Communication Management Plan It is time to finalize your communication management plan. You have reviewed your plan several times again with your team, pr

Communication Management Plan It is time to finalize your communication management plan. You have reviewed your plan several times again with your team, program manager and other stakeholders on this project. You have included the communication chart in the correct section based on everyone’s feedback. Complete Appendix A on the last page of the communication management plan template and the risk solution description table on the last page. You must transfer your risk information from the previous column and provide a detail description for all of your recommended solution with a strong defense to support why you believe these solutions are the best option to address the program.

Review the directions carefully, consider all of your options, and provide details with explanations. Defend your work with examples and references, and make sure your work reflects graduate level writing.

All assignments are expected to adhere to adhere APA formatting standards (references and citations), reflect high-level of scholarship, use correct grammar, and reflect critical thinking and problem solving skills. ASDG INC. COMMUNICATION
PROCESSES COMMUNICATIONS
MANAGEMENT PLAN
12 /01/2018
VERSION HISTORY
[Provide information on the development and distribution of your communications
management plan. Discuss your information will be processed, communicated, controlled
and tracked. Use the table below to provide the version number, the author implementing
the version, the date of the version, the name of the person approving the version, the
date that particular version was approved, and a brief description of the reason for
creating the revised version.]
Version
#
Implemented
By
Revision
Date
1.0
1.1
1.2
1.3
1.4
1.5
Approved
By
Approval
Date
12/01/2018
12/08/2018
Reason
Week 1 Assignment
Week 2 Assignment
Week 4 Assignment
Week 5 Assignment
Week 7 Assignment –
Communication Flow
Chart
01/05/2019
01/12/2019
01/26/2019
Note to the Author
[This document is a template of a Communications Management Plan document
for a project. The template includes instructions to the author, and fields that
should be replaced with the values specific to the project.
•
Red italicized text enclosed in square brackets ([text]) provides instructions to the
document author, or describes the intent, assumptions and context for content
included in this document.
•
Red italicized text enclosed in angle brackets () indicates a field that should
be replaced with information specific to a particular project.
•
Text and tables in black are provided as boilerplate examples of wording and
formats that may be used or modified as appropriate to a specific project. These
are offered only as suggestions to assist in developing project documents; they
are not mandatory formats.
•
Students should use references and citations to support their work. Make sure
your work follows APA formatting standards.
Page 2 of 13
•
Make sure your work is free of grammatical mistakes and spelling errors.
When using this template for your project document, it is recommended that you
follow these steps:
1. Replace all text enclosed in angle brackets (i.e., ) with the
correct field values. These angle brackets appear in both the body of the
document and in headers and footers.
2. Modify boilerplate text as appropriate to the specific project.
3. To add any new sections to the document, ensure that the appropriate header
and body text styles are maintained. Styles used for the Section Headings
are Heading 1, Heading 2 and Heading 3.
4. To update the Table of Contents, right-click and select “Update field” and
choose the option- “Update entire table”
5. Before submission of the first draft of this document, delete this “Notes to the
Author” page and all instructions to the author, which appear throughout the
document as red italicized text enclosed in square brackets.]
TABLE OF CONTENTS
1 INTRODUCTION …………………………………….. ERROR! BOOKMARK NOT DEFINED.
1.1 Purpose of Communications Management Plan …………………………………… 5 2
STAKEHOLDER IDENTIFICATION AND ANALYSIS ……………………………………….. 5
3 COMMUNICATIONS VEHICLES ……………………………………………………………………. 5
3.1
Communications Matrix ……………………………………………………………………. 5
3.1.1 Project Meetings …………………………………………………………………………. 5
3.1.2 Project Reporting ………………………………………………………………………… 6
3.1.3 Other Communication Vehicles ……………………………………………………… 6
APPENDIX A: REFERENCES ……………………………………………………………………………. 8
APPENDIX B: KEY TERMS ………………………………………………………………………………. 9
Page 3 of 13
1 INTRODUCTION
1.1
PURPOSE OF COMMUNICATIONS MANAGEMENT PLAN
[Provide the purpose of the communication management plan.]
One of the key components to a successful project is the communication that takes place
throughout the inception to end of the project. Communication is essential between the
participants of the project especially to the key stakeholders. The purpose here is to
specify the information that is to be communicated, the reporting methods associated
with the communication management plan, and any of the tools utilized throughout the
process. The ASDG Inc. Communication Processes Communications Management Plan
will help to identify the internal communication processes of ASDG Inc.. This is to identify
if there was an internal communication at fault which caused the information to get lost or
communicated incorrectly during the past projects. This will help to identify where the
fault is in the communication and address it accordingly for future prevention and overall
resolution.
“Building a communication plan is critical to the success of any project. It is the most
common way of letting the end users of the project know what will happen to them and
when” (Campbell, 2009). ASDG Inc. Communication Processes Communication
Management Plan is intended for the stakeholders identified below and for anyone else
that is directly attached to the project at hand.
2 STAKEHOLDER IDENTIFICATION AND ANALYSIS
[Insert the stakeholder analysis or provide a reference to where it is stored. Perform
a stakeholder analysis and identify who your stakeholders are, their title,
involvement in the project, contact info, etc.]
Name
Title
Allen
Jones
Strategist/
Business
Development
Jill Avery
Technologist/ (555) 555-1223
Programmer
Face to Face
Risk
(555) 555-1224
Manager/
Quality
Assurance/
Budgeting
Tim Allen Strategist/
(555) 555-1225
Technologist/
Programmer
Face to Face
Monique
Andrews
Contact
Communication
(555) 555Face to Face
1212
Face to Face
Page 4 of 13
Vehicle
Involvement
ajones@asdg.com
Review
previous
project reports/
research
javery@asdg.com
Previous
quality
assurance
reports/
research
Mandrews1@asdg.com Interview
internal org
members/
research
Tallen2@asdg.com
Interview
internal org
members/
research
Strategist/
(555) 555-1229
Business
Development
Face to Face
rriar@asdg.com
Dylan
Schmidt
Program
Manager/
Senior VP
(555) 555-1202 Face to Face
Conference Call
dschmidt@asdg.com
Ayush
Singh
Technical
Lead
(555) 555-1218 Face to Face
asingh@asdg.com
Debra
Lee
Associate
(555) 555-1220 Face to Face
dlee@asdg.com
Jeremy
Baldwin
Contractor
(555) 555-1810 Face to Face
Conference Call
jbaldwin@c.asdg.com
Doug
Payne
Vendor
(555) 555-1905 Face to Face
Conference Call
dpayne@v.asdg.com
Al Cook
Vendor
(555) 555-1206 Face to Face
Conference Call
acook@v.asdg.com
Page 5 of 13
Project
Manager/
Interview
internal org
members/
assessment
report
Provide
feedback as
project
progresses and
gather opinion.
Discuss the
channels and
frequency of
communication.
Discuss the
channels and
frequency of
communication.
Discuss the
channels and
frequency of
communication.
Discuss the
channels and
frequency of
communication.
Discuss the
channels and
frequency of
communication.
3 COMMUNICATIONS VEHICLES
3.1
COMMUNICATION SYSTEM
While conducting an internal communication investigation of ASDG Inc., the
communication systems that will be utilized will consist of face-to-face, conference calls,
e-mail traffic, all of which will be both formal and informal. This will be the standard
procedure with all the stakeholders that are associated with this project. With vendors
and contractors, and any other interviews that will be conducted with employees of ASDG
Inc., that are not able to meet face-to-face will only then be contacted through conference
video calls to obtain the necessary information for the project. E-mail traffic will be for
means of confirming any interviews that are scheduled and communicating with key
stakeholders if they are not accessible in person or using a telephone device.
“Most documentation for technological work is useful only when knowledgeable others
are directly available to explain and supplement its written content” (Kats, 1982). It is
important to ensure that the documentation that is being reviewed and documentation
that is being formulated is in an appropriate manner for stakeholders understanding. The
communication will be in forms of written, verbal, nonverbal, visual, and electronic. This
is to ensure that all appropriate forms are covered for not only information gathering
purposes, but also for information processing, and documentation purposes (as needed).
This becomes important when looking at the monitoring and feedback processes to
ensure that appropriate processes are being conducted and if anything needs revision
work.
3.2
COMMUNICATIONS MATRIX
[Insert the communication matrix or provide a reference to where it is stored.]
Vehicle
Target
Description
Purpose
Weekly
Project Team Communicate
Status
updated
Report
project status
Documents Project
Handling of
(Draft &
Manager
important
Approval)
documentation
and
compilation
Expense
Project
Any expenses
Approval(s) Manager, Top that are taken
Management
on or needed
Monthly
Project Team Communicate
Status
big milestones
Report
hit every
month
Frequency Owner Distribution Internal/ Comments
Vehicle
External
Weekly
Email
Internal
As Needed
Email,
Share Drive
Internal
As Needed
Email,
Program for
Expenses
Email
Internal
Monthly
Page 6 of 13
Internal
3.2.0 Communication Flow Chart
Routine Project
Communication
Refer to
Communicati
ons Matrix.
Yes
No
Is the
communication
Confidential?
Yes
Does The
Executive arm
Approve?
Yes
N
O
N
O
Confirm
with
Sponsors on
the nature
of the
communicat
ion at hand
Disseminate
Information
Appropriately.
Arrange meeting with
the executive to
determine the way
forward.
3.2.1 Project Meetings
[Insert the project meeting schedule or provide a reference to where it is stored.]
Meeting
Description Purpose
Frequency
Owner
Kickoff
Meeting
Introduce the project
team and the project.
Review project
objectives and
management
expectations/approach.
Review the status of
project with the team.
Address any barriers.
Once
Project
Manager
Project Team
Meetings
Internal/
External
Comments/
Participants
Internal
Project sponsor
Project Team
Stakeholders
Face to Face
Weekly
Page 7 of 13
Project
Manager
Internal
Project Team
attending via
Face to Face or
Documentation
Review
Monthly
Project Status
Meeting
Project Status
Report
Team Standup
Conference
Call
Face to Face
Review the
documentation
collected or drawn up.
Status of the project to
the management.
As Needed
Project
Manager
Internal
Monthly
Project
Manager
Internal
Face to Face or
conference call
Addressing project
status to include
activities, progress,
costs, and any
barriers.
Address what was
done day before and
plan of action for today
Monthly
Project
Manager
Internal
E-mail or a
meeting if
necessary
Daily
Project
Manager
Internal
Face to Face
3.2.2 Project Reporting
[Insert the project reporting schedule or provide a reference to where it is stored.]
Medium of
Communication
Description
Purpose
Face to face
Conducting
interviews
As needed
Project
sponsor
Internal
Face to face
communication
(Heagney,
2016).
Conference call
Undertaking
interviews in case
of inability to use
face to face
interaction with
employees,
vendors and
contractors.
Confirming
interviews.
As the need
arises.
Project
sponsor
Internal
Video calls
As requested
or as data
flows in.
Project
manager
Internal
Emails
Email traffic
Frequency
Owner
Internal/
External
Comments/
Distribution
List
3.2.3 Milestone and Benchmark Progress and Status Reporting
[Insert the project reporting schedule or provide a reference to where it is stored.]
Milestone/
Benchmark
Description
Purpose
Frequency
Owner
Page 8 of 13
Internal/
External
Comments/
Distribution
List
Project
kickoff
meeting
Project
initiation
Project
design
Project
execution
Project
monitoring
and control
Project
closure
The description of
the project (Gido,
Clements, &
Clements, 2014).
Identification of the
project team.
Roll out the
project.
Communicate the
requirements of the
project.
Assign roles and
responsibilities.
Allocate timeframe
and budget.
Design a
comprehensive
timeframe to follow.
Implement the
initially designed
plans.
Execute the project
accordingly.
Test, monitor and
control the project
execution to align it
with the set
objectives,
timeframe, budgets
and scope.
Outline the
completion of the
project.
Once
Project
Internal
manager,
sponsor and
team members.
Emails and
conference calls
Project
Face to face,
sponsor, project Internal/external conference calls
teams,
and emails.
stakeholders,
project
manager and
corporate
representatives.
Project team,
Internal
Face to face and
stakeholders
emails.
and project
sponsor
Once
Project team
Internal
Emails, face to
face
Project team.
Quality
assurance
team.
External
Face to face
Project
manager
Internal
Face to face,
emails and
conference calls.
3.2.4 Communication Risk Factors
[Insert all potential project management risk and treats.]
Risk
Description
Risk
Description
Level of
Impact
Impact
Internal/
External
Top
Proper top
Management management
affiliation
High
Definition
High
Project Team Internal
Project definition
Page 9 of 13
Employees,
vendors,
contractors
Internal
Risk
Solution
Ensure
appropriate
involvement of
top management
to ensure
employees are
cooperating etc.
It is important that
a proper definition
is formulated to
ensure everyone
understands the
Monitoring
Monitoring and
Feedback
Middle
Stakeholders, Internal
team
members
Clarity
Lack of Clarity
Middle
Stakeholders, Internal
team
members
Availability
Proper channels of
communication
High
Stakeholders, Internal
team
members
Geography
Location of
members
Middle
Stakeholders, Internal
team
members
purpose of the
project
It is important for
proper monitoring
and feedback
channels
Stakeholders
need to be
concise and team
members should
ask any questions
if unsure
Everyone should
have availabilities
during work hours
as needed
Important to
identify members
that will be hard
to reach and how
to maintain
contact
Communications Management Plan approval
The undersigned acknowledge they have reviewed the
Communications Management Plan and agree with the approach it presents.
Changes to this Communications Management Plan will be coordinated with and
approved by the undersigned or their designated representatives.
[List the individuals whose signatures are desired. Examples of such individuals are
Business Steward, Project Manager or Project Sponsor. Add additional lines for
signature as necessary. Although signatures are desired, they are not always
required to move forward with the practices outlined within this document.]
Signature:
Date:
Print Name:
Title:
Role:
Signature:
Date:
Print Name:
Title:
Role:
Page 10 of 13
Signature:
Date:
Print Name:
Title:
Role:
APPENDIX A: REFERENCES
[Insert the name, version number, description, and physical location of any
documents referenced in this document. Add rows to the table as necessary.] The
following table summarizes the documents referenced in this document.
Document
Description
Location
Name and
Version
[Provide description of the
document]
Communication Risk Factors
[Insert all potential project management risk and treats.]
Risk
Risk
Description
Solution
Describe your solution and defend your recommendations
Page 11 of 13
APPENDIX B: KEY TERMS
[Insert terms and definitions used in this document. Add rows to the table as
necessary.
The following table provides definitions for terms relevant to this document.
Term
Definition
[Insert Term]
[Provide definition of the term used in this document.]
[Insert Term]
[Provide definition of the term used in this document.]
[Insert Term]
[Provide definition of the term used in this document.]
Page 12 of 13
References
Campbell, G. M. (2009). Communications skills for project managers. New York: AMACOM.
Gido, J., Clements, J., & Clements, J. (2014). Successful project management. Nelson Education.
Heagney, J. (2016). Fundamentals of project management. Amacom.
Katz, R. (1982). The effects of group longevity on project communication and performance.
Administrative science quarterly, 81-104.
Pritchard, C. (2013). The project management communications toolkit. Artech House.
Project Management Docs. (2018, August 26). Communications Management Plan ~ A Step by
Step Guide. Retrieved from
https://www.projectmanagementdocs.com/blog/communications-management-plan-a-stepby-step-guide/
William Dow, P. M. P., & Taylor, B. (2010). Project management communications bible (Vol.
574). John Wiley & Sons.
Page 13 of 13

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