KENT CORPORATION 3D SOLUTIONS

COMMUNICATIONS MANAGEMENT PLAN

Version 1.0
09/20/2014

Prepared by :Adolph Vincent Vigor

 KENT CORPORATION 3D SOLUTIONS PROGRAM

VERSION HISTORY

Version Implemented Revision Approved Approval Reason

# By Date By Date

1.0 Adolph Vincent 9/20/2014

VIgor

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 KENT CORPORATION 3D SOLUTIONS PROGRAM

TABLE OF CONTENTS
1 RATIONALE ............................................................................................................................ 4
INTRODUCTION .................................................................................................................... 5
1.1 Purpose of Communications Management Plan ............................................... 5
2 STAKEHOLDER IDENTIFICATION AND ANALYSIS ..................................................... 6
3 COMMUNICATIONS VEHICLES ......................................................................................... 6
3.1 Communications Matrix ......................................................................................... 6
3.1.1 Project Meetings ................................................................................................ 7
3.1.2 Project Reporting............................................................................................... 7
3.1.3 Other Communication Vehicles ...................................................................... 8
APPENDIX A: REFERENCES ...................................................................................................9
APPENDIX B: KEY TERMS .....................................................................................................10

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 KENT CORPORATION 3D SOLUTIONS PROGRAM

1.0 RATIONALE

Planning the communications plan in any project is vital to its ultimate success as
inadequacy in the communications scenario between the stakeholders and the
project team can lead to disastrous consequences and unfulfilled expectations from
the key stakeholders (PMBOK,2013). Kent Corporation aims to increase its
analytical capabilities from 95% to 98-99% which could be achieved by converting
its 2 dimensional processes to 3 dimensions by upgrading its computer systems (
Kerzner ,2013). Analyzing the situation we could infer that it is the R&D Director
who is most hesitant to this change thereby limiting the project to low priority and
thus the best people were not given to the project manager.
Further analyzing the situation we can assume that the R&D Director has doubts on
the project since everyone but the director thinks that the project can improve the
theoretical and experimental data ( Kerzner ,2013). They even bought a large
computer in 1989 to improve their computer facility but the development of the 3D
solutions program proved to be expensive. Therefore given the situation we could
determine that:
1.) The R&D Director was the critical person to convince on the importance of the
project
2.) The company has more than enough resources to cater with the needs of the
project once tapped.
3.) It is important to present the case and win the support of the R&D Director with
the rest of the directors on Monday morning where they are all present.
It is therefore a fact that if we fail to procure the needed human resources for the
project team then the project is doomed to fail. As according to project management
literature that there is no perfect person but there is a perfect team (Wei,Peng &
Lai,2013).It is therefore critical for the team to possess the nine team roles of :
A.) Plant (PL)
B.) Resource Investigator (RI)
C.) Coordinator (CO)
D.) Shaper (SH)
E.) Monitor Evaluator (ME)
F.) Team Worker (TW)
G.) Company Worker (CW)
H.) Completer/Finisher (CF)
I.) Specialist
In order to succeed in this project these nine team roles must be acquired for the
undertaking .
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Therefore the solution was to give focus and attention on the R&D Director and
identify him as the most critical person to convince on the importance of the project.
This means he will be given special attention as much as possible to gain his
support. The identified solution was to brief the R&D Director and the rest of the
directors on a Monday morning so that everyone will be present before the project
commences regarding the significance of converting the current 2D solutions to 3D.
This sort of communication is vital to convince everyone that this project is really
needed by the company and should be put on priority. To further communicate the
cause of the project, a soft launch social meeting will be conducted to convey to the
stakeholders the importance of gaining their support and attention with the hope of
gaining the sympathy of the R&D Director. It is also included on the communications
plan to convey/inform all the stakeholders on the progressive cost of the program,
weekly progress, monthly progress and quarterly updates so that they will be aware
of what’s happening on the undertaking.

Reference
KERZNER, H.R. (2013) PROJECT MANAGEMENT CASE STUDIES. 4TH ED. HOBOKEN, NJ:
JOHN WILEY & SONS.
Project Management Institute. (2013) A guide to the project management book of knowledge
(PMBOK guide). 5th ed. Newton Square, PA: Project Management Institute.

Wei, C.C., Lai, M.-C., Wei, C.-S. & Peng, L.-H. (2013) ‘Assignment of project members considering
capability and personality balance’. Kybernetes, 42(7), [ONLINE] pp.1016-1028.
Available at: http://www.emeraldinsight.com.ezproxy.liv.ac.uk/doi/pdfplus/10.1108/K-10-2012-0096
[Accessed 19 September 2014]

INTRODUCTION
1.1 PURPOSE OF COMMUNICATIONS MANAGEMENT PLAN
The overall objective of a Communications Management Plan is to promote the
success of a project by meeting the information needs of project stakeholders. The
KENT CORPOARTION 3D SOLUTIONS PROGRAM Communications
Management Plan (CMP) defines the project’s structure and methods of
information collection, screening, formatting, and distribution and outline
understanding among project teams regarding the actions and processes
necessary to facilitate the critical links among people, ideas, and information that
are necessary for project success.
The intended audience of the KENT CORPORATION 3D SOLUTIONS
PROGRAM CMP is the project manager, project team, project sponsor and any
senior leaders whose support is needed to carry out communication plans.

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STAKEHOLDER IDENTIFICATION AND ANALYSIS

The stakeholder identification and analysis will be stored on a secure intranet
database server to be monitored and updated regularly

Name Title Contact Communication Vehicle Comments

John Doe R&D 000-000-0000 Status Reports and Email He is the most
Director joe@joe.com Internal Project Phone hesitant of the
Status Meeting IP Phone directors
regarding the
project
Federal Sponsor Status Reports and Email Provided the
Government Internal Project Phone 750k USD
Status Meeting IP Phone needed to
finance the
project
Kent Owner Status Reports and Email
Corporation Internal Project Phone
Status Meeting IP Phone

COMMUNICATIONS VEHICLES
1.2 COMMUNICATIONS MATRIX
The communications matrix will be stored on a secure intranet database server to
be monitored and updated regularly

Vehicle Target Description Frequency Owner Distribution Internal/ Comments

Purpose Vehicle External
Project R&D Director, PowerPoint Once before Dan Email Internal It is important to
Briefing other Directors presentation of the Project start, McCord convince the
advantages of Monday director on the
using 3D solutions morning importance of
for the updating the
company/positive technologies
points of the utilized by the
project company
Cost and R&D Director Presentation of Bi-Weekly Dan Email Internal
schedule ,Stakeholders, WBS and McCord
briefing Sponsor cost/schedule
estimates
Weekly All Stakeholders One page Weekly Dan Email Internal
Status communication of McCord
Report project progress
and deliverable
status
Weekly R&D Excel tabulated Weekly Dan Email Internal
Activity Director/Project report on the McCord
Plan Team planned activities
each week for
each individual
project team
member
Weekly R&D Report on each Weekly Dan Email Internal
Activity Director/Project Team members McCord
Report Team weekly progress

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1.2.1 Project Meetings

The meetings data will be stored on a secure intranet database server to be
monitored and updated regularly

Meeting Description Frequency Distribution Internal/ Comments/

Purpose Vehicle External Participants
Project To convince the Once Restricted Internal Project Team
Information team members and Intranet members and
Briefing the R&D director on stakeholders
the Special attention
importance/benefits on the R&D
of the project Director, Sponsor
Soft launch Social gathering of Once PowerPoint External R&D Director,
of project stakeholders and presentation Senior
the R&D Director to on the Management &
gain support significance Stakeholders,
of the Sponsor
project
Team Communication of Daily every Restricted Internal Project Team
Briefing daily targets 8.30 am Intranet members and
stakeholders
Weekly Communication of Weekly Restricted Internal R&D Director and
Status project progress Intranet stakeholders
Meeting and deliverable
status
Monthly Review progress Monthly Restricted Internal Project Team
progress monthly and assess Intranet members and
meeting it stakeholders
1.2.2 Project Reporting
The project reports will be stored on a secure intranet database server to be
monitored and updated regularly

Meeting Description Frequency Distribution Internal/ Comments/

Purpose Vehicle External Distribution List
Daily Communication of Daily Email Internal Project Manager and
Status daily project team members
Report progress and
deliverable status
Weekly Communication of Weekly Restricted Internal Project Team
Status weekly project Intranet members and
Report progress and stakeholders
deliverable status
Monthly Communication of Monthly Restricted Internal Project Team
Status project progress Intranet members,
Report and deliverable stakeholders,sponsor
status
Quarterly Assessment of Every 4 Restricted Internal Project Team
Status progress during the months Intranet members,
Report last four months stakeholders,sponsor
Technical Incidents which Immediate Email Internal Project Manager and
Incident impact the project after incident team members
Report

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1.2.3 Other Communication Vehicles

The other communication vehicles data will be stored on a secure intranet

database server to be monitored and updated regularly

Vehicle Description Frequency Distribution Internal/ Comments/

Purpose Vehicle External Distribution
List
Weekly Information on latest Weekly Internal Internal Team, Sponsor,
Web project related trends, Intranet Senior
Bulletin project activities, Management
accomplishments

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APPENDIX A: REFERENCES
The following table summarizes the documents referenced in this document.
Document Description Location
Name and
Version
WAP 1.0 Weekly Activity Plan C:/My Computer/Project
files/3D Solutions project
WAR 1.0 Weekly Activity Report C:/My Computer/Project
files/3D Solutions project
DPR 1.0 Daily Progress Report C:/My Computer/Project
files/3D Solutions project

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APPENDIX B: KEY TERMS

The following table provides definitions for terms relevant to this document.
Term Definition
CMP Communications Management Plan

WAP Weekly Activity Plan

WAR Weekly Activity Report

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