Inter Process Communications Communication Plan

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Table of Contents

Overview
Escalation and feedback
Responsibility and authority
Communication activities

Overview

This communication strategy addresses a wide range of IPC-Next business needs with a number of communication activities that ensure the successful completion of the project. On the most basic level, the IT department will work on the logo design, implementation of an inventory management system, IT support, and software maintenance. These innovations will be used to rationalize the resource scheduling process to leverage cost-effective tools, aimed at the improved communication process across departments. On a more global scope, the IPC-Next will gain scalability for future business growth by expanding its operational efficiency.

Internal and external customers will benefit from the newly established dashboard with extended resources on availability, turnover, and schedule which will benefit the waste elimination and limited financial expenditures. This communication plan neither includes common goals for specific stakeholder groups nor addresses particular approaches and assumptions necessary to meet the project’s main objectives. Instead, it effectively outlines the purpose, target audience, and format of the communication activity. By strictly adhering to the communication strategy described below, the team is likely to avoid moral confusion and productivity issues, contributing to the project’s successful implementation.

Escalation and feedback

For this communication plan, several escalation routes are in place dependent on the types of issues and resolutions needed. First, critical service and support issues related to urgent requests from sponsors or IHP clients should be prioritized over other problems. If appeared, such discrepancies should be sent directly to the IPC Manager or IT Director based on the nature and scope of the issue. Instead, minor problems should be handled directly by the PM team, staff, and faculty on behalf of the company’s representatives. The priority of the issue should be determined on the basis of its impact on the revenue and the business’s reputation.

Yet, the timelines of communication resolution should be clearly explained to all the employees, clients, and sponsors regardless of their priority. Feedback should be given in a variety of forms depending on the employees’/clients’ preference, setting, and convenience of the method. Appropriate methods include email, conference calls, in-person meetings, and group meetings. Interviews and interaction with the media, regardless of the medium (TV, print, digital), should be handled by PR professionals first. Transparency, friendly attitude, and honesty constitute key components of public communication.

Responsibility and authority

Most of the responsibilities and authority in terms of communication activities provided in this communication plan belong to the project manager and his team. This professional is responsible for daily, weekly, and monthly meetings with team members to conduct program component status meetings, program reviews, periodic demos, and target presentations. The project manager also oversees high-quality communications to the component team members in the form of in-person meetings and digital messages.

Apart from the aforementioned activities, the plan includes events aimed at meeting with sponsors, discussing the project’s strategy with the steering committee, reviewing the program’s decisions, lessons learned, future benefits, risks, and realizations of the project. For such incidents, the role of an overseer is assigned to the IPC Manager/Director. The authority, in this case, is the IPC President who does not necessarily participate in the discussions of executive leadership but makes final adjustments to the decision-making process.

Communication activities

What	Who/Target	Purpose	When/Frequency	Type/Method(s)
Program Kick-off Meeting	PM team; MGH IHP CIFO; IPC manager; IPC Director; IHP clients	To introduce the scope of the project; to confirm the main objectives and deliverable goals	Once at the beginning of the project	Meeting.
Stage-Gate Review	MGH IHP Manager; MGH IHP Director; PM team; IPC Manager	To divide the project into distinct stages separated by decision points and delegate tasks	Once at the beginning of the project	Meeting
Program Component Status Reports and Review	PM team; IPC Manager; MGH IHP Manager; IHP clients	To provide guidance on program status reporting; to describe the overview of the best practices, requirements, and activities; to update leadership on the project status	Monthly – first Tuesday of every month	Conference call
Component Status Meetings	PM team; MGH IHP Faculty; MGH IHP Staff	To review the project’s status, achieved milestones, key issues; to adjust the schedule, change requests	Monthly – first Thursday of every month	Meetings; emails; conference calls (as needed)
Subteam working meetings or discussions	PM team; MGH IHP Faculty; MGH IHP Staff; Information Technology (IT) Director	To review the project’s status within specific teams	Weekly – every Monday	Meetings
Sponsor Meetings	PM team; IPC Manager; MGH IHP Manager; MGH IHP Provost	To meet with the project sponsor to discuss the project status; to get approval for changes to Project Plan	Monthly – first Wednesday of every month	Conference call; in-person meeting as needed
Steering Committee Meetings	MGH IHP President; MGH IHP CIFO; MGH IHP Director; IP Vice-Provost; MGH IHP Provost	To direct a project; to control the achievement of project outcomes; to ensure delivery of the project outputs	Twice per scope of the project (at the beginning and in the middle)	In-person meeting
Program Review	MGH IHP Manager and PM team with all stakeholders	To identify the produced deliverables; to determine the success of the project in terms of meeting the declared objectives	Quarterly	In-person meeting
Periodic Demos and Target Presentations	PM team; IHP clients; MGH IHP Manager; MGH IHP Faculty; MGH IHP Staff	To gain input from specific groups; to keep teams informed of the Project’s status	As soon as critical milestones of the project are met; Monthly/quarterly	Presentation; meeting; discussion
Communications to component team members	PM team; target to be determined by the PM team as needed	To maintain effective professional communication within the organization	Daily/Weekly/Monthly (depending on the activity)	Email lists, home page announcements, conference calls, lunch and learn
Program level issues. risks, and escalation	PM team; MGH IHP CIFO; MGH IHP Director; MGH IHP Manager; IP Vice – Provost	To define a risk, an uncertain event or condition that might have a positive/negative effect on the project’s deliverable goals	Semi-annually	Meetings; risk document
Roll-out, change, and deployment announcements	PM team; MGH IHP CIFO; IPC manager; IPC Director; IHP clients	To inform the teams of a new product/service; to discuss strategies of product release	Semi-annually, more frequently as needed	Meetings; discussion
Program decisions	PM team with Assistant to the CIFO; Campus Services Coordinator; MGH IHP Faculty; MGH IHP Staff	To inform the teams about executive leadership’s decisions	Monthly or as needed	Email lists; meetings
Lessons learned	PM team with all stakeholders	To provide future project teams with information that can increase their effectiveness based on previous experience	Once – at the end of the project	Meetings; lessons learned documented
Reviews for program performance. benefits realization, risks, change requests, and resources	PM team; MGH IHP CIFO; MGH IHP Director; MGH IHP Manager; IP Vice – Provost	To assess the success of the project in terms of value and contribution to the company	Once – at the end of the project	Meetings; risk document

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Inter Process Communications Communication Plan

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