Communication Plan
Essay by review • February 11, 2011 • Research Paper • 3,686 Words (15 Pages) • 2,410 Views
Communications Plan (PDLC)
Document Information
Software Version:
Publication Date:
Catalog Number:
Creation Date: 20 September, 2005
Contents
1. Introduction 7
Purpose and Scope 7
Related Documents 7
Terms and Definition 7
2. Key Roles and Responsibilities 9
Quality Assurance Responsibilities 15
3. PDU OBS/Focal Point List 17
4. Coordination Meeting Plan 18
Purpose and Scope 18
Recurring Coordination Meetings 18
Event-Driven Coordination Meetings 22
5. Reporting Plan 27
Purpose and Scope 27
Communications Report List 27
6. Open Issues and Action Items 29
Purpose and Scope 29
Organization of AIs and OIs 29
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1. INTRODUCTION
Purpose and Scope
Proactive communication is important on all projects. The program manager must make sure that team members, customers and stakeholders have the information they need to do their jobs. Communication is also a vital way to manage expectations about how the project is going and who needs to be doing what. This can be as simple as talking to your team members about how they are doing on their assigned work, or a regularly scheduled status meeting. However you do it, proper communication can go a long way toward ensuring project success.
Communication gets much more complex the larger a project gets, and the more people that are involved. Larger projects require communication to be planned in advance, taking into account the particular needs of the people involved. This is where a Communication Plan is useful. A Communication Plan allows you to think through how to communicate most efficiently and effectively to the various constituents.
Effective communication means that you are providing information in the right format, at the right time and with the right impact.
The Communications Plan encompasses all the decisions and preparations required to set up a system of communications that will support the release/project's activities throughout the release life cycle.
The plan includes the following components:
■ Key roles and responsibilities
■ PDU organizational breakdown structure (OBS)/Focal Points list
■ Coordination meeting plan
■ Status reporting plan
■ Action item/Open Issue management plan
Each of the following chapters is devoted to one of the elements in the above list.
The plan refers to the communications within and between the internal PDU forums and groups and externally with other organizational units and/or forums as described in this document.
Related Documents
■ Communications Procedure (PCDOCS #225069)
Terms and Definition
Term Definition
Forum Manager A manager who is assigned the responsibility of managing the forum and ensuring that the related processes and activities are performed. This includes but is not limited to; maintaining the AI/OI repository, and identifying the AI and or resolve OI.
Release Manager Program manager responsible for consolidating schedules, commitments, and status provided by project core teams.
Project Core Team Group of representatives from each functional group responsible for a particular project, such as product management, program management, development, PQA, and tech pubs. Each team member is responsible for raising issues from within the group they represent and forwarding information relevant to others in their functional team.
Release Core Team One person from each functional group to represent all project core teams for that group. In addition, a person from CM, manufacturing, training, readiness, and advocacy engineering is also included.
Review Manager A manager who is assigned the responsibility of managing and performing the entire review process and related activities for a particular document or set of documents.
2. KEY ROLES AND RESPONSIBILITIES
THE FUNCTIONAL AREAS ARE:
Core Team - Required attendance by member or delegate
■ Core team lead (program manager)
■ Product management
■ Application design
■ Application development
■ Foundation development
■ PQA
■ Technical publications
CORE TEAM STAKEHOLDERS - INVITED TO TE CORE TEAM MEETINGS BUT MAY BE OPTIONAL
■ Customer care readiness
■ PSO readiness
■ Training
■ Demo development readiness
■ Configuration/Manufacturing
■ Advocacy engineering
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