The document outlines a communications plan for a company undergoing an Oracle implementation. It includes:
1) Identifying stakeholders and analyzing their needs to develop tailored messaging to help stakeholders move through stages of change acceptance.
2) Guiding principles for communications, including using a variety of channels to deliver consistent, honest messages from leaders.
3) A communications approach including stakeholder analysis, key messages for each group, and vehicles like meetings, newsletters and surveys.
4) An overview of the communications plan framework for mapping out when and how to deliver tailored information to stakeholders throughout the implementation.
Selecting a service provider is just the start of the outsourcing journey. For
many multinational or global organizations, ensuring a successful transition to
the new service provider is a complex and difficult effort. This paper draws
from lessons learned across several global transitions covering multiple
business processes, such as finance and accounting, order management and
logistics distribution. The intent is to describe practices that worked well and
helped avoid the pitfalls. Although this paper is focused on business process
outsourcing (BPO), many of the lessons can readily be applied to information
technology (IT) outsourcing as well.
Organisational Change Management (OCM) is a critical component of many successful ERP projects. Despite this, the term Change Management is one which is not well understood by many ERP practitioners or by most ERP users. There is often a general sense that it covers the softer, people-related issues that arise during ERP implementation projects and that as a result, OCM itself is an ill-defined and woolly concept.
This paper sets out to dispel this view by defining OCM in ERP projects very clearly in terms of strategy, constituent work streams and implementation tasks. View an extract of the report and download the full report for free at: http://www.lumeniaconsulting.com/resources/reports-white-papers/organisational-change-management-erp-projects
Organizational Change Management for IT ProjectsDavid Solis
Final project of the Certificate in Innovation and Design Thinking.
Management organizational change framework to ensure the complete success of IT projects
Selecting a service provider is just the start of the outsourcing journey. For
many multinational or global organizations, ensuring a successful transition to
the new service provider is a complex and difficult effort. This paper draws
from lessons learned across several global transitions covering multiple
business processes, such as finance and accounting, order management and
logistics distribution. The intent is to describe practices that worked well and
helped avoid the pitfalls. Although this paper is focused on business process
outsourcing (BPO), many of the lessons can readily be applied to information
technology (IT) outsourcing as well.
Organisational Change Management (OCM) is a critical component of many successful ERP projects. Despite this, the term Change Management is one which is not well understood by many ERP practitioners or by most ERP users. There is often a general sense that it covers the softer, people-related issues that arise during ERP implementation projects and that as a result, OCM itself is an ill-defined and woolly concept.
This paper sets out to dispel this view by defining OCM in ERP projects very clearly in terms of strategy, constituent work streams and implementation tasks. View an extract of the report and download the full report for free at: http://www.lumeniaconsulting.com/resources/reports-white-papers/organisational-change-management-erp-projects
Organizational Change Management for IT ProjectsDavid Solis
Final project of the Certificate in Innovation and Design Thinking.
Management organizational change framework to ensure the complete success of IT projects
Effective management to implement ERP-SAPMario Navarro
Description of the key management areas and functions to be considered for a successful implementation of an ERP technology focued in SAP solution delivery.
Change Management Toolkit including Models, Plans, Frameworks & ToolsAurelien Domont, MBA
Toolkit Downloadable at www.slidebooks.com | Created By ex-Deloitte Change Consultants | Download and Reuse Now a Change Management Toolkit including 10+ Models, Plans, Frameworks & Tools.
Prosci's webinar "4 Change Catalyzing Questions" - delivered live on Wednesday, Nov 18 11:00 AM EST and Thursday, Nov 19 4:00 PM EST. Register at www.prosci.com/webinars
Digital Transformation With MuleSoft : That Wins Customerspqrs1234
What is Digital Transformation?
Current Trends in Digital Transformation
Designing API Strategy
How Mulesoft helps in Digital Transformation?
Case Study
This was my dream assignment. I set up and built capabilities for a Project Management Office for a new technology division. I worked with my leadership, within the team, across with key stakeholders to design and implement a standardized Project Management approach for the team. The capstone of this experience, however, was working on the next phase of the PMO office. This presentation is what we shared with our division leadership to document our growth and map out ways to strengthen our capabilities.
Read more at leadanddeliver.com.
Prosci Methodology Overview: An Integrated Approach to Deliver ResultsProsci ANZ
Methodologies provide structure and purpose to a discipline. A change management methodology provides an intentional approach for managing the people side of a project or initiative. This webinar presents Prosci's Change Management Methodology. In the webinar, learn about the Prosci ADKAR® Model for individual change management and the Prosci 3-Phase Change Management Process for organisational change management. Learn how the fusion of individual and organisational change management is necessary to drive project results and outcomes.
Technology Multipliers PPM solutions help optimize the value of your project portfolio and increase pipeline productivity. Our solutions utilize ProModel's project and portfolio simulation tools and Microsoft's project management tools. This Technology Multipliers webinar provides a comprehensive overview of project portfolio management concepts, process, and keys to success for technology companies.
Prosci Webinar - Applying the Prosci ADKAR methodologyProsci ANZ
The Prosci ADKAR® Model describes the five building blocks of successful change at the individual level. In times of change - whether at home, in the community or at work - individuals need Awareness, Desire, Knowledge, Ability and Reinforcement to successfully make a change. This webinar presents the Prosci ADKAR Model and six applications of the model for change management professionals.
The 7 Habits of Highly Effective Shared Service CentersChazey Partners
While the Shared Services model has several examples of success at delivering higher quality, lower cost, and improved control, many implementations still don’t perform at expected levels. This presentation explores some of the lessons we have learned from implementations around the world and provides ideas and tips for an optimal performance of your Shared Services Organization.
Evolution of Shared Services - IAOP 6 February 2013Stuart Snowden
Presented at the IAOP Sydney meeting Feb. '13. An overview developed by Accenture of the evolution of Shared Services. It talks to
- geographic, Operating Model and Organisation trends;
- characteristics of the different models
- sourcing models
- High performance characteristics
Effective management to implement ERP-SAPMario Navarro
Description of the key management areas and functions to be considered for a successful implementation of an ERP technology focued in SAP solution delivery.
Change Management Toolkit including Models, Plans, Frameworks & ToolsAurelien Domont, MBA
Toolkit Downloadable at www.slidebooks.com | Created By ex-Deloitte Change Consultants | Download and Reuse Now a Change Management Toolkit including 10+ Models, Plans, Frameworks & Tools.
Prosci's webinar "4 Change Catalyzing Questions" - delivered live on Wednesday, Nov 18 11:00 AM EST and Thursday, Nov 19 4:00 PM EST. Register at www.prosci.com/webinars
Digital Transformation With MuleSoft : That Wins Customerspqrs1234
What is Digital Transformation?
Current Trends in Digital Transformation
Designing API Strategy
How Mulesoft helps in Digital Transformation?
Case Study
This was my dream assignment. I set up and built capabilities for a Project Management Office for a new technology division. I worked with my leadership, within the team, across with key stakeholders to design and implement a standardized Project Management approach for the team. The capstone of this experience, however, was working on the next phase of the PMO office. This presentation is what we shared with our division leadership to document our growth and map out ways to strengthen our capabilities.
Read more at leadanddeliver.com.
Prosci Methodology Overview: An Integrated Approach to Deliver ResultsProsci ANZ
Methodologies provide structure and purpose to a discipline. A change management methodology provides an intentional approach for managing the people side of a project or initiative. This webinar presents Prosci's Change Management Methodology. In the webinar, learn about the Prosci ADKAR® Model for individual change management and the Prosci 3-Phase Change Management Process for organisational change management. Learn how the fusion of individual and organisational change management is necessary to drive project results and outcomes.
Technology Multipliers PPM solutions help optimize the value of your project portfolio and increase pipeline productivity. Our solutions utilize ProModel's project and portfolio simulation tools and Microsoft's project management tools. This Technology Multipliers webinar provides a comprehensive overview of project portfolio management concepts, process, and keys to success for technology companies.
Prosci Webinar - Applying the Prosci ADKAR methodologyProsci ANZ
The Prosci ADKAR® Model describes the five building blocks of successful change at the individual level. In times of change - whether at home, in the community or at work - individuals need Awareness, Desire, Knowledge, Ability and Reinforcement to successfully make a change. This webinar presents the Prosci ADKAR Model and six applications of the model for change management professionals.
The 7 Habits of Highly Effective Shared Service CentersChazey Partners
While the Shared Services model has several examples of success at delivering higher quality, lower cost, and improved control, many implementations still don’t perform at expected levels. This presentation explores some of the lessons we have learned from implementations around the world and provides ideas and tips for an optimal performance of your Shared Services Organization.
Evolution of Shared Services - IAOP 6 February 2013Stuart Snowden
Presented at the IAOP Sydney meeting Feb. '13. An overview developed by Accenture of the evolution of Shared Services. It talks to
- geographic, Operating Model and Organisation trends;
- characteristics of the different models
- sourcing models
- High performance characteristics
This was a presentation given by Lisa Shi, head of risk management at E C Harris Hong Kong, at the Royal Hong Kong Yacht club as one of the APM HK branch's monthly CPD events. Lisa gave her presentation to some 30 local members and guests.
What are you doing to manage and engage the people, groups and organizations who can impact, or are impacted, by your project or change initiative? View this short presentation to discover the impact effective stakeholder management can have on your project.
De La Salle University Master of Marketing Communications students created an integrated marketing communications plan for Pampers Philippines as a requirement to complete the subject: Introduction to IMC.
Digital Trends in 2017: Making Business Impact in a Changing WorldEdelman
Edelman Digital's 2017 report focuses on what we see as the
growing considerations that will impact brands.
Based on changes we observed in 2016, we’ll explore areas such as paid, search, influencers, conversational technologies, B2B
and others.
We Are Social's comprehensive new Digital in 2016 report presents internet, social media, and mobile usage statistics and trends from all over the world. It contains more than 500 infographics, including global data snapshots, regional overviews, and in-depth profiles of the digital landscapes in 30 of the world's key economies. For a more insightful analysis of the numbers contained in this report, please visit http://bit.ly/DSM2016ES.
Good communication starts from within - workshop giving an introduction to ch...Ann Pilkington
This session was an introduction to managing communication on change projects. It was delivered on the second day of Apeiron Communication's conference "Good communication starts from within"
Strategic Public Sector Governance The Critical Role of Comm.pdfabhijitakolkar1
Strategic Public Sector Governance
The Critical Role of Communication for Change Management Sponsors Change management
sponsors are the executives or senior leaders with authority to drive change forward in an
organization. Active and visible sponsorship tops the list of key contributors to successful change
initiatives. A global leader in change management, Prosci has studied these contributors in all 11
editions of its Best Practices in Change Management report, and sponsorship came out on top in
every single one. Sponsorship is so important that it beat out the second contributor (a structured
change management approach) by a 4:1 margin in the most recent report. We cannot overstate
the role change management sponsors play in effectively managing change in organizations. They
are responsible for building support, enlisting help from other leaders and motivating change
participants. Purposeful and consistent communication is the tool sponsors must use to provide
context for the change and bring employees on board. Employees and leaders are far more likely
to engage in a change when they understand what it means to them and why its necessary.
Ineffective sponsors often rush through change, failing to facilitate understanding and build
support through frequent and clear communication. Communication considerations for change
management sponsors The purpose of employing communication as one of the key areas of
change management is to disseminate information to the intended group of people. There are
many forms of communication channels available within an organization including employee
portals, newsletters, emails, static and non-static media as well as face to face communications.
Many organization misunderstood the change communication as a process of mediating instead of
intermediating. To have effective communication, information needs to be interpreted and
reinterpret them into ideas and processes that are easy to understand, thus applying the mediating
technique. While using the communication channels, its best to incorporate latest technologies
albeit social network and video conferencing to enhance outreach to employees. However,
although it is the management's decision to establish any means of communication channels
deemed effective, one must avoid a typical top-down and one way conduits approach while using
these communication facilities to avoid a breakdown in communication. Communication helps
change management sponsors explain the vision for the change to create necessary buy-in.
Sponsors that adopt the following communication practices can better articulate the why, what and
so what of the change, increasing the chances that employees will understand and activate the
behaviors needed for success. 1. Communicate the why People, by nature, are resistant to
change. They first need convincing that the change is important and worth the energy it will take to
implement it. Beehives change model of choice, identifies 2. Awareness as th.
How Project Management Leads to Better OutcomesAllison Reznick
Implementing project management practices can have
widespread benefits for an association. Here's a primer on
what effective project management looks like and how
associations might use it.
Grading Rubric
F
F
C
B
A
0
1
2
3
4
No Pass
No Pass
Competence
Proficiency
Mastery
Not Submitted
No identification of customer service plan that will create an exceptional customer experience program, missing basic features and support.
Identifies customer service plan that will create an exceptional customer experience program, but lacks explanation of basic features.
Identifies customer service plan that will create an exceptional customer experience program with explanation and supports stance.
Identifies customer service plan that will create an exceptional customer experience program, fully explains features and supports stance.
Not Submitted
No selection of operational practices that will create an exceptional customer experience.
Selects operational practices that will create an exceptional customer experience, but lacks explanation and personal examples.
Selects operational practices that will create an exceptional customer experience with explanation and personal examples.
Selects operational practices that will create an exceptional customer experience with fully supported personal examples and explanation.
Not Submitted
No noticeable attempt to define exceptional customer experience.
Correctly defines one key aspect of the exceptional customer experience; attempts to define another.
Correctly defines key aspect of the exceptional customer experience.
Correctly defines one key aspect of the exceptional customer experience with supporting research.
Not Submitted
No noticeable attempt to explain how an Emerging Leader will develop team members to implement an exceptional customer experience.
Attempts to explain how an Emerging Leader will develop team members to implement an exceptional customer experience with some supporting evidence.
Explains how an Emerging Leader will develop team members to implement an exceptional customer experience with supporting evidence.
Thoroughly explains how an Emerging Leader will develop team members to implement an exceptional customer experience with strong supporting evidence.
Not Submitted
No identification of metrics used to measure the effectiveness of an exceptional customer experience program.
Attempts to define metrics used to measure the effectiveness of an exceptional customer experience program with minimal supporting information.
Describes metrics used to measure the effectiveness of an exceptional customer experience program with supporting information.
Defines metrics used to measure the effectiveness of an exceptional customer experience program with strong supporting evidence.
Not Submitted
No discussion of how an Emerging Leader will use metrics to sustain and maintain an organizational exceptional customer experience program.
Attempt to discuss how an Emerging Leader will use metrics to sustain and maintain an organizational exceptional customer, but lacks full explanation and examples.
Discusses how an Emerging Leader will use metrics to sustain and maintain an organizational excep ...
30
IT 520 – Module Nine
Module Nine: Final Project Milestone
Submitted By,
Venkata Azad Kumar Polavarapu
IT-520 Technical Communication
Date: 02/19/2016
Instructor: Prof. Imran Alrai
TABLE OF CONTENTS
1. INTRODUCTION 3
2. BACKGROUND AND AREA OF FOCUS 4
3. FRAMEWORK FOR PLANNING 6
4. COMMUNICATING WITH STAKEHOLDERS 10
5. TRAINING PLAN 12
6. SPECIFIED GUIDELINES FROM YOUR FOCUS AREA 19
7. THE TRAINING 21
8. ADAPTATION EXAMPLE 26
9. REFERENCES 30
1. Introduction
The Project final submission mainly focuses on the Communication framework and the Training plan. The project entirely depends on the new advancements to be taken place in one existing organization called BOLDFlash mobile division. BOLDFlash Corporation produces various memory parts for electronic devices such as flash memory drives, mp3 players, and cell phones for original equipment manufacturers (OEM) and direct to consumer markets. Right now the development rate and share value of the overall industry is going down because of different issues inside of the organization. A framework must be made keeping in mind the end goal to alter the issues (identified with communication gaps between different hierarchical levels) inside of the organization and expand the share of the industry away innovation field.
We mainly focus on two concepts
1. Area of focus and framework
2. Training plan and Area of focus guidelines
Here we are going to know about the background, area of focus, who is the key stakeholders, what are the established practices, what are the collaborative approaches, training methods and etc.,
After going through the each and every module, we need to spot out the various communications mechanisms that are needed to BOLDFlash internal business organization. What are the primary areas the organization should improve to expand their business needs and get back again to their success tracks.
2. Background and Area of Focus
BOLDFlash Corporation is a hardware equipment manufacturing unit, creating and offering capacity gadgets. BOLDFlash Company has been assembling and distributing equipment storage gadgets which incorporate flash memory drives, solid state drives and so on. This organization has a Research and Development work (R&D) office, known for its development away advances. Recent perceptions demonstrated that the organization don't have sound business process by and by in numerous regions. Absence of proficient business process is making issues for the organization. They are affecting item quality, productivity, expenses and consumer loyalty. Delay in item delivery is a second significant issue in the last few item discharges. The other issue in the business procedure is device upgrade.
In the globalized world, advances are evolving quickly. Consistently new items are released with modern advances and highlights..
Running head COMMUNICATION PLAN1COMMUNICATION PLAN 10.docxhealdkathaleen
Running head: COMMUNICATION PLAN 1
COMMUNICATION PLAN 10
Communication Plan
Institution
Name
Project Communication Plan
Purpose
Communication is a key element for every successful project. A project manager is required to identify all the project’s communication needs and their timeline. Project manager use communication plan to reach key stakeholders for the purpose of providing them with direction, information, and any update regarding the project’s status or progress (Muller & Turner, 2017). Communication is crucial in ensuring that stakeholders align their efforts with the goals, requirements, and schedules of the project being implemented (Binder, 2016). Through effective communication, all the key stakeholders can be engage in fruitful discussions which lead to better understanding and decision making.
Communication dominates the real landscape of project management. Project managers need to communicate the project scope, expectations, and objectives to the project team. On the other hand, project sponsors and steering committee require updates on the project progress and budget estimations (Muszynska et al., 2015). Project manager will encourage regular communication with project team members so as to get a glimpse of the issues and challenges they encounter in the course of implementing the project within the given timeline. Thus, a communication plan helps the project manager to provide direction to stakeholders and drive the overall project success (Leach, 2014).
Project Overview
project covered in this paper involves the upgrade of IRTC Manufacturing Enterprise’s legacy billing system. Notably, the current system has been in existence for over ten years now and due to technological advancements, there is need to upgrade the system in order to meet the organizational needs. This major upgrade is geared towards refining the current business processes, enhance efficiency, reduce the cost of operations, as well as improve customer satisfaction. The sheer size and significance of the project to the organization calls for effective planning and execution.
Notably, communication remains at the center of the project implementation (Austin & Pinkleton, 2015). As a project manager, communicating with my team is crucial so as to get all relevant information regarding this key upgrade. Moreover, I will be required to communication regularly with the project supervisors, sponsors, and steering committee in order to give them all the updates regarding issues and status of the project. Notably, there is need for me to develop a detailed communication plan that will guide the communication needs throughout the project (Kerzner, 2017).
Stakeholders Identification
The process of upgrading IRTC’s legacy billing system requires a number of key stakeholders ranging from project sponsors, steering committee, and well as the implementation team. This section will highlight all the stakeholders who will be engaged in IRTC project alongside ...
This a simplified presentation to Implement Change,utilizing the Prosci-ADKAR Methodology and some of my personal modifications. I think this first part will help many to understand the Prosci-ADKAR methodology, along with an easier overview of change itself
This is a guide of why change so often fails. It also explains how to implement successful change. Most importantly is goes over the 5 major change methodologies. In effect each methodology is unique to the of change you want to implement
00 BCG Communications Strategy 091907v3-ORACLE & SAP Implementation818
1. BCG – B2B-Building
Tomorrow Together
Procurement & Supply Chain
Oracle Change Communication
Strategy Implementation Plan
Presented By Douglas Bennett SVP Finance 09-2010 & Rich Fierson -Human
Capital-ROI
V3.0
Any Use without the express
Permission of Human Capital-
ROI is illegal
2. BCG – Building Tomorrow Together
Table of Contents
Richard Fierson Lead Change For MASCO 09-2013
Table of Contents
Overview ....................................................................................................................................1
Objectives..............................................................................................................................1
Stages of Change – Building Personal Commitment............................................................1
Guiding Principles.................................................................................................................2
Communications Scope.........................................................................................................3
Overall Communications Approach...........................................................................................4
Stakeholder Analysis.............................................................................................................4
bt2 Guiding Principles...........................................................................................................5
Key Communication Messages.............................................................................................6
High-Level Key Messages...............................................................................................7
Communications Vehicles ....................................................................................................7
Communications Plan Overview ..........................................................................................9
Feedback Mechanism..........................................................................................................10
Communication Development Process ....................................................................................11
Communication Roles & Responsibilities ...............................................................................12
3. Overview
Communication planning is the identification of impacted people and the development and distribution of ongoing two-
way exchange of information involving the right people at the right time in the right manner. An interactive
communication process is key to successful change management. It is unlikely that employees will change their behaviors
in support of the change imperative until they are given sufficient time and information both to understand and believe in
the need for change.
Objectives
The overall goal of communications is to:
Inform and engage key stakeholders by creating awareness and commitment to the bt2 vision, objectives, plans,
expected results, and specific impacts
Improve management of stakeholder and influencer expectations
Increase willingness of managers and employees to perform job in new environment and acceptance of role and task
changes resulting from the changes in processes and technology
Enhance understanding of the challenges and opportunities of BCG’s transformation – “making the unknown known”
Build manager and leader capability around communication by providing resources and tools to drive ownership of
consistent dialogue with stakeholders
Increase project awareness and buy in among stakeholders
Reduce resistance, fears, uncertainty, and rumors
Minimize confusion and misunderstanding
Monitor and measure feedback
Stages of Change – Building Personal Commitment
Impacted stakeholders will go through a curve of learning and understanding before acquiring skills to
understand and to use the SAP solution – communications will enable and expedite their movement up the
Commitment Curve.
4. Each stakeholder group will go move upwards though the Commitment Curve at a different pace. Recognizing the
needs of each stakeholder group and where they are on the curve will help the M-DCPS Change and
Communications Team to plan the appropriate messages, vehicles for sharing information and the timing of
communications to best meet the needs of each group.
The benefits of effective communications include:
Communications tailored to the specific needs and preferences of schools, departments, vendors and the
community
Employees that understand what is expected of them in the new environment and what they can expect
from the organization
Increases employees acceptance of changes
Employees feel more comfortable and do not put up as much resistance
Employees think and act like owners of the business
Risks of ineffective communications include:
Confusion
Resistance and rejection of the project by all stakeholders
Negative perception of the project
Decision not to implement
Loss of support
Project aborted
Guiding Principles
The communication plan was developed according to the following principles:
Key business leaders should deliver the “business or general awareness” messages while supervisors/managers
deliver the “individual awareness” messages (messages delivered to managers and then ‘cascaded’ to employees)
The desire for employees to change is built through communications to convey the importance of changes to the
business, the positive and negative consequences for employees, and the expected improvements the employee can
expect
Ownership
Individuals make the
ERP their own and
create innovative ways
to use and improve
COMMITMENT
High
Contact
Individuals
have heard about
the ERP
Low
Awareness
Individuals are aware
of basic scope and
concepts of an ERP
Understanding
Individuals understand
how an ERP impacts the
company and their
functional areas
Positive Perception
Individuals understand the ERP
impacts and benefits to them
Action
Individuals are willing
to work with and
implement the ERP
Institutionalization
An ERP is the way work is done
-- the new status quo
Stage 3: Commitment
Implementing and
Sustaining New Ways
Stage 3: Commitment
Implementing and
Sustaining New Ways
Stage 2: Involvement
Engaging & Enabling
the Organization
Stage 2: Involvement
Engaging & Enabling
the Organization
Stage 1: Awareness
Setting the Climate
for Change
Stage 1: Awareness
Setting the Climate
for Change
5. Post implementation communications will help reinforce the changes and will build support for the project
Communication should be face-to-face where possible
Messages should be customized to the intended Stakeholder
Communications should be open, honest, and consistent
Enable communications to be two-way; allow for feedback and question/answer sessions
Communications should be frequent and constant throughout the entire program
The Leadership Team and Management team should receive messages first
Repeat, repeat, repeat!
Communications Scope
The communications scope for the People, Change, and Learning team is outlined below. For communication activities
identified as out of scope for the team, the owner has been identified in parenthesis.
In Scope Out of Scope
Communications to internal stakeholders about the
process/technology changes documented as “in scope” per the
SOW.
Project team communications (PMO)
Provide support to the PMO for project team and Steering
Committee meeting communications, as time permits
Materials for Steering Committee Meetings (PMO)
Provide support to BCG Marketing to help them understand the
changes impacting external stakeholders (i.e., Vendors, Suppliers,
and Customers), including identifying communication needs to
this Stakeholder.
Communications to external stakeholders (i.e., Vendors,
Suppliers, Customers) (BCG Marketing)
6. Overall Communications Approach
The overall communications approach includes the following activities:
Identify all Stakeholder groups to determine their level of criticality to the success of the bt2 program and the
level of impact on their future jobs
Define the key communications goals and Guiding Principles for the bt2 program
Define the key messages to be delivered to each Stakeholder group that will best enable the group to move
upwards along the commitment curve
Conduct a media analysis to better understand which vehicles deliver the greatest impact to each Stakeholder
group
Develop a Communications Plan based on the following goals:
o Provide clear and consistent communications for each phase of the project
o Deliver clear, simple, and consistent messages across the organization communicating the “what’s
in it for me” to stakeholders
Execute bt2 business transformation Communications Plan
Gather feedback to ensure the effectiveness of the communications
A multi-step approach is used to build a Communications Plan which is illustrated below:
Stakeholder Analysis
A Stakeholder analysis is one of the key inputs to a communication plan. The Stakeholder analysis focuses on identifying
the groups of individuals (aka, stakeholders) who will be directly or indirectly impacted in some way by the BT2 project.
Stakeholders can be internal or external to the organization. For example, Plant and Branch employees are internal
stakeholders and Customers, Vendors, and Suppliers are external stakeholders. A Stakeholder group is a collection of
stakeholders that have common information needs. Just as a man can be a husband, father, son, little league coach, and a
Plant Manager; a stakeholder may have more than one role, and therefore, may belong to one or more stakeholder group.
Conduct
Audience
Analysis
Conduct
Media Analysis
Identify Key
Communication
Messages
Develop High-Level
Communication Plan
Define
Communication
Guiding
Principles
Execute Communication PlanGather Feedback
Conduct
Readiness
Survey
Conduct- Critical
Assessments
Impact, Readiness,
Risk, Stakeholder,
& Heat Mapping
7. The Stakeholder analysis allows for a better understanding of who the stakeholders are and how to communicate most
effectively to them. A key benefit of conducting an Stakeholder analysis is that identification and analysis of Stakeholder
groups allows for targeted messages to each group, making communication more efficient and effective and
accommodating the respective needs of different groups through customized communications. Tailoring communications
accordingly shows a commitment to the stakeholders and a sincere interest in their understanding and acceptance of the
new Oracle system, further helping stakeholders up the Commitment Curve and ensuring in the overall success of the
implementation.
The stakeholder groups identified on the BCG project include:
Stakeholder Groups Description
Steering Committee/
Executive Sponsors
Project Team Core project team members
BCG Leadership VP’s, Managing Directors, Directors
BCG Management Plant Managers, Branch Managers, Corporate Managers
Plant/Branch Staff Managers, Supervisors, Team Leaders
Extended Team Members/
Change Agents SME’s, Testers, Change Liaisons, Trainers, Super Users
External Stakeholders Customers, Vendors, Suppliers, Other
bt2 Guiding Principles
Guiding Principles are the rules of the road which guide communication efforts across the organization and clarify
expectations. These principles apply to project team members, employees, managers, and leaders.
8. Key Communication Messages
Defining the key messages for each stakeholder group is a critical component to developing a communications plan. Based
on the analysis of the Stakeholder assessment, the needs of the identified groups can help form the key messages.
Identifying key messages allows us to understand “what” each group needs to know before they buy-in to the new
processes and system and embrace the changes.
A key benefit of targeting Stakeholder groups with tailored key messages maximizes impact and enables them to move
upwards along the Commitment Curve.
Be Visible
and Accessible
Be Direct, Honest,
and Open
Communicate
the Lasting
Nature of this
Change
• Leaders take the opportunity to actively and visibly support the ERP project
• A face-to-face approach is used as much as possible
• Communications are direct, reflecting honesty and integrity at all times
• Messages are streamlined so they are simple and to the point
• Reinforce that this is not a short-term change
• Focus on ingraining these changes in our culture
Key Activities and Behaviors
Guiding
Principles
Be Frequent,
Repetitive, and
Timely
• Messages are frequent and delivered in a timely manner to maximize effectiveness
• Messages should answer the five “W”s…what, who, where, when, and why
• Messages should precede key events and milestones
Measure
Success
Involve
employees
Integrate
Messages
• Feedback regarding communication effectiveness is solicited to ensure that the methods
and media being used are effective for audiences
• Success measured through periodic surveys
• Provide opportunities to involve employees in the change
• Employees actively pursue opportunities to give feedback, be involved, and take
ownership
• Messages and issues are consistent and linked with other efforts
Leverage Current
Channels and
Opportunities
• Existing channels are utilized as much as possible
Use Most
Effective
Communication
Media
• The most effective communication methods are used to deliver a variety of messages
• Messages should be consistent, regardless of the source or the media used
9. HIGH-LEVEL KEY MESSAGES
Communications Vehicles
Communication vehicles are the channels by which the Change and Communication team will communicate with the
various stakeholder groups. One of the key guiding principles of communications is that we use the most effective
communications media to deliver a variety of messages to the intended Stakeholder groups. Though certain media types
will be more suitable for particular groups or messages, generally, effective communication involves employing a
combination of media types, based on the communication needs of target Stakeholder.
This following table is an overview of the different types of media and communication vehicles that will be leveraged for
each stakeholder group. This list is not intended to be exhaustive, but rather serve as guidance for assembling the
communication planning matrix and drafting additional project communications.
Stakeholder
Groups
Communicator/
Responsible Party
Communications Vehicle Frequency
Steering Committee/
Executive Sponsors
PMO/Project Leads Steering Committee Meetings
Leadership Conference
National Sales Meetings
Newsletter
MBIZ
HR Attitude Survey
Strategic Engagement Index
BT2 Satisfaction Survey
Monthly/As Scheduled
Annually
Annually
Bi-monthly
Bi-Monthly Updates
???
???
Quarterly
Project Team PMO/Project Leads E-Room
Status Meetings
Daily Updates
Weekly
What is bt2?
Who’s on the project team?
When is it going to happen?
Why change, and why change now?
What are the benefits to the organization?
What parts of the organization will be affected by which parts of the project?
What is the current status of the project– i.e., activities, accomplishments, results to
date?
What is changing?
What should I know now?
What parts of the organization will be affected by which parts of the project?
How can I get involved?
When is training?
When is training going to happen?
How will I be trained?
Who do I call for support?
Where can I practice?
What should I be doing?
Awareness
Understanding
Positive
Perception
Action
Institutionalize
Ownership
How else can I use the tool?
What else do I need to know?
How can I help ensure success across the organization?
10. Update Meetings
Phase Kick-offs
BT2 Satisfaction Survey
Steering Committee Preparations
HR Attitude Survey
Strategic Engagement Index
Bi-weekly
Per Project Plan
Quarterly
Monthly
???
???
BCG Leadership
PCL Team Leadership Conference
National Sales Meetings
Communications Toolkit
Town Hall Meetings
Karen Updates and Blog
Newsletter
MBIZ
Email Updates
HR Attitude Survey
Strategic Engagement Index
Annually
Annually
Quarterly
Quarterly
Bi-monthly
Bi-monthly
Bi-monthly updates
As Needed
???
???
BCG Managers
PCL Team National Sales Meetings
Regional Sales Meetings
Branch Manager Meetings
Communications Toolkit
Town Hall Meetings
Karen Blog
Manager Training
Newsletter
MBIZ
Drip Campaign
Email Updates
Lunch with Karen
HR Attitude Survey
Strategic Engagement Index
Annually
???
???
Quarterly
Quarterly
Bi-monthly
Per learning path
Bi-monthly
Bi-monthly updates
Monthly
As Needed
???
???
???
Plant/Branch Staff
PCL Team Leadership Update Meetings
Newsletter
MBIZ
End User Training
Drip Campaign
Email
Karen Blog
Lunch with Karen
HR Attitude Survey
Strategic Engagement Index
Varies by Function
Bi-monthly
Bi-monthly updates
Per learning path
As Needed
Monthly
Bi-monthly
???
???
???
Extended Team
Members/ Change
Agents
PCL Team E-Room
Status Meetings
Update Meetings
PCL Training Events/Updates
Newsletter
MBIZ
Email
Phase Kick-offs
BT2 Satisfaction Survey
HR Attitude Survey
Strategic Engagement Index
Daily Updates
Weekly
Bi-weekly
Bi-weekly
Bi-monthly
Bi-monthly
As Needed
Per Project Plan
Quarterly
???
???
External Stakeholders
BCG Marketing – Primary
PCL Team – Provide content
and review
BCG External Websites
Inside Track
Partners First
Price Increase Letter
New Product Intro Mail
Regional Product Action Team
Customer Forum
Trade Shows
Bi-Monthly updates
8 Times/Year
6 Times/Year
Annually
Bi-annually
Periodic
Periodic
Periodic
11. Communications Plan Overview
The Communication Plan serves as a framework for the management and delivery of information. It outlines the
messages, when those messages will be delivered, and to whom. During periods of change, people desire
extensive information; particularly if they are directly affected by it. The Communication Plan is designed to map
out the target Stakeholder groups in an effort to provide accurate, consistent, and timely information to each
group offering the right information at the right time.
The Communication Plan is a living document and will change throughout the course of the bt2 project based on
stakeholder needs and the effectiveness of communication vehicles. For example, during the Design phase, we aim
to drive our key Stakeholder groups from Awareness to Understanding on the Commitment Curve. As we move
closer to “Go-Live,” we want to enable our Stakeholders to move closer to Institutionalization and Ownership.
The Communication Plan lays the foundation for communication during each phase the bt2 project and considers
where each Stakeholder group is relative to the Commitment Curve. The Communication Plan serves as a
template for communication efforts; and as the target Stakeholder proceeds through the Commitment Curve, their
information requirements will differ.
The People, Change, and Learning team has identified the initial key communication and change management activities
noted by phase in the image below. These activities will be confirmed upon approval of the team’s Vision and Plan
deliverables. Additionally, the communication plan activities will be updated appropriately to anticipate and respond to the
evolving impacted stakeholder needs.
Monthly Executive Newsletters
Stakeholders
BCG
Leadership
Plant &
Branch
Employees
Vision & Plan Design Build Deliver
Suppliers /
Vendors
Plant & Branch
Managers
Customers
One-on-one meetings: Understanding Org Impacts & Help
Overcoming Potential Obstacles Meetings
Steering Com. LA
Interviews
Monthly meetings – Milestone status, budget status, major issues (PMO)
Corporate
Stakeholders
Drip
Campaign
Change
Agent On
Boarding
Change Agent Activities:
(i.e., Lunch & Learns, Q&A
Session)
Manager
Readiness
Session(s)
Manager Training
Baseline CR
Assessment
Pre-Change
Assessment
Other?
Project Team
Super Users Engaged in Testing, Training
Development, and other activities
SME/ Super
User On
Boarding
System Demonstrations
External
Stakeholders
InternalStakeholders
Launch Project Website
Reinforcement
Message From
The CEO
Project
Announcement Post-Change
Assessment
Go Live
Employee
Readiness
Session(s)
Employee
Training
Ongoing
communications
(PMO)
Super User
Support
Communications to External
Stakeholders TBD upon impact
analysis
Corporate
Readiness
Presentation
1 2 3
General Transformation Information
12. Feedback Mechanism
Collecting feedback and measuring the effectiveness of communication efforts validates that messages
are received and understood by the stakeholders. This allows the Communications Team to assess
whether our development and deployment strategies are effective in achieving stated goals. In
addition, feedback from stakeholders will help the Team assess the timeliness and appropriateness of
messages, improve communications by updating the communication strategy and plan to incorporate
what was discovered during the feedback process, and assist in identifying key deployment issues,
stakeholder concerns, and possible resolutions.
Feedback mechanisms will be put in place to support two-way communication, stakeholder
engagement, and communication effectiveness.
The following mechanisms will be used to
gather, monitor, and respond to
stakeholder feedback:
• Online Surveys – Conduct surveys
on the project website
• Project Emailbox – Allow
employees to ask questions to be
answered by the project team
• Project Website FAQs – Allow
visitors to post questions
• Feedback Form – Utilize forms to
solicit informal feedback at various
points in time
The following key themes will be used to
derive the feedback questions that will
measure communication effectiveness:
• Communication – Length, timing,
frequency, content relevance,
accessibility
• Role Understanding –
Understanding of expectations of
employees and leadership
• PM's/Project Team – Accessibility,
responsive, distribution of
information
13. Communication Development Process
The cooperation of all individuals involved in the development process is critical to the successful implementation of the
team’s communication plan. The proposed development process for the majority of planned and ad-hoc communications is
outlined as follows:
1. The writer (People, Change, and Learning team member) develops communications with input from the process
owner & other content providers as appropriate.
2. The communication distribution list is obtained/updated by the process owners.
3. The writer submits the drafted communication to the reviewers identified to validate the content/messages for
accuracy. Reviewers provide feedback within a 12-24 hour turn around.
4. The writer incorporates feedback received from reviewers and re-distributes to the review team for a final review
(depending upon the significance of changes).
5. The writer submits the final draft to the approver(s). The approvers validate the messages, Stakeholder, and
timing of the message. If the approver(s) have additional feedback or changes, the writer makes the changes and
them re-submits the communication to approver(s) for approval (target 24-48 turn around).
6. The sender distributes the approved communication to the intended Stakeholder.
7. The communication recipients provide feedback or ask questions through feedback channels noted in
communication (i.e., project mailbox, contact person, etc.)
8. The recipients’ feedback is incorporated into future communications as appropriate. Questions are directed to the
appropriate individual for a timely response and considered for the FAQ document.
14. Communication Roles & Responsibilities
Communication development is a collaborative effort among the Process & Package team members; the People, Change,
and Learning team; the PMO; and other resources participating in the development, approval, and distribution of
communications. Roles and responsibilities are summarized for the key participants below:
PMO - The PMO is responsible for confirming the proposed communication review and approval process and
reviewing/approving communications as necessary
Process & Package Team Leads – Project team leads are responsible for communicating the need for important “ad
hoc” end user communication needs. The team leads are also responsible for provide project updates to their
respective functional areas on a bi-weekly or monthly basis. Additionally, the team leads may be required to
review/approve communications and provide content when necessary
Process & Package Team Members – Team members are responsible for working with the People, Change, and
Learning team to provide content for communications
People, Change and Learning Team Members – Responsible for developing and maintaining the BT2
communication plan. The team members are also responsible for developing communications and helping the project
teams to identify additional communication needs
People, Change and Learning Team Lead – Responsible for overall execution of the BT2 communication plan, helps
team leads identify additional communication needs, reviews communications, and assists in communication
development as needed. Additionally, the lead assists the team in escalating/resolving any obstacles encountered
during the review/approval process Headed By Rich Fierson