Communication Management Guidelines. Internal Projects

Size: px

Start display at page:

Download "Communication Management Guidelines. Internal Projects"

Bernadette Snow
5 years ago
Views:

1 Internal Projects

Proprietary Information This document is the property of King Fahd University of Petroleum and Minerals KFUPM-ICTC Department, Kingdom of Saudi Arabia and is assigned the classification rating of

2 Proprietary Information This document is the property of King Fahd University of Petroleum and Minerals KFUPM-ICTC Department, Kingdom of Saudi Arabia and is assigned the classification rating of Internal. Distribution may only be performed by KFUPM-ICTC Department authorized persons to recipients that have a valid need-to-know. The content of this document is proprietary information and may not be distributed, disclosed, published or copied without first obtaining KFUPM-ICTC Department s written permission. Internal -Version 1.7 Page 2 of 9

3 Table of Contents TABLE OF CONTENTS 3 1. OVERVIEW / INTRODUCTION 4 2. PURPOSE AND SCOPE 5 3. COMMUNICATION MANAGEMENT APPROACH 6 4. ROLES ICTC PROJECT SPONSOR VENDOR PROJECT MANAGER ERROR! BOOKMARK NOT DEFINED. 4.3 ICTC PROJECT MANAGER PROJECT TEAM PROJECT STEERING COMMITTEE CHANGE ADVISORY BOARD (CAB) ICTC PMO 7 5. GUIDELINES FOR MEETINGS 9 Internal -Version 1.7 Page 3 of 9

4 1. Overview / Introduction Communication Management guidelines define communication requirements for the project and will set the communications framework for this project. It will serve as a guide for communications throughout the life of the project. The Team and Stakeholders Directory identifies and defines the roles of persons and provide contact information for all stakeholders involved in the project. It also includes a Communications Matrix which maps the communication requirements of this project. An in-depth guide for conducting meetings details the communications rules and how the meetings will be conducted, ensuring successful results. Internal -Version 1.7 Page 4 of 9

5 2. Purpose and Scope The purpose of this Communications Management Plan is to define the communication requirements for the project and how information will be distributed. The Communications Management Plan defines the following: Communication requirements based on roles What information will be communicated How the information will be communicated When will information be distributed Who does the communication Who receives the communication Internal -Version 1.7 Page 5 of 9

6 3. Communication Management Approach The Project Manager will take a proactive role in ensuring effective communications on this project. The communications requirements are documented in the Communications Matrix presented in this document. The Communications Matrix will be used as the guide for what information to communicate, who is to do the communicating, when to communicate it and to whom to communicate. Minutes of all meetings are to be kept by the Project Manager. All Project communications will be replied to within 2 working day of being initiated. Non-compliance to this will lead to the assumption of acceptance, agreement and compliance. Changes required due to non-compliance to this rule will be handled as per the Change Management process. For all meetings apart from those indicated on this plan and for Emergency meetings, invitations to the meeting must be issued five working days prior to the meeting being held. In the case of Emergency meetings invitations must be sent out at least two working days prior to the meeting. In order to successfully manage the Project Stakeholders expectation, a complete analysis of all Project Stakeholders must be concluded in order to ensure that all the stakeholders have indeed been identified, that their contact details and a single point of contact for each is known and that the stakeholders individual information requirements (from the Project) is known. This process is the responsibility of Project Manager. It is strongly advised that this exercise must be carried out as soon as possible for this is a prerequisite to managing these stakeholders expectations. Internal -Version 1.7 Page 6 of 9

7 4. Roles 4.1 ICTC Project Sponsor ICTC Project Sponsor is the backbone for the entire Project, act as champion for the project and is responsible for acquiring funding of the project. He also facilitates in provision of requisite resources for the project and is ultimately responsible that the project is aligned with the strategic objectives of the organization. Since the Project Sponsor is at the executive level, communications will be presented in summary format unless the Project Sponsor requests more detailed communications. 4.2 ICTC Project Manager The Project Manager ensures that the project is delivered on time, to budget and to the required quality standard (within agreed specifications). He ensures the project is effectively resourced and manages relationships with a wide range of groups (including all project contributors). The person is responsible for developing, in conjunction with the Project Sponsor, a definition of the project. He ensures the project is effectively resourced and manages relationships with a wide range of groups (including all project contributors). The Project Manager is also responsible for overseeing the work of consultants (if any), allocating and utilizing resources in an efficient manner and maintaining a co-operative, motivated and successful team. 4.3 Project Team The Project Team is comprised of all persons who have a role performing work on the project. It includes ICTC resources. The project team needs to have a clear understanding of the work to be completed and the framework in which the project is to be executed. Since the Project Team is responsible for completing the work for the project, they play a key role in creating the Project Plan including defining its schedule and work packages. The Project Team requires a detailed level of communications which is achieved through day to day interactions with the Project Manager and other team members for prescribed team meetings. 4.4 Project Steering Committee For Projects which has impact/user base outside ICTC, a Steering Committee is formed to oversee the project. It includes management representing the departments which has stakes in the project. The Steering Committee provides strategic oversight and to ensure that changes within the organizations are effected in such a way that it benefits the organizations as a whole. The Steering Committee requires communication on matters which will change the scope of the project and its deliverables. 4.5 Change Advisory Board (CAB) The Board will review the projected change and it impacts raised by Project Manager and recommend for approval or otherwise by Director ICTC / Bids Evaluation Committee. The composition of the CAB will be finalized by Director ICTC. 4.6 ICTC PMO PMO is responsible for the following:- Reviewing and monitoring portfolio in all aspects of Project Management. Monitor, control and report project portfolio status to ICTC Management. Focal person and functional administration of project management tool Mange effective cross-project communication and resolution of cross-project issues and interdependencies. Review and monitor milestone-level project plans and targets. Ensures each individual projects implementation efforts are aligned with the overall program/portfolio objectives Internal -Version 1.7 Page 7 of 9

8 Provide standard templates and tools to all projects to ensure consistent reporting and to facilitate effective decision making. Internal -Version 1.7 Page 8 of 9

9 5. Guidelines for Meetings i. Meeting Agenda Meeting Agenda will be distributed 5 business days in advance of the meeting where it is documented in this plan. The Agenda should identify the presenter for each topic along with a time limit for that topic. The first item in the agenda should be a review of action items from the previous meeting. ii. Meeting Minutes Meeting minutes will be distributed within 2 business days following the meeting. Meeting minutes will include the status of all items from the agenda along with new action items and the Parking Lot list. iii. Action Items Action Items are recorded in both the meeting agenda and minutes. Action items will include both the action item along with the owner of the action item. Meetings will start with a review of the status of all action items from previous meetings and end with a review of all new action items resulting from the meeting. The review of the new action items will include identifying the owner for each action item. iv. Meeting Chair Person The Chair Person is responsible for distributing the meeting agenda, facilitating the meeting and distributing the meeting minutes. The Chair Person will ensure that the meeting starts and ends on time and that all presenters adhere to their allocated time frames. v. Note Taker The Note Taker is responsible for documenting the status of all meeting items, maintaining a Parking Lot item list and taking notes of anything else of importance during the meeting. The Note Taker will give a copy of their notes to the Chair Person at the end of the meeting as the Chair Person will use the notes to create the Meeting Minutes. Internal -Version 1.7 Page 9 of 9

THE CORPORATION OF THE CITY OF WINDSOR POLICY

THE CORPORATION OF THE CITY OF WINDSOR POLICY Service Area: Office of the Chief Administrative Officer Policy No.: CR252/2014 Department: Approval Date: October 6, 2014 Division: Corporate Initiatives