Communication Management Plan Communication Plan , All question should be answered and follow the figures attached What      will I need to communicate

Communication Management Plan Communication Plan ,
All question should be answered and follow the figures attached

What      will I need to communicate (project progress, other)?
To      whom will I need to communicate (stakeholders, contacts)?
When      will I need to communicate (timing, frequency)?
Where      will I communicate (location of the sender, receivers)?
How      will I communicate (media)?
Why      am I communicating (analyze all reports both planned and ad hoc to ensure      rationale for communication effort is sound)?
How      do my planned communications close any gaps between project objectives and      stakeholder expectations? How would such gaps be evaluated and fed back into      the project communications cycle?

Finally, in addition to writing out your strategies and responses to the questions, summarize the who, what, when, where, how, and why into a quick reference table. For example, consider the building the library scenario in the earlier unit. The “who” would be the stakeholders such as members of the community, future patrons of the library to name just a couple. The “what”  would include information regarding the progress of the construction, key milestones, and perhaps some announcements regarding the planned scope of the completed library (such as types of media available for checkout, services to be offered, etc.). Such a table is often used as a succinct at-a-glance form of the communications plan. Communication Management Plan should be a minimum of two pages in length

The project selected in Unit I, was for office relocation that assignment is listed below: Please ensure that all questions are answered the figures are listed below:

For the project selected in Unit I, create a simple communication management plan. Your plan should follow the process for planning communication management, as referred to in Figure 3.1 and 3.3 of the textbook, and in the section beginning with Communication and the Project Plan (page 51 to 57) in the eBook, Project Management: A Common-Sense Guide to the PMBOK Program, Part Two – Plan and Execution. Consider the following questions:

· What will I need to communicate (project progress, other)?

· To whom will I need to communicate (stakeholders, contacts)?

· When will I need to communicate (timing, frequency)?

· Where will I communicate (location of the sender, receivers)?

· How will I communicate (media)?

· Why am I communicating (analyze all reports both planned and ad hoc to ensure rationale for communication effort is sound)?

· How do my planned communications close any gaps between project objectives and stakeholder expectations? How would such gaps be evaluated and fed back into the project communications cycle?

Finally, in addition to writing out your strategies and responses to the questions, summarize the who, what, when, where, how, and why into a quick reference table. For example, consider the building the library scenario in the earlier unit. The “who” would be the stakeholders such as members of the community, future patrons of the library to name just a couple. The “what”  would include information regarding the progress of the construction, key milestones, and perhaps some announcements regarding the planned scope of the completed library (such as types of media available for checkout, services to be offered, etc.). Such a table is often used as a succinct at-a-glance form of the communications plan.

As a guide to depth, your Communication Management Plan should be a minimum of two pages in length. You may either create your table in Word and include it at the end of the document, or submit it as a separate Excel file.

Adhere to APA Style when constructing this assignment, including in-text citations and references for all sources that are used. Please note that no abstract is needed

Unit I Assignment

Part 1: Office Relocation, Stakeholder Identification, and Stakeholder Analysis

Office relocation involves moving the workplace team to a new office space which is one of the factors which affect the success of the business or organization moving. Many businesses fail as they relocate to the wrong place and also experience poor recovery due to poor relocation strategy and plan. Business relocates due to various reasons such as growing business where the physical space and productivity are required to increase. Various people are involved in the relocation process who are the stakeholders of the project. For relocation to be successful, the business manager must have an effective project plan. This outlines the necessary tasks to be completed for a successful move, specify the roles of all the stakeholders involved. Sets a schedule with deadline for when the tasks will be completed.

Most successful relocations involve the company employees as the stakeholders, the managers, clients and the vendors. Considering relocating to different areas have great effect on the employees as it affects their commuting patterns. The employees have to have ample time to adjust to their new location as even the business and employees will have to look for ways to get amenities. The relocation process should be done per department. During the relocation process the employees should pack individual properties as explained by Thomson, (2011).

The department dealing with production should relocate first to give them time to setup itself where the employees working in the department being involved in the packing and movement of the machines and equipment associated with the department. Packaging should be done cautiously to avoid damage to equipment and ensure everything is carried to the new location. After production should be the IT team who should relocate and ensure every equipment in the department is moved and fitted in the new space. Replacing and buying of new equipment should be considered during relocating so as to adjust to the new location space size and also do away with the old inefficient equipment.

The office employees should then move after the IT department have completed setting up the offices where they pack and ensure all their belongings are moved and carefully handled. The relocation has an effect on the clients where some will be favored while others will be affected negatively. Clients should be told in advance around one month before the relocation to ensure they are aware of the new location and to get their comment on the relocation. Vendors are also part of relocation stakeholders. The location selected should be convenient to the vendors and the client to avoid much disruption as explained by Hassanain, Ibrahim & Al-Hammad, (2020). The location selected should be analyzed of the cost impact to the vendors and clients where the relocation should focus on increasing the client base while also reducing the cost incurred by the vendors in goods supply. This focus on reducing the cost of operations while increasing benefits to the business or organization.

The relocation manager will develop a responsibility assignment matrix (RACI matrix).

The matrix has the following meaning:

R-responsible.

A-accountable

C-consulted

I-informed

Relocation Manager

Transport Manager

Department Employees

Department Heads

Business Management

Selecting the relocation area

C/R

C

C

C

R/A

Informing the clients and the vendors of the relocation

R

R/A

R/A

Developing the relocation schedule

R/A

I

I

I

I

Packing of the company equipment and documents

I

I

R/A

R/A

I

Ordering required additional equipment and items

I

I

R

R/A

I

These RACI will ensure that all the sections of relocation are accounted for and the relocation is successful.

The relocation manager will also be responsible for the communication management plan development. The plan will enable effective communication among the stakeholders so as the process will be a success. The project communication will involve meetings. The meetings will be held as the project progress. Communication through emails will also be done between the stakeholders and with the use of phone calls (Ibrahim, Hassanain & Al-Hammad, 2021). This are the most effective as they can be carried out in any location.

Description purpose

Frequency

Involved Parties

Meetings

To inform on the project plan and progress

After two days

Company management, relocation manager, transport manager, department heads

Emails

To inform of anything that comes up during the project progress

Continuous communication.

Transport manager, company management, relocation manager

Phone calls

To inform of anything that comes up during the project progress

Continuous communication

Transport manager, company management, relocation manager

Resource Acquisition Plan

The relocation process is done per department. During relocation several items and equipment will require to be replaced and others added. The items are ordered by the department head through the relocation manager. The transport manager will be responsible for organizing transportation of the goods where the company can use its own fleet to move the tools and equipment. This is cheaper for companies with large trucks and numerous company vehicles. The vehicles will be used in purchasing of the required resources and transporting them to the new location. A good schedule for the tools and equipment relocation should be prepared with the assistance of department heads. This will ensure that all the required resources required are identified by individual department head for his department and ordered on time. Team Development Plan

The department heads will organize their teams in advance so that each department is handled individually. Each department will use its employees in the relocation process and packaging. The company maintenance team will assist all the departments in the process. The maintenance team will be involved in the relocation process both in the packaging with department teams and installation of the new place. Transport team will consist of the transport manager and the drivers. The equipment and tools will only be handled by the maintenance team and individual department teams both in the loading and offloading. The vehicles will be used in transporting both the equipment and the teams to and from the old location and new location. Project Performance Reporting Plan

This will be handled as part of the communication plan. Department heads will be required to submit a report upon completion of individual department relocation to the management. The relocation manager will also submit a daily report to the management on the progress of the relocation. Stakeholder Engagement Monitoring and Control Plan

The stakeholders to be involved directly in the relocation are the employees. They will carry out the relocation tasks. The relocation schedule will be developed covering all the tasks to be involved in the project and a timeline given. The progress will be tracked as per the timeline by the relocation manager and the management to ensure no time and extra cost is incurred and a control measure put in place.

How to Plan Project Communications Management

The project communications management planning process contains the following key steps:

1. Review the project management plan.

2. Obtain stakeholder information from the stakeholder register.

3. Understand the project environment.

4. Review the  historical organizational project artifacts .

5. Utilize appropriate project communication methods and tools.

6. Develop a communications management plan.

7. Update the current project documents.

Figure 3.1  illustrates the project communications management planning process flow.

Figure 3.1 Project Communications Management Planning Process Flow

Develop a Communications Management Plan

The communication management plan is the outcome of the project communication management planning process that provides guidance on how to plan, execute, monitor, and control the project communications. Like the rest of project plans, this plan also is part of the overarching project management plan and includes, but is not limited to the following:

• Scope of the plan based on stakeholder communication requirements

• Type and format of the information to be communicated

• Reason for the communication of that information

• Time and frequency of the communication

Update the Current Project Documents

The project schedule, stakeholder register, desk procedures, risk and issue logs, and so on may need to be updated.

Tip

Following are tips for effective communications management planning:

• Plan for communications management early in the project life cycle, but repeat the planning process whenever, a stakeholder leaves the project or a new one comes in and whenever there are any changes to communication tools, technologies, methodologies, or preferences.

• Tailor the communications plan according to the target audience.

• Remember, the communication is not complete until the sender receives a confirmation that her message has been successfully received and understood by the receiver.

• Seek inputs from the project team and other key stakeholders.

• Leverage as much as possible from the historical artifacts to save time and cost.

• Ensure that the plan contains executable steps for implementation of the plan.

• If in doubt, consult subject matter experts.

• Involve the project team and other key stakeholders while reviewing the plan and obtaining key stakeholders’ signoff before base lining it.

• Track and manage the risks and issues pertaining to this process in a timely manner.

• Capture and archive the lessons learned regularly.

Summary

The mind map in  Figure 3.3  summarizes the project communications management planning process.

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