IS PROGRAMME
COMMUNICATION MANAGEMENT STRATEGY EXAMPLE
BRANCH CONSOLIDATION PROJECT (BC)
Release Status: DRAFT
Author: John Aldridge, FMD Consultants Limited
Date:01 January 2016
Filename & Version: communication_management_strategy_example_v01
Project ID: BCP01
Methodology: PRINCE2™ 2009
FMD Consultants Limited assumes no responsibility for the usage of any information contained in this document and the way it is handled and disclaims all liability in respect of such information and its provision. Subject to this disclaimer, you may copy and utilise the material contained in the document.
This information is based on OGC PRINCE2™ material. PRINCE2™ is a registered trade mark of the Office of Government Commerce in the United Kingdom and other countries. All registered trademarks recognised & accepted.
1Document History
1.1Location
This document is stored in the following location:
Filename / communication_management_strategy_example_v01Location /
1.2Revision History
This document has been through the following revisions:
Version No. / Revision Date / Filename/Location stored: / Brief Summary of ChangesV01 / 01/01/2016 / XXXXXXXXXX / First draft
1.3Authorisation
This document requires the following approvals:
AUTHORISATION / Name / Signature / DateExecutive / XXXXXXX
Senior User / XXXXXXX
Senior Supplier / XXXXXXX
1.4Distribution
This document has been distributed to:
Name / Title / Version Issued / Date of IssueXXXXXXXXXX / Project Assurance / V01 / 01/01/2016
1.5Related Documents
Summary of filenames and locations of related documents:
Document Type / Filename/Location stored:Project Brief / XXXXXXXXXX
Lessons Log / XXXXXXXXXX
Risk Register / XXXXXXXXXX
2Contents
1Document History
1.1Location
1.2Revision History
1.3Authorisation
1.4Distribution
1.5Related Documents
2Contents
3Introduction
3.1Purpose
3.2Objectives
3.3Scope
3.4Derivation
3.5Quality criteria
4Reporting
4.1Rationalisation Programme (RP)
4.2Executive Project Board (EPB)
4.3Project Assurance Team (PAT)
4.4Quality Assurance Team (QAT)
4.5Project Team
4.6Staff
4.7User/Special Interest Groups
4.8Suppliers
4.9Other stakeholders
5Roles and Responsibilities
6Stakeholder Analysis
3Introduction
3.1Purpose
A Communication Management Strategy contains a description of the means and frequency of communication to parties both internal and external to the project. It facilitates engagement with stakeholders through the establishment of a controlled and bi-directional flow of information.
3.2Objectives
The objective of this Communication Management Strategy is to provide an agreed and clearly understood method of communication throughout the project which gives consistency of communications where practical across all interested parties.
3.3Scope
The scope is restricted to all aspects of the Branch Consolidation Project which are encompassed in the Business Case, and communications to all approved interested parties. The scope excludes communications within the Rationalisation Programme which are defined within its own Communication Management Strategy. Should there be any communication areas which fall outside the definitions within this document, the Rationalisation Programme’s strategy should be consulted for clarification.
3.4Derivation
The Communications Strategy has been derived from the following:
- Corporate communications policies
- The Rationalisation Programme’s information management strategy
- Other components of the Project Initiation Documentation (in particular the project management team structure, the Risk Management Strategy, Quality Management Strategy and Configuration Management Strategy)
- Facilitated workshops/informal discussions with stakeholders
- Stakeholder analysis
3.5Quality criteria
- All stakeholders have been identified and consulted for their communication requirements
- There is agreement from all stakeholders about the content, frequency and method of communication
- A common standard for communication has been considered and adopted where possible and practical
- The time, effort and resources required to carry out the identified communications have been allowed for in Stage Plans
- The formality and frequency of communication is reasonable for the project’s importance and complexity
- For projects that are part of a programme, the lines of communication, and the reporting structure between the project and programme, have been made clear in the Communication Management Strategy
- The Communication Management Strategy incorporates corporate communications facilities where appropriate (e.g. using the marketing communications department for distributing project bulletins)
4Reporting
4.1Rationalisation Programme(RP)
Information Required / Information Provider / Frequency of communication / Method of CommunicationHighlight Reports, Risk Log, Issue Log, Financial Report / Project Manager / Monthly / Email (PSO to collate and send to RPPB)
Presentation at RPPB / Project Manager / When requested
Key Milestones / Project Manager / Monthly / Via PSO
Presentation at Project Managers’ meetings / Project Manager / When requested
Interdependency issues / Project Manager / As required / At interdependency meeting
4.2Executive Project Board (EPB)
Information Required / Information Provider / Frequency of communication / Method of CommunicationHighlight Reports / Project Manager / Monthly / Email
Risk and Issues / Project Manager / Update at every meeting / Email in advance
Report of Key Achievements / Project Manager / Weekly / Email
Meeting minutes / Project Manager / Per meeting / Email within 24hrs
Business Case / Project Manager / At BC update stage / Email
4.3Project Assurance Team (PAT)
Information Required / Information Provider / Frequency of communication / Method of CommunicationHighlight Reports / Project Manager / Monthly / Email
Risks and Issues / Project Manager / Update at every meeting / Email in advance
Key Achievements / Project Manager / Weekly / Email
Meeting minutes / Project Manager / Per meeting / Email within 24hrs
Business Case / Project Manager / At BC update stage / Email
4.4Quality Assurance Team (QAT)
Information Required / Information Provider / Frequency of communication / Method of CommunicationIssues / Project Manager / Ad hoc, on discovery / Email
Project products requiring review / Project Manager / According to project plan / Email
Quality Log / Project Manager / At stage review and stage end / Email
Business Case / Project Manager / At BC update stage / Email
4.5Project Team
Information Required / Information Provider / Frequency of communication / Method of CommunicationHighlight Reports / Project Team members/Project Manager / Monthly / Email
All Project Reports / Author / Ad hoc / Email
Team meetings / Project Team/Manager / Weekly / Email
Issues and Risks / Project Team/Manager / Weekly / Email
Progress on other projects / Programme Team / Monthly / Email
4.6Staff
Information Required / Information Provider / Frequency of communication / Method of CommunicationProgress reports / Project Board / Monthly / Intranet
4.7User/Special Interest Groups
Information Required / Information Provider / Frequency of communication / Method of CommunicationProgress Reports / Project Board / Monthly / Internet
Newsworthy achievements / Project Board / Ad hoc / Internet
Business Case / Project Board / At update stage / Email
4.8Suppliers
Information Required / Information Provider / Frequency of communication / Method of Communication(Business Case) / Project Board / At update stage / Email
4.9Other stakeholders
Information Required / Information Provider / Frequency of communication / Method of Communication5Roles and Responsibilities
Corporate/Rationalisation Programme Management – In general, this body will be responsible for the control of an organisation or a Programme. They sit outside the project but set the overall requirements and tolerance levels for the project. Any forecast breaches of project tolerance (time, cost or quality) should be reported to Corporate/Programme Management for guidance on their resolution or potentially premature closure of the project.
Executive – Chairs the BC Project Board, responsible for the Business Case for the duration of the project and is appointed by Corporate/Rationalisation Programme Management. He/she will usually be responsible for the Benefits Review Plan for the duration of the project and will either hand over the Benefits Review Plan to the Senior User on project closure. He/she should oversee the development of a viable business case, ensuring the project is aligned with corporate strategies, and securing appropriate funding for the project.
Senior User – Sits on the BC Project Board and is responsible for specifying the benefits upon which the Business Case is based to ensure the desired outcome of the project is specified unambiguously. Ensures the project produces benefits which deliver the desired outcomes. Ensures the expected benefits are realised. Provide actual versus forecast benefits during benefits reviews.
Senior Supplier – Sits on the BC Project Board. May be within the organisation or from an external organisation.Responsible for confirming that the required products can be delivered within the expected costs and are viable.
Project Manager – Prepare the Business Case on behalf of the Executive. Carry out impact analysis of new or revised risks or issues which may impact the projects ability to meet requirements. Update the Business Case at the end of each Management Stage. Assess and report on performance at regular Project Board Meetings and project closure.
Team Manager – Overall control and co-ordination of teams responsible for producing products and reporting any slippage or developmental problems during Project Stages.
Project Assurance – Assist in the development of the Business Case. Verify and monitor the Business Case against project progress and external events. Ensure the project fits with overall programme or corporate strategy. Monitor project finance on behalf of the customer. Ensure the value-for-money solution is constantly reassessed. Review the impact assessment of potential changes on the Business Case and Project Plan.
6Stakeholder Analysis
Interested Parties / Current relationship / Desired relationship / Interfaces / Key messagesFinance Department / OK / Proactive / Voice, Email
User Group / Excellent / Excellent / Voice, Email, Monthly Review
Project ID:BCP01 / Doc Ref:XXXXXXXXXX
Communications Management Strategy
Example / Page 1 of 9 / Date of Issue:01/01/2016