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Project Communications

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Communication Objectives

• Develop and implement communications—both top down and bottom up

• Share key messages during the project among teams, and ensure continuing communication campaigns

• Foster confidence in the change process, in the leadership, and in the joint project team


Critical Success Factors For Effective Communications

• Affected employees should receive some form of communication at the start of the project

• Keep the message consistent and the media varied

• Consideration needs to be made for “who, what, when, where and how”

• Maintain a clear view of stakeholder communications needs:– These can be assessed via focus interviews, surveys and Q&As from meetings.

• Try to utilize established media before introducing new ones

• The most effective communications medium is the human being:– Identify/recruit key influencers.

– Utilize the “grapevine”

• The aim of communication is clarity


Guidelines To Initiate Communications

• Develop and validate a communications charter

• Determine appropriate media and develop a project roll-out communication

• Conduct roll-out events

• Develop an executive level status report

• Identify key measures and success indicators

• Develop a communications campaign plan

• Identify and recruit key influencers

• Support the preparation of Leadership Council meetings

• Implement communications campaign plan


Finalize A Project Communications Process

Edit charter

2. Prepare project roll-out communication

Plan event logisticsEvaluate constituenciesPrepare info-pack handoutsManage mini roll-out videosCapture meeting Q&AsIdentify key messages

List all established/new media options

Identify effective media characteristics

Create media/characteristics effectiveness matrix

Evaluate media/constituency coverage

Evaluate media/message frequency

Identify key stake holders

Identify key deliverables for each stakeholder matrix

7. Develop communications workstream process logic

Develop initial schedule

Identify detailed action steps

Establish linkages w/ project milestones

Conduct presentation skills workshop

Conduct speaking skills workshop

Help plan/design storyboards

Help design/produce presentations

Coordinate consistent messages across all teams

Manage/design “open day” presentation format (display walls)

Include all constituencies

Encourage questions from all member at team meetings

Enlist/give feedback

10. Implement effective communications campaign

3. Conduct roll-out event (s)

4. Develop As-Is model

Team edit

Link objectives/deliverables

Identify key activities

Identify detailed action steps

5. Publish short cycle “flash report” as needed

9. Help prepare Leadership Council meetings

1 Validate communications team charter

8. Identify and recruit key influencers (informal communications network)

Conduct survey

Combine surveys with existing information

Conduct feedback survey

6. Identify key measures and indicators for communications team success


Consider These Factors When Selecting Communication Media

• Circulation

• Production quality

• Gestation cycle time

• Frequency

• Credibility within the organization

• Direction of information flow (top-down / bottom-up)

• Content focus / bias

• Content subject flexibility

• Opportunities to combine other media

Be aware of organization media fatigue—be economicalBe aware of organization media fatigue—be economical


Consider A Variety Of Established/Potential Media

• Roll-out event(s)• Mini roll-outs• Roadshows• Guests / Gurus• Team briefings• Manager meetings• Department meetings• Informal discussions with boss• Information packs• Letter from CEO / president• Corporate Newsletter• One sheet posters• Bulletin boards• Communications room / war room

• Special editions to company magazine

• Paycheck stuffers or inserts• Explanatory pamphlets• Project logo / icon• VMS• Electronic mail• A/V presentation• Video presentation• Video updates / kiosk displays• Video take-out• Telephone hotline• Promotions / incentives


Roll-Out Communications IsCritical To Building Project Credibility

1. Background: Why we must change:– Marketplace forces– Market influences– Emerging markets– Competitive benchmarks

2. Overview: What must change:– What company issues are driving the project– Who is involved in leading the change

• Company executives

• CIS (who, expertise, role)

3. Project Approach:– Project purpose / mission / objectives– Who will be involved– What will be done– Where we will begin– How we will work together– Project schedule.

Partnering for Growth

Strawmodel agenda for effective roll-out

presentations


Be Prepared For Difficult/Controversial Questions

These questions and their answers may serve as good topics for future communications.These questions and their answers may serve as good topics for future communications.

• What are the project objectives?

• Why are we doing this project?

• How good . . . or bad . . . are we?

• What was the driver for change?

• How does this differ from what we’ve been doing?

• How do we know when we are winning?

• Why does the project last so long?

• What about the areas not covered in the project?

• Is our strategy changing again?

• Will we develop better processes or products?

• Is the project proactive or reactive?

• How much empowerment will the teams have?

• Can employees volunteer and contribute?

• Will we be able to offer input?

• Will all team recommendations be adopted?

• How will this project affect our own internal improvement initiatives?

• Will the project provide improved job security?

• Is this project actually “downsizing”?

• How many and when do the layoffs begin?

• Is leadership going through “change”?

• How do we know our company will continue to invest in improvements?

• How will this project benefit me?

• How will we be kept informed?

• How much will this project cost?

• Who is CIS, and why do they need to be involved?

• What can CIS do that we can’t do ourselves?

• Will CIS stay involved after the project is over?

• How many consultants are involved and how much do they cost?

• Wouldn’t this investment be better off put in our salaries and education / training?


Cautions For Communication Roll-Outs

• Don’t call it a “Roll down”.

• Conduct as early as possible to officially start the project

• High level executives and the project sponsor must play a visible role

• Roll-out should ideally cover the affected population, and potentially the entire company, within one to two days

• Provide for remote or shift workers:

– Conduct multiple sessions, and go to the people

• Leadership / management must be informed of time and content prior to roll-out:

– To encourage their people to attend

– To verse them on “management’s view” to prevent cynicism and avoid surprises


An ‘Open House’ Can Be AValuable Communications Event

• Shares overall project perspective and pathway going forward

• Acts as a powerful focus for all workstreams to finalize and articulate their charter

• Show-cases to entire organization the critical nature of the project

• Highlights key accomplishments and project milestones

• Enables demonstration of executive / management support for the project

• Solicits company-wide involvement and feedback

• Reinforces the theme of the project

• Generates enthusiasm around the opportunities provided by the project

• Promotes continuing communication


The “Open House” Concept CanBe Used Throughout The Project

• Summarizes progress to date

• Reinforces original project goals & objectives

• Touches a broader audience than those directly participating to date

• Make the company as a whole feel more involved and informed

• Boosts morale, refocuses everyone, gives a sense of accomplishments

• Gives ownership of content to company team members and recognizes contribution of participants

• Creates a fun, informative atmosphere

• Allows people to visit at the pace they wish

• Gives Leadership Council and other executives an opportunity for visibility

• Gains support and involvement of other leadership and management


Critical Success Factors for “Open House” Events

• Team members present for guidance and explanation

• Interactive

• Participants in small / manageable groups

• Builds facilitated and documents

• Portable

• Wide and deep (level of coverage / detail)

• Focus on results and accomplishments

• Consistent theme

• Use of color and illustrations / photographs

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