As I’ve been stating recently, I feel it is necessary that both new and old project managers have access to as many potential processes and templates as possible – especially those working as consultants that may be acting outside of PMOs with their own processes and governing policies.

 

 

 

 

I’ve previously posted the article entitled “The Project Communications Plan” and have supplied actual communications plan documents to many readers over the past few months. The offer still stands – email me if you want a copy.

 

 

 

 

Carl Pritchard presents nice information on the details and uses of the project communications plan in his book “The Project Management Communications Toolkit.” For the benefit of our readers – mainly to give you different perspectives and templates to choose from, I am presenting Mr. Pritchard’s outline below.

 

 

 

 

The Communication Plan Defined

 

 

 

 

Purpose

 

 

 

 

The communications plan provides direction on which stakeholders should be discussing project business with which other stakeholders, the tools they should use, and the degree to which they should be sharing, documenting, and storing that information. Because of the number of stakeholders involved in a single project and their diverse roles, the communications plan orchestrates project communication through a cohesive approach to information sharing. It is a critical deliverable to the planning process.

 

 

 

 

Application

 

 

 

 

The communications plan is shared openly with all internal project stakeholders to help them understand how they should communicate and with whom. For external project stakeholders, the communications plan is normally filtered to present information only germane to their role and use.

 

 

 

 

Ideally, the list should be built in a spreadsheet program that allows the user to filter stakeholders by communications modes, contacts, frequency, or other category as appropriate.

 

 

 

 

The communications plan should reflect communications as dictated by the contract, memorandum of understanding, or statement of work, as well as any other protocols that became self-evident during the project’s evolution. Different project participants will use the communications plan in different ways:

 

 

 

 

 

 





     
  •  
  • The project manager uses the communications plan to ensure that the various stakeholders are aware of their communications responsibilities to each other and to the organizations.




    •  
  •  
  • Team members use the communications plan as a combination contact list and guide, with an interest in the types of communication preferred by the various users.




    •  
  •  
  • Senior management and customers may use an abridged version of the communications plan to be clear on when to expect certain reports and documentation, and for contact information on their primary points of contact.




    •  
  •  

 

 

 

 

 

 

Content

 

 

 

 

The communications plan is a matrix of information, normally built in a spreadsheet program with the following data:

 

 

 

 

 

 





     
  •  
  • Stakeholder name




    •  
  •  
  • Primary contact




    •  
  •  
  • Secondary contact




    •  
  •  
  • Telephone




    •  
  •  
  • E-mail




    •  
  •  
  • Postal mail address




    •  
  •  
  • Preferred communications mode




    •  
  •  
  • Best time




    •  
  •  
  • Frequency of communication




    •  
  •  

 

 

 

 

 

 

Because it is built in a spreadsheet format, the communications plan can be sorted and reordered in a variety of ways. If the types of communication (status reports, team meetings) are most important, they may be the first column, followed by frequency of communication and stakeholders (recipients and attendees, respectively). If physical proximity is an issue, the primary consideration may be the postal mail address, which can be sorted to determine which stakeholders are in common regions or locales.

 

 

 

 

Because communications breakdowns are frequently rooted not in miscommunication, but by a lack of communication, the notion of the “best time” for meetings, reports, contacts, and phone calls is crucial. If certain team members can only attend project meetings before 3 p.m. because of personal concerns, the project communications plan should highlight those interests. If a customer is never available before 10 a.m. for phone calls, such concerns should be noted as well.

 

 

 

 

Approaches

 

 

 

 

The communications plan is one of the most publicly available of the project documents. Because it serves as the framework for open communication among team members, the customer, and other stakeholders, complete and abridged versions of the document may exist, depending on the audience. If varying versions are used, some form of version control (e.g., 1.0 = complete plan, 1.1 = customer abridged, 1.2 = management abridged) should be applied.

 

 

 

 

The communications plan serves as more than just a phone directory. It provides information on the communications sensibilities and sensitivities of all of the personnel involve.

 

 

 

 

Considerations

 

 

 

 

While the plan is widely available, some stakeholders are proprietary about their contact information, and those concerns need to be respected. The communications plan should not become a medium for those who wish to broadcast information randomly to all project parties. It should be used to focus communications on an as-needed basis.