Project Communications

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Description




Jim asked you to join him to present the team's leadership discussion to Sam and Gloria. The meeting got a little heated, but nothing went beyond your control. Overall, the meeting went very well. You addressed your concerns, highlighted some key problem areas that were shared by the rest of the team, and connected everything back to how their actions are impacting the success of the project. They now realize that their behaviors and actions are putting the project at risk along with many project risks you and the team have identified.

They were also pretty embarrassed with the type of behaviors they displayed in the meeting as the company leaders. Both Sam and Gloria were very receptive to the ideas that you presented to them. In fact, so receptive that they both said they see a lot of leadership potential in you.

"We are both sorry about the whole ordeal. We will both work together to control our emotions and not let it take over us again," says Sam.

"Yes I agree. I will approve the project budget, but to ensure everyone is on the same page and that project risks are managed properly, we need to see a simple project communication plan and a risk register. We need to understand your approach better going forward," says Gloria.

Jim turns to you, handing you a template for both the risk register and the communications plan. "You have done such an excellent job throughout this entire project. Would you be willing to complete these plans?"

"Of course." you say.

"Because of this incident and the leadership that you have displayed over the past few months, we would like you to take over Jim's position as the new project manager," says Sam to you.

Assignment

Back at your desk, you start filling out the risk register template. For your risk register, you will need to define 5 negative risks and 5 positive risks and fill out the rest of the information in the template. For your communications management plan, please find any template or ask your instructor for one. You need to account for all communication types with your stakeholder. Please follow the instructions in the template for both deliverables.

Unformatted Attachment Preview

Communications Management Plan - Overview Digital Learning Environment Implementation Project UW Stevens Point Approved by UWSP DLE implementation committee 11/10/2017 DLE Implementation Project Communications Plan Overview Introduction The Communications Management Plan serves as a guide for communications throughout the life of the project and will be updated as communication needs change. Roles involved in the project, a communications matrix, a guide for conducting meetings, a guide for decision making and escalation, and a project team directory/structure are included. This plan will closely coordinate with the Digital Learning Environment (DLE) Institution Implementation Project Communications Plan that will be run within the same program. Communications Management Approach and Constraints The communication matrix will serve as the guide for all project communications. The project manager will work with the communication owner to verify the communication is complete and make updates to the plan. The communications specialist will assist the communication owner in executing the individual communications. Changes to the communication plan, including frequency, objective, and owner for planned communications and additions to the communications plan will be reviewed with the project executive sponsors at the monthly status update meetings. Updates to the plan will be distributed to stakeholders as needed. Individual communications to stakeholders or stakeholder groups to complete deliverables within the project plan will not be recorded in the project communication plan. Stakeholder Communication Requirements The stakeholder register is used to define the communications requirements. Each stakeholder or stakeholder group was identified along with their project requirements, expectations and communications goal. The communication goal was determined by understanding their level of power on the project and level of interest in the project. Based on the scores, the stakeholder is aligned with one of four goals for communications: Keep Satisfied, Monitor, Manage Closely and Keep Informed. The communications mechanism and content will align with the goals and expectations for each stakeholder. See the Stakeholder Register for the breakdown. The project manager and communications specialist will ensure the stakeholders have access to the communication channels identified. Roles Institution Project Teams The institution project team is comprised of the institution sponsor, institution project manager and the institution project team. Communication Constraint: The institution sponsor and project manager should be made aware of key decisions, changes or new updates before the institution project team or stakeholders so they understand how the information will be communicated along with their role in communicating the information. Having the information ahead of other stakeholders will allow thoughtful time to support the message by communicating in a positive and forward looking way to their institutions. Decisions made within working teams will be communicated to 1 DLE Implementation Project Communications Plan Overview the institution sponsor and project manager prior to general communication. This will help in aligning the UWSA and institution communications plans. The members of the UWSP Project Team are: Institution Sponsor, Greg Summers The institution sponsor is the champion of the project and responsible for the institution project charter including funding and outcomes. The institution sponsor is expected to take an active role in the communication and leadership on the project. The institution sponsor is responsible for providing the resources and support for the project, and will ultimately be responsible for the project success at each institution. The institution sponsor is responsible for faculty engagement and faculty inclusion on the institution project team. Institution Project Manager, Sean Ruppert The institution project manager has responsibility for the execution of the project with authority from the institution sponsor. Institution project manager is responsible for leading the institution's technical and instructional project team to meet the project objectives. Institution Project Manager is responsible for coordinating the completion of project plans and documents, leading the institution project team to complete the project work and providing the institution's progress updates. Institution Project Team: Sean Ruppert, Al Bond, Wayne Sorenson, Eric Simkins, Carey Elza, Joy O'Neil, Mert Kartal, Amy Riggs, Mindy King The institution project team is comprised of representatives from impacted departments who have a role performing work on the project. They are expected to participate in the creation of deliverables and complete the tasks and action items as agreed to in the project schedule. All project team members are expected to identify and communicate risks and issues with the institution sponsor and institution project manager. Constraint: Each institution will identify their project team. Faculty representatives must be included on the institution project team for this project. The institution provost and CIO must both sign-off on the institution project team members. 2 DLE Implementation Project Communications Plan Overview Project Organization Structure Digital Learning Environment Implementation Project – Team Organization Executive Sponsors James Henderson Robert Cramer UWSA Project Organization Service Owner – Renee PfeiferLuckett Steering Committee Committee chairs are the Executive Project Sponsors Other members: Service Owner CIO Council Designee LTDC Chair OPID Designee Student Designee Accessibility Designee Learning Analytics Designee Faculty Designee Project Manager – Stacy Scholtka Project Team • • • • Governance for Digital Learning environment including processes, applications and integration Fixed/flexible approver Metrics and adoption Strategy and prioritization Institution Sponsor – Greg Institution Sponsor Summers Subject Matter Experts (SME) Functional team Technical team Responsibilities: • Create standard training materials • Review and feedback on fixed/flex model • Develop test cases and perform testing • Develop standard course templates • Create standard flexible configuration documentation Project Manager – Stacy Scholtka Service Owner – Renee Pfeifer-Luckett Budget Manager – Olga Turkina Security – Nick Davis Communications – Stephanie Marquis Functional Analyst – vacant Vendor Team DoIT/Learn@Utility Development Teams Responsibilities: Institution Project Project Institution Organization Organization Responsibilities: • Project, vendor, communications and budget management functions • Initial definition of fixed/flex model • Develop and implement fixed integrations and authentication (SIS, BbC, Kaltura, other) • Create standard support structure • Configure fixed areas of application • Coordinate testing • Archive/retire D2L 3 Institution PMInstitution PM Sean Ruppert Institution Project Institution TeamProject Team Sean Ruppert Eric Simkins Al Bond Joy O’Neil Cary Elza Amy Riggs Mert Kartal Wayne Sorenson Mindy King Responsibilities: • Develop and manage institution course migration plans • Manage institution training and communications plans • Implement institution level support structure • Perform institution testing • Configure flexible areas of application • Implement project change request process DLE Implementation Project Communications Plan Overview Communication Methods and Technologies The communication methods are based on several factors: stakeholder communication requirements, available technologies, and organizational standards. All project communication will be maintained as agreed to in this plan. There will be an approval process for communications distributed to the broad group of stakeholders or any communications posted to large audiences (email, website, other). Tactical or activity based communications may require review depending on the content. If the communication content is noteworthy, controversial or breaking news, then the Project Manager and Service Owner will assess and determine the level of review needed. All normal project communications for status and deliverable follow-up do not need the review. Common methods of communication on the project will be: • Website with general project information, status updates, project documents (including deliverables) and decisions • Email for status updates, deliverable updates and task follow-up/completion • Project management/activity tracking software - Microsoft Teams • Meetings including using the standard meetings for various groups for project updates and project meetings that are schedule to complete the work of the project. This can include face to face and web conference meetings • Chat, informal conversations and phone calls for individual discussions. If there are significant findings during the call or chat that could impact the project, the details should be recorded in the appropriate project location • Face to Face informational meetings on campus for faculty, staff, and students • Booths at information fairs, etc. 4 DLE Implementation Project Communications Plan Overview Communications Matrix The following table identifies the communications requirements for this project. The table will be updated as the communication needs change. Communication Type Project website Objective of Communication Medium Frequency Audience Owner Deliverable Provide project updates focused on the stakeholder groups with the goal to keep informed. Collect and answer questions and comments from campus community. Inform all stakeholders the website is available and the website purpose. This will be after the letter of intent is issued. Project charter, high level timeline and project organization structure will be explained on the website. Review status of the project with the team and institution project sponsors and project managers • Website Once, content updated weekly • All stakeholders with a focus on the “keep informed” group Project Manager • Website • Email with Website link Once • All stakeholders Project Manager • Website • Email • Face to Face As needed, at least monthly • Project Team, institution project sponsors and institution project managers Project Manager • • • • CIO update Review project status and next steps • Face to face, email status, or Web conference Monthly • UWSP CIO Project Manager Institution Project Sponsors Review project status and next steps • Email, face to face Quarterly • Project Sponsors Project Manager LTDC Team Updates Share the status of the project • Email Monthly • Steering Committee Service Owner Project website launch Project Team Status Meetings 5 • • • • • • • • • • Status report Meeting Minutes Risk register updated Communication plan updated Project plan updated Status update Risk register updated Communication plans updated Project plans updated Status update Risk register updated Communication plans updated Project plans updated Status report DLE Implementation Project Communications Plan Overview UWSP Campus Share the status of the project • MOD, SMOD, website update, Monthly UWSP Campus Share the status of the project Biannually UWSP administrative updates Share the status of the project • Face to Face info sessions, Info fairs • Email or Face to Face UWSP IT Share the status of the project, identify action items needed from IT Share the status of the project • Face to Face, email As Needed, at least Monthly Monthly Share the status of the project • Email, Face to Face Faculty Governance Supporting Units • Email, Face to Face • • • • • • • • • • • • • • • • • • • • • Monthly Monthly 6 Instructors Students Staff Instructors Students Staff Chancellor Provost Deans CE director CIO IT Managers Service Desk Manager ITC Faculty Council Common Council Council Exec Committee Advisors Registrar Disability Services Library Project manager • Status report Project manager • Status report • Project manager • Status report Project manager • Status Report • Project Plans updated Project Manager, • Status Report Project manager • Status Report Risk Register Workbook Instructions This template is to be used for identifying risks and creating plans for how to avoid them (negative risks) or how to make them happen (positive risks) and what to do if they happen (contingency plans) and managing them throughout the project. The first sheet, titled Risk Register, shows a number of fields to use for gathering the following information about risks. Risk ID is some unique value that identifies the risk. Risk Name is a short description of the risk. Risk Description "If this risk occurs, then what impact will it have on the project?" It should be Impact as rated on a very low, low, medium, high, and very high scale. Probability as rated on a very low, low, medium, high, and very high scale. Risk Ranking: Using the risk matrix found on the right on the Risk Register sheet, detemine the color Positive/Negative: Is this risk a positive risk (an opportunity) or a negative risk? Proactive Response Plan is a detailed plan of what changes will be made to the project, project scope, and/or proactively of to how try toyou make risk if happen (positive risk) ororstop it if ittoisoccur. a Trigger EventWBS is a description willthe know the risk has occurred is about Reactive Contingency Plan is the description of what you plan to do if the risk happens. How will Form P-4 Project Manager: Name (816) XXX-XXXX Form P-4 Project Manager: Name (816) XXX-XXXX Risk Register ID Risk Name Risk Description Impact VH,H,M,L,VL Example: please remove before completing 1 document. Critical equipment does not arrive on time. If critical pieces of equipment do not arrive H on time, the project will fall behind schedule. Probability Risk Ranking VH,H,M,L,VL What is the risk color code ? H Red 2 3 4 Form P-4 Project Manager: Name (816) XXX-XXXX Positive/Negative Proactive Response Plan Is this a positive or negative risk What proactively can be attempted to make from the risk matrix? the risk happen or prevent it? 1. Add activities to the WBS to ensure with the manufacturer that the equipment is being built or shipped as required. 2. Have a member of project team go to the Negative manufacturing plant to ensure equipment parts are in progress and on schedule. 3. Add steps to the WBS to ensure the manufacturer ships on time. 4. Add steps to WBS to track the shipment as needed. ID Risk Name Form P-4 Risk Description Impact Probability Risk Ranking Project Manager: Name (816) XXX-XXXX Positive/Negative Proactive Response Plan Trigger Event Reactive Contingency Plan What do you think will What are your backup plans if the risk trigger the event? should occur? Parts do not ship on assigned date. If possible, have a backup supplier identified and standing by. Impact Very high High Medium Low Very low Very low Low Medium Probability Risk Matrix Form P-4 Project Manager: Name (816) XXX-XXXX High Very high Trigger Event Reactive Contingency Plan Form P-4 Project Manager: Name (816) XXX-XXXX
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Explanation & Answer

Attached.

COMMUNICATIONS TYPES

Communication
Type
Meeting kickoff

Communication Objective

Frequency

Audience

Owner

Deliverable

Format

Project team, as well as the
project is positioned

How to
communicate
• Through Face to
Face

Once

• Project team/
stakehold...


Anonymous
Just what I needed…Fantastic!

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