Communication Plan Outline

BUS/475

All communications will contain the following criteria to be documented within the Business communication plan/template.

Date (current date) Purpose (define the purpose, and goals of the communication) Communication Type (formal or informal communication, how is the communication being delivered ie. email, face to face, letter, phone) Objective (define mission, direction, and goals)

The following will address additional information according to the type of audience the communications are with. In addition to the General communication requirements the following communications are recommended for professional communications to occur.

Internal communications (define if it is formal or informal, frequency of the communication, plan, time frame suggested, and follow up/status.) External Communication (Define if it is a formal or informal communication, confirm how or if the communications will have an effect on the business, time frame for completion, plan, response time, follow up.) Stakeholder Communication (classified as formal communication, meetings will be held fact to face or via teleconference, frequency will be quarterly the week following the board meeting, a recorder/secretary will be present and take notes, minutes of the meeting will be disseminated to all stakeholders within 48 hours following the meeting, old or unfinished building from the previous quarter will require updating.)

Board Meetings (classified as formal communication, meetings will be held face to face or via teleconference, frequency will be quarterly, a recorder/secretary will be present and take notes,

minutes of the meeting will be disseminated to all board members within 48 hours following the meeting, old or unfinished building from the previous quarter will require updating.) Team Meetings (meetings to be scheduled that is focused on group communication. Whether it be to establish a plan, goal, or implementation, it is to focus on group communication rather than individuals.) Individual Meetings (meetings conducted per individual person with the focus on either what needs to be done or ongoing issues. It is communication with the focus of informing one person.) Project Meeting (meetings conducted for how to engage the plan. This is based on not just how to complete the objective, but how to do it efficiently and minimize errors as much as possible.) Functions Marketing, Finance and Operations

mm

Communications Planning Companies worldwide have become increasingly aware of the importance of communicating with the stakeholders, sponsors and project teams. As per a study conducted by BULL, 57 percent of project failures resulted from bad communications among stakeholders (Kliem, 2008). Effective communication is one of the key skills for the project managers. Therefore, all communications needs to be thoroughly planned, implemented and controlled. Communications planning has a major impact on the outcome of project endeavors. Consequently, project managers can help ensure the success of their projects by maintaining effective communications at all levels in their organization (Khan, 2003). What is Communication Planning? Project Communications Planning involves documenting the communication needs and expectations of the stakeholders: who they are, what is their level of interest and influence on the project, who needs what information, when they will need it, and how it will be given to them (Sharma, 2010). It is an activity that allows defining specific behaviors and selecting techniques to gather, manage, delegate and review stakeholder information. Planning communications can be a subsidiary process of determining project stakeholder information and using communications channels to exchange that information between all stakeholders and the project management team. Effective use of communications planning results in increased levels of trust, improved alignment throughout all levels, better two-way communications, and the achievement of lasting results. Proper use of it will also eliminate potential risks like over communicating and under communicating with the teams and the stakeholders. This paper will seek to understand the communications planning in a project management environment by: (1) Tracing the origin of communications planning, (2) Learning about the inputs of communications planning, (3) Noting the tools and techniques project managers use, (4) Discussing its outputs, and (4) Expressing the barriers of effective communication and how they are managed. The Origins of Communications Planning The formal origins of communication planning can be traced back to 1997 and the formulation of Ogilvys 360-degree- philosophy. Following on Ogilvys heels, Unilever developed its fish process, which later became the ABC process and within which communications planning as a discipline was created. (Taylor, 2005, p.4) Few years back, Unilever took initiative to revamp its whole approach to develop brand communication, which Added Value supported in its own modest way. Even though, these two companies were well ahead of the curve and were the formal pioneers in this area, other clients had also been doing it, informally, for even longer, but just hadnt made so much noise about it. This was particularly the case (and still is) with many business brands. At global level, Unilever introduced the name communication channel planning. Like many pioneers, its first-mover term has been widely adopted and the communication channel planning is now a generic term in many countries- in Australia, South Africa, Asia and North America (Taylor, 2005). Communications Planning: Inputs

Effective communication can only be achieved if all specifics of the project environment are considered. Hence, while planning communications, one should gather the following inputs. (1) Enterprise environmental factors, (2) Organizational process, (3) Project stakeholder register, and (4) The project stakeholder management strategy First, any external or internal environmental factors that can influence the projects success such as organizational culture and structure, infrastructure, existing resources and communication technology should be considered as they can potentially impact the project. Second, organization process assets- this represents the process-related assets, procedures, guidelines and requirements from any of the organizations involved in the project that can be leveraged for the projects success. For instance, the knowledge learned and documented from previous organizational endeavors, standard guidelines such as project closure, acceptance criteria, etc. Historically information and lessons learned can be crucial because they can be used for wisely planning the communication based on past experience (Sanghera, 2010). Third, stakeholder register is another factor to be taken into account while planning communications. During the course of the project, stakeholders are often identified and their role or interest may change due to changes in business priorities or reorganizations. The stakeholder register tracks these changes and guides the manager in making decisions with respect to stakeholder communications planning. Fourth, the communication management plan needs to incorporate the stakeholder management strategy which describes the approach for determining the communication strategy to be used with each stakeholder or increase the support of stakeholders in the project or to mitigate the risks or remove the obstacles that stakeholders can cause. When a project leader uses the appropriate inputs for communications planning, he will set a solid foundation for the communications management plan.

Communications Planning: Tools and Techniques Teams should be armed with right tools and techniques for the success of the project. There are some common yet effective tools such as stakeholder analysis, communication requirements and communication technology that can be used for planning communications. Stakeholder Analysis The first step in determining the target for any communications is to identify who will receive the messages, (i.e who the stakeholders are for the project). The Project Management Institute defines stakeholders as those people who are actively involved in the project, or whose interests may be

affected by as a result of the project completion or execution. The whole foundation for creating a communication plan stems from an understanding of with whom one is communicating to (Campbell, 2009 p. 60). Communications Requirement Analysis Communication requirements must be thought through from all angles and this forms an important part of communication planning process. Communication requirement analysis generates the communication needs of the project stakeholders. Communication requirements may define the type of information and the format in which it should be delivered. The analysis of requirements will also emphasize its importance for instance fulfillment of this requirement will significantly contribute to the overall success of the project, or lack of it will result in the failure of the project or one of its components. Therefore, one of the purposes of communication requirement analysis is to optimize the use of resources in communication (Sanghera, 2010). Communications Technology The communication technology or the methodology used to communicate with the stakeholders depends on the communication needs and the nature of the information. The information transfer (to and from) among project stakeholders differs extensively: such as succinct conversations to formal meetings, and from simple written documents/ communications to immediately accessible online schedules and databases. A projects communication technology can be affected in various ways due to the various options which includes: (1) the urgency of the information, (2) technology options, (3) project staffing requirements, (4) project duration - is technology likely to change before the project is over (Sanghera, 2010). Communications Planning: Outputs The primary objective of the communication management is to create a detailed communication plan outlining how the information will be distributed to the key stakeholders, the delivery timeframe, delivery mechanisms and frequency to inform the team members, stakeholders and sponsors, etc. The main output of these planning sessions will produce communications management plan. Communications Management Plan A communications management plan defines the communication expectations, needs, and plans for the project. It specifies what information will be communicated, when and how it will be communicated, and who will communicate it and to whom. The document should include crucial information on the following: Communication requirements of the project stakeholders A description of the information to be distributed including content, format, and level of details Who will communicate the information, who will receive it and why

The person responsible for authorizing release of confidential information

Channel of communication that will be used such as email, presentation and press release and frequency of communication such as daily or weekly level Escalation matrix for the issues that cannot be resolved at a lower staff level, such as project

A glossary of common communication terminology

Methods for updating and refining the communication management plan as the project progresses and develop. The communication plan may also include technology requirements plan. Communication constraints (Sanghera, 2010).

Updates to Project Documents Communication planning may result in necessary changes in the project schedule, stakeholder register, and stakeholder management strategy documents, as the project progresses. Barriers to Effective Communication There can be many barriers to communications and these hurdles may come in various forms. For instance, on a macro level this includes geography, language, and culture. On a micro level these are much more subtle such as communication channel, technical definition or jargon used in communications. In planning various communications with key stakeholders, a project manager must keep in mind variety of barriers (Campbell, 2009). Communication in Global and Virtual Environment One of the major challenges for project managers is leading a virtual or global team. The social dynamics of virtual team members in relation to each other is an area of concern for the project manager, when face-to-face contacts are few and far between and where communications and discussions are conducted via cyberspace using electronic mail, groupware such as Lotus Notes, telephone, and video-conferencing technologies. (Gillard, 2005, p.41) Communication among virtual team is more demanding because of the challenges that arise from personnel being dispersed and not having face-to-face communication. It can be challenging to keep all project members abreast of project status and key activities in any project. In the case of global projects, differences in culture, language, and time make it even more difficult. A communications plan, regular communications and use of e-mail and other collaborative tools are essential components of communications management for successful global projects. A formal internal and external communications plan should be put in place at the start of the project and updated periodically. The internal communications plan specifies the types of communications, frequency,

responsible parties, method of distribution and procedure for archival within the project team. The external communications plan deals with communications outside the project team and includes communications such as management reports, status reports to project stakeholders, press, consultants and the general public. Establishing a formal plan and conducting regular meetings can help global project team avoid many problems and misunderstandings (Thomas, et al., n.d). Channel Barriers Windhal et al., (1992) conclude that a common problem in planned communication is that the choice of medium is made too early in the process. This is beginning the communication planning process at the wrong end. It is essential in ensuring that effective and efficient communication is also responsive and responsible that the strategic role of communication activities (means/mode) is examined and judged prior to the tactical selection of media. Ray, (1973) points out that the analysis should focus on the impact of communicating in particular nodes, using particular means (methods and tools), and in particular styles, at the point of interaction. In measuring results of communication activities, the total communication system has to be considered (i.e the linear hierarchy of communication effects- awareness, attitude change behavioral change- does not always occur) (Planning, 2001, p. 314). Evaluation can be done in a planned manner or on ad hoc basis as part of the management process. Resource use control is essential if planned communication is to have a desirable impact among a diverse group of stakeholders. Review and evaluation also opens up doors for learning, problem-solving, development and refinement. Managers mostly evaluate communication activities and programs to check that communication objectives are being fulfilled and that communication strategies in place have had the desired effect(s) (Planning, 2001). The project manager needs to determine the most appropriate communication method to have effective communication in a project driven environment. Communication channels are important in creating an atmosphere for successful implementation. Additionally, communication requirements should be reviewed from time to time over the projects duration. What dictates this are the underline dynamics that cause changes in information needs of project team members. The aim of effective communications planning is to promote team spirit and mutual cooperation among team members, remove distrust and provide a stable platform for project success. (Khan, 2003) Cultural Differences Cultural differences can become another obstacle to effective communications. According to Souder (1977), the term cultural differences describe differences in both thought words and languages. An immediate influence of these cultural differences is that cross-functional team focus on different facets of a problem and interprets information differently. Cultural differences present a great potential for miscommunication, miscomprehension, and distortion, all which hinder integration. Speece and Suwannaporn (2004), adds that different culture individuals are likely to be perceived as the out-group, disrupting information flow and reducing organizational learning. Similarly, Frankwick, Walker and Ward, (1994) points out that in worst scenario, these cultural differences lead to political maneuvering and defensive behavior across functions (Song, 2010, p.387)

Some managers emphasize that project leaders must not only understand the cultural differences that exist, but they must also learn about as many of these obstacles as possible before project starts. As a leader, you have to understand those styles so that you know to effectively work with your team, Mr. Tarne says. (Bouley, 2006, p.22) For instance, some people may come from more reserved cultures where leaders are rarely questioned, and so they might not bring up potential problems in the project. Tarner further discussed, that the project leader should ask team members about their culture, viewpoints, and expectations for their leaders and themselves as to avoid and learn about any sort of potential differences. This will help head off surprises later, and may help with team-building, and trust as well (Bouley, 2006). Preferences for communication media, contents and frequency differ widely within a culture, so a project manager should take these into account while developing communication matrix and plan. Semantics Understanding terms and phrases are critical to communication, and nearly every language is fraught with multiple meanings for each word. Project managers should be aware that the IT personnel and user/managers literally speak different languages-one the jargon of IT and other the semantics of management. The greater the semantics gap, the more communicative effort required to establish the semantic equivalence necessary for user and developer to understand each other in systems development. (Gillard, 2005, p. 39) The successful project leader will make adjustments and will use only terminology and jargons that are used by the stakeholders of the communication plan. Avoid or explain terms that constitute professional jargon; restate new or complex information; ask the receiver for feedback to ensure understanding; gauge the audiences familiarity with the subject matter (Gillard, 2005). To help this endeavor, project leaders can create a project-specific terminology that serves as a common lexicon. Agreement of these definitions or providing access to glossary in the communication plan ensures mutual understanding and will provide additional clarity to stakeholders, project teams etc. Conclusion Communications planning is becoming an integral part in or cross functional teams or project-driven environment. Project leaders can reveal gaps and breakdowns in the communication systems and programs that can cause uncertainty, confusion and mistrust. Using various tools and techniques for dissemination of information to key stakeholders through pre-determined communication channels, communications planning can greatly helps to improve alignment throughout all levels of an organization, better two-way communication. Challenges of communicating in global environment, channel barriers, misunderstanding and cultural differences can be overcome with the right planning. Communication planning is needed to ensure that communication starts out on the right foot.

References

Bouley, J. (2006). Leading Versus Managing. PM Network, 20(2), 20-24. Retrieved from EBSCOhost. http://0search.ebscohost.com.library.ggu.edu/login.aspx?direct=true&db=bth&AN=19907307&site=ehost-live

Campbell, G. M. (2009). Communications skills for Project Managers. Available from http://www.amacombooks.org/book.cfm?isbn=9780814410530

Chapter sixteen: Planning, Evaluating, and Controlling the Marketing Communication System and Programme (2001). Marketing Communication (pp. 303-323). Taylor & Francis Ltd / Books. Retrieved from EBSCOhost.

Gillard, S. (2005). Managing IT projects: Communication pitfalls and bridges. Journal of Information Science, 31(1), 37-43. doi:10.1177/0165551505049257

Khan, A. A. (2003). Facilitate effective communications in a project environment. Hydrocarbon Processing, Vol. 82 Issue 7, p82, 2p. Available from http://www.hydrocarbonprocessing.com/Article/2599702/Home/Facilitate-effective-communicationsin-a-project-environment.html

Kliem, L. R. (2008). Effective Communications for Project Management. Boca Raton, FL: Auerbach Publications

Sanghera, P (2010). CAPM in depth: project management professional study guide for the CAPM exam. Available from http://0-site.ebrary.com.library.ggu.edu/lib/gguu/docDetail.action?docID=10384010 Sharma, R (2010). PMBOK Guide: Project Communications Management. Retrieved from http://www.brighthub.com/office/project-management/articles/85770.aspx

Song, L, Z., & Song, M (2010). The Role of information technologies in enhancing R&Dmarketing integration: An empirical investigation. Journal of Product Innovation Management, 27(3), 382-401. doi:10.1111/j.1540-5885.2010.00723.x

Taylor, Jim (2005). Space Race: An inside view of the future of communications planning. England: John Wiley & Sons Ltd.

Thomas, G., Oliverson, M., & Zick, M. Managing Global Projects with Virtual Teams. (n.d) IBM Corp. [Whitepaper] Retrieved from www.pmi-binghamton.org/documents/MGPVTpaper.pdf