A communication management plan is created with the aim of promoting easy information flow to meet the information needs of the Recreation and Wellness Intranet Project by facilitating communication and information sharing amongst the stakeholders which is necessary for proper decision making and project assessment. The communication management plan establishes the structure of the project, methods of information collection, methods of information assessment, and the approach of information distribution. Further, the communication management plan establishes the critical links between the stakeholders and the project facilitators to promote ideas and information sharing. This communication management plan seeks to develop a communication plan based on the stakeholders involved in the project, available communication approaches, and the frequency of communication needed. A good communication management plan should take into account the information needs of every stakeholder in the project (Advisors, 2016).
The Recreation and Wellness Intranet Project stakeholders include a programmer/project manager, network specialist, business analyst, a second programmer analyst and the User.
Project Manager (Tony)
The project manager is responsible for creating the overall direction for the project and overseeing coordination and cooperation between the different project stakeholders. The project manager requires information in the form of reports from all the other stakeholders to ensure that the project is on track and continuously assess the needs of the project.
The programmer (Bonnie)
A programmer is responsible for coding the necessary information and user programs into the system and plays a significant role in ensuring that all the project needs of the user are recorded and put into consideration. The programmer creates the design of the intranet project and how different organization stakeholders will interact in the project.
Network Specialist (Patrick)
A network specialist creates the necessary arrangements of the network requirements and the mode of communication between the user and the service consumers. The network specialist analysis the organization network communication needs by assessing the trending network approaches based on convenience, safety, and privacy.
Business Analyst (Nancy)
A business analysis assesses the business needs of an organization to be able to create a Recreation and Wellness Intranet Project that meets the requirements of the business. A business analyst evaluates the customer characteristics, market trends and the future needs of the business information that should be considered in the Intranet Project development.
Content of Communication
The primary information that will be communicated will include the product information which will assess the scope of the project and the project relationship to other parties. This information is essential to ensure proper budgeting and evaluation of the project. The second type of information that will be communicated between the stakeholders of the project will be the process information regarding the cost, timing, reviews, size, and the information on the status of the project (Badewi, 2016).
Communication approach refers to the means and instruments that will be used by the stakeholders to communicate and when the communication will take place. The project manager will maintain constant contact with all the stakeholders, but the approach of communication will vary (Parker, 2018).
Project Update Report
The manager will receive weekly project update from the analyst, business analyst, and the network specialist. The weekly reports will be shared with the user of the Intranet Project and also will be used to assess the progress and requirements of the project which will be an essential tool for project decision making. The project manager will use the project report to update the user using a copy of the report which will be valuable as a form of reassurance to the user on the progress and the ability of the project to meet the user needs. The project update report will be transmitted through electronic means by the used a scanned report to the User email.
Newsletters and Bulletin Boards
The project manager will use newsletters and bulletin boards to communicate with the project implementation team on a daily basis which will be used to highlight the different project needs and also to delegate activities to the team. The newsletter and the bulletin boards will also be used to assess the contribution of the project implementation team and recognize those that have performed exemplarily well. The newsletters and the bulletin boards will also act as feedback options from the stakeholder reports (Parker, 2018).
Email and Telephone Support
The stakeholders will regularly communicate and share necessary information amongst themselves using emails and also telephone support to seek any constant clarification to ensure project continuity and data-based decision making in the project (Szeberenyi, 2015).
Crisis Conference Meetings
The crisis conference meetings will be held once weekly between the project stakeholders and the user representative which will be used to discuss any pertinent issues regarding the project and provide clarifications to the project stakeholders. The conference will be presided by the project manager, and it's the most crucial nontraditional communication during the progress of the project implementation (Seeger, 2006).
The project manager will conduct regular project site visit to assess the progress of the project and will also provide the project manager a chance to meet all the stakeholders and even the user of the Intranet Project. The site visits will be random depending on the activity schedule of the project manager.
Communication Approaches with the User
Communicating with User plays a significant role in the project implementation because constant communication promotes reassurance of the User and also assess any needs and question that the user will have. The project manager will communicate with the user using electronic mail and telephone approaches. The project manager will provide weekly project updates that will be scanned and sent to the user and also the project manager will remain open for communication with the user through telephone at any point in time during the project and post-implementation (Parker, 2018).
Type of Communication Objective Frequency Audience Format
Project Update Report
Review status of the project. Weekly Project Manager and User Scanned email
Newsletters and Bulletin Boards
Discuss and develop technical design solutions for the project and Commentaries Regularly Project Stakeholders Printed copy posted on project boards
Email and Telephone Support Clarification and specific instructions Any time All stakeholders Telephone and soft copy email
Crisis Conference Meetings Develop technical design solutions for the project. Occasionally All stakeholders Conference hall
Inspection Weekly All stakeholders Project site
Table 1: Communication Matrix source (Communications Management Plan)
A. (n.d.). Communications Management Plan. Retrieved from http://www.projectmanagementdocs.com/project-planning-templates/communications-management-plan.html#axzz5G3SekoUx
Advisors, S. S. G. (2016). Information and Communications Technology (ICT) Strategy Paper. The USAID/Ghana Sustainable Fisheries Management Project (SFMP). Narragansett, RI: Coastal Resources Center, Graduate School of Oceanography, University of Rhode Island and SSG Advisors. GH2014_PPP005_SSG.
Badewi, A. (2016). The impact of project management (PM) and benefits management (BM) practices on project success: Towards developing a project benefits governance framework. International Journal of Project Management, 34(4), 761-778.
Parker, A. T. (2018). Hawaii Pacific Deaf-Blind Project Workshop: Conversations, Connections, and the Communication Matrix.
Seeger, M. W. (2006). Best practices in crisis communication: An expert panel process. Journal of Applied Communication Research, 34(3), 232-244.
Szeberenyi, A. (2015). Project Communication Plan (No. AIDA-2020-MS4).
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