《项目管理--沟通计划模板.doc》由会员分享，可在线阅读，更多相关《项目管理--沟通计划模板.doc（5页珍藏版）》请在金锄头文库上搜索。
1、Communications PlanGeneric Communications PlanIntroduction1Purpose1Scope1Audience1Communication Methodology2Top-Down2Bottom-Up2Middle-Out2Communications Outreach2Weekly Core Team Status Meeting2Weekly Status to Extended Team2Communication of Interview Results3Review PM Framework Design with Extended
2、 Team3Review PM Framework Design with Project Sponsor3Review Meetings during PM Framework Implementation3Review Final recommendations with Project Sponsor3Communications Roll-Out Time Line3 Client Logo DateIntroduction“All men by nature desire to know.” - AristotleDisseminating knowledge about the N
3、AME OF PROJECT is essential to the projects success. Project sponsors, business unit/support services, project core team members, account managers, process group owners and project leaders are participants in the project. They desire to know what the status of the project is and how they are affecte
4、d. Furthermore, they are anxious to participate. The more people are educated about the progress of the project and how it will help them in the future, the more they participate and benefit. PurposeThis plan provides a framework for informing, involving, and obtaining buy-in from all participants t
5、hroughout the duration of the NAME OF PROJECT.ScopeThis communication plan is for the NAME OF PROJECT. It includes a series of meetings and interactive presentations, as well as other means of communication (such as electronic mail) to all participants of this project. AudienceThis communication pla
6、n is for the following audiences: Project Sponsors Business Unit/Support Services Project Core Team Members Account Managers Process Group Owners and Project Leaders ANYONE ELSE INVOLVED Communications MethodologyThe communications methodology utilizes three directions for effective communication: t
7、op-down, bottom-up, and middle-out.Top-DownIt is absolutely crucial that all participants in this project sense the executive support and guidance for this effort. The executive leadership of the organization (executive project sponsor and project sponsor) needs to speak with a unified, enthusiastic
8、 voice about the NAME OF PROJECT and what it holds for everyone involved. This will be hands-on change management, if it is to be successful. Not only will the executives need to speak directly to all levels of the organization, they will also need to listen directly to all levels of the organizatio
9、n, as well.The transition from the project management practices of today to the practices envisioned for tomorrow will be driven by a sure and convinced leadership focused on a vision and guided by clearly defined, strategic, measurable goals. Bottom-UpTo ensure the buy-in and confidence of the pers
10、onnel involved in bringing the proposed changes to reality, it will be important to communicate the way in which the solutions were created. If the perception in the organization is that solely the project core team created the proposed changes, resistance is likely to occur. However, if it is under
11、stood that all participants were consulted, acceptance seems more promising.Middle-OutFull support at all levels, where the changes will have to be implemented, is important to sustainable improvement. At this level (as with all levels), there must be an effort to find and communicate the specific b
12、enefits of the changes. People need a personal stake in the success of the project management practices.Communications OutreachFollowing is a list of communication events that are established for this project.Weekly Core Team Status MeetingThese status meetings are held every DAY OF WEEK from TIME t
13、o TIME. Every member of the core team participates in the meeting. Project manager sends the status report to each member of the core team on SPECIFIC DAY so everyone can review it before the meeting.Weekly Status to Extended TeamA copy of the weekly status report will also be sent to other particip
14、ants who are actively involved in the project, such as business unit/support services, account managers, process group owners, and project leaders. It is sent by e-mail immediately following the weekly core team meeting.Communication of Interview ResultsSummarized findings from individual interviews
15、 will be sent to all interviewees and the project sponsor(s) by DATE.Review PM Framework Design with Extended TeamThe design of the initial project management framework will be reviewed with the extended team by DATE in a group meeting. This meeting will be held prior to the meeting with project sponsor for final approval.Review PM Framework Design with Project SponsorThe initial project management framework design will be reviewed with the project sponsor for approval on DATE.Review Meetings during PM Framework ImplementationWeekly data gathering and review mee
