1. IRTC PROJECT COMMUNICATION PLAN 1
IRTC Project Communication Plan
Loren Karl Schwappach
PM 610: Project Planning, Execution, and Closure
Colorado Technical University

2. IRTC PROJECT COMMUNICATION PLAN 2
Abstract
This paper identifies the project stakeholders, required communication mechanisms, frequency
of communication, format of communication, and responsibilities of the communicators.

3. IRTC PROJECT COMMUNICATION PLAN 3
IRTC Project Communication Plan
A Communications Management Plan is developed to set the communications framework
for projects. This communication management plan was framed information from a
communication management plan template (Northrop Grumman Corporation, 2007) and the
PMBOK Guide (Global Standard, 2008) which was used for the generation of a power/interest
grid (Figure 1) and communication matrix (Figure 2). The plan should be treated as a reference
manual for IRTC communication during the cycle of this project and needs to be continuously
validated as procedures and requirements are modified.
This manual highlights and identifies the stakeholders of this project. It additionally uses
a valuable matrix (Figure 2) for setting up a map the co project communications procedures.
This plan also includes information about conducting meetings and details communication rules,
increasing the productivity and of success of meetings. A project team member directory has not
yet been included and will need to be addressed /added to this plan as necessary to supply
essential contact details for members concerned in the web-upgrade project.
Communications is of critical importance for project success. So the PM should take the
most active approach possible as needed to guarantee effective communications throughout
IRTC on this project. The detailed communication requirement can be found within this
document (Figure 2). However, the matrix included is just a guide about what info should be
communicated, who should accomplish the communicating, when communicate should occur
and to what person. Communication should not be limited to the plan but be a live, active,
dynamic process that is used as frequently as necessary to ensure project success.
The next section of this communication management plan is intended to introduce the
project stakeholders that have an active interest in the IRTC web-based billing system upgrade.

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Project Sponsor
As mentioned in the PMBOK Guide, the PS is the campaigner for project’s and thus
represents an overall authority over the project through completion and sign-off of the charter.
The Sponsor supplys the funding authorization for the project. The Project Sponsor is usually at
an executive level (the project sponsor for this project is the CIO of IRTC) project
communications need to be presented in a summary format higher level details are requested.
Steering Committee
The project directing or steering committee comprises department heads that belong to
IRTC Manufacturing Enterprises. The committee gives needed management for changes that
have potential impact at IRTC. The purpose of the committee is to guarantee modifications
inside the enterprise get managed in so that they maximize the benefit of the organization. The
committee and project sponsor require immediate information on items which might modify the
project’s scope and project deliverables (as will need to occur if the scope is changed to include
the vender’s software add-on proposal.
Change Control Board (CCB)
The project’s CCB is contains technical experts from the IT department and Customer
Service and Billing Departments, and IRTC managerial heads and serves to review project
technical specifications and authorizes changes within organizational infrastructure (such
changes are going to be needed due to new service approaches needed to manage the web based
system). The change control board also reviews technological blueprints, risk analysis factors
and change management strategies.
Customer
The customer for this project is the customers of IRTC. The features, service, security,

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and reliability is of utmost importance to our customers which is why careful attention and
thought need to go into this project as it will have a tremendous impact on IRTC’s reputation and
future business opportunities.
Project Manager (PM)
As stated in the PMBOK Guide the Project Manager is entrusted with the overall
accountability for actions and results of the project. The PM controls the moment by moment
resources, provides critical supervision and watches and reports on the metrics collected by the
team. As a member accountable to the implementation, the PM is the main communicator for
the project.
Project Team
The Project Team is made up of all individuals with a function of the project that are
executing work activities for the project (Leader, Business Analyst, Technical Architect, Quality
Assurance, Software Engineers, End User/System Tester, and Technical Writer). The team
requires a clear view of the work that needs accomplished and general order in which to execute
it. The team plays a key role in the development of the Project Plan to include setting project
objectives and the project schedule. The team needs continuous feedback and detailed
information that can only be gained through day to day interactions along with routine team
meetings.
Tech/Team Leader
The Tech/Team Leader (Terry) is the person on the team that provides accountability for
making sure that technical parts of the project are correctly treated and that activities are handled
in a technical manner. As Team Leader this person is also responsible for managing and
encouraging the project team as well as setting routine team meetings. The technical lead is in

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charge of all technical processes, overseeing the development of designs. The Technical Lead
requires continuous communication with the PM and team members (most importantly the
Software Engineer, Quality Assurance, and the End User in this project).
Before introducing the communication matrix it is important for project participants to
have an overall understanding of the interest and power of project stakeholders for planning the
frequency and type of communications. The power/interest grid (Figure 1) illustrates a rough
outlook on the power and interest level of primary project stake holders and the reasoning behind
the need for a structured formalized communication matrix (Figure 2).
Figure 1: IRTC Power/Interest Grid

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Figure 2: IRTC Communication Matrix
To increase the effectiveness of the project meetings mentioned in the communication
plan there are some general rules that need to be observed by all meeting participants.
Meeting Agenda
The Meeting Agenda will be issued by the owner identified in the communication matrix
and will be emailed at least 6 business days prior to the actual meeting. The Agenda must
announce the individual who will present and limited time allowed for topics. The beginning
conversation in the agenda should always be a analysis of previous Action Items (AIs) to be
followed by progress reports and suggestions for reducing risks, improving benefits, and
reducing cost and schedule impacts
Meeting Minutes
Minutes are distributed one business day following the meeting by the meeting
originator. Meeting minutes need to address the stats of AIs and recent/new AIs.
Action Items (AIs)
AIs are must be included in the agenda and minutes following a meeting. AIs must

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always discuss the item and a designated responsible party for the item. Meetings will begin
with a look at each AIs status from the preceding meeting and conclude with a review of each
AIs opened during the session.
Meeting Chair Person
This is the owner of the meeting as outlined in the communication matrix and is
responsible for setting up and conducting the meeting as well as developing the meeting minutes.
Case Study
As I stated earlier, good communication can make or break a project. In a case study
completed by [WHO] Jeri Merrell of [WHAT] an IT program manager for GCI, an [WHERE]
Alaskan telecommunications company [HOW] the program manager was thrown into a small
infrastructure project, the organization had nearly given up on the project and it seemed as if the
project was on the verge of collapse. [WHY] However the program manager used excellent
leadership and communication skills and was able to assess the project, discover major issues,
reorganize the project team, and get the team members talking. Communication or lack thereof
was the largest problem facing the project. The program manager initiated an e-mail chain and
communication plan requiring twice-weekly status briefings. [IMPACT] Soon team members
began to see the big picture and became more productive and accountable for project
deliverables (Merrell, 2011).

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References
Global Standard. (2008). A Guide to the Project Management Body of Knowledge (4th ed.).
Newtown Square, PA: Project Management Institute, Inc.
Merrell. J. (2011). Rescuing a Small Project. Retrieved September 19, 2011 from Project Smart
Website: http://www.projectsmart.co.uk/rescuing-a-small-project.html
Northrop Grumman Corporation.(2007). Communications Management Plan. Retrieved
September 19, 2011 from Practical Analyst Website:
http://interop.mt.gov/content/docs/IM_Communicatons_Management_Plan_V3.0.pdf