How to Create a Project Management Communication Plan example template

The Project Communication Plan is a project management project document that should be created in the initial phase of project initiation. The following Project Communication Plan is a real-life example of a template and can serve your educational or professional needs.

Communication is crucial to the success of the project. This plan defines how anyone who needs to receive critical project information is timely and clear. The communication plan clarifies who with whom and through what communication channels to communicate to clarify and share information regarding the project and its progress.

Project Communication Plan

For the purpose of the project, many documents and sample data from the client are collected. This information is very important and can affect the customer’s business.

In order not to misuse the project information, the company has created and implemented sound information security policies and every employee should follow and practice these policies and work ethic.

All confidential information from the client must be kept strictly confidential and employees are not allowed to divulge and disclose it unless necessary for the performance of their duties, in agreement with the management and the client.

Any information collected from clients by project staff relating to any idea, process, trademark, service mark, invention, technology, computer program, original copyrighted work, patent or copyright shall be immediately disclosed to the company and are managed and supervised by the project manager.

Employees may not disclose any patented information directly or indirectly to anyone outside the company team. Employees are prohibited from engaging in unfair competitive termination practices or engaging in business at work.

Any personal information collected during the project is strictly protected and cannot be shared. Privacy includes the following types of data – online – such data that is collected during online interactions, financial – any financial information collected online or offline, medical confidentiality, geographical records, political confidentiality.

Political issues are best addressed at the level they originate from. Escalating political issues up the hierarchy (ie up to the manager’s manager) does not help and may even be counterproductive. Policy responses are governed by the level at which they arose, it is strongly recommended that they not be lifted or lowered in the hierarchy in order for the communication and work on the project to proceed smoothly. The purpose of the answers is not just to share data, but also to “consistently” sell the merits of the project.

In order to prepare the company for possible negative project scenarios, it is advisable to prepare an action plan for the following negative scenarios:

Strategy if project exceeds budget.

This strategy is implemented from the first day of the project, although it is within the budget. In this way, at a critical moment, it will be easier to find a solution and put the project within an acceptable budgetary framework. The strategy is implemented with the assistance of the project sponsor, project director, project manager, project finance manager and all team and unit managers. This strategy involves following the following steps:

Proper budget planning.

Budget review during project work, at an adequate time or when needed. Revise priorities as needed.

Control of project costs and reports on its current status for an adequate period described in the communication plan.

Do not delay work longer than planned, which may at some points involve a revision of priorities. Time is money and if a project exceeds its deadline, it usually goes beyond the budget. If the project loses momentum or lingers a very valuable time, it will be wasted to get everyone back on track.
It is of the utmost importance for the business to be able to properly define the boundaries of the project scope. Extending the scope beyond the original plan will easily lead to budget overruns and deadlines. The project scope should be well defined and all involved should understand the scope of the work.

If the excess is foreseen sufficiently early, measures can be taken to minimize the mark-up.

An option for returning within the budget is to seek additional funding, taking care that the project meets its main objectives.
Re-allocating resources at lower costs, using cheaper materials to reduce costs are last but feasible measures.

Strategy if the project is not completed on time

This strategy is also starting to apply from the first day of the project, although it is within the envisaged timeframe. In this way, it will be easier at a critical moment to find a solution and bring the project within acceptable timeframes. The implementation of the strategy is done with the assistance of the project manager and all project team leaders and units. This strategy involves following the following steps:

  • Launch the project with realistic timelines, carefully considering and describing predictable delays, as well as an action plan. In time planning, it is a good idea to try to describe, if possible, some unexpected delays.
  • Create a motivated and workable project schedule that includes identified dependencies and metrics.
    Timely and meaningful status reporting, provide key information to identify missed deadlines and potential project delays.
  • Effective communication with clients, relying on instructions for work through related problems and problems to save the project.
  • Delay management

Confirm the missed deadline and the subsequent delay as soon as possible.

Gather the right resources. Depending on the delay, these resources may include the project sponsor, the project steering committee, technicians, suppliers, customers and other key decision makers.

Think about the consequences. On the one hand, delays affect costs, availability of resources, customer relationships and related business needs. On the other hand, delays make it possible to refine the project, take advantage of changing business circumstances, and improve project results. The positive consequences should be identified alongside the negative ones in order to create a complete picture of the delay and minimize the negative consequences and increase the opportunities.

Identifying and evaluating alternatives. Depending on the needs and circumstances, a variety of solutions are possible, including extending project deadlines, changing results, retaining additional resources, or changing project scope.

Once the alternative remedies have been identified, all key stakeholders must be accepted and approved to ensure informed consent, and a comprehensive and detailed project plan should be developed, including a delayed timeline and any associated contingencies. The delay must be explained and justified, indicating the causes, consequences and benefits. Whenever delay is requested, the approval stakeholders must continue (or regain) confidence in the project and the project team.

A strategy for constraints/deadlines by suppliers.

This strategy also begins to be applied when selecting suppliers and partners. In this way, at a critical moment it will be easier to find a solution and put the project within acceptable limits. The implementation of the strategy is done with the assistance of the project manager, logistics and supply manager and all project team and unit managers. This strategy involves following the following steps:

Correct selection criteria for suppliers. Priorities are long-standing, correct project partners.
Setting time and budgetary reserves when creating delivery and procurement schedules. Read Procurement management plan.

Procurement Software needs

Software tools for procurement practices are identified by the delivery and procurement manager.

Frequent communication to control the project schedule.
Choosing a second supplier, ready to assist with part of the project or completing the whole project, which is a very last resort and will have an impact on time and budget.

A strategy in the absence of experts and trained staff, as well as sufficient staff.

The strategy begins again with the start of the project.
Make sure employees have all the tools and information they need.
Provide more training and opportunity to apply what has been learned.
Applying more soft skills and flexibility.
Continuous feedback.
A working and adequate HR plan for crises.
Hiring external experts when needed.
Involve more staff in the project when needed and if budget allows.

A strategy for ineffective communication.

The strategy begins again with the start of the project.
An effective communication plan.
Stakeholder engagement.
Promoting team communication – face-to-face conversations, social interactions. Strive for a team culture that facilitates positive open communication.
Project Management Software – Helps in communication and provides better project visibility.

A strategy for defective work with many defects

We start to apply it again from the beginning of the project. In this way, at a critical moment it will be easier to find a solution and put the project within acceptable limits. The implementation of the strategy is done with the assistance of the project sponsor, project director, program manager, project manager, functional manager, quality assurance manager, all project and client team heads and units. This strategy involves following the following steps:

Detailed, understandable and properly spelled out product quality requirements so that members understand what quality is and how to improve it when needed. See product requirements change management.

Timely, adequate and regular testing of the quality of the project. Detection of defects early.

Avoiding non-compliance. When we add features that the client did not want, we increase the potential for non-compliance, unnecessary complexity and higher cost. Do not tolerate requirements beyond the scope of the project.
Quality is the result of high intention, sincere efforts, smart direction and skillful execution. To achieve these goals, it is necessary to work with the team for their motivation and satisfaction.
Audit to evaluate how well the team understands the goals and requirements and whether it follows the plan. Read about Process requirements
Clear and well-defined requirements that lead to fewer defects and avoid delays.

Properly apply the instructions for claims and return of defective deliveries.
Conducting lessons after the project stages and at the completion of the project to evaluate processes such as requirements, design, development and testing.
Retrospective at the end of each sprint or iteration.

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