IS PROGRAMME

COMMUNICATION MANAGEMENT STRATEGY

EXAMPLE

BRANCH CONSOLIDATION PROJECT (BC)

Release Status: DRAFT

Author: John Aldridge, FMD Consultants Limited

Date: 01 January 2016

Filename & Version: communication_management_strategy_example_v01

Project ID: BCP01

Methodology: PRINCE2™ 2009

FMD Consultants Limited assumes no responsibility for the usage of any information contained in this document
and the way it is handled and disclaims all liability in respect of such information and its provision. Subject to this
disclaimer, you may copy and utilise the material contained in the document.

This information is based on OGC PRINCE2™ material. PRINCE2™ is a registered trade mark of the Office of
Government Commerce in the United Kingdom and other countries. All registered trademarks recognised &
accepted.
1 Document History
1.1 Location
This document is stored in the following location:

Filename communication_management_strategy_example_v01

Location www.fmdconsultants.co.uk\web

1.2 Revision History

This document has been through the following revisions:

Version Revision Filename/Location Brief Summary of Changes

No. Date stored:

V01 01/01/2016 XXXXXXXXXX First draft

1.3 Authorisation
This document requires the following approvals:

AUTHORISATION Name Signature Date

Executive
XXXXXXX
Senior User
XXXXXXX
Senior Supplier
XXXXXXX

1.4 Distribution
This document has been distributed to:

Name Title Version Issued Date of Issue

XXXXXXXXXX Project Assurance V01 01/01/2016

Project ID:BCP01 Doc Ref:XXXXXXXXXX

Communications Management Strategy Page 2 of 9
Date of Issue:01/01/2016
Example
1.5 Related Documents
Summary of filenames and locations of related documents:

Document Type Filename/Location stored:

Project Brief XXXXXXXXXX

Lessons Log XXXXXXXXXX

Risk Register XXXXXXXXXX

Project ID:BCP01 Doc Ref:XXXXXXXXXX

Communications Management Strategy Page 3 of 9
Date of Issue:01/01/2016
Example
2 Contents

1 DOCUMENT HISTORY....................................................................................................2
1.1 LOCATION....................................................................................................................2
1.2 REVISION HISTORY.........................................................................................................2
1.3 AUTHORISATION............................................................................................................2
1.4 DISTRIBUTION...............................................................................................................2
1.5 RELATED DOCUMENTS....................................................................................................3
2 CONTENTS....................................................................................................................4
3 INTRODUCTION............................................................................................................5
3.1 PURPOSE......................................................................................................................5
3.2 OBJECTIVES..................................................................................................................5
3.3 SCOPE.........................................................................................................................5
3.4 DERIVATION..................................................................................................................5
3.5 QUALITY CRITERIA..........................................................................................................5
4 REPORTING...................................................................................................................6
4.1 RATIONALISATION PROGRAMME (RP)................................................................................6
4.2 EXECUTIVE PROJECT BOARD (EPB)...................................................................................6
4.3 PROJECT ASSURANCE TEAM (PAT)...................................................................................7
4.4 QUALITY ASSURANCE TEAM (QAT)...................................................................................7
4.5 PROJECT TEAM..............................................................................................................7
4.6 STAFF..........................................................................................................................7
4.7 USER/SPECIAL INTEREST GROUPS.....................................................................................8
4.8 SUPPLIERS....................................................................................................................8
4.9 OTHER STAKEHOLDERS....................................................................................................8
5 ROLES AND RESPONSIBILITIES......................................................................................8
6 STAKEHOLDER ANALYSIS..............................................................................................9

Project ID:BCP01 Doc Ref:XXXXXXXXXX

Communications Management Strategy Page 4 of 9
Date of Issue:01/01/2016
Example
3 Introduction
3.1 Purpose
A Communication Management Strategy contains a description of the means and frequency
of communication to parties both internal and external to the project. It facilitates engagement
with stakeholders through the establishment of a controlled and bi-directional flow of
information.

3.2 Objectives
The objective of this Communication Management Strategy is to provide an agreed and
clearly understood method of communication throughout the project which gives consistency
of communications where practical across all interested parties.

3.3 Scope
The scope is restricted to all aspects of the Branch Consolidation Project which are
encompassed in the Business Case, and communications to all approved interested parties.
The scope excludes communications within the Rationalisation Programme which are defined
within its own Communication Management Strategy. Should there be any communication
areas which fall outside the definitions within this document, the Rationalisation
Programme’s strategy should be consulted for clarification.

3.4 Derivation
The Communications Strategy has been derived from the following:
 Corporate communications policies
 The Rationalisation Programme’s information management strategy
 Other components of the Project Initiation Documentation (in particular the project
management team structure, the Risk Management Strategy, Quality Management
Strategy and Configuration Management Strategy)
 Facilitated workshops/informal discussions with stakeholders
 Stakeholder analysis

3.5 Quality criteria

 All stakeholders have been identified and consulted for their communication
requirements
 There is agreement from all stakeholders about the content, frequency and method of
communication
 A common standard for communication has been considered and adopted where
possible and practical
 The time, effort and resources required to carry out the identified communications
have been allowed for in Stage Plans
 The formality and frequency of communication is reasonable for the project’s
importance and complexity
 For projects that are part of a programme, the lines of communication, and the
reporting structure between the project and programme, have been made clear in the
Communication Management Strategy
 The Communication Management Strategy incorporates corporate communications
facilities where appropriate (e.g. using the marketing communications department for
distributing project bulletins)

Project ID:BCP01 Doc Ref:XXXXXXXXXX

Communications Management Strategy Page 5 of 9
Date of Issue:01/01/2016
Example
4 Reporting

4.1 Rationalisation Programme (RP)

Information Required Information Provider Frequency of Method of

communication Communication

Highlight Reports, Project Manager Monthly Email (PSO to collate

Risk Log, Issue Log, and send to RPPB)
Financial Report
Presentation at RPPB Project Manager When requested
Key Milestones Project Manager Monthly Via PSO
Presentation at Project Manager When requested
Project Managers’
meetings
Interdependency Project Manager As required At interdependency
issues meeting

4.2 Executive Project Board (EPB)

Information Required Information Provider Frequency of Method of
communication Communication

Highlight Reports Project Manager Monthly Email

Risk and Issues Project Manager Update at every Email in advance
meeting
Report of Key Project Manager Weekly Email
Achievements
Meeting minutes Project Manager Per meeting Email within 24hrs
Business Case Project Manager At BC update stage Email

Project ID:BCP01 Doc Ref:XXXXXXXXXX

Communications Management Strategy Page 6 of 9
Date of Issue:01/01/2016
Example
4.3 Project Assurance Team (PAT)

Information Required Information Provider Frequency of Method of

communication Communication

Highlight Reports Project Manager Monthly Email

Risks and Issues Project Manager Update at every Email in advance
meeting
Key Achievements Project Manager Weekly Email
Meeting minutes Project Manager Per meeting Email within 24hrs
Business Case Project Manager At BC update stage Email

4.4 Quality Assurance Team (QAT)

Information Required Information Provider Frequency of Method of

communication Communication

Issues Project Manager Ad hoc, on discovery Email

Project products Project Manager According to project Email
requiring review plan
Quality Log Project Manager At stage review and Email
stage end
Business Case Project Manager At BC update stage Email

4.5 Project Team

Information Required Information Provider Frequency of Method of
communication Communication

Highlight Reports Project Team Monthly Email

members/Project
Manager
All Project Reports Author Ad hoc Email
Team meetings Project Weekly Email
Team/Manager
Issues and Risks Project Weekly Email
Team/Manager
Progress on other Programme Team Monthly Email
projects

4.6 Staff

Information Required Information Provider Frequency of Method of

communication Communication

Progress reports Project Board Monthly Intranet

Project ID:BCP01 Doc Ref:XXXXXXXXXX

Communications Management Strategy Page 7 of 9
Date of Issue:01/01/2016
Example
4.7 User/Special Interest Groups

Information Required Information Provider Frequency of Method of

communication Communication

Progress Reports Project Board Monthly Internet

Newsworthy Project Board Ad hoc Internet
achievements
Business Case Project Board At update stage Email

4.8 Suppliers

Information Required Information Provider Frequency of Method of

communication Communication

(Business Case) Project Board At update stage Email

4.9 Other stakeholders

Information Required Information Provider Frequency of Method of

communication Communication

5 Roles and Responsibilities

Corporate/Rationalisation Programme Management – In general, this body will be responsible
for the control of an organisation or a Programme. They sit outside the project but set
the overall requirements and tolerance levels for the project. Any forecast breaches of
project tolerance (time, cost or quality) should be reported to Corporate/Programme
Management for guidance on their resolution or potentially premature closure of the
project.
Executive – Chairs the BC Project Board, responsible for the Business Case for the duration
of the project and is appointed by Corporate/Rationalisation Programme Management.
He/she will usually be responsible for the Benefits Review Plan for the duration of the
project and will either hand over the Benefits Review Plan to the Senior User on project
closure. He/she should oversee the development of a viable business case, ensuring the
project is aligned with corporate strategies, and securing appropriate funding for the
project.
Senior User – Sits on the BC Project Board and is responsible for specifying the benefits upon
which the Business Case is based to ensure the desired outcome of the project is
specified unambiguously. Ensures the project produces benefits which deliver the
desired outcomes. Ensures the expected benefits are realised. Provide actual versus
forecast benefits during benefits reviews.
Senior Supplier – Sits on the BC Project Board. May be within the organisation or from an
external organisation. Responsible for confirming that the required products can be
delivered within the expected costs and are viable.
Project Manager – Prepare the Business Case on behalf of the Executive. Carry out impact
analysis of new or revised risks or issues which may impact the projects ability to meet

Project ID:BCP01 Doc Ref:XXXXXXXXXX

Communications Management Strategy Page 8 of 9
Date of Issue:01/01/2016
Example
 requirements. Update the Business Case at the end of each Management Stage. Assess
and report on performance at regular Project Board Meetings and project closure.
Team Manager – Overall control and co-ordination of teams responsible for producing
products and reporting any slippage or developmental problems during Project Stages.
Project Assurance – Assist in the development of the Business Case. Verify and monitor the
Business Case against project progress and external events. Ensure the project fits with
overall programme or corporate strategy. Monitor project finance on behalf of the
customer. Ensure the value-for-money solution is constantly reassessed. Review the
impact assessment of potential changes on the Business Case and Project Plan.

6 Stakeholder Analysis

Interested Current Desired Interfaces Key messages

Parties relationship relationship

Finance OK Proactive Voice, Email

Department
User Group Excellent Excellent Voice, Email,
Monthly
Review

Project ID:BCP01 Doc Ref:XXXXXXXXXX

Communications Management Strategy Page 9 of 9
Date of Issue:01/01/2016
Example