General
·
Refer to the Documenting Lessons Learned detailed procedure for
instructions on recording the lessons learned for this task.
·
The contract provides the details of the Deloitte scope of
services and deliverables. Persons who are directly or indirectly involved in
this task must clearly understand their applicable scope of services and
deliverables.
·
Documentation should be stored in the project library as defined
in the Project Library Standards tool. More information is provided in the Knowledge
Sharing Overview tool and the Archiving the Project Library detailed procedure.
·
Understand the knowledge-sharing recommendations. Read the
Knowledge Sharing Overview tool for more information, and review this material
on the Knowledge Exchange:
-
Knowledge Sharing Resource Materials
-
Contribution Wizard Tutorial
-
Contribution Requirements
-
Cleansing Guidelines/Tips
·
Confirm that the communications format complies with the
standards defined in the Project Library Standards tool.
·
The Project Communications Plan defines:
-
Who will need project-related information
-
When the information will be needed
-
Why the information will be needed
-
How the information will be generated, collected, distributed,
and stored
·
The Project Communications Plan may be structured or informal,
depending on the needs and size of the project.
·
The plan should outline what will be communicated about the
project, when it will be communicated, and how it will be communicated. The
plan can be presented in a spreadsheet, calendar, or chart.
·
Align communications events with project plans and milestones,
but do not let too much time lapse between communications. Consider associating
each deliverable to a communications strategy and an archive strategy.
·
Project subteams may need to develop plans for addressing their
unique stakeholder requirements.
·
The timing of communications typically falls into one of two
categories:
-
Project initiation. Introductory communications to inform
all parties about the "what, where, when, who, why, and how" of the
project (for example, the kickoff meeting).
-
Ongoing. Communications delivered throughout the project.
·
Formal communications are not a substitute for informal
communication among team members. Determine a regular communications schedule,
but do not discourage ad hoc discussions and communications. Encourage team
members to communicate informally with the project manager and other team
members. The number of project meetings depends on project size and complexity.
The number of meetings for large, complex projects is usually greater than for
small, straightforward projects.
·
Communications schedules may be based on timing or frequency and
may depend on whether real-time information is critical to project success (for
example, within 24 hours of each meeting, once a week, or when new technical
data is produced).
·
In a formal environment, the gatekeeper is the point of contact
for all incoming and outgoing communications. Gatekeepers are typically used in
two instances:
-
On large projects, when it is important to have a single source
of information for all project team members
-
If all communications to the client organization must be official
or well documented
·
The level of authority delegated to a project controller may
vary:
-
The project manager may delegate all communications activities to
the project controller
-
The project manager may delegate the job of taking, writing, and
distributing meeting minutes to the project controller
-
The project manager may authorize project controllers to call and
chair project meetings
-
The project manager may designate all responsibilities to the
project controller.
·
Be explicit about roles and responsibilities associated with
project communications. Define this information during the planning to prevent
confusion about who does what as the project progresses.
·
The project communications planning process should occur during
project scoping and planning.
·
The communications process should begin as soon as resources are
assigned to the project. Assess stakeholders and communicate team members'
roles and logistics information (for example, hotel or directions) as soon as
possible.
·
Confirm the availability of critical personnel before scheduling
meetings.
·
Consider the location and time zones of project team members when
you schedule meetings and establish a common project team calendar. Use video
conferencing, conference calls, or Deloitte Online (eRoom) so team members can
confer from any location. Read the Deloitte Online (eRoom) tool for more
information.
·
Recognize progress that has been made, not just problems that
have occurred. Celebrate the passage of project milestones and congratulate
team members on their successes. Read the Improve Staff Performance task for
more information.
·
Encourage team members to report issues that may affect project
progress.
·
Conduct Deloitte-only meetings on a regular or ad hoc basis to
discuss staff performance, client organization relationships, firm business,
and opportunities for improvement. Confirm to the client organization that
these meetings do not have a negative effect on the collaborative spirit of the
project and that they provide a forum for Deloitte personnel to discuss issues.
·
Notify the client organization in advance about activities that
are limited to Deloitte personnel.
·
Make sure everyone is properly informed of project progress.
Distribute meeting minutes and identify Deloitte-specific communications.
·
Reviewing the lessons learned on previous projects. If possible,
contact former project office staff to determine which processes worked, and
which processes did not work.
·
Identify, update, and manage key stakeholder expectations even if
managing these expectations is difficult due to conflicting objectives and
requirements.
·
Take advantage of any ongoing relationships with the client
organization, even if these projects are located within a different subsidiary,
division, or department. Use the relationships to acquire information and
additional contacts.
·
Make sure that team members from the client organization and
Deloitte understand the need for discretion and confidentiality when discussing
the categorization and progress of key stakeholders with people who are
external to the project.
·
Identify executives whose trust, respect, rapport, values, and
opinions of Deloitte are pertinent to long-term business relationships with the
client organization.
·
Different cultures require different communications strategies.
On multinational projects, the Deloitte project team should become familiar
with national, ethnic, and political cultures to reduce the potential for
miscommunication and misunderstanding.
·
Deloitte team leadership should include individuals who
understand the local culture so the team can become sensitive to local business
practices. These team members must work closely with other team leaders to
anticipate and resolve culturally based difficulties. Provide cultural training
for key project managers.
·
On very large projects, consider collaborating with the local
office in that country or a locally based company to gain a greater
understanding of local culture and issues.
·
Empathy is key to developing good relationships, approaching
multinational teams, and establishing the right attitude.
·
Be the "eyes and ears" of the client organization in a
foreign country. Provide management with insights on the condition of its
businesses and meaningful suggestions for improvement.
·
Key project stakeholders include individuals from every
appropriate functional and geographic region of the organization.
·
On multinational engagements, face-to-face meetings are more
effective and appreciated than conference calls or video conferencing.
·
Consider assigning a People competency practitioner to work on
the Communications plan, especially for programs and large projects.
·
Explaining the importance of status reporting to the client
organization; it should not be viewed as a mechanism for tracking costs and
deliverables.
·
A good reference book for multinational engagements is Kiss, Bow,
or Shake Hands: How to do Business in Sixty Countries, by Terri Morrison, Wayne
Conaway, and George A. Borden.
Audience Media Analysis
·
Media formats are categorized as person-to-person (preferred),
print, or electronic.
·
Determine which type of communications medium should be used:
-
Push media. Used when events trigger communications, such
as when a major decision has been reached and it must be directed to the right
audience in an unsolicited way.
-
Pull media. Used to provide the audience information on
demand, such as through a web site or Deloitte Online (eRoom). Refer to the Deloitte
Online (eRoom) tool for more information.
·
The technology or methods of media can range from brief
conversations to extended meetings and from simple written documents to online
schedules and databases.
·
At the beginning of the communications development process,
collect new media ideas without considering constraints. The list can be
refined as each idea is evaluated for its effectiveness.
·
Document the constraints for a new medium so their effects can be
evaluated and considered when selecting communications for the project.
·
Periodically review the Audience Media Analysis to reassess
whether media originally deemed "not usable" could be useful and
appropriate.
Message Analysis
·
Consider this when developing project messages:
-
Purpose of the project, key stakeholders, and process:
§
This is what is happening and why.
§
This is the time frame.
§
These groups are affected.
§
This is who is involved.
§
This is how the project will be conducted.
§
This is what we are doing.
§
This is when we can tell you more.
-
Project progress:
§
This is what we have achieved to date.
§
This is our current thinking.
§
We will communicate even when things are uncertain.
§
These are the benefits we have achieved or will achieve.
-
Project effects:
§
This is how processes will change.
§
This is how systems will change.
§
These are potential conflicts.
§
This is where we will eliminate jobs.
-
Messages for stakeholder and key stakeholder groups:
§
These changes in behaviors or thinking need to occur.
§
These issues exist for stakeholders.
§
This will be a major or minor disruption.
§
This is who is losing what.
§
This is what is changing.
§
These ripple effects may occur.
-
Stakeholders' and key stakeholders' perceptions and reactions:
§
How can I be involved?
§
I want to know more about what you are doing.
§
Am I going to lose my job?
§
What training will I receive?
§
I do not understand what the project is about.
Stakeholder Profile
·
Key stakeholders typically include the executives who comprise
the project's leadership team and project board. They may also include external
customers, suppliers, contractors, regulatory organizations, government
agencies, union leaders, board members, and top executives.
·
The Project Management Institute defines project stakeholders as
individuals or organizations who are actively involved in the project or whose
interests may be positively or negatively affected by the project. Stakeholders
include individuals from the client organization and Deloitte, project
sponsors, project team members, people who can influence the project outcome,
and those who have an interest in the project even if they are not
participating in the project. The success of a project depends on identifying
all stakeholders and meeting their expectations.
·
Gather external information about the business unit or entity
that sponsors the project.
·
Sources of project information include notes and memos, the
proposal and contract, and research on the client organization’s business.
Interviews can involve other members of the project team as well as employees
of the client organization.
·
Include external project stakeholders in the Stakeholder Report
and the Audience Analysis Matrix.
·
For information about communicating with stakeholders based on
their stakeholder category, read "Communication Principles and
Objectives" in Key Considerations.
·
For information about stakeholders for Programs, read
"Program" under Estimates, Frequency, and Scalability.
Stakeholder Categories Matrix
·
Typically, stakeholder categories can be defined by hierarchy
(steering committee, directors, managers, and non-managers), by function
(industry group or service line), or by company affiliation (Deloitte, client
organization, and supplier). An individual stakeholder may belong to more than
one category.
·
Stakeholders can be categorized using a bottom-to-top approach, a
top-to-bottom approach, or a combination of the two approaches.
-
Group stakeholders by common characteristics, such as
organization level, business unit, accountability for the project outcome, or
the extent to which they can influence the project.
-
Identify issues, determine the groups affected by the issues, and
list the individuals that are members of the groups.
·
Determine the priorities for project success (based on stakeholder
categories) and whether or not the group has influence on that part of the
project.
·
Consider the stakeholder group's concerns and its level of
awareness about the project.
·
People in low-priority stakeholder categories receive information
and interpersonal contact as specified in the Project Communications Plan.
Review the Project Communications Plan to verify that these groups will be
adequately addressed in the distribution of project communications.
·
If an enterprise operates in multiple states or countries, verify
that the stakeholders include individuals from every functional and geographic
region affected by the project.
Contact List
·
The list of project team members is a subset of the contact list,
which is updated as staff is acquired.
·
The project office must decide whose names to include on the
contact list—only the names of current project team members or information
about all team members, including former team members and stakeholders. Because
communications may be directed only at team members, decide whether two
separate lists will be maintained or one master list that flags team members.
·
The project office should determine the procedures for updating and
publishing the contact list, the format and mechanism for submitting new or
revised information, and the frequency for publishing the updated list. Create
a form that personnel can complete and forward to the owner of the contact list
or use a central online area, such as a Deloitte Online (eRoom). Refer to the Deloitte
Online (eRoom) tool for more information.
·
Add the contact list owner's name to project policies and
procedures. Update the project team roles and responsibilities in all project
team documentation.
Communication Principles and Objectives
·
Communications goals may
-
Be different for different subprojects and can be revised over
time
-
Be organized by audience to recognize audience differences
-
Vary depending on the information needs, timing, and frequency of
communications requirements
-
Be specific or general
·
Communications objectives should
-
State the results or desired behaviors to be achieved through
communications activities
-
Confirm accurate comprehension, not necessarily agreement
-
Be stated in positive terms, when possible
-
Be measurable
-
Be realistic
-
Achieve both short- and long-term audience needs
-
Elicit appropriate audience responses
·
The information needs for each audience should address the issues
relevant to it and increase its awareness about the project and its status.
·
To determine the communications objectives, answer these
questions:
-
Why are we communicating with this group?
-
What information is required from each group?
-
What are the expected results of the communication?
-
What feedback will there be?
Project Communications Plan Matrix
·
The information needs for each group address the group's issues
and can elevate its levels of awareness about the project and its status.
Because information needs vary, the information that is sent to or received by
the stakeholder group must be appropriate for the need.
·
The sender needs to create the message, prepare the receiver, say
the message clearly, and solicit feedback.
·
The management of key stakeholder relationships goes beyond
traditional project communications activities and discussions. The selected
outcomes and activities are to be established so that project team leaders
understand the key issues and underlying concerns of the client organization through
direct interaction with key personnel.
·
When determining how to obtain project information, ask these
questions:
-
Will project members report information?
-
How will updates be distributed?
-
Who is responsible for providing this information?
-
What format will be used to collect information?
-
Will standardized reports be used? If so, establish them early in
the project.
·
To facilitate reinforcement and retention, make sure messages are
easy for the target audience to understand.
·
Differentiate between messages that are key and repeated
throughout the project and messages that are specific to a milestone or a subproject.
·
Review messages throughout the project to determine which ones
need to be added, deleted, or enhanced.
·
Avoid wasting resources on unnecessary information or
inappropriate technologies. The stakeholder profile can help determine what
does and what does not need to be provided.
·
These are message media options:
-
Person-to-person conversations
-
Telephone conversations, which can be documented
-
Written communications
-
Integrated office system and office network, such as e-mail, Deloitte
Online (eRoom)
-
Meetings
-
Mail
·
At the beginning of the project, instruct project team members to
check their voice mail and e-mail messages for official communications.
·
Project information can be stored in hard-copy or electronic
format.
·
The technology or methods used to communicate can vary—from brief
conversations to extended meetings and from simple written documents to online
schedules and databases.
·
If a communication is important, it should be written. Voice mail
can be ignored; an e-mail provides a documentation trail.
·
When selecting a communications technology, consider project
duration. Is the technology likely to change before the project is over?
·
Training may be required to use some communications technology.
Topics might include accessing the network; learning about directory
structures; using naming conventions, templates, and secure servers; and using
and maintaining mailing lists.
·
Progress reporting involves collecting and disseminating
performance information:
-
Status reports that describe project progress
-
Progress reports that describe major project accomplishments for
the reporting period
-
Forecast reports that predict future project status and progress.
·
Provide report formats to confirm that project team members use
standard formats throughout the project.
·
Project reports should provide information on scope, schedule,
cost, and quality. If appropriate, reports should include risk and procurement
information.
·
Performance reports should summarize the results of project
information. The format and level of detail should be tailored for the
audience.
·
Make sure the team receives written status reports on a regular
basis. The status reports can be internal (for Deloitte) or external (for the
client organization). Status reports can also be presented at meetings. For
more information on reporting, read Manage Workplan.
·
Typically, team leads consolidate the status reports for the
project manager.
Weekly Calendar
·
Define and schedule status meetings. Project meetings can be
classified by frequency of occurrence:
-
Daily meetings—Team members who work together with a
common objective and who reach decisions with general agreement. This meeting
is usually informal.
-
Weekly or monthly meetings—Team members who work on
different but parallel teams or subprojects.
-
Occasional and special project meetings—Team members whose
normal work does not bring them into contact with each other and whose work is
not related.
-
Project board and steering committee meetings—Generally
includes Deloitte partners, project directors, and senior managers; meets
weekly or monthly to review status, progress, and the forecast. (This is also
known as a performance review.) The project board may recommend adjusting
strategies if any difficulties are encountered. This group has final decision-making
authority.
Communications Feedback Matrix
·
Feedback is collected, reviewed, and summarized to determine the
effectiveness of the project communications. Feedback reports present results
to the project team, key stakeholders, and project sponsors.
·
Feedback can be collected in several ways:
-
Administer comprehensive questionnaires to target audiences about
their understanding of and satisfaction with various messages.
-
Use short surveys (written, telephone, or face-to-face) to sample
target audiences and to measure which messages were received and how they were
received.
-
Conduct focus groups with various recipients of the
communication.
·
Verify the feedback collected from key recipients of the message
and at project status meetings.
·
Continuously collect feedback during the implementation of the
Project Communications Plan. Consider using a big chart to track communications
progress and to verify that the feedback is being addressed. The process of
planning project communications is ongoing and should be adjusted to reflect
feedback, indicate progress, and meet current needs.
·
Review feedback mechanisms regularly.
-
Based on feedback, update the Communications Concept and the
Project Communications Plan.
-
Update the issue log (part of Issues Management Plan) to capture
issues that need the attention of the project team and project management.
-
Use feedback results to counter any rumors about the project.
·
The team should keep communication channels open—within the
client organization and within the team.
Communication Roles
·
Everyone on the project team must communicate, but some
individuals or teams have distinct roles. Describe the communication
responsibilities for each role (such as project board, project director,
project controller, project manager, team lead, and project member). For
example, the project manager has these responsibilities:
-
Plans the project communications, determining the information and
communication needs of the stakeholders, when they need them, and how they will
be provided.
-
Collects and monitors feedback on the effectiveness of project
communications.
-
Updates and coordinates the Project Communications Plan.
-
Coordinates the activities of various communicators, team leads,
and project members.
-
Encourages open, two-way communication.
Reviewing the Project Communications Plan
·
Reviewing deliverables includes these activities:
-
Reviewing action items and verifying actions to improve
communication performance
-
Reviewing and refining the Project Communications Plan
-
Acknowledging that the plan meets the expectations of the management
team
·
Reviewers should typically include the project directors from
Deloitte. If a cost strategy is produced, reviewers may also include the client
organization. There may also be other organizational authorities who have
direct influence or need-to-know responsibilities. Reviewers can vary from
project to project, but should be determined early in the project life cycle.
·
To avoid delays in the project schedule, confirm that the time
allotted for approving the Project Communications Plan has been formally communicated
to the project directors prior to its submission for approval.
·
Verify that the Deloitte project director has reviewed the
Project Communications Plan before it is submitted to the client organization’s
project director for review.
·
If appropriate, have the People team review the Project Communications
Plan.