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Objective
To create a Communication Plan based
on the Denver Airport Project.
Guidelines
The template for the Communications
Plan is located in Doc Sharing. Based on the information you learned about the
project, develop a recommended Communication Plan for the project.
The Case Study can be found in the
DeVry online library, Books 24×7. The name of the book isAdvanced Project
Management by Harold Kerzner. It is Case 23, Denver International Airport.
Click.equella.ecollege.com/file/0414a184-2212-4279-aa5d-700b9d2be4e6/1/documents–Accessing_the_DeVry_Online_Library_PROJ330.docx”>here
for detailed instructions on accessing our library for this case.
Milestones
- Week 3: Begin Initial Draft (not turned in)
- Week 5: Final Draft Complete (not turned in)
- Week 7: Submit Completed Communication Plan to your Dropbox.
Grading Rubrics
|
Category
|
Points
|
%
|
Description
|
|
Documentation and Formatting
|
25
|
10
|
The plan is professionally
presented with formatting that aids the reader in understanding the content.
Proper citations are included.
|
|
Organization and Cohesiveness
|
75
|
30
|
Entries are clear and consistent
with the categories of the Communications Plan template.
|
|
Editing
|
25
|
10
|
The plan is free of spelling and
grammatical errors.
|
|
Content
|
125
|
50
|
The content of the plan addresses
all elements of the assignment.
|
|
Total
|
250
|
100
|
A quality Communications Plan will
meet or exceed all of the above requirements.
|
Best Practices
- Fill out the template in its entirety.
- Use the information you gather to answer the Week 3 Checkpoint (which uses the same case study) to help you begin your plan.
- Do not wait until the last minute to read the Case Study. You need to work a little on the document each week, and follow the suggested milestones for completion.
- There are several books in the DeVry online library on project management that can be a source of reference for helping you determine the information that should be included in the plan.
Your Name here.
|
What (The Content of
the Communication) |
Why (Communication Purpose; then
description.See purpose codes below) |
Who (Responsible, in
italics, then Audiences) |
When (Timing
or Periodicity) |
How (Typical Methods
of Communication) |
|
A. Initial Communications
|
||||
|
What (The Content of
the Communication) |
Why (Communication Purpose; then
description.See purpose codes below) |
Who (Responsible,in
italics, then Audiences) |
When (Timing
or Periodicity) |
How (Typical Methods
of Communication) |
|
|
B. Recurring Communications
|
|||||
|
What (The Content of
the Communication) |
Why (Communication Purpose; then
description.See purpose codes below) |
Who (Responsible,in
italics, then Audiences) |
When (Timing
or Periodicity) |
How (Typical Methods
of Communication) |
|
C. Close-out Communications(assignment, phase or project)
|
||||
Based on Goff, The Project Guide;
1990
Comments? Questions? Contact Stacy
Goff,
Key to the abbreviations in the
above table
|
Why: Communication
Purpose codes |
Who:Responsible,in
italics, and Audiences |
When: Timing or Periodicity
|
How: Methods of
Communication |
|
C Collect Information from others,
while increasing their ownership stake in the projectD Decide: Action
Required; persuade others to take action: to influence a manager to decide to
resolve an issue
E Exchange Information:Dialogue,
to arrive at mutually agreeable ways to respond to Issues or Risks
G Govern: Project Governance, to
meet legal, regulatory, enterprise policy or standard process requirements
I Inform others, and get their
commitment, causing all interested parties or stakeholders to engage in the
project, to want it to succeed, and to help assure that it meets their needs
|
TheWho’s in italicsare
Responsible. The others are the target audiences.Additional Notes:
Sponsor could be multiple persons,
from multiple enterprises; or they could be a Steering Committee
Auditors could be Internal or
External
Key Decision Makers include
managers of internal team members within or beyond the Sponsor’s control, or
mangers in the Seller organization
Executives include Management in
the top several levels of the enterprise
Interested Parties include
Stakeholders and internal Customers
Leadership Team includes Program
and/or Project Managers, Team Leads, and captive PMO’s
PMO is an independent Project or
Program Management Office
Sellers also include any
Subcontractors
Experts are Subject Area Experts
|
The majority of the items are
recurring, with as-needed updates after initial establishment
|
The methods depend on whether a
topic is formal or informal, and within or beyond the team. Communications
may have retention requirements.Formal Reports and Proceedingscan use
paper, or be electronic with access and tracking controls. They usually must
leave an audit trail.
Informal Reportscan be paper or electronic; if electronic, project wikis
or collaborative software can be useful.
Meetingscan be virtual or onsite; depending on their purpose,
their results are either Formal or Informal.
DiscussionsandPhone Callsrarely leave a documentation trail
unless they are part of a formal event.
Emailsleave a trail and have retention requirements, while text
messaging typically does not (currently).
|
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