Communication Plan For IT Project

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Table of Contents

Introduction
External Stakeholders
Sensitivity analysis
Macro and micro barriers
Jargon and acronyms
Key elements of the communication plan for the project
Overall aim
References

Introduction

A ^Energy Company’s IT project consists of several stakeholders with varied interests. Perhaps, the IT department has a greater interest in this project than other departments. Stakeholder analysis highlights the role of various stakeholders in the project. Three most critical stakeholders for this project include the following:

IT department is concerned about the overall successful implementation and adoption of the new the in-house virtualization and outsourced cloud computing initiatives to support all business processes and save costs.
Operations unit wants the new IT system to supports daily business processes and enhances customer service.
Research and development would like the new system to enhance information sharing, provide reliable data for developing new solutions and reduce costs of production and information sharing.

External Stakeholders

Vendors aim to deliver highly secure outsourced cloud computing services for A ^Energy Company, which can handle various applications and processes (Boland, 2013). The company recognizes security risks to both itself and the vendor with regard to the proposed technology upgrade (Trappler, 2012).

Sensitivity analysis

This project is highly sensitive, particularly in the IT department where some members of the staff may claim that the outsourced cloud computing technologies may replace their roles. In addition, A ^Energy Company had recently changed its IT platform and many departments may resist the need for further training on the use of planned in-house virtualization and outsourced cloud computing. In addition, the R&D requires readily available data for decision-making. Working with a third party and data security could present considerable challenges.

Given these various concerns from different departments, senior executives at A ^Energy Company must address these challenges effectively to ensure the success of the new IT system (Li, Yen, Hu, Lu, & Chiu, 2012). In addition, A ^Energy Company must plan well to handle unexpected events (Aaltonen, Kujala, Lehtonen, & Ruuska, 2010).

Information needs

Various departments would require various types of information. For instance, the IT department would be concerned on the system security, R&D would require information for new products while operations department would focus on data that enhance daily business processes, particularly customer data.

The in-house virtualization and outsourced cloud computing system will have abilities to meet all information needs of various departments.

Media requirements

A ^Energy Company will rely on various modes of communication to deliver information to all stakeholders. The intended approaches would provide the best chances of ensuring effective communication and success.

Information will be available in the company intranet
Presentations
Staff meetings
Progress reports
Training and handouts
E-mail

Table 1: Intended communication and areas in which they will have greater impacts

Type of communication	Group	Individual	Written	Spoken	Formal	Informal
Email		√	√			√
Progress Reports		√	√		√
Staff Meetings	√			√	√	√
Presentations	√		√	√	√
Training and handouts	√	√	√	√	√
Intranet	√	√	√		√

Delivery Personnel and Power Bases

Senior executives at the company will take the lead in delivering the message to employees. The IT department will provide the relevant expertise to support all messages while business unit managers or department managers will provide direct messages to their junior staff.

Change requires an effective power base to realize the intended outcomes. In this regard, A ^Energy Company will rely on the expertise of both internal and external stakeholders to facilitate change processes and persuade people to adopt the new system. In addition, senior executives and business managers will show that change process is necessary and mandatory for the company to enhance efficiency and save costs through in-house virtualization and outsourced cloud computing systems (Capossela, 2011).

Employees who facilitate change will also receive rewards for their efforts. These three approaches are most likely to deliver the desired outcomes.

Specifically, outstanding performers from various departments will facilitate presentation and lead the initiative in their departments.

Table 2: Delivery personnel and power bases to support message delivery.

Power Base	Desired Outcome	Actual Results
Expertise	Persuasion	Both external and internal experts will be used to clarify technical aspects of the project
Reward	Motivation	Rewards will motivate employees to adopt the new systems. Rewards will meet individual specific needs
Position of authority	Mandatory compliance	The IT department will heavily rely on the support of senior executives to realize the intended changes

Timing requirements

It would be imperative to deliver the right message at appropriate time. A ^Energy Company will develop the project schedule to guide all aspects of communication. Key deliverables and milestone achieved will be communicated to the team as required. No messages will be delivered too early or too late.

Timing of communication will support key decision-making processes.

Common definitions

A ^Energy Company certainly has some energy efficiency and energy generation terms to refer to its products and services. In this regard, the IT department would ensure that all vendors and other external consultants understand unique terms and jargon used within the company.

Therefore, the project team would develop a project handbook that shall explain all the terms used in the company. All departments shall contribute in the development of a project handbook with all terms and jargon used within the company.

Feedback loops

The feedback loop will assist the project team to understand how employees have received the information. In some instances, stakeholders may interpret messages and get unintended meanings. Therefore, clarity will guide the entire process of communication. While people may interpret information in different ways, a feedback system will be used to ensure that all stakeholders receive the intended meanings.

A ^Energy Company will create a committee that consists of managers from Operations management, R&D, Production and IT departments. This committee will guide all aspects of communication during the project lifecycle. Besides, junior employees will also provide their feedback, reactions to communication and project progress to determine if the communication plan is effective.

A feedback system will allow the project team to gather both formal and informal aspects of communication about the project. This strategy will allow the IT department, senior executives and the project team to address all unclear issues about the project. Effective and credible messages will earn trust of employees while on the other hand rumors are known to destroy projects and trust. Providing timely feedback will reduce anxiety in the organization and win trust of all major project stakeholders.

Macro and micro barriers

There are likely to be both micro and macro barriers during communication. These barriers could be obvious or not. Nevertheless, it is imperative to account for all of them in the communication plan.

A ^Energy Company intends to upgrade its technology infrastructure to support new staff and expansion plan into the eastern and southern regions of the United States. In this case, geographical barrier is an example of macro barrier that can hinder effective communication and physical meetings. The project team must develop an appropriate method to overcome any potential communication challenges between the two regions.

Micro barriers are critical but could derail the entire project. For instance, organizational culture and individuals’ attitudes about the project may affect its outcomes. The project team must evaluate these challenges and address them in the communication plan.

Jargon and acronyms

The communication plan will only use jargons and acronyms identified in the project handbook. It is expected that all stakeholders will understand them. In addition, the communication plan should emphasize clarity when using jargons and acronyms. That is, stakeholders will make appropriate references for meanings within the project handbook.

Key elements of the communication plan for the project

Project stakeholders.
Sensitivity of the project to various stakeholders.
Information required and mode of delivery.
Timing.
Effective management of potential barriers.
Use of jargons, acronyms and proper definition of terms.

Overall aim

A ^Energy Company will adopt in-house virtualization and cloud computing to replace the current IT infrastructure. It will emphasize overcoming potential resistance, support for change, employee training and education to ensure successful diffusion of the innovation project. The company will ensure technical support for all employees who will require it. Most importantly, senior managers will lead the process throughout their departments and in the entire organization.

The company expects the IT project upgrade to reduce operational costs, enhance efficiency in information sharing across all its divisions and ensure data security and safety.

Table 3: A Communication Plan for the IT Project.

Stakeholders	Sensitivity	Information required	Communication modes	Delivery	Timing	Purpose	Feedback	Barrier	Power base	Acronyms and jargon
IT department	Highly sensitive to some managers	All progress reports, schedule and budget outcomes	Face-to-face discussions	Head of IT department	Daily and weekly reports	Determine progress and outcomes	Require with all messages instantly	Distance between the two divisions	To convince	No use of undefined terms
Operations	May only focus on their core roles	To support daily business operations	e-mails, presentation, intranet	Head of operations	As need arises in the department	To provide challenges and progress experienced within their units	Necessary to improve on the challenges and require as they occur	Attitudes to new IT platforms and outsourced services	Authority to ensure faster adoption	All acronyms and jargon must be defined and found in the project handbook
Research and development	Concerned about how the system will improve their work	Need information to support product and service development efficiently	E-mail, face-to-face, discussions and presentation, intranet	Head of the department	Based o the arising needs	Identify specific challenges that hinder R&D processes	To gauge challenges and progress in the department	Attitudes to new IT platforms and outsourced services	Authority to ensure faster adoption	All acronyms and jargon must be defined and found in the project handbook
Vendors	The nature of the relationship is highly sensitive due to data involving	Data security and user satisfaction with outsourced services	E-mail and face-to-face	IT manager	Weekly updates and immediate reports on serious occurrences	Report specific system challenges on data access and security	Review effectiveness of the outsource cloud computing services	Distance and legal barriers	Expertise	All acronyms and jargon must be defined and found in the project handbook

References

Aaltonen, K., Kujala, J., Lehtonen, P., & Ruuska, I. (2010). A stakeholder network perspective on unexpected events and their management in international projects. International Journal of Managing Projects in Business, 3(4), 564 – 588.

Boland, R. (2013). Corps Blazes Ahead With Cloud Computing. Signal, 67(8), 22-25.

Capossela, C. (2011). Cloud Computing Means Flexibility. Forbes, 187(9), 37.

Li, S., Yen, D. C., Hu, C., Lu, W., & Chiu, Y. (2012). Identifying critical factors for corporate implementing virtualization technology. Computers In Human Behavior, 28(6), 2244-2257.

Trappler, T. J. (2012). Should cloud contracts cover client responsibilities? Web.

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