Sample Project Communications Planby the ProjectExperts

Program or Project Communications can be one-time, periodic, or ad-hoc, and as-needed. This is a template for a large projects Communication Plan. Begin with this template; change or delete items as appropriate, and add any other information needed to assure complete and effecti e project communication planning.
What (The Content of the Communication) Initial Request Analysis #ro$ect %usti&ication; Business Case or 'eed &or the Initiati(e #ort&olio #rioriti-ation Why (Communication Purpose; then description See purpose codes below) Who (Responsible, in italics! then "udiences) When (Timin# or Periodicity) $o% (Typical &ethods of Communication)

A. Initial Communications
I, E. Determine Business Case E, G. )his is the &oundation o& appro(al and pro$ect continuation D, E. *(aluate Business Case! allocate Sta&& and other resources! and use &unds wisely G. Appro(al to #roceed I, E. *stablish Charter! i& used in the initiati(e1 build a stron and committed team E, I. 2nderstand the si-e o& an initiati(e! identi&y initial e&&ort and cost! and set timelines! typically &or alternati(e strate ies E ,I. Identi&y! e(aluate and recommend alternati(e approaches! timin s! sta in ! or delayin options! with stren ths and weaknesses o& the best alternati(es E ,I. Identi&y and mana e risk opportunities and threats! responses! and responsibilities &or administerin them I, D. A ree to hi h-le(el plan and commitments needed to achie(e it; Appro(al to #roceed ", E, I. 4et commitment to support chan es resultin &rom e&&ort I, E. Maintain e+ecuti(e awareness! thus retainin support I. 6btain o&&ers to assist in the e&&ort &rom (iable sellers I, E. Answer all buyer questions so all ha(e same in&ormation G. Submit an o&&er that wins the bid! Requestor, Leadership Team; Decision-Makers Requestor, Sponsor; *+ecuti(es! Decision-Makers Executives, Decision-Ma ers; Sponsor! .eadership )eam! Interested #arties Executives, Decision-Ma ers; Sponsor! .eadership )eam Sponsor; .eadership )eam1 )eam Members Leadership Team; Sponsor! Decision-Makers Leadership Team, Sponsor, Team Mem!ers; Decision-Makers! Interested #arties Leadership Team, Sponsor, Decision-Ma ers, Team Mem!ers; *+ecuti(es! Interested #arties Sponsor, Leadership Team, Decision-Ma ers; *+ecuti(es! Interested #arties Sponsor, Leadership Team; Interested #arties Sponsor; *+ecuti(es! Interested #arties #u$er; Seller #u$er; Seller Se%%er, Buyer! Decision-Makers 9! At Concept; then updated as it chan es As early as possible! updated with chan ed and,or appro(ed status At #ort&olio Analysis; may be recurrin ! i(en new! hi her priorities At Appro(al! or i& appro(al is later rescinded Day one o& initiati(e! or o& each sub-component As early as possible! updated with chan ed and,or appro(ed status As early as possible! updated at ma$or re(iew points! or upon chan es in plan As early as possible! updated at ma$or re(iew or risk reali-ation points As early as possible! updated with chan ed and,or appro(ed status As early as possible! updated with chan ed and,or appro(ed status 5ery early! and then on oin as needed 7hen a Buyer,Seller contract approach is an appropriate strate y 7hen a Buyer,Seller contract approach is an appropriate strate y 7hen a Buyer,Seller contract Documented Discussion! Analysis! "ormal Report Discussion; Analysis! In&ormal or "ormal Report Meetin ! Discussion! Analysis o& %usti&ication Meetin / Discussion! Decision Meetin ; Discussion! teambuildin e+ercises Meetin ; Discussion! multiple &orecastin methods; documented traceable results Meetin ; Structured Discussion! In&ormal Report Meetin ; Structured Discussion! In&ormal Report Meetin ; Structured Discussion! "ormal Report Meetin s! phone calls or Inter(iews; summary report #resentation! 5ideocast or Brie&in )ar eted Solicitation .etter to quali&ied Sellers Meetin with Discussion! Minutes "ormal Report! o&ten with

Initiati(e Authori-ation 0ick-o&& or Start-up Meetin Si-in or *stimatin ! *(aluatin Constraints and Assumptions Initiati(e Strate y or Approach Risk Assessment #oint

Initial or 3i h-.e(el #lan Stakeholder *+pectations *+ecuti(e #resentations or Brie&in Request &or #roposal Bidders8 Meetin #roposal

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Contract Award

meets buyer needs! and achie(es seller purposes D, G. Reco ni-e le al acceptance o& buyer8s bid or proposal

*+ecuti(es? #u$er, Decision-Ma ers; Seller! Sponsor! Interested #arties! 9! *+ecuti(es?

approach is an appropriate strate y 7hen a Buyer,Seller contract approach is an appropriate strate y

presentation Meetin with audit trail in a "ormal Report

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What (The Content of the Communication) *ach #hase #lan 7ork #acka e Assi nment Indi(idual )ime Reportin Indi(idual Status Reportin

Why (Communication Purpose; then description See purpose codes below)

Who (Responsible! in italics! then "udiences)

When (Timin# or Periodicity)

$o% (Typical &ethods of Communication)

B. Recurring Communications
E, I. Identi&y timin s! resources needed &or ne+t phase@sA I, E. Dele ate and understand assi nments well enou h to estimate them accurately E, G. Accurately report e&&ort e+pended and cost consumed! with estimates to complete I, E. *ach team member summari-es status on all open and pendin assi nments ", E. #ro-acti(ely collect current in&ormation &rom team! without micromana in E. A sa&e way! either anonymous or si ned! &or team members to share perspecti(es! attitudes! concerns! questions and accomplishments ", E. 3elps to correlate multiple data or in&ormation points! and drill down to details! where needed! to see true status I. Raise Issues that a&&ect pro$ect success1 analy-e their impact1 track open issues D. Resol(e open Issues be&ore they impact the initiati(e E, I. A request or required chan e D, G1 Appro(e and &und a needed chan e! acceptin impact on initiati(e time and cost G1 Identi&y current status and planned end date and cost; includes open issues! accomplishments! and a hi h le(el schedule D. Implement or identi&y Risk Responses to miti ate impact or reco(er I. In&orm about pro ress and or ani-ational chan e impacts I. Impro(e )reasury cash&low mana ement e&&iciency and assure on oin &undin Leadership Team, Team Mem!ers; Sponsor! DecisionMakers! Interested #arties Leadership Team, Team Mem!ers; Interested #arties 9! Seller? Team Mem!ers; .eadership )eam Team Mem!ers; .eadership )eam! Interested #arties At phase start! updated with appro(ed chan es #hase start or within phase &or work packa e details Daily &or assi nment e&&ort and as needed &or chan es in assumptions #eriodic! weekly or bi-weekly &or current assi nments! or as identi&ied in plan 6n an on oin basis; problems occur when you are not watchin 6n an on oin basis! and as needed1 *specially important to obser(e acti(ity le(el and content when team is in Ccrunch modeD 6n a re ular basis! dependin on pro$ect ur ency; weekly or biweekly 7hen Issues 6ccur 7hen Issues 6ccur! and be&ore they impact the pro$ect 7hen Chan es 'eeded #eriodically re(iew and resol(e e(aluated chan es 7eekly or in a cycle identi&ied in the plan Meetin or collaboration with in&ormal report Meetin or collaboration with in&ormal report )ime sheets with retention rules; automated entry In&ormal report &or all current e&&orts; ideally! use o& ta ed BM. routes each item to the appropriate pro$ect mana er Random or tar eted discussion 7ikis are per&ect &or this! because they can be posted by indi(idual or anonymously Meetin with discussion! in&ormal minutes; summari-ed in #ro$ect .o "ormal report and lo o& open issues and their latest status "ormal report and impact o& issues resol(ed too late Discussion! analysis o& impact "ormal report and recommend; pro$ect impact and resolution "ormal report or electronic report! with brie&in &or decision-makers who are listeners Discussion! analysis! action! in&ormal or &ormal report *lectronic or paper newsletters! reports! or (ideo,podcasts "ormal report or email with a trail

Mana in By 7anderin Around #ro$ect )eam Diary

Leadership Team; )eam Members! Interested #arties Team Mem!ers, Leadership Team; Interested #arties Leadership Team; )eam Members! Interested #arties Team Mem!ers; Sponsor! Decision-Makers! Interested #arties Sponsor, Leadership Team; Decision-Makers! Interested #arties Requestor; .eadership )eam Sponsor, Decision-Ma ers; .eadership )eam 9! *+ecuti(es? Leadership Team; )eam Members! Sponsor! DecisionMakers 9! Seller? Leadership Team; Sponsor! Decision-Makers! #M6 9! Sellers? Leadership Team, Sponsor; Interested #arties Leadership Team, Sponsor; Decision-Makers 9! *+ecuti(es?

)eam Status Meetin s

Issue Reportin and .o in Issue Resolution

Chan e 6rder or Chan e Request Chan e Authori-ation Status Report! with per&ormance analysis! updated &orecasts Risk Reali-ation #oint or Risk )ri er occurs )ar eted Stakeholder #resentations or 'ewsletters "undin Requirements Status 2pdate

As Risks are Reali-ed Monthly! or as identi&ied in Communication #lan Monthly! or as identi&ied in Communication #lan

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Stop.i ht! )hermometer! Countdown or Burndown Charts #ress Releases! 'ewspaper Inter(iews or Articles

I. 5isually show pro ress in results! and,or time or cost used! to maintain e+citement with those who pre&er charts to numbers I. "or pro$ects with public interested parties! to maintain popular support and interest

Leadership Team; Sponsor! Interested #arties 9! *+ecuti(es?

Monthly! or as identi&ied in Communication #lan

Sponsor, Decision-Ma ers; Interested #arties! )eam Members

I& needed! e(ery E-F weeks @or the limits o& public attention spanA

4raphic representation on #ro$ect Room walls! in presentations or electronic reports *lectronic or paper updates sent to appropriate media

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What (The Content of the Communication) Guality Assurance Re(iew or Acceptance Re(iew 7ork #acka e Closeout #ro ress and #rocess Audit Milestone or Sta e4ate Re(iew #ro ress Report .essons .earned

Why (Communication Purpose; then description See purpose codes below)

Who (Responsible! in italics! then "udiences)

When (Timin# or Periodicity)

$o% (Typical &ethods of Communication)

C. Close-out Communications (assignment, phase or project)

I, D, G. 5eri&y completeness! acceptability and correctness o& incremental results E. Accept incremental results and discuss process impro(ements E, G. Assure that appropriate processes are bein applied! and pro ress reportin is use&ul! accurate! and is bein used D, G. Appro(e results to date! and appro(al to proceed! re(ise or cancel I. #romote the initiati(e! reco ni-e accomplishments ", E. Capture and apply the most important .essons .earned &or later in this initiati(e! and &or later initiati(es I. Reward all stakeholders &or phase and initiati(e results E, G. "ormally accept seller results and authori-e payments E, D, G. "ormally end the initiati(e and accept its product@sA E, D, G. *(aluate process and products! assurin intended bene&its are bein captured; ad$ust i& not Experts, Leadership Team; Interested #arties! )eam Members 9! Decision-Makers? Leadership Team; )eam Members 9! Seller? &M', (uditors; .eadership )eam! Sponsor! Decision-Makers 9! *+ecuti(es? Sponsor, Decision-Ma ers; .eadership )eam! )eam Members Leadership Team; *+ecuti(es! Interested #arties! )eam Members Leadership Team, Team Mem!ers; Sponsor! DecisionMakers! Interested #arties Sponsor; )eam Members! .eadership )eam! Interested #arties #u$er, Decision-Ma ers; Seller! Interested #arties Sponsor, Decision-Ma ers; .eadership )eam! )eam Members! Interested #arties Decision-Ma ers, Sponsor; *+ecuti(es! .eadership )eam! Interested #arties At completion o& 7ork #acka es or key results within a phase At completion o& 7ork #acka es or assi nments Be&ore ma$or Milestones or Sta e4ate re(iews! or at most each F-;> weeks! dependin on initiati(e si-e At Ma$or Milestones or Sta e-4ate appro(als; no more than >-H months apart in most pro$ects *(ery E-F weeks *nd o& each phase! sta e! and subset; summary at end o& initiati(e *nd o& each phase! sta e! and subset; ma$or celebration at &inal end *nd o& each contract *nd o& each pro$ect in an initiati(e; end o& pro ram &or those that do end @some ha(e an on oin portionA 7ithin a prede&ined period a&ter initiati(e end! usually at least one business cycle! and o&ten at least >IJ o& the initiati(e8s duration a&ter #rede&ined period a&ter initiati(e end! usually at least one business cycle 7hen promised initiati(e bene&its ha(e been reali-ed "ormal report with appro(al or! open items and tracked closure Discussion and in&ormal documentation o& results Discussion! e(aluation o& documentation! analysis; in&ormal or "ormal report! as needed Meetin with decision and a "ormal report to document the outcome *lectronic or paper publication o& pro$ect accomplishments Solicitation! then discussion! o& .essons .earned; analysis and then in&ormal reportin Best le&t undocumented! e+cept to identi&y who appro(ed it .e ally-bindin "ormal report! sub$ect to retention periods Meetin with discussion and a reement that the e&&ort has or has not deli(ered to needs; "ormal report produced Meet to e(aluate process and results! identi&yin any ad$ustments needed to achie(e bene&its; "ormal report produced "ormal report e(aluatin the e+tent to which promised bene&its met or e+ceeded 'one! e+cept &or &inancial impact &or &uture pro$ect bud ets

)eam Celebration Contract Closeout #ro$ect Closure

#ost-#ro$ect *(aluation

Bene&it Reali-ation Bonuses K Rewards; e1 1/ a H-week (acation to *+otic #laces

", E, G. *(aluate results to assure promised bene&its reali-ed D. Reward all who contributed to success! to encoura e &uture successes

Sponsor, Executives; Interested #arties! .eadership )eam! )eam Members Decision-Ma ers, Sponsor; *+ecuti(es! .eadership )eam! )eam Members! Interested #arties

Based on the work o& S1 4o&&! )he #ro$ect 4uide; ;<<= CommentsL GuestionsL Contact Stacy 4o&&! www1#ro$ect*+perts1com

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'ey To The "bbre(iations )sed *n The "bo(e &atrix

Why+ Communication Purpose codes " "o%%ect In&ormation &rom others! while increasin their ownership stake in the pro$ect D Decide/ Action Required; persuade others to take action/ to in&luence a mana er to decide to resol(e an issue E Exchan)e In&ormation/ Dialo ue! to arri(e at mutually a reeable ways to respond to Issues or Risks G Govern* #ro$ect 4o(ernance! to meet le al! re ulatory! enterprise policy or standard process requirements I In+orm others! and et their commitment! causin all interested parties or stakeholders to en a e in the pro$ect! to want it to succeed! and to help assure that it meets their needs Who+ Responsible! in italics! and "udiences )he Whos in ita%ics are Responsible1 )he others are the tar et audiences1 "dditional ,otes/ Sponsor could be multiple persons! &rom multiple enterprises; or they could be a Steerin Committee (uditors could be Internal or *+ternal ,e$ Decision Ma ers include mana ers o& internal team members within or beyond the Sponsor8s control! or man ers in the Seller or ani-ation Executives include Mana ement in the top se(eral le(els o& the enterprise Interested &arties include Stakeholders and internal Customers Leadership Team includes #ro ram and,or #ro$ect Mana ers! )eam .eads! and internal #M68s &M' is an o&&icial or in&ormal #ro$ect or #ro ram Mana ement 6&&ice Sellers also include any Subcontractors Experts means Sub$ect Area *+perts When+ Timin# or Periodicity )he ma$ority o& the items are recurrin ! with as-needed updates a&ter initial establishment; some are adhoc or as-needed1 $o%+ &ethods of Communication )he methods depend on whether a topic is &ormal or in&ormal! and whether communication is within or beyond the team1 Communications may ha(e retention requirements1 -ormal .eports and Proceedin#s can use paper! or be electronic with access and trackin controls1 )hey usually must lea(e an audit trail1 *nformal .eports can be paper or electronic; i& electronic! pro$ect wikis or collaborati(e so&tware can be use&ul1 &eetin#s can be (irtual or onsite; dependin on their purpose! their results are either "ormal or In&ormal1 /iscussions and Phone Calls rarely lea(e a documentation trail unless they are part o& a &ormal e(ent1 Emails lea(e a trail and ha(e retention requirements! while te+t messa in typically does not @currentlyA1

"dditional Comments The !atri" reflects one area of communication# that needed for the Project Processes. The communication plan for Project Products is separate, and highly dependent on the subject area of the project. $or e"ample, projects managed by Contract %ellers who ha e multiple %trategic Partners will ha e e en more topics, or &hats. 'lso, the way the Product information is stored may ary by the application area, as some (or many) emerging ser ices pro ide full-life-cycle configuration management of this information. The usefulness of this %ample Communications Plan also depends on the P! Competence of the *nterprise or organi+ation using it. $or e"ample, in some organi+ations %ponsors and ,ey -ecision !a,ers may not be prepared to accept responsibility for success to the e"tent we e"pect them to. .n that case, those responsibilities drift downward, to e"ceptional !anagers and ,ey indi iduals in the /eadership Team. %imilarly, in some organi+ations, Team !embers feel that managing their own part of the initiati e is not their responsibility, but that of the Project !anager or Team /eads. This particular challenge to effecti e communication re0uires time and patience to o ercome, but is possible in most *nterprises. %ome of the items are only important in certain circumstances. $or e"ample, the Buyer1%eller items are only applicable if the initiati e in ol es contracts. .f that is the case, there could be multiple instances of these items. %imilarly, if the funds are not significant (and this is ery relati e, depending on the *nterprise) there may be little need to pro ide a $unding 2e0uirements %tatus 3pdate. $inally, there may be many more *nterprise-uni0ue items that you should add to this sample.
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