1.0 Purpose

This section should provide a high-level explanation of purpose of the Communication Management Plan. Generally, the purpose of the Communication Management Plan is to outline and define the requirements for all communication associated with the project in order to ensure project success. This section may also include a general description of what is contained in the plan.

Effective communication is a key to successful project management and project completion. The purpose of this Communication Management Plan is to define the communication requirements for the Building Expansion Project throughout the project’s lifecycle. This Communication Management Plan defines the communication requirements, media, frequency, and distribution in order to ensure that information is conveyed through proper channels in a timely and consistent fashion. This plan will serve as a catalyst for successful project completion by facilitating the information flow required for timely decision-making, action item tracking, status updates, and overall understanding of the project goals and deliverables.

2.0 Roles and Responsibilities

This section describes the roles and responsibilities of all key project personnel. In order to facilitate effective communication it is imperative that these roles and responsibilities are clearly defined. If they are not, the project runs the risk of multiple team members overlapping and performing the same functions or, worse, some tasks going unassigned resulting in communication gaps. The resulting miscommunication can result in significant schedule delays, cost overruns, or project failure. This section should include a list of all key personnel (with names where appropriate), titles, and what their roles and responsibilities are.

In order to ensure the successful completion of the Building Expansion Project, the roles and responsibilities of all key project personnel must be clearly defined with regards to project communication. In order to prevent overlap or gaps in project communication, the following roles and responsibilities have been identified:

2.1 Project Sponsor

Mr. John Doe: The Project Sponsor serves as the Building Expansion Project’s oversight authority. He is responsible for approving all budget and funding requests as well as authorizing any change control requests. As a sitting member of the executive committee, the Project Sponsor is also responsible for providing project status updates in the monthly executive committee meetings as required.

2.2 Project Team

Project Manager, Mr. Joe Smith: The Project Manager is responsible for day to day management of the Building Expansion Project. The Project Manager is responsible for establishing communication requirements for the project, chairing all project meetings, and submission of all written reports. The Project Manager may delegate communication tasks to appropriate technical representatives or subject matter experts (SMEs) but is responsible for the timely completion of such tasks. The Project Manager is responsible for all information dissemination.

Facilities Manager, Ms. Sally Jones: The facilities manager is the SME for all communications relating to facility management. As such, the facilities manager is responsible for providing the Project Manager with all facility-related feedback for use in project communications. The facilities manager will participate in all project team meetings, monthly status meetings, and will be included on the project’s distribution list. For project meetings the facilities manager will act as the recorder and take all notes to be distributed after the meetings.

Technical Representative, Mr. Robert White: The technical representative is the SME on all information technology (IT) matters as well as capital equipment and procurement. As such, the technical representative is responsible for providing the Project Manager with all related feedback for use in project communications. The technical representative will participate in all project team meetings, monthly status meetings, and will be included on the project’s distribution list. For project meetings the technical representative will act as the timekeeper ensuring that the meeting proceeds in accordance with the agenda.

Contractor Team Lead, Ms. Jane Black: While not a member of our organization, the contractor team lead is an integral part of the Building Expansion Project. The contractor team lead is responsible for providing status updates for construction and any other construction-related details to the Project Manager for use in project communications. The contractor team lead will participate in all project team meetings, monthly status meetings, and will be included on the project’s distribution list.

2.3 Project Stakeholders

There are numerous stakeholders for the Building Expansion Project. When necessary, the project stakeholders are responsible for providing requested information to the Project Manager for use in project communications. The project stakeholders listed below are required to attend the monthly status meetings and will be courtesy-copied, when appropriate, on all project communications.

    Director of Production, Mr. Bill Johnson

    Vice President of Technology, Mr. John Green

    Director of Human Resources, Ms. Joan Blue

3.0 Communication Matrix

There are many forms of communication which take place during a project. Meetings, reports, and gate reviews are some of the means by which information is shared and distributed during the life of a project. These are formal events which must be conducted effectively and efficiently in order to ensure the right people receive the right information and that the project continues to move forward smoothly.

The communication requirements for the Building Expansion Project are listed in the following matrix. As the project proceeds, it may be necessary to modify the communication requirements. Any modifications to the communication matrix must be approved by the Project Sponsor.

Communication Type Description Frequency Format Participants/Distribution Deliverable Owner Weekly Status Report E mail summary of project status Weekly E mail Project Sponsor, Team and Stakeholders Status Report Project Manager Weekly Project Team Meeting Meeting to review action register and status Weekly In Person Project Team Updated Action Register Project Manager Monthly Project Review Present metrics and status to team and sponsor Monthly In Person Project Sponsor, Team, and Stakeholders Status and Metric Presentation Project Manager Weekly Construction Status Report outlining weekly progress and issues Weekly E Mail Project Team Construction Status Update Contractor Team Lead Project Gate Reviews Present closeout of project phases and kickoff next phase As Needed In Person Project Sponsor, Team and Stakeholders Phase completion report and phase kickoff Project Manager Technical Design Review Review of any technical designs or work associated with the project As Needed In Person Project Team Technical Design Package Project Manager

4.0 Project Team and Stakeholder Identification

This section should provide a list of everyone involved with the project as well as their contact information. It is key to have all contact information conveniently located and available to the group so anyone may be reached at any time in case some type of informal communication is required for various project tasks.

The following matrix has been created to provide the contact information for all personnel involved with the Building Expansion Project. Any requests to add to or change this identification matrix must be submitted to the Project Manager for review and approved by the Project Sponsor.

Name Title E mail Office Phone Cell Phone John Doe Project Sponsor j.doe@xxx.com xxx-xxx-xxxx xxx-xxx-xxxx Joe Smith Project Manager j.smith@xxx.com xxx-xxx-xxxx xxx-xxx-xxxx Sally Jones Facilities Mgr s.jones@xxx.com xxx-xxx-xxxx xxx-xxx-xxxx Robert White Technical Rep r.white@xxx.com xxx-xxx-xxxx xxx-xxx-xxxx Jane Black Contract Lead j.white@abc.com xxx-xxx-xxxx xxx-xxx-xxxx Bill Johnson Dir. Of Prod. b.johnson@xxx.com xxx-xxx-xxxx xxx-xxx-xxxx John Green VP of Tech. j.green@xxx.com xxx-xxx-xxxx xxx-xxx-xxxx Joan Blue Director of HR j.blue@xxx.com> xxx-xxx-xxxx xxx-xxx-xxxx

5.0 Communication Conduct

This section should discuss the conduct expected of all team members when participating in meetings or other project communication. It is vital to establish guidelines so that communication flow is understood and remains consistent throughout the project. Additionally, if no rules are established to control communication, then meetings and other forms of communication may become inefficient and obstruct progress.

This section provides guidance to all project participants for conduct expected in meetings and other forms of communication. All participants are expected to adhere to these guidelines at all times to prevent unnecessary or ineffective communication.

5.1 Meetings

This section discusses expected meeting conduct

The Project Manager will distribute a meeting agenda at least 2 days prior to any scheduled meeting. All participants are expected to review the agenda prior to the meeting. During project meetings the timekeeper will ensure that the group adheres to the time allotted for a given topic and the recorder will take all notes to be distributed to the team upon completion of the meeting. It is imperative that all participants arrive to each meeting on time and all cell phones and blackberries should be turned off or set to vibrate mode to minimize distractions. Meeting minutes will be distributed no later than 24 hours after each meeting is completed.

5.2 Electronic Mail (Email)

This section discusses expected email conduct

All email pertaining to the Building Expansion Project should be professional, free of errors, and provide brief communication. If the email is to provide a status report, it should be distributed to the correct project participants in accordance with the communication matrix above. All attachments should be in one of the organization’s standard software suite programs and adhere to established company formats. If the email is to bring an issue forward then it should discuss what the issue is, provide a brief background on the issue, and provide a recommendation to correct the issue. The Project Manager should be included on any email pertaining to the Building Expansion Project.

5.3 Informal Communication

This section discusses the conduct expected when communicating informally

Informal communication is a part of every project and is necessary for successful project completion. However, any issues, concerns, or updates that arise from informal discussion between team members must be communicated to the Project Manager so the appropriate action may be taken.

6.0 Approvals

All project and management plans must have the approval of the Project Sponsor and Project Manager. The signatures of these individuals indicate their acknowledgement and understanding of the Communication Management Plan.

The signatures of the people below indicate an understanding in the purpose and content of this document by those signing it. By signing this document you agree to this as the formal Communication Management Plan for the Building Expansion Project.

Approver Name Title Signature Date Doe, J. COO     Jones, T. Project Manager