Download - Communication Management Plan 03 23 2009
-
7/26/2019 Communication Management Plan 03 23 2009
1/19
2009
CIVProcurement
Project
LeslieJohnson
COMMUNICATION
MANAGEMENT
PLAN
TheCommunicationManagementPlanidentifiestheformalcommunicationmethodology,approach,
andprotocolsthatwillbeemployedtokeepallstakeholdersinformedthroughoutthedurationofthe
StatewideAutomatedWelfareSystem(SAWS)ConsortiumIV(CIV)ProcurementProject.
-
7/26/2019 Communication Management Plan 03 23 2009
2/19
CIVProcurementProject 2009
BlankPage
-
7/26/2019 Communication Management Plan 03 23 2009
3/19
CIVProcurementProject 2009
RevisionHistory
ReleaseDate
Author
Summary
of
Change
03/12/2009 LeslieJohnson Creation
DeficienciesRemedied
-
7/26/2019 Communication Management Plan 03 23 2009
4/19
CIVProcurementProject 2009
1 1 2 9 0 P y r i t e s W a y , S u i t e 1 5 0 , R a n c h o C o r d o v a , 1|TOC
BlankPage
-
7/26/2019 Communication Management Plan 03 23 2009
5/19
CIVProcurementProject 2009
1 1 2 9 0 P y r i t e s W a y , S u i t e 1 5 0 , R a n c h o C o r d o v a , 1|TOC
Table of Contents
1.
Introduction ........................................................................................................................ 1
2. CIVProcurementProjectPhases ....................................................................................... 2
3. ProjectStakeholders........................................................................................................... 2
3.1. CIVCounties................................................................................................................... 3
3.2. StateandFederalProjectSponsors................................................................................ 3
3.3. ProjectOversightOfficeofSystemsIntegration ......................................................... 3
3.4. CIVJointPowersAuthority(JPA) ................................................................................... 4
3.5.
CIV
Project
Steering
Committee.................................................................................... 4
3.6. Consortium Management.............................................................................................. 5
3.7. CIVPlanningConsultantTeam ...................................................................................... 5
4. StakeholderGroupsandTeamMembersOrder ................................................................ 1
5. CommunicationMethods ................................................................................................... 3
6. StakeholderMeetings......................................................................................................... 5
7. IssueTrackingandEscalationProcess ................................................................................ 5
8.
InformationManagement .................................................................................................. 7
9. CommunicationProtocol .................................................................................................... 7
10. CommunicationTrackingandStorage................................................................................ 7
11. CommunicationFormat ...................................................................................................... 8
12. CommunicationEffectiveness ............................................................................................ 8
13. CommunicationChanges .................................................................................................... 9
-
7/26/2019 Communication Management Plan 03 23 2009
6/19
CIVProcurementProject 2009
1 1 2 9 0 P y r i t e s W a y , S u i t e 1 5 0 , R a n c h o C o r d o v a , 1|Page
1. Introduction
ThisdocumentistheCommunicationManagementPlanfortheStatewideAutomatedWelfare
Systems (SAWS) Consortium IV (CIV) Procurement Project. The purpose of communication
management is to identify the methods of exchanging information between the project, the
Consortium,andstakeholders. Goodcommunicationpoliciesencompassinformationexchange
anddisseminationbothinternallytoallprojectparticipantsandexternallytoallpartieswitha
stakeinprojectprogress.
This Communication Management Plan identifies the formal communication methodology,
approach,andprotocolsthatwillbeemployedtokeepstakeholders informedthroughoutthe
multiphasedCIVProcurementProjectlifecycle. Thisplanisnotintendedtolimit,butratherto
enhancecommunicationpractices. Open,ongoingcommunicationbetweentheprojectandits
stakeholdersiscriticaltothesuccessoftheCIVProcurementProject.
Severalkeyfactorswillsignificantlycontributetotheeffectivenessofprojectcommunication:
Awareness Communicationabouttheprojectslifecycle,scope,rolesandresponsibilities,
andstatusmustoccur. Stakeholdercommunicationeffortswillfocuson informationthat
contributes to the success of the project, or where lack of communication can lead to
failure.
Timeliness Information must be shared in a timely manner to allow stakeholders the
opportunitytounderstandtheinformationandhavetheopportunitytorespond.
Content Communication content must be relevant, meaningful, timely, and at an
appropriate
level
of
detail
for
the
intended
audience.
Expectations
will
be
clearly
communicated to ensure the proper feedback is received. Communication strategies will
alsobebasedonstakeholdersneedsandfeedback.
Format Allcommunicationsmustbedevelopedanddeliveredinaformatthatisefficient,
understandable,andeasilyaccessible.
Consistency The project will review information and documentationto verify continuity
acrossthemultiplephasesoftheCIVProcurementProject.
Thisdocumentwillbereviewedatleastannuallyandupdatedasneeded. Lessonslearnedasa
result of continuing communication management efforts will be captured at the end of each
projectphase
and
used
to
improve
the
project
standards.
-
7/26/2019 Communication Management Plan 03 23 2009
7/19
CIVProcurementProject 2009
1 1 2 9 0
P y r i t e s
W a y ,
S u i t e
1 5 0 ,
R a n c h o
C o r d o v a ,
2|Page
2.
CIVProcurementProjectPhases
TheCIVProcurementProjectwillconsistoftwodistinctphases. Theinitialphasewillfocuson
theacquistition
of
aPlanning
Consultant.
Throughout
this
phase
communication
is
limited
to
Consortium and state stakeholder staff and all communication documentation will be
safeguardedonasecureddriveontheCIVlocalareanetwork,orsimilarlysecureddatastorage
device. For more information related to Project security, refer to the CIV Procurement
SafeguardPlanlocatedintheCIVProcurementLibrary. TheCIVProcurementLibrarycanbe
accessedat:www.civ.org/ProcurementLibrary.shtml.
Thesecondphaseactivities,whichfocusontheacquisitionoftheCIVM&OContractor,willbe
conducted at the facility provided by the successfull Planning Consultant. Throughout this
phase, all CIV M&O Procurement related data, electronic files and communications will be
stored and conducted using the hardware, software, email services and local area network
(LAN)providedbythePlanningConsultant.
3. ProjectStakeholders
Projectstakeholdersareindividualsandorganizationswhoareactivelyinvolvedintheproject,
orwhose interestsmaybeaffectedpositivelyornegativelybyprojectexecutionorsuccessful
project completion. All CIV Procurement Project stakeholders have some level of influence
overtheprojectand itsresults. TheCIVProcurementProjectstakeholdersare listedbelow.
Thekey
roles
and
responsibilities
of
each
stakeholder
are
discussed
in
following
subsections.
ConsortiumCIVCounties(39)
StateandFederalProjectSponsors
CaliforniaDepartmentofSocialServices(CDSS)
CaliforniaDepartmentofHealthCareServices(CDHCS)
CaliforniaDepartmentofFinance(DOF)
UnitedStateDepartmentofAgricultureFoodandNutritionServices(FNS)
Departmentof
Health
&
Human
Services,
Center
Medicare
&
Medicaid
Services
(CMS)
ProjectOversight OfficeofSystemIntegration(OSI)
CIVJointPowersAuthority(JPA)
CIVProjectSteeringCommittee
ConsortiumManagement
CIVPlanningConsultantTeam
-
7/26/2019 Communication Management Plan 03 23 2009
8/19
CIVProcurementProject 2009
1 1 2 9 0
P y r i t e s
W a y ,
S u i t e
1 5 0 ,
R a n c h o
C o r d o v a ,
3|Page
3.1.
CIVCounties
The39CIVCountiesarethedirectbenefactorsoftheprojectandareresponsiblefordefining
and appropriately communicating, through the CIV Procurement Manager and/or
requirementsgatheringactivities,theirneedsspecifictothesolutionssoughtthroughtheCIV
ProcurementProject.
ConsortiumIVMemberCountiesAlpine
Amador
Butte
Calaveras
Colusa
DelNorte
ElDorado
GlennHumboldt
Imperial
Inyo
Kern
Kings
Lake
Lassen
Madera
Marin
MariposaMendocino
Merced
Modoc
Mono
Monterey
Napa
Nevada
Plumas
Riverside
SanBenito
SanBernardino
SanJoaquin
Shasta
Sierra
Siskiyou
Stanislaus
Sutter
Tehama
Trinity
TuolumneYuba
3.2. StateandFederalProjectSponsors
TheProjectsponsorsestablishthepoliciesthatgovernthesocialprogramsmanagedthrough
the CIV System. The Project Sponsors also provide legal support, particularly in the area of
development
and
review
of
procurement
and
contract
documents.
CDSS
is
the
point
of
contact
forCDSSpolicy issues. CDHCS isthepointofcontactforspecificCDHCSpolicy issues. These
stakeholders may or may not have any direct responsibility for project tasks, but their
participationandsupportisessentialtoitssuccess. Stakeholderswillbeperiodicallyinformed
of key milestones, findings, and decisions that may have bearing on their relationship to the
project. DOFisthecontrolagencyresponsibleforapprovingtheprojectsfinancialstrategies,
and budget. The Food and Nutrition Services (FNS) and Department of Health & Human
Services, Center Medicare & Medicaid Services (CMS) provide input from the federal
perspective.
3.3.
ProjectOversight
Office
of
Systems
Integration
OSIisresponsibleforoversightofallSAWSProjects. OSIwillaccomplishthisbyparticipatingin
Project meetings and reviewing Key Deliverables, such as the Requests for Proposals and
VendorSelectionReports.
-
7/26/2019 Communication Management Plan 03 23 2009
9/19
CIVProcurementProject 2009
1 1 2 9 0
P y r i t e s
W a y ,
S u i t e
1 5 0 ,
R a n c h o
C o r d o v a ,
4|Page
The Manager of the OSI SAWS Consortium Management Unit will serve as the OSI point of
contactandwillreporttotheSAWSDeputyDirector,andState/FederalStakeholdersregarding
projectstatus.
AlthoughtheCIVProcurementProjectisaconsortiumlevelproject,OSIwillplayasignificant
role
in
partnering
with
the
various
State
and
Federal
entities
involved
in
the
project,
and
collaboratingwiththeprojecttosupporttheprojectssuccess.
3.4.
CIVJointPowersAuthority(JPA)
TheCIVJPAisapublicentitycreatedforthejointexerciseofpowerscommontotheMember
Counties. TheCIVJPAwasestablishedtoexercisesuchpowersforthedesign,development,
implementation,andongoingmaintenanceandoperationoftheCIVSystem. TheCIVJPAis
governed and administered by a Board of Directors, comprised of seven Consortium County
Directors. TheBoardofDirectorsprovidesCIVpolicydirectionandoversight. Allpowerofthe
CIVJPAresideswithinitsBoardofDirectors. TheCIVJPAmaymakeandenterintocontracts,
employ agentsandemployees,sue,andbe sued, in its ownname, incur debts, liabilitiesand
obligations,and investanymoney in itstreasury. ThemembersoftheBoardofDirectorsare
liaisonstothestakeholdergroupswhosecollaborativeeffortshaveaidedinthesuccessofthe
project. ThemeetingsareconductedinaccordancewiththeBrownAct.
3.5.
CIVProjectSteeringCommittee
TheCIVProjectSteeringCommitteeismadeupofselectDeputyDirectorlevelmanagersfrom
various
counties
who
provide
input
on
items
and
changes
that
are
important
to
their
respective
counties. Theroleofthiscommitteeistosetdirectioncommensuratewiththegoalsandneeds
ofthestakeholdersthatcomprisethegroup. TheCIVProjectSteeringCommitteewillmeeton
at least a bimonthly basis to discuss and make decisions and or recommendations on topics
related to project cost, schedule, risks, issues, and status. The committee may make
recommendations for strategy changes and significant and critical project issues.
Recommendations proposed by the CIV Project Steering Committee may require formal
approvaloftheCIVJPABoardofDirectors,State,and/orFederalstakeholders.
MeetingsoftheCIVProjectSteeringCommitteemayresultinquorumoftheCIVJPABoardof
Directors.
In
this
event,
the
committee
shall
follow
the
Open
Meeting
Laws
for
Local
GovernmentasdefinedinChapter3ofTheRalphM.BrownAct. Memberswillhelptoensure
the success of the project strategy by sharing information with the stakeholder groups they
represent.
TheCIVProcurementProjectManagerwillprovideprojectstatusupdatesandreferpolicyand
otherissuestotheCIVProjectSteeringCommitteeforresolutionorescalation.
-
7/26/2019 Communication Management Plan 03 23 2009
10/19
CIVProcurementProject 2009
1 1 2 9 0
P y r i t e s
W a y ,
S u i t e
1 5 0 ,
R a n c h o
C o r d o v a ,
5|Page
3.6.
ConsortiumManagement
TheConsortiumhasdesignatedafulltimeCIVProcurementManager,who isresponsiblefor
the daytoday activities throughout the CIV Procurement Project lifecycle. The CIV
Procurement Manager is the primary point of contact for all communications between the
Planning
Consultant
team,
CIV
Project
Director,
and
the
project
stakeholders.
The
CIV
Procurement Manager will develop and implement a standardized project management
methodologyusingbestpracticesandappropriateprojectmanagementtools.
3.7.
CIVPlanningConsultantTeam
TheCIVPlanningConsultantTeam,acquiredduringthe initialphaseoftheCIVProcurement
Project, will be responsible for leading the key tasks and deliverables the remainder of the
Project. The CIV Planning Consultant Team will provide project management support and
documentmaintenancethroughtheProjectManagementOffice(PMO). During,thenextphase
the PMO will coordinate much of the communications described in this plan. The Planning
Consultant Team will be responsible for adherence with established project management
standardsandplans.
-
7/26/2019 Communication Management Plan 03 23 2009
11/19
CIVProcurementProject 2009
1 1 2 9 0 P y r i t e s W a y , S u i t e 1 5 0 , R a n c h o C o r d o v a , 1|Page
4. StakeholderGroupsandTeamMembersOrder
StakeholderGroupor
Team
Members
ExecutiveManagement CIVJPABoardofDirectors
AnaPagan(Merced)CHAIR SusanLowe(Riverside)VICECHAIR
ElliottRobinson(Monterey)2nd
VICECHAIR
ChristineApplegate(Stanislaus)
LindaHaugan(SanBernardino)
MelodyBrawley(Lassen)
PatCheadle(Kern)
CIVProjectSteering
Committee
CountyRepresentatives
ScottPettygrove(Merced)
SayoriBaldwin(Riverside)
NancySwanson(SanBernardino) KathyHarwell(Stanislaus)
CountyProjectManagers(CPM)
ConsortiumManagement
JohnBoule,CIVProjectDirector
LeslieJohnson,CIVProcurementManager
Consortium
Management JohnBoule,CIVProjectDirector
LeslieJohnson,CIVProcurementManager
CountyProject
Managers
PeggyMacias
(Merced)
MarthaMetroka(Riverside)
JuneHutchison(SanBernardino)
MyrnaLebert(Stanislaus)
JanJaaskela(ElDorado)
RobinCrowl(SanJoaquin)
NancyHarrison(Kern)
Linora
Ballesteros
(Monterey)
NicoleNava(Butte)
SandeeZemple(Shasta)
IntegratedCIV
ProcurementProject
Team
ConsortiumManagement
CIVPlanningConsultantTeam
-
7/26/2019 Communication Management Plan 03 23 2009
12/19
CIVProcurementProject 2009
1 1 2 9 0
P y r i t e s
W a y ,
S u i t e
1 5 0 ,
R a n c h o
C o r d o v a ,
2|Page
StakeholderGroupor
Team
Members
CDSS CharLeeMetsker,DeputyDirector,WelfaretoWork
Division
Karen
Dickerson,
Chief,
Employment
&
Eligibility
Branch DebbieRose,Chief,ProgramIntegrityBranch
YvonneLee,Chief,FoodStampBranch
CDHCS VivianAuble,ChiefMedi CalEligibilityDivision
BillWalsh,BranchChief,MediCalEligibilityDivision,
PolicyOperationsBranch
JohnZapata,SectionChief,MediCalEligibilityDivision,
PolicyOperationsBranch
FeiCollier,
Chief,
Information
Technology
Services
Division,ApplicationsSupportBranch
OSI GeorgeChristie,DeputyDirector,SAWSProjects
KristineDudley,ManagerSAWSConsortiaManagement
Unit
JohnHeinlein,CIVConsortiumLiaison
BillObernesser,IndependentConsultant
CIVPlanning
Consultant
TBDthroughCompetitiveProcurement
-
7/26/2019 Communication Management Plan 03 23 2009
13/19
CIVProcurementProject 2009
1 1 2 9 0
P y r i t e s
W a y ,
S u i t e
1 5 0 ,
R a n c h o
C o r d o v a ,
3|Page
5. CommunicationMethods
Formal internal communication is required to keep the CIV Procurement Project Team
informed of status, issues, and risks. Internal communication is inclusive of communications
withandbetweentheConsortiumManagement,OSI,andtheCIV PlanningConsultantTeam
whomakeuptheIntegratedProjectTeam. Additionally,internalcommunicationencompasses
the information exchange between the Integrated Project Team and the counties. Formal
external communication is required to keep stakeholders and sponsors apprised of project
status,issues,andrisks.
ID Communication
Item
Description Audience Frequency Method/Media Provider
1. MeetingAgendas Meetingtopics,logistics
Meeting
Attendees
Minimum1
workingday
priorto
meeting
Word
Document
distributedvia
emailandas
meeting
handout
Meeting
Facilitatoror
Scribe
2. MeetingMinutes Documentationofmeeting
discussion,
actionitems,
futureagenda
items
Meeting
Attendees
5workingdays
following
meeting
Word
Document
distributedvia
emailandas
meeting
handout
Meeting
Facilitatoror
Scribe
3. MonthlyStatusPresentation
Oraland/or
writtenreportonproject
status,risks,
issues,work
plans,upcoming
eventsand
projectdirection
CIVSteering
Committee
Monthly MSPowerPoint
presentationdistributedvia
emailand
meeting
handout
CIV
ProcurementManager
and/or
Planning
Consultant
Manager
4. MonthlyStatusReport
Writtenreport
onproject
status,risks,
issues,work
plans,upcoming
eventsand
projectdirection
Integrated
ProjectTeam
Monthly Word
Document
distributedvia
email,stored
onproject
LAN
Planning
Consultant
Manager
-
7/26/2019 Communication Management Plan 03 23 2009
14/19
CIVProcurementProject 2009
1 1 2 9 0
P y r i t e s
W a y ,
S u i t e
1 5 0 ,
R a n c h o
C o r d o v a ,
4|Page
ID Communication
Item
Description Audience Frequency Method/Media Provider
5. ProjectRequestforInformation
(PRI)
Solicits
information
Consortiumor
othersas
applicable
Asneeded Word
Document
distributedvia
email,storedonprojectLAN
CIV
Procurement
Manager
6. ProjectInformation
Notice(PIN)
Transmits
project
announcements
Consortium,or
othersas
applicable
Asneeded Word
Document
distributedvia
email,stored
onprojectLAN
CIV
Procurement
Manager
7. CommunicationTrackingLog
Summaryof
formal
communication
distributionsand
response
trackingtool
Consortium,or
othersas
applicable
Monthly Excel
Workbook
availableon
project
website,
maintainedon
projectLAN
CIV
Procurement
Manager
8. IssueManagement
Matrix
(definedinthe
Issue
Managementand
EscalationPlan)
Summarylistof
projectconcerns
orneeds,and
associated
status
CIV
Procurement
memberor
memberofa
stakeholder
organization
Asneeded,no
lessthan
monthly
Excel
Workbook
distributedvia
email
CIV
Procurement
Manageror
PMO
9. IssueReportForm
(definedinthe
Issue
Managementand
EscalationPlan)
Formtosubmit
projectconcerns
orneeds
CIV
Procurement
memberor
memberofa
stakeholder
organization
Asneeded Excel
Workbook
availableon
projectLAN
CIV
Procurement
teammember
ormemberofa
stakeholder
organization
10. RiskManagementMatrix
(definedinthe
RiskManagement
Plan)
Summarylistof
potentialproject
problems,and
associated
status
CIV
Procurement
memberor
memberofa
stakeholderorganization
Asneeded,no
lessthan
monthly
Excel
Workbook
distributedvia
email
CIV
Procurement
Manageror
PMO
-
7/26/2019 Communication Management Plan 03 23 2009
15/19
CIVProcurementProject 2009
1 1 2 9 0
P y r i t e s
W a y ,
S u i t e
1 5 0 ,
R a n c h o
C o r d o v a ,
5|Page
ID Communication
Item
Description Audience Frequency Method/Media Provider
11. CIVProcurementProjectWorkPlan
ProjectSchedule
ofTasks,
Duration,
Milestones
CIVProject
Director
CIVProcurement
Manager
Asneeded,no
lessthan
monthly
Microsoft
ProjectWork
Plandistributed
viaemail,maintainedand
storedon
projectLAN
CIV
Procurement
Manageror
PMO
12. DeliverableApprovalLetters
Requestformal
approvaloffinal
deliverable
CIV
Procurement
Manager
Asneeded Letter,hand
delivered
Planning
Consultant
Manager
6.
StakeholderMeetings
Inaddition tothe communication itemsdescribedabove,theCIVProcurement Projectteam
will attend and participate in various meetings with stakeholders. Whenever possible, this
teamwillutilizeestablishedcommitteeswhenfacetofacecommunicationisrequired.
7. IssueTrackingandEscalationProcess
In case of a disagreement between the CIV Procurement Project team members relative to
direction,solution,orresolution,theprojectmayinvokeanissueescalationprocessasdefined
by the CIV Procurement Project Issue Management Plan. The Issue Management and
Escalationprocess
is
fully
described
in
the
CIV
Procurement
Project
Issue
Management
Plan,
which can be found on the CIV Procurement Project Library located at http://www.c
iv.org/ProcurementLibrary.shtml. ThefollowingtableshowstheCommunicationstepsofthe
IssueResolutionandEscalationProcessfortheproject.
Step
#
Steps ResponsibleParty Timeframe
1.Issueidentificationbyanyproject
stakeholder/team
member
Anyprojectstakeholderor
team
member
Ongoing
2.EmailissuetotheCIV
ProcurementManagerfortriage
andtracking.
Personidentifyingissue
sendingemail
Assoonaspossible
-
7/26/2019 Communication Management Plan 03 23 2009
16/19
CIVProcurementProject 2009
1 1 2 9 0
P y r i t e s
W a y ,
S u i t e
1 5 0 ,
R a n c h o
C o r d o v a ,
6|Page
Step
#
Steps ResponsibleParty Timeframe
Examinenewlyidentifiedissue
anddetermineifimmediate
escalationisnecessary(seestep5)oriftheissuecangothrough
standardresolutionprocess(see
step4).
CIVProcurementManager Daily
Allissueswillbediscussedat
designatedprojectmanagement
meetingsandtriaged,tracked,
andresolved.
ProjectStatusMeeting
Attendees
WeeklyMeeting
Decision:
ProjectIssue?
SteeringCommitteeIssue?
CIVProcurement
ManagementTeam
SteeringCommittee
WeeklyMeeting
MonthlyMeeting
3.
Ifissueistimesensitiveandhas
immediateimpactonproject
schedule,cost,anddirection,
issueescalationwillbeinitiated
(seestep5).
ConsortiumManagementorC
IVProcurementManager
AsNeeded
Emailissuedescription,summary
andreasonforescalationto:
ConsortiumManagement,
SteeringCommitteeChairs,and
OSI
PMO Within24hoursof
issuebeing
escalated
4.
Scheduleissueescalation
conferencecallwithrecipientsof
escalatedissueemail.
PMO Within24hoursof
issuebeing
escalated
5.
Scheduleissueescalation
conferencecallwithrecipientsof
escalatedissueemail.
PMO Within48hoursof
issuebeing
escalated
-
7/26/2019 Communication Management Plan 03 23 2009
17/19
CIVProcurementProject 2009
1 1 2 9 0
P y r i t e s
W a y ,
S u i t e
1 5 0 ,
R a n c h o
C o r d o v a ,
7|Page
8. InformationManagement
Communication protocolsare necessary tomanage the amount and type of information that
will be communicated to both internal and external project stakeholders. Communication
protocolsfacilitatebettermanagementandcontroloftheflowofprojectrelatedinformation,
minimizemisinformation,
maximize
the
sharing
of
accurate
information
across
the
appropriate
communication channels, and provide structure to the information shared with external
stakeholders.
9. CommunicationProtocol
Thescopeofinformationdisseminatedshouldbelimitedtothatwithinanindividualsproject
domain. All communication related to projectwide status should be directed to the CIV
ProcurementManager,unlessotherwiseadvised. Becauseofthebroadscopeofthisproject,
only
those
individuals
at
the
project
management
level
will
be
able
to
provide
a
comprehensive
andaccuratestatusupdateontheprojectasawhole. Itisimportantthatallothermembersof
the project limittheircommunications,both formaland informal,to informationwithintheir
individualdomainorjobfunctions.
For purposes of requirements gathering and participating in the development and review of
procurement documents, and the actual procurement process, the counties have designated
primarycountycontacts, technicalcountycontactsand fiscal countycontacts. If information
needsfurtherdisseminationinthecounties,itisexpectedthattheprimarycontactwillensure
the appropriate staff receive or respond to the required information. In the event contact
informationfor
acounty
changes,
the
primary
county
contact
must
notify
the
CIV
Procurement
ManagerwhowillnotifythePMOtohavethelistchanged.
Email will be considered an accepted means of project communications. Documents and
Deliverables will be attached to emails for dissemination to the projects stakeholders and
team members. Additionally, if a situation dictates a more formal approach, then
correspondencewillbeintheformofaletter,memorandum,ordocument. Appropriateuseof
email includes scheduling meetings, forwarding documents and general questions and
answers. If the emailcontainspertinentorhistorical information, the emailwill be given a
document
tracking
number
and
archived
on
the
project
LAN.
10. CommunicationTrackingandStorage
Written communications received by or generated for the CIV Procurement effort will be
retainedandstoredontheprojectLAN,dependingontheformatinwhichtheyarereceived. E
mailsthatdocumentdecisionsorthathavepertinentvaluetotheprojectwillbestoredonthe
-
7/26/2019 Communication Management Plan 03 23 2009
18/19
CIVProcurementProject 2009
1 1 2 9 0
P y r i t e s
W a y ,
S u i t e
1 5 0 ,
R a n c h o
C o r d o v a ,
8|Page
projectLANandretainedforhistoricalpurposes. Thedocumentswillbeforwardedorcopied
to PMO who will file the document in the appropriate folder on the project LAN. Formal
communicationtothecountieswillbedistributedundercoverofaProjectInformationNotice
(PIN)orProject Request for Information (PRI), logged ona Communication Tracking Log, and
assigned
a
tracking
number
(refer
to
Attachments
1
and
2
for
PIN
and
PRI
templates).
Likewise,
county responses to requests for information will be tracked and stored on the project LAN.
(SeetheCIVProcurementSafeguardPlanformoreinformationaboutwhichLANswillbeused
duringwhichprojectphase).
Asappropriate, certaincommunicationsordocuments, such as the CommunicationsTracking
Log,willbepostedtotheCIVProcurementProjectLAN.Onlythoseitemsthataredetermined
to be public information will be posted to the website. The CIV Procurement Manager will
approvethetimingandcontentpriortopublication. TheCIVProcurementProjectLibrarycan
bereachedatwebsiteatwww.civ.org/ProcurementLibrary.shtml.
11. CommunicationFormat
SpecificCIVProcurementProjecttemplateshavebeenestablishedandareutilizedtoensurea
consistentlookandfeelforallprojectdocumentation. Thetemplatesallowcountiesandother
stakeholders to recognize communications as CIV Procurement Project related. The project
templates includestandardssuchastheprojectname,date,standardheadersandfootersas
wellastheprojectlogoasappropriate. Additionally,contactinformationincludingphoneand
emailaddressesareprovidedwithallcommunicationdistributions. Communicationsmayalso
be categorized as Confidential, Time Critical and/or Action Required. These templates are
storedontheprojectLAN.
12. CommunicationEffectiveness
Periodicallytheprojectwillconfirmtheeffectivenessofthecommunicationswiththecounties,
Consortiummanagement,andStateoversightentities. Surveysormeetingswillbeconducted
toensurethecommunicationmethodspresenttheprojectsmessageandrequirementsclearly,
timelyandinamethodthatisefficientandunderstoodeasily. Thefollowingquestionswillbe
usedtohelpmeasuretheeffectivenessofprojectcommunication:
Istheinformationthatiscommunicateduseful,timely,andrelevant?
Istheinformationprovidedattherightlevelofdetail?
Arethecommunicationsunderstandabletoall?
Doestheinformationcoveralltopicsthatteammembersandstakeholdersrequire?
-
7/26/2019 Communication Management Plan 03 23 2009
19/19
CIVProcurementProject 2009
Shoulddifferent/additionalmediabeincorporated?
Shouldnewordifferentforumsbeadded?
Should the communications strategy target different or additional groups to involve
stakeholdersmore
effectively?
13. CommunicationChanges
Any CIV Procurement Project stakeholder may propose changes to the communication
process. TheCIVProcurementManagermustapprovethechangeforittobeaccepted. Once
accepted,thechangewillbe incorporated intotheCommunicationsManagementPlan inthe
appropriate area. Often a draft version will be used to generate discussion with the
communicationstakeholderspriortomakingthechangeofficial.