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sents) ae Msrctorsysseetcuend Of the 2in 5 projects SU Tacl eMac diar|) goals, 1 of the 2do so Drs EKel aa iC taih( eae ay Successful [J Unsuccessful Due toinettective cn Eorcel Pecans Cracking the Code Portion of projects by high performers* with formal communications plans Portion of projects by low performers** with formal communications plans ‘organizations that complete 60 percent or more prejectson ime on budget andin inewith orignal goals + rorgerizatons that complete 60 percent or fewer frojets entre, on budget and inline with orga goals The Opposition restr? Se * already have generic espe ed isto rs pat communications renner Be Protocols in place ee Plan of Attack Lay out the basics Consider some fundamentals: + An overview of project goals + Nuts-and-bolts details on project execution, including deadlines + Potential project risks and contingency plans i Determining and documenting a project profile makes it easier to develop a communications 1 lan aligned with the project's size and complexity. “A plan can be as basic as identifying the planalig proj plexky. fying ' ‘time and day to deliver certain information, or as complex as diagrams illustrating tear 1 member responsibilities and the frequency of progress reports,” says Ms. Soares. Sometimes the executive team’s grand vision for a project gets lost in translation. Every communications plan should include ways to bring strategy down to earth for team members. David Sargent, PMP, senior project manager for software company OpenText in London, England, 1 supported and attended monthly town hall meetings with senior management on a recent 1 project. "[Executives would] reiterate the project’s importance and the impact it would have,” 1 he says. “For the people doing the hands-on work, the meetings gave an opportunity to get 7 answers from senior stakeholders directly.” Armed with that understanding, project, managers can better speak the language of business, not project jargon. SN Map the information flow XX HK _H_—_ Plot out exactly what information needs to be shared, and when and a how it will go out. For instance: "On Monday afternoons at 3:00, Alice Fe ernalls stants update eMeteaienie 0 OO _ Soourse, the only way that really works is to outline communications preferences for the sponsor, stakeholders and team members. Mr. DeLangle recommends polling everyone —and asking for specifics. One team member may want a phone call if an immediate response is required, while an email might be just fine for less urgent matters. “The method and frequency of communication need to befit the audience,” says Mr. Sargent. O.