v.1.
Communications
Management Plan
ERP Implementation Project
Communications Management Plan
ERP Implementation Project
Table of Contents
Table of Contents........................................................................................................................................1
Version History............................................................................................................................................2
Authorization...............................................................................................................................................2
1.1. Purpose.......................................................................................................................................3
1.2. Project Overview.........................................................................................................................3
1.3. Communication Approach..........................................................................................................4
1.3.1. Communication Items.............................................................................................................4
1.3.2. Communication Matrix............................................................................................................4
1.3.3. Project Meetings.....................................................................................................................5
1.3.4. Project Reporting....................................................................................................................5
1.4. Project Communication Management........................................................................................6
1.4.1. Communication Processes Management..............................................................................6
1.4.2. Communication Management Standards & Procedures........................................................6
1.4.3. Communication Management Methods, Tools & Techniques...............................................6
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Communications Management Plan
ERP Implementation Project
Version History
Version Reason for Change Date Author
1.0 Initial Draft 25/10/2018 Joe Bloggs
Authorization
The following individuals have approved this project’s Communications Management Plan:
Approver’s Name Job Title Approved on (Date) Signature
Mary Jane Sponsor 2910/2018
Theresa Maybe Communications Manager 30/10/2018
Sophie Clark CTO 29/10/2018
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Communications Management Plan
ERP Implementation Project
1.1. Purpose
The Communications Management Plan defines the project’s structure and methods of information
collection, screening, formatting, and distribution of project information. The overall objective of this
Communications Management Plan is to promote the success of the ERP Implementation Project by
meeting the information needs of project stakeholders.
The intended audience is the project team and any senior leaders whose support is needed to carry out
the plan.
1.2. Project Overview
As a company, ABC is currently challenged to operate and serve its customers as efficiently and as
effectively as possible in the provision of publishing and printing services. While the company has
managed to function and meet its financial reporting and other responsibilities, it is doing so often with
highly manual processes and data from multiple systems. The result is the inability to proactively
manage and improve many of these core financial back office practices, provide Senior Management
with timely and accurate data, process high volume transactions efficiently and provide employees with
the highest level of customer service.
Following this scenario, ABC’s Executive Committee has approved the initiation of the ERP
Implementation Project in January 2018. Enterprise resource planning (ERP) systems facilitate the flow
of information across business units as well as the seamless integration of systems and creates a
holistic view of the enterprise to support decision making. To this point, ABC has partnered with XYZ for
the provision of a complete ERP implementation and consulting project.
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Communications Management Plan
ERP Implementation Project
1.3. Communication Approach
1.3.1. Communication Items
The communication in and of the ERP Implementation Project is fluid and anyone can identify
communication items. The following communication items have been identified to meet the different
stakeholder group’s communication requirements.
Stakeholder Group Communication Required Frequency Vehicle Owner
Project Board Overall status of the project; Monthly Project Board Project Sponsor
escalated high-risks and Meeting
issues
Project Team Task updates Daily Trello Project Manager
Identification of risks and Daily Stand-up meeting
issues Weekly Team Meeting
Project Sponsor Overall status and progress Weekly Phone call Project Manager
of the project
Corporate Validation of Fortnightly Meeting Communication
Communication communications for end Specialist
Manager users
End Users Latest updates on the Monthly Newsletter Communication
project Specialist
Other Departments Latest updates on the Monthly Meeting Project Sponsor
project and impact to
departments
Supplier XYZ Updates on their work Weekly Status report XYZ Project
packages Manager
1.3.2. Communication Matrix
The following project Communication Matrix has been produced for the ERP Implementation Project. It
clearly states which communication channels are allowed (“X”) between the project team and other
project stakeholders.
Corporate
Project Project Project Comms End Other Supplier
From / To Manager Board Sponsor
PMO Comms
Specialist Users Departments XYZ
Manager
Project
Manager
X X X X X X
Project Board X X X X
Project
Sponsor
X X X X X X
PMO X X X X X
Corporate
Comms X X X X
Manager
Comms
Specialist
X X X X X X
End Users X X X
Other
Departments
X X X
Supplier XYZ X X X
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Communications Management Plan
ERP Implementation Project
1.3.3. Project Meetings
The following meetings have been identified as useful for the project:
Meeting Purpose Frequency Chair Participants
Project Board Project status update and Monthly Project Project Board
Meeting escalation of high-risks and Sponsor Project Manager
issues
Daily Stand-Up Validate daily plan and remove Daily Project Team Project Team
blockers
Project Team Task updates and review of Weekly Project Project Team
Meeting risks and issues Manager Project Manager
PMO
Risks Identification Identification of risks One-off (project PMO Project Team
initiation) Project Manager
Project Sponsor
PMO
Stakeholder Identification of stakeholders One-off (project PMO Project Team
Identification initiation) Project Manager
Project Sponsor
PMO
Kick-off Meeting Present objectives, roles and One-off (project Project Project Board
responsibilities, create initiation) Manager Project Team
engagement PMO
Project Manager
Planning Meeting Identify, estimate and schedule One-off (project Project Project Team
tasks to include in the project planning) Manager Project Manager
plan PMO
Pre-go-live Meeting Ensure that the project is ready One-off (end of Project Project Team
for go-live delivery) Manager Project Manager
Closure Meeting Review the project, celebrate One-off (project Project Project Board
success, and share learnings closure) Manager Project Team
PMO
Project Manager
1.3.4. Project Reporting
The following reports will be generated and distributed in the project:
Report Purpose Frequency Owner Distribution List
Status Report (internal) Communicate status update Monthly Project Project Board
to Project Board Manager PMO
Status Report (supplier) Communicate status update Weekly Supplier XYZ Project Manager
to the Project Manager PMO
Finance Report Provide update on project Monthly PMO Project Manager
financials Finance department
Change Readiness Ensure the organization is One-off (end Change Project Board
Report ready for change of delivery) Manager Project Manager
PMO
Closure Report Review the project and One-off Project Project Board
collect lessons learned (project Manager PMO
closure)
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Communications Management Plan
ERP Implementation Project
1.4. Project Communication Management
1.4.1. Communication Processes Management
Updates to the Communication Process Management is a responsibility of the Project Manager after
consultation with the Communications Specialist and Corporate Communications Manager. The
process will follow a typical PDCA (Plan-Do-Check-Act) cycle and will be reviewed in alignment with the
Stakeholder Engagement Strategy and Plan.
1.4.2. Communication Management Standards & Procedures
Whenever possible, the ERP Implementation Project will use existing guidelines from the Corporate
Communication Management Strategy. The project has not identified to date any tailoring required to
these guidelines.
1.4.3. Communication Management Methods, Tools & Techniques
ABC is in the process of implementing Slack as a corporate communication tool. While this tool is not
yet available, the ERP implementation might use it in the future if deemed suitable. This is particularly
expected regarding communication with the wider business.
To engage end users, the ERP Implementation Project will use the existing corporate newsletter, where
a piece with the latest updates on the project will be added by the Corporate Communication Manager
in coordination with the Communication Specialist appointed for the project.
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