Communication Plan

Project Communication Plan for PJ Enterprises Customer-Focused Operator Training

This project entails the design, development and implementation of a self-paced eLearning training solution for customer service operators and supervisors within PJ Enterprises. The training is designed to improve service at initial point of contact with customers and carry through in all relations with them. It will apply industry best practices in three main areas of customer service soft-skills: (1) telephone etiquette; (2) thorough, yet efficient, processing of orders, inquiries and complaints; and (3) funneling customer support issues through the chain of command. The purpose of the project communication plan is to ensure that proper channels are in place to keep all stakeholders apprised of the current status of the project and to provide an avenue for communicating risks, scope changes, quality control issues, etc., to the project team. Something Spectacular recognizes that this is PJ Enterprises project. Adequate updates and timely input throughout the design and development process will ensure the success of the project and keep PJ Enterprises from costly changes due to poor communication.

Communication Objectives

Increasing stakeholder awareness Improving team efficiency and productivity Maintaining management sponsorship and buy-in throughout the process

Communication Channels For this project, the following communication methods will be employed for collaborating with the team and communicating with major stakeholders: Email communication (submission of change requests, risk alerts, periodic updates, and any other official/formal communication) all email will be directed to the Project Manager and forwarded by her to appropriate person. Copies of all subsequent email exchanges will be forwarded to Project Manager. Basecamp project collaboration web tool (with activation of client access to relevant discussions and/or time schedules) most discussions and collaboration on deliverables will take place on Basecamp. Change request forms will also be available online. Face-to-Face or Online Meetings in person at Something Spectacular offices or via ooVoo video conferencing.

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Communication Plan

Communication Guidelines

All messages will be audience-specific Every key message will be communicated formally (not through casual conversation) Messages will be distributed through the appropriate channel The team will communicate what people need to know before they need to know it All critical communications from Something Spectacular must be approved by the Project Manager prior to distribution Project-wide meetings will be held at all important milestones Regular, unbiased reporting will be undertaken The project team will listen and respond to feedback
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Key Messages

The following key messages are critical to the success of the team and will be woven into the communication events listed on the communications schedule below. Project status reportswhether the project is currently operating within the agreed schedule, budget and quality targets. Project issuesthe impact of the issues currently affecting the project and the actions taken to resolve them. Project risksthe high level risks which may affect the project and the actions taken to mitigate, avoid or reduce them. Project deliverablesthe deliverables completed to date and the items which are scheduled for completion within the next reporting period. Project resourcesthe overall level of resourcing in relation to the Resource Plan and any resource constraints currently affecting the project.

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Communication Feedback Measures As part of the on-going formative evaluation process, a suite of feedback measures to evaluate the level of successful communication (determining whether the right information was distributed to the right people at the right time) will be put in place. If the feedback is positive and all of the criteria are met, then the event will be deemed a success. However, if feedback shows that certain success criteria are not met, an alternative communications event or message distribution plan may need to take place to correct any issues raised. The following measures to gather feedback on communications events will be used: Questionnaires / Feedback forms: At the conclusion of each meeting all attendees will be asked to fill out a short anonymous feedback form. The form will specifically ask if there were any potential areas of misunderstanding, if the communication was effective, and if all their questions were answered. A few specific questions relating to the content of the meeting or communication will be asked to assess whether or not significant messages were received. Telephone surveys: At critical milestones, telephone surveys may be conducted with key stakeholders, using open-ended to questions to assess the quality and effectiveness of communication.
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Communication Success Criteria

The following criteria will be used to judge the success of the communication event, based on feedback from questionnaires: The message reached its intended audience The message was distributed through the planned channel The output reached the intended audience on schedule The distribution was effective The message achieved the desired effect The message addressed the information requirements of the audience The message was received as honest and trustworthy There were no complaints received

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Communication Events/Schedule

What A. Distribute Project Plan

Who/Target All stakeholders

Purpose Distribute Plan to alert stakeholders of project scope and to gain buy-in.

When/Frequency Before kick-off meeting

Type/Method(s) Document distributed electronically via email and web-based collaboration tool Meeting

B. Project Kick Off

All stakeholders

Communicate plans and stakeholder roles/responsibilities. Encourage communication among stakeholders. Update stakeholders on progress of the project.

At or near project start date

C. Status Reports

All stakeholders and project team members

Monthly

Distribute electronically and distribute via email and web-based collaboration tool. Use Status Report newsletter template. Meeting

D. Team Meetings

Entire project team. Individual meetings for sub-teams, technical team, and functional teams as appropriate.

To review detailed plans (tasks, assignments, and action items).

Weekly for the entire team. Weekly or bi-weekly for sub-teams as appropriate.

E. Sponsor Meetings

Sponsor(s) and Project Manager

Update Sponsor(s) on status and discuss critical issues. Seek approval for changes to project plan. To decide which change requests will and will not be incorporated into the project.

Monthly and also as needed when issues cannot be resolved or changes need to be made to project plan. Every other Wednesday throughout project lifecycle, as needed.

Meeting

F. Change Control Board

Sponsor, Project Manager, Change Control Manager

Meeting

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G. Audit/Review Project Office, Project Manager, select stakeholders, and possibly Sponsor(s) if necessary. Project Office, Project Manager, key stakeholders, and sponsor(s). All supervisors, training staff, technical staff and department heads Review status reports, issues, and risks. To identify and communicate potential risks and issues that may affect the schedule, budget, or deliverables. Identify improvement plans, lessons learned, what worked and what could have gone better. Review accomplishments. To update external groups to promote communication and create awareness of project interdependencies. To gain input from special groups and keep them abreast of the projects status. Monthly or as needed Meeting/Report Project Office will produce report using their template.

H. Post Project Review

End of Project or end of major phase

Meeting/Report Project Office will produce report. Presentation/Demonstration /Discussion

I. Presentations

At project milestones so as to communicate with other interested parties of changes that will be introduced outside of the project team, or once product has enough to show. As we complete critical phases or make major enhancements. As needed

J. Other

To be determined by the project team

General communications

Lunch n Learns, email lists, announcements, etc.

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Communication Responsibility List: The following chart outlines who is responsible for what level of communication for the duration of this project. Event letter designations correspond to letters in the event/schedule below. Key: A = Accountable for communication event (as marked in green) R = Receives communications materials, takes part in meetings (as marked in yellow) M = Monitors communications process and provides feedback (as marked in orange). Event A B C D E F G H I A A A R A A R R A M M M R R R A Project Sponsor: Paul C. R A R Project Manager: Bev V. A A A A A Project Team R A R R M A R R Communication Manager M M A Key Stakeholders R R R Change Control Board R R R R

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Assumptions and Risks Assumptions The following assumptions have been made during the creation of this Communications Plan: Risks The following risks were identified during the creation of this Communications Plan: Key communications resources leave during the project. The requirements for communication change during the project. The list of project stakeholders changes throughout the project. There are adequate resources available to complete the assigned tasks. The timeframes listed in the Communications Schedule are satisfactory. The required budget is available to complete the tasks needed.
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Communications Plan template from Method123: http://www.method123.com/communication-process.php Project Communication Plan template, Princeton University: http://web.princeton.edu/sites/ppo/PMCommunicationPlan.doc

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