The document provides details on the roles and communication plan for a project to implement a new HRIS system at GenRays. It includes a project organization chart identifying 13 roles across various groups. Each role is described including responsibilities. The communication plan defines stakeholders and outlines communication needs, efforts and reports. Key roles identified are the Project Manager, Requirements Analyst, Training Manager, System Configuration Lead, and QA Test Lead. The plan establishes responsibilities and interactions between roles and groups to ensure successful implementation.

1. Roles &
Communication Plan
GenRays HRIS Implementation
Project Roles & Communication Plan
Alan Oviatt, Project Manager
31 July 2015
Page 1

2. Table of Contents
Project Organization Chart.......................................................................................................3
Role Descriptions.....................................................................................................................4
Executive Committee..........................................................................................................................4
Project Manager.................................................................................................................................4
Procurement Manager........................................................................................................................5
Requirements Analyst........................................................................................................................6
Training Group - Training Manager.....................................................................................................6
Training Group – Materials Preparation.............................................................................................7
Training Group – Trainer #1................................................................................................................8
Configuration & Infrastructure Group – System Configuration Lead...................................................8
Configuration & Infrastructure Group – Database Administrator......................................................9
Configuration & Infrastructure Group – Infrastructure Technician....................................................10
Quality Control Group – QA Test Lead..............................................................................................10
Quality Control Group – QA Testers #1 & #2.....................................................................................11
Team Member Recommendations and Justifications ............................................................11
Communication Plan for the HRIS Project..............................................................................15
Stakeholder Definitions Power Grid and Matrix...............................................................................15
The GenRays Communication Plan Template – Part B1....................................................................16
Communication Needs and Planned Efforts – Parts B2 & B3
.........................................................................................................................................................18
Stakeholder Reports at Project Close – Part C...................................................................................21
Page 2

3. Project Organization Chart
Create an HRIS project team organization chart showing the potential positions needed to complete the
project.
Note: The Executive Committee consists of the Project Sponsor, Rory Genhardt, and GenRays executive
stakeholders including Crystal Marshall, Connie Barnett, Darcy Martin, Ashley Burrici, Brian Jenkins,
Rylee Anderson, and Taylor Guerts.
Page 3
Project(
Manager
Executive(Committee
GenRaysHRIS+Project+Organization+Chart
Training(Manager
Infrastructure(
Technician
Database(
Administrator
System(
Configuration(Lead
Configuration(&(Infrastructure(Group
QA(Test(Lead
QA(Tester(#1 QA(Tester(#2
Quality(Control(Group
Requirements(
Analyst
Procurement(
Manager
Planning(&(Design(Group
Materials(Prep
Trainer(#1
Training(Group

4. Role Descriptions
Thirteen specific positions have been identified in the Project Organization Chart. These roles emerged
as critical components necessary to carry out the work identified in the WBS Dictionary. This section
details each role and its interactions within its group, and as a member of the Project Team.
Executive Committee
The Executive Committee provides counsel, support, and recommendations to the Project Manager
(PM) throughout the duration of the project. They advise the PM regarding the Project Charter and the
Project Management Plan. They review and approve critical documents, key deliverables, and all change
requests. Key activities include:
 Provides high-level recommendations for goals, objectives, resources, and overall project scope
 Counsels the PM regarding Risk Management and helps provide solutions
 Reviews and approves phase completion documents and deliverables
 Provides approvals for change requests
The Committee acts as project champion or advocate as the project moves forward. The Project
Sponsor is a member of the Executive Committee and is the final Authority for the project, providing
sign-off approvals.
Project Manager
Under the direction of the Project Sponsor and the Executive Committee, the Project Manager (PM) is
the driving force behind the Project Charter, the Project Management Plan and all aspects of the day-to-
day management of the project as it moves toward completion. Some key activities of the PM are:
 To take information gathered from the Project Sponsor and other executive stakeholders and
develop the Project Charter and obtain approval to begin
 To conduct additional analysis necessary to develop the Project Management Plan and
associated sub-plans
 To organize team leadership in coordination with the project sponsor
 To organize project teams with the help of team leadership and the Executive Committee
 To provide leadership to the project team in the development of all deliverables and in the
progress toward completion
 To manage the project team progress and performance
Page 4

5.  To create and manage the budget for the project by controlling costs, managing risks, and
driving team performance
 To negotiate circumstances involving change orders, obtain approvals, and manage scope, costs,
and timelines accordingly
 To contribute material for stakeholder communications, weekly status updates, and phase
transition meetings
 To be flexible in managing the project to ensure all project needs are being met
Working with other stakeholders and subject matter experts, the PM takes from past experiences, best
practices, and other sources as a model for project execution and success. The PM virtually lifts the
project off the ground creating the Project Charter and the Project Management Plan and using their
outputs as inputs for other team members as project execution gets underway, and deliverables are
created.
Procurement Manager
The Procurement Manager is a Team Lead position and reports directly to the PM and assists in creating
the Project Procurement Plan and Cost Management Plan. Using the Project Charter and Requirements
Documentation, creates a list of qualified vendors and oversees the bid proposal process and is a key
member of the vendor selection phase. Primary responsibilities of the Procurement Manager are:
 To provide cost management input and recommendations
 To research and report on available HRIS vendors and their systems
 To conduct the vendor proposal bid process and provide analysis
 To make HRIS system recommendations based on the results of the proposal process
 To procure necessary components for infrastructure and environment
 To monitor areas of responsibility for significant variance and submit change requests or risk
assessments.
 To participate in weekly meetings, status updates, phase transitions, and contribute to
stakeholder communications and the Lessons Learned document.
 To manage the closing out of all procurements during the close project phase
The Procurement Manager is the primary contact with HRIS vendors and other vendors for the Project
Team and represents these vendors during weekly status meetings. Any significant variance from the
project plan regarding procurement or costs are reported to the PM and submitted to the team prior to
the status meeting.
Page 5

6. Requirements Analyst
The Requirements Analyst (RA) is a Team Lead position reporting directly to the PM. The RA will work
with the PM and key stakeholders to interpret requirements and compare them to current HR, Payroll,
and other relevant systems in order to accurately diagram the processes and workflows that will be
influenced by the changeover to the new HRIS. The primary responsibilities of the RA are:
 To assist the PM with Requirements Planning and Project Scope
 To document the Business Requirements and provide analysis
 To reconcile final system functionality with Business Requirements of the desired systems at
each phase transition, particularly following the “go live” phase.
 To monitor areas of responsibility for significant variance and submit change requests or risk
assessments.
 To participate in weekly meetings, status updates, phase transitions, and contribute to
stakeholder communications and the Lessons Learned document.
The RA will use the Project Charter, the Project Scope Document, the Project Management Plan, and
interviews with key stakeholders to provide input and component detail to the Business Requirements
Document, Workflow Diagrams and Traceability Matrix. These key outputs will contain sufficient
description of the functionality to serve the Training Group as inputs to produce collaterals and training
scripts for all system functions. The outputs will also be used by the Configuration and Infrastructure
Group (C&I) as inputs to ensure the system properly functions and meets requirements. Finally, these
outputs will provide meaningful understanding and clarity to all stakeholders as to the intended purpose
of the new HRIS.
The Traceability Matrix will correlate the existing system to the desired solution ensuring the
completeness of the project. It will also serve as a tool to better communicate progress during weekly
status meetings, at phase transitions, and to stakeholders throughout the project.
The RA will correlate closely throughout the project with the C&I Group, the Training Group, and the QA
Group, to assess completeness with Business Requirements.
Training Group - Training Manager
The Training Manager (TM) is a Team Lead position reporting directly to the PM. The Training Group will
have responsibility for helping create and for maintaining the Project Communications Plan, for creating
the Training Plan and all collateral materials, and the Training Manager supervises these activities.
Other key responsibilities of the TM are:
 To manage the Project Team Information System
 To manage the Stakeholder Communications Plan
Page 6

7.  To create and manage the Project Training Plan including all of its events
o Manuals and documentation
o Updates and release notes
o Frequently asked questions
o Quick-start guides for all system users and particular functions
 To archive all project artifacts
 To monitor areas of responsibility for significant variance and submit change requests or risk
assessments.
 To participate in weekly meetings, status updates, phase transitions, and contribute to
stakeholder communications and the Lessons Learned document.
The TM will use the Project Management Plan, Business Requirements Documents and weekly status
meetings to update the Project Communications Plan and as inputs for the Project Training Plan.
Following training, the TM will provide transition plans for each work related responsibility.
The Training Group, managed by the TM will ensure all project related documents, reports, and other
critical materials are available and accessible to the Project Team for the duration of the project.
Training Group – Materials Preparation
The Materials Preparation position reports to the TM. The primary responsibility of Materials
Preparation is to provide collateral materials for training purposes. Under the direction of the TM and
PM, helps manage Project Management Information System, keeping communications current and all
documentation available. Other key responsibilities of the Materials Preparation include:
 Works with RA and Training Group to Identify system training requirements
 Establishes training goals for end-user acceptance and proficiency
 Identify tasks each user will be capable of completing at the end of training in order to measure
training effectiveness
 Creates training materials to be used in training sessions
 Monitors areas of responsibility for significant variance and submit change requests or risk
assessments.
 Participates in weekly meetings, status updates, phase transitions, and contribute to
stakeholder communications and the Lessons Learned document.
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8. Training Group – Trainer #1
Trainer #1 conducts physical training, records training sessions and webinars for later reference and
review. Under the direction of the TM and in cooperation with the vendor, works to interpret key
elements of the Business Requirements Document and detailed system functionality and translate it into
individual sessions that make up the training course. Other responsibilities include:
 Defining instructional details for Materials Preparation
 Tracking employee participation and recording in employee training history
 View and update competencies acquired through training
 Monitors areas of responsibility for significant variance and submit change requests or risk
assessments.
 Participates in weekly meetings, status updates, phase transitions, and contribute to
stakeholder communications and the Lessons Learned document.
Configuration & Infrastructure Group – System Configuration Lead
The System Configuration Lead (SC) is a Team Lead position and reports directly to the PM. The SC
collaborates with the RA to ensure that infrastructure and environment needs are met prior to system
installation. The SC also works closely with the selected vendor to confirm all elements of new HRIS are
installed in the test environment and properly configured and mapped for data migration. Key
responsibilities for the SC are:
 To manage the efforts of the Configuration & Infrastructure Group
 To plan and design the Infrastructure and Environment
o Makes sure the infrastructure is properly assembled and prepped
o Prepares technical documentation from Business Requirements Analysis
o Makes recommendations to the Project Team Leadership
 To carry out the work during the Execution Phase
o Configure environment for system installation
o Work with Vendor to configure system to meet business requirements
o Prepares the system for data migration
 To oversee data mapping and migration
 To assist the QA team with technical documentation to allow for system performance measures
Page 8

9.  To assist the TM with technical documentation for preparing the Training Plan
 To moves the system to the live environment during the Deployment Phase
 To monitor areas of responsibility for significant variance and submit change requests or risk
assessments.
 To participate in weekly meetings, status updates, phase transitions, and contribute to
stakeholder communications and the Lessons Learned document.
The SC is involved in every phase of the project. During the Planning and Design phase, the SC works
closely with the Procurement Manager, the Vendor, and the Requirements Analyst to plan and design an
appropriate test environment for the new HRIS system. During the Project Execution Phase, the SC
manages the C&I Group in preparing, installing, configuring, and migrating data to the new HRIS, then
assists QA in their efforts to measure system performance against requirements. During the Training
Phase, the SC will assist the TM with technical support and documentation. The SC will conduct the final
reviews, and then move the systems to the live environment. Outputs from the C&I Group will be inputs
for the Training Group and the Quality Control Group.
Configuration & Infrastructure Group – Database Administrator
The Database Administrator (DBA) reports to the System Configuration Lead and is primarily responsible
for data mapping of the legacy system and migration of that data to the new HRIS. Key responsibilities
of the DBA are:
 Review and modify GenRays existing field map
 Create field map of the new HRIS
 Create a cross system diagram
 Export data from the legacy system
 Migrate data to the new HRIS
 Review and test the migration prior to QA performance testing
 Monitors areas of responsibility for significant variance and submit change requests or risk
assessments.
 Participates in weekly meetings, status updates, phase transitions, and contribute to
stakeholder communications and the Lessons Learned document.
The DBA will work closely with stakeholders and Project Team members to assess current data sources
needed for migration to the new HRIS. The DBA will work to customize reports and analytics to satisfy
GenRays requirements. The DBA will troubleshoot bugs or issues revealed through QA testing and
support the Training Group in their activities.
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10. Configuration & Infrastructure Group – Infrastructure Technician
The Infrastructure Technician reports to the System Configuration Lead and is primarily responsible for
the hardware and software used to create the system infrastructure and environment for the Project.
Key responsibilities of the Infrastructure Technician include:
 Assists in the planning and design of the Project infrastructure
o Hardware
o Software
o Networking
o Environment variables
 Provides technical advice regarding infrastructure requirements
 Installs, configures, maintains software, hardware, and network that supports the project
 Provides technical support throughout the project life cycle.
 Monitors areas of responsibility for significant variance and submit change requests or risk
assessments.
 Participates in weekly meetings, status updates, phase transitions, and contribute to
stakeholder communications and the Lessons Learned document.
Quality Control Group – QA Test Lead
The QA Test Lead is a Team Lead position reporting directly to the PM. The primary responsibility of the
QA Test Lead is to perform quality assurance performance testing on throughout the project life cycle to
deliver according to Business Requirements set forth by the Executive Stakeholders. Key responsibilities
of the QA Test Lead are:
 To establish QA measures for all components of the HRIS
o Server/network environment testing
o Infrastructure/hardware testing
o Database validation tests
o Performance/stress testing
o Functional testing
o Data migration testing
Page 10

11.  To review training materials for accuracy and completeness
 To establish policies for system roll-out processes and long-term maintenance
 To manage the Quality Control Group through all testing procedures
 To report results following all testing, milestone events, and phase transitions
 To monitor areas of responsibility for significant variance and submit change requests or risk
assessments.
 To participate in weekly meetings, status updates, phase transitions, and contribute to
stakeholder communications and the Lessons Learned document.
As per the Lessons Learned from the previous project, the QA Test Lead will use a common check sheet
in order to maintain consistent testing among the testers and will work closely with the Quality Control
Group members to make appropriate assignments and track and report results on a timely basis.
The QA Test Lead will define the maintenance policy during the project as omissions or bugs are
discovered and submitted for correction. An ongoing maintenance policy or Service Level Agreement
(SLA) will also be defined for GenRays’ new HRIS.
Quality Control Group – QA Testers #1 & #2
The Quality Control Group’s two QA Testers will report to the QA Test Lead. Their primary responsibility
will be to perform tests for the new HRIS system’s accuracy and completeness. They will submit bugs
and perform regression tests on fixes as necessary.
Key activities will be conducted mostly with the Configuration and Infrastructure Group troubleshooting
bugs submitted by end-users during system training.
Team Member Recommendations and Justifications
These are my recommendations and justifications for each position in the Project Organization Chart
Table Key:
Role Recommendation Justification
Page 11

12. Executive
Committee
Rory Genhardt,
Crystal Marshall,
Connie Barnett,
Darcy Martin,
Ashley Burrici,
Brian Jenkins,
Rylee Anderson,
and Taylor Guerts
CEO Rory Genhardt as Project Sponsor, is most heavily
invested in the project's success. Those most significantly
impacted by the HRIS system upgrade include the Director of
HR (Ashley), VP of Finance (Connie), and the Director of IT
(Brian). These members are project champions and must be
involved in the risks and challenges presented throughout
the project. Their respective insights regarding resources,
constraints and priorities will provide great value. Crystal,
Darcy, Rylee, and Taylor will provide necessary input and
perspective from their critical roles in the organization.
Project
Manager
Alan Oviatt
Alan is a seasoned IT professional and an experienced PM.
He was recommended by the Project Sponsor to fill this
position. He is a team player and understands the value of
the project and its component parts. He is available to work
40 hours per week and is a member of the IT organization,
one of the champions of this project that will realize
significant benefits from the new system. Post project, Alan
will be in a position to support the system long-term.
Procurement
Manager
Drew
Drew is skilled at procurement and will perform the majority
of his tasks during the Planning, early Execution, and Closing
phases of the project, avoiding July and August when he is
unavailable. He served as Team Lead in the previous
successful project, is available 40 hours per week, and
reports to a key executive stakeholder, Connie Barnett, VP of
Finance, who is vested in the success of this project.
Requirements
Analyst
Dakota
Dakota has a master's degree in engineering with a strong
background in analytics and analysis. His work during the
project will be primarily in the Planning phase an early part
of the Execution phase, avoiding his 3-week unavailability in
August. He has 11 years with the company and is aware of
the shortfalls of the current system.
Training
Group
Manager
Shannon
Shannon has 12 years with the company and knows its
operations. She has and MBA with an emphasis in marketing
and understands the importance of delivering the right
message. She is available 40 hours per week and her minor
unavailability will not impact the delivery of the project. She
reports to Cyrstal Marshall, VP of Marketing and a strong
advocate of this project.
Page 12

13. Materials
Preparation
Jayden
Jayden did not participate in the previous project but has
been with the company for 20 years. He is technically savvy
having created e-forms for data entry, and he works with
Dakota. He does not seem to have any dysfunctional
relationships with other team members.
Trainer #1 Ryan
Ryan has been with GenRays for eight years and reports to
project champion Crystal Marshall, VP of Marketing. As part
of the marketing team, Ryan is capable of delivering a
message with clarity and his experience with the company
should give him a good understanding of HRIS needs.
System
Configuration
Lead
Ashton
Ashton has a long history with the company - 20 years and
has a master's degree in engineering and a bachelor's degree
in computer science. Combined with his title of "Design &
Technical Support" Ashton is probably the most qualified
among the available resources to lead this critical team.
Availability is good at 30 hours per week. Ashton reports to
project advocate, Darcy Martin.
Database
Administrator
Alex
Alex is an HR employee reporting to project champion
Connie Barnett, VP Finance. He has 11 years of experience,
and his day-to-day responsibilities include Data Analysis,
which qualifies him to work with the data records. His work
with training records and employee benefits will help him
determine what data needs to be migrated to the new
system.
Infrastructure
Technician
Kendall
Kendall has been with the company for nine years, giving
him sufficient experience and understanding of the current
system. He is a programmer and is likely the most technical
member of the team. He will have a good understanding of
hardware and software making him ideal to work on
infrastructure and environment. He reports to Connie
Barnett, a strong project advocate. His duties on the project
will not begin until his unavailable period has ended, and
then his availability will be 40 hours per week.
Page 13

14. QA Test Lead Morgan
Morgan was the Project Manager for the previously
successful overhaul of the financial system. He clearly
understands what is at stake and the importance of
delivering a product that meets all the business
requirements and functions as desired. He will have the
complete support of his daily supervisor, Connie Barnett.
After eight years with the company, Morgan will be very
familiar with the people and processes under which GenRays
operates. His other responsibility is Product Evaluation, a
great segue to Quality Assurance.
QA Tester #1 Cameron
Cameron has four years with the company in an accounting
role. His attention to detail will serve him strongly as a QA
Tester. He works for Connie Barnett, so his he should be
very interested in the success of this project. In fact, many
of the success factors impact payroll and Cameron's
experience with payroll will be an advantage. Cameron
served as a Team Lead in the previous project and should
have a firm understanding of the project process. He was
also found to be highly compatible with Madison, who will
also work as a QA Tester. He has 35 hours per week
availability, more than sufficient.
QA Tester #2 Madison
Madison was hired around the same time as Cameron, about
four years ago. Both served on the previous project and
worked well together. Madison also works with payroll
records and understands the critical importance of the new
HRIS. She is aware of the shortcomings of the current
system's manual data entry process. She can devote 40
hours per week and should be highly invested in the success
of the project.
Page 14

15. Communication Plan for the HRIS Project
Stakeholder Definitions Power Grid and Matrix
Below is a list of internal and external stakeholders, their roles and position in the matrix:
Type Role Group Grid Position
Internal Principle Executive Leadership
CEO, VP Marketing, VP Manufacturing,
VP Finance, Director HR, Director IT,
Director Accounting, Plant Manager Site
1, Plant Manager Site 2
High Interest
High Power
Externa
l
Principle External Leadership Selected HRIS System Vendor
High Interest
High Power
Internal Project Team
Project Manager and all team leads and
members
High Interest
High Power
Internal Project Sponsor CEO
Low Interest
High Power
Page 15

16. Internal
Non-Principle Executive
Leadership
VP Engineering & Research, VP
Distribution, Sales Management, and all
directors not listed under "Principle
Executive Leadership"
Low Interest
High Power
Internal Principle End-Users
All end-users in Finance, Marketing, and
Manufacturing (employees & staff)
High Interest
Low Power
Externa
l
Principle External Team Members
Vendors that will be making
presentations and completing bid
proposals
High Interest
Low Power
Internal Non-Principle End-Users
All end-users in Engineering & Research,
Distribution, and Sales (employees &
staff)
Low Interest
Low Power
Externa
l
Other end-users
Job applicants, interns, non-employee
users
Low Interest
Low Power
The GenRays Communication Plan Template – Part B1
Key: I = Information Only; C = For Review and Comments; A = For Review and Approval
Note: All columns and rows of the template must be complete. Include information for internal and external stakeholders.
Document
Author or
Originator
Required Date
or Frequency
Key Internal/
External
Stakeholders
Action
Required
(I,C,A) Comments
Project IMS –
Web-based
Information
System
Training
Manager
On-Going All Stakeholders I, C
Maintained as internal version /
external version website –
project specific. Contains broad
or high level information and
allows for comments and
feedback.
Kickoff Meeting
Project
Manager
Initiation Phase
Transition
Project Team
(Leads &
Members)
Principle
External Team
Members
I
Introduces Team Members with
complete detail on roles and
responsibilities. Introduces
expectations and requirements.
Event to build trust and
cooperation.
Weekly Status
Team Review
Project Team
Leads
Weekly prior to
Status Meetings
Held on Tuesdays
Project Team
(Leads &
Members)
C
This review is posted online prior
to each week’s status meeting in
preparation to discuss team
progress toward milestones and
deliverables.
Weekly Status
Achievement
Report
Project
Manager
Weekly following
Status Meetings
Project Team,
Principle
External
Leadership
C
This report is a result of the
weekly status meeting and
documents team achievement
toward project objectives, any
significant hurdles or risks, and
any change proposals.
Page 16

17. Bi-Weekly Status
Executive Report
Project
Manager
Bi-Weekly
following Status
Meetings
Project Sponsor,
Principle
Executive
Leadership,
Non-Principle
Executive
Leadership
C
This report is a high-level review
of project progress. A standard,
easily readable, template will be
used for quick skimming or deep
diving with clarifying summaries
followed by more detail. Reports
will be emailed to appropriate
stakeholders and later posted to
the IMS website for easy
retrieval.
Phase Transition
/ Milestone
Report
Project
Manager
Monthly or as
Milestones are
reached
Project Sponsor,
Principle
Executive
Leadership,
Non-Principle
Executive
Leadership,
Principle End-
Users
I, C, A
This report will document high-
level project information
summarizing phase transition
implications and milestone
achievements for all organization
executives and principle end-
users. A standard, easily
readable, template will be used
for quick skimming or deep
diving with clarifying summaries
followed by more detail. Reports
will be emailed to appropriate
stakeholders and later posted to
the IMS website for easy
retrieval.
Risk Register
Status/Updates
Any Internal
Project
Member
As Needed
Available access
to any
stakeholder
C
The Risk Register will be an
ongoing document accessible
from the Project IMS website
and will be used during weekly
status meetings and accessed
as needed from the website by
other stakeholders.
Change
Requests
Project
Manager
As Needed
Project Sponsor,
Principle
Executive
Leadership
A
Change requests are submitted
to the Executive Committee for
review and to the Project
Sponsor for approval and
authorization to proceed.
Meetings may be held to allow
for discussion among affected
organizations. This report
becomes part of the bi-weekly
executive report and is used in
phase transition and milestone
achievement to ensure continuity
continues. This report requires
prompt attention by the Project
Manager as data becomes
available.
Internal/External
Communication
Memos
Project
Sponsor or
any Principle
Executive
Leadership
As Needed
Any internal
stakeholder or
Any external
stakeholder
I
From time to time, the Sponsor
or an Executive Leader may
wish to convey relevant or urgent
broad information to another
stakeholder or group of
stakeholders
Page 17

18. Company
Newsletter
Project
Sponsor
As Needed
All internal
stakeholders
I
The Project Sponsor may wish to
communicate very high-level
information or project changes to
the internal community.
Project Close
Report
Project
Manager
End of the Close
Phase
Project Sponsor,
Principle
Executive
Leadership
C, A
This report requires review of
executive leadership and sign-off
from the Project Sponsor. It will
include the traceability matrix
and confirm key functionality is
delivered based on the original
project requirements.
Final
Announcement
Project Team
Leads, Project
Manager
Following Project
Close Report Sign-
off
All Stakeholders I, C
This report announces the close
of the project and its availability
for use. I will present
functionality specific to each
organization and end-user. It will
be emailed and posted on the
Project IMS website. It may
address future possible projects
or future enhancements to this
project.
Lessons Learned
Report
Project Team,
Project
Manager
Following
announcement
Available to all
stakeholders
I, C
The Lessons Learned document
will be presented to the Sponsor
and Executive Committee prior
to distribution. It will address
overall project success factors,
how changes were implemented,
how risks and conflicts were
handled and hurdles overcome.
Celebration
Project
Manager
Closing Phase
Transition
Project Sponsor,
Principle and
Non- Principle
Executive
Leadership,
Project Team,
and Principle
End-Users
I
This project celebration event is
designed to recognize team
achievement and reward team
members for their
accomplishment in completing
the project successfully. All
event activities and photos will
be archived with the rest of the
project artifacts.
Key: I: Information only; C: For review and comments; A: For review and approval
Communication Needs and Planned Efforts – Parts B2 & B3
Role B2 - Information & Communication Needs B3 - How These Needs are Met
Page 18

19. Principle
Executive
Leadership
This group needs to be consulted regularly
for valuable contributions. They must see
that resources are being used appropriately,
and that progress is being made as outlined.
They need to review and make
recommendations on change requests and
risk resolutions and be informed as to
significant deviations in the timeline. They
need to be sufficiently informed to respond
to crisis, challenges, and hurdles quickly and
effectively.
Communication with this group is timely
and regular. They have other high priority
responsibilities within the company and
must be free to focus on their primary
roles. Bi-weekly reports will keep them
informed as to the status of progress and
performance. They will be informed of
change requests, risk interventions, and
other significant deviations from normal
activities. They will have quick and easy
access to the project IMS and archived
reports stored there.
Principle
External
Leadership
The vendor must be able to contribute
effectively to the project and fulfill their
contract obligations and ensure all
requirements are met. They need to know
problems, issues, and shortcomings as they
unfold in order to provide appropriate system
support. The vendor will participate in the
project during the planning and execution
phases, and his or her advice will be valuable.
The selected HRIS vendor will need regular
communication and close management.
The vendor will likely participate in weekly
status meetings and will receive the
weekly report. He or she will also likely be
consulted on relevant change requests.
The vendor will receive closing documents
and full payment of services and software
upon completion of the project.
Project Team
This group needs complete clarity as to their
role and function on the Project Team. They
need to know the project goals and
objectives, the business requirements, and
the other members of the team and their
assignments. They need enough information
to be able to report their progress and the
possible impact on other team members.
They need to know when something is not
right and report risks or change requests. And
they need to be able to effectively cross-
reference other member's current status in
order to effectively integrate into their own
objectives.
Early documents such as the Project
Charter and Needs Analysis will help the
project team understand the scope and
objectives of the project. The Kickoff
Meeting will effectively clarify all roles and
responsibilities. It will identify milestones
and deliverables as well as expectations
and business requirements. The Kickoff
Meeting, weekly status meetings, and
phase transition meetings will help bring
clarity to inputs and outputs and
dependencies as well as keep team players
in sync and working effectively. Access the
Project IMS Website will provide team
members the ability to store, retrieve, and
tag project information for the benefit of
themselves and others.
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20. Project
Sponsor &
Non-
Principle
Executive
Leadership
Need to know and understand how resources
are being used. They need to see progress in
the project. They need to know when critical
issues arise. They need to see the vision and
prioritize resources accordingly. They need
enough information to be able to have input
when necessary. They need to be free to
focus on other company priorities.
The Project Sponsor is the Company CEO
and requires regular, but not constant
updates. His activity will increase during
risk resolution, change management,
milestone achievement and phase
transitions or when authorization or
approval is needed. Like Non-Principle
Executives, he will receive monthly
assessments and forecast and keep
abreast of the project through the IMS
website, the Risk Register log, and other
readily available reports.
Principle
End-Users
This group needs to know how the new HRIS
will impact their jobs. They need to be
exposed to the workflows. They need to
contribute to the project by identifying
needs, bugs, and malfunctions. They need to
know their payroll will not be interrupted and
that their information is secure.
Many questions are answered through the
external side of the Project IMS website.
Employees will have access to project
functional reports and will be able to
comment. They will view the benefits of
the new HRIS and what it means to them.
They will go through rigorous training that
will enable them to comfortably transition
to the new system and experience the
benefits first-hand. They will have access
to company communication, the Company
Newsletter, the company website and
other sources to get necessary
information.
Principle
External
Team
Members
This group is comprised of Vendors asked to
present proposals. They need enough
information to make a significant
presentation accurately covering all aspects
of business requirements.
Vendors will receive information from the
Business Requirements Document.
Non-
Principle
End-Users
This group needs to know how the new HRIS
will impact their jobs. They need to be
exposed to the workflows. They need to
contribute to the project by identifying
needs, bugs, and malfunctions. They need to
know their payroll will not be interrupted and
that their information is secure.
To ensure a smooth transition to the new
HRIS system, training will be provided.
These employees will be kept abreast of
progress through company newsletters
and memorandums. They will be able to
contribute ideas and comments through
the external side of the Project IMS
website.
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21. Other end-
users
Need know someone is reviewing their
application, to know GenRays has system
functionality that allows them to track their
progress, and to know their personal
information is secure.
This group is the least involved in the
project but will still need to know if a
security breach has compromised their
personal information. This would be done
through personal contact, email, or
company communication. The company
website will inform prospective employees
of new application tracking functionality.
Stakeholder Reports at Project Close – Part C
Part C: Create a plan in which you document at least 5 topics that would be appropriate to present to the different group of
stakeholders at the close of the HRIS project.
Note: This plan may include different report forms and content for different stakeholders
Internal Leadership – Including Principle Executive Leadership and Non-Principle Executive Leadership:
Official Review Meeting - Leadership will want to compare project performance and outcomes to the original objectives and
requirements. They will want to see how the new HRIS will impact their organization. They want to know what knowledge
gained from this project will be useful in future projects. They may ask how this new system may be improved upon for future
use.
The Project Manager and Team Leads will present findings then conduct a one-hour question and answer session. The content
of the presentation will be:
1. System Functionality
a. Original requirement vs. delivered
b. Changes along the way
c. Key benefits to each organization
2. Risks Encountered, Resolutions Reached
a. Timeline changes
b. Change Request review
i. Approved
ii. Unapproved
3. Budget Variance Review
a. Project balance
b. Outstanding bills
c. Reserved for post-project support
d. Overall performance against forecasts
4. Project Acceptance
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22. a. Performance measurements to date
b. Performance measurements still planned
5. Lessons Learned
a. Project hurdles and pitfalls
b. Things that went well
6. Archives
a. Communications – reports, memos, notes, newsletters
b. Media – Video conference recordings
c. Logs – Risk Register, Change Requests, Other Issues
Principle End-Users – Includes end-users most directly affected by the new system.
Official Review Meeting - This group will want to see how workflow is affected by the change. They will want to see immediate
next steps toward 100% adoption of the system, a curriculum for training, web training resources. The presentation will include
future updates to the system and how to submit requests for functionality.
The Project Manager and Team Leads will present findings then conduct a one-hour question and answer session. The content
of the presentation will be:
1. System Functionality
a. For Management
b. For Human Resources
c. For Payroll
d. For Marketing
2. Training Process
a. Curriculum outline
b. Training schedule
c. Online training services
d. Support and Help Desk
3. What’s Next
a. Submitting functionality requests
b. Planned product upgrades
Non-Principle End-Users – Includes employees and staff members least affected by the change such as Engineering &
Research, Distribution, and Sales departments.
Communication Report Only – this need not be a formal presentation or review meeting. A project summary communique
emphasizing the affect the new HRIS will have on current jobs and directing employees to online training programs and the
scheduled training activities.
1. System Functionality
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23. a. Accessing Benefits
b. Entering time and attendance
c. Searching job openings
2. Training Process
a. Curriculum outline
b. Training schedule
c. Online training services
d. Support and Help Desk
3. What’s Next
a. Submitting functionality requests
b. Planned product upgrades
External Stakeholders – This includes primarily job applicants or potential interns.
These stakeholders are the domain of Human Resources and information about the system will be prepared and distributed by
them with the assistance of Marketing. The new HRIS should spotlight its ability to attract new talent, its capability to match
employee or applicant skills with current open positions, and its capacity to enable succession for those interested in a career at
GenRays. These features and benefits would be delivered through the company website and would include:
1. System Functions
a. For GenRays employees
b. For job applicants
2. What’s Next
a. Future enhancements approved by Executive Leadership.
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