Agent feedback January 25, 2023 In Progress
Notes:
• Ongoing discussions with Call Agents to address concerns.

Minutes of Meeting
These are notes taken during a company’s or organization meeting. They are used to document the discussions,
decisions, and resulting action items. It is also the topic of discussion that transpired during the meeting.
Project Name Contact Centre
Date 12/03/2023
Time 10:00AM
Location Board room 3
Prepared by Secretary Contact Centre
Agenda Initial Customer Support Script Development
Presenter Technical Manager

Next Meeting
Date 12/07/2023
Time 10:00AM
Location Board room 3
Agenda To decide regarding the areas for the initial
phase of trials.

Project Status
Milestones Status
Project State GREEN
Sponsor Approved Achieved
Phase 1 Trial Regions Decided
1st Level Script Developed
LESSON 3 – COMMUNICATION PLAN 12

Summary: The project is generally progressing according to the planned schedule, except for some delays in
securing the necessary resources.

Project Components
Components Status
Task 1: Research and Analysis In progress
Task 2: Design and Development Completed
Task 3: Testing and Quality Assurance Delayed
Task 4: Resource Procurement Pending Approvals
Task 5: Documentation Not Stated

Project Risk

Project Issues Risks Mitigation Strategy

Inadequate efficiency in Inefficient processes may Implement centralized phone

asset management and disrupt operations, leading to number system and
repair processes delays in addressing asset- streamlined processes.
related issues and negatively
impacting store personnel’s
ability to focus on customer
service.
Employee burnout and Continued burnout and Implement initiatives to
frustration frustration may lead to support and address employee
decreased employee concerns.
engagement, impacting the
quality of service provided by
the Store Repair Support
team.
Concerns about increases An increased call volume Anticipate the increased call
call volume might lead to overwhelmed volume and plan for
call agents, potentially additional staffing.
impacting quality of customer
service.
LESSON 3 – COMMUNICATION PLAN 13

Glossary
1. Asset Analyst: Employees responsible for analyzing and managing various assets, including
buildings, mechanicals, fleet, and site-related components.
2. Call Agents: Staff members in the Contact Center responsible for handling support calls and inquiries
from store locations. Also referred to as Contact Center Agents.
3. Contact Center: The centralized department handling support calls and inquiries from store locations.
It encompasses Call Agents and associated management.
4. Centralized Phone Number: A single contact number introduced to streamline support calls from
store locations for three departments: Store Repair Support, Fleet Support, and Store Operations
Support.
5. After Hours Support Team: Definition: External team providing support outside normal business
hours, handling emergency calls and inquiries.
6. IMS (Incident Management System): An online system used for reporting and managing incidents,
including support requests received via email.
7. SM (Site Management): A system used for managing site-related information, possibly linked to
incident reporting and support.
8. Misdirected Calls: Calls that are routed to the wrong department or group, causing delays and
inefficiencies.
9. Cold Transfer: The practice of transferring a call without proper information or context, often leading
to further misdirection.
10. Employee Burnout: The state of prolonged physical and emotional exhaustion among employees,
resulting from prolonged high-stress levels and overwhelming workloads.
11. Change Management: A structured approach to transitioning individuals, teams, and organizations
from a current state to a desired future state, addressing potential resistance and ensuring successful
implementation.
12. Communication Matrix: A document outlining communication details for each stakeholder,
including the purpose, frequency, method, and responsible owner for communication.
13. Gantt Chart: A visual representation of a project schedule, showing tasks, milestones, and
dependencies over time.
14. Stakeholders: Individuals or groups with an interest or concern in the outcome of the project.
15. Operational Disruption: Disruptions in regular business operations that may lead to delays or
inefficiencies.
16. Employee Engagement: The extent to which employees are committed, involved, and enthusiastic
about their work and workplace.
LESSON 3 – COMMUNICATION PLAN 14

17. Workload Assessments: Evaluations of the amount of work assigned to employees to ensure it is
manageable and aligned with their roles.
18. Contract Renegotiation: The process of revising and adjusting the terms of a contract, typically due
to changes in project requirements or conditions.
19. Customer Service Quality: The level of excellence and effectiveness in providing services to
customers.
20. Stakeholder Resistance: Opposition or reluctance from stakeholders toward changes in processes,
structures, or systems.
21. Turnover: The rate at which employees leave the workforce and are replaced.
22. Feedback Mechanisms: Processes or systems put in place to collect and analyze feedback from
stakeholders.
23. Escalation Procedures: Formalized steps to be taken in case of conflicts, issues, or delays, often
involving higher levels of management.
LESSON 3 – COMMUNICATION PLAN 15

References
• Brown, K. (2020, June 15). Improving employee engagement in the workplace. Workplace Insights.
• Johnson, M. B. (2005). Streamlining support calls: A centralized approach. Journal of Business
Efficiency, 7(2), 123-145.
• Institute, P. M. (2021). Project Management Body of Knowledge 7th Edition. New York: Project
Management Institute.
• Smith, P. Alan. (2017). Stakeholder Engagement Framework. Information & Security: An
International Journal, 38(1), 35–45.
• Communication Matrix How-To & Template | Team Gantt. (2019). Teamgantt.com; Team Gantt.
• Carmicheal, K. (2021, January 19). How to write an effective communications plan.
Blog.hubspot.com.