NEO CIRCUIT(IOS GAME) Project Communications Management Plan

CONTENTS
............................................................................................................1 CONTENTS....................................................................................2 INTRODUCTION........................................................................................................................................4 PROJECT PARTICIPANT ROLES AND RESPONSIBILITIES...........................................................5 PROJECT MANAGEMENT OFFICE...................................................................................................................5 PROJECT MANAGER.......................................................................................................................................5 PROJECT SPONSOR.........................................................................................................................................5 PROJECT EXECUTIVE COMMITTEE.................................................................................................................6 GAGANPREET SINGH.....................................................................................................................................6 PROJECT TEAM..............................................................................................................................................6 PROJECT COMMUNICATIONS.............................................................................................................7 CONFIDENTIALITY STATEMENT.....................................................................................................................7 NEWS MEDIA COMMUNICATIONS...................................................................................................................7 PUBLIC ACCESS.............................................................................................................................................7
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PROJECT DOCUMENTS...................................................................................................................................7 PROJECT DISPUTES........................................................................................................................................7 REPORTING DELIVERABLES, RECIPIENTS AND FREQUENCIES.......................................................................8 MEETING DETAILS..................................................................................................................................9

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INTRODUCTION
The purpose of this document is to outline the Communication Management Plan for the NEO CIRCUIT(IOS GAME) Project. This document will outline both the anticipated communications requirements as well as the methods to be used for project communication. In particular, the following will be addressed: Identify all project participants, their role and project responsibilities Identify specific procedures to be used for project communications Provide a list of project milestones and the associated project communications requirements

It is the responsibility of the Project Manager to periodically review this document and ensure that the parameters set forth are in line with project requirements. Input from all project participants is appreciated.

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PROJECT PARTICIPANT ROLES AND RESPONSIBILITIES

PROJECT MANAGEMENT OFFICE
The Project Management Office, or PMO is responsible for establishing project standards, identifying project best practices and ensuring that all work performed in the course of the project meets project quality standards. The PMO also functions to assist the Project Manager in negotiating external contracts and securing internal resources. Finally, the PMO functions as the regulatory body for the change management process.

PROJECT MANAGER
ARUN GOYAL

PROJECT SPONSOR
The project sponsor is usually a member of Executive Management and holds ultimate accountability for ensuring that the project meets strategic objectives on time and within budget. The sponsor must also work directly with the Executive Committee, the Project Team and other Project Stakeholders to ensure that the product of the project is useful to the performing organization. As project requirements often change, the sponsor must actively communicate with all key project participants to ensure that evolving requirements are fully considered and, where appropriate, implemented. In summary, the Sponsor: Maintains accountability by regularly meeting with the project manager and key stakeholders to review the project schedule, budget, milestones and discuss outstanding issues Provides continuous support to the Project Manager by being available and accessible and by removing political roadblocks within the organization. Assures the project remains in line with the performing organizations strategic goals Works to secure project funding and, when required, additional funding for implementing new or changed requirements Works to secure project resources, both internal and external to the organization

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PROJECT EXECUTIVE COMMITTEE

The Project Executive Committee is usually composed of Senior Executives and key Project Stakeholders who are committed to the project and have authority to make decisions which directly impact the project. This committee also provides support to the executive Sponsor and acts to assist in resolving project issues which involve their respective business areas. Team Members

GAGANPREET SINGH
DEEPINDER SINGH

PROJECT TEAM
The project team is comprised of all other individuals and performing organizations which contribute to the project. This can include business analysis, manufacturing organizations, contracted service providers, internal resources or any other number of individuals, companies or organizations. For the communications management plan, the Project Manager may want to consider grouping members of the project team into functional areas, such as, for example, requirements analysis, product development, testing and quality, marketing or product deployment. Or, the plan could simply list all of the individuals, their respective project role and contact information. Regardless of the method used, the Communications Management Plan must clearly list all project team members and their project role and responsibilities.

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PROJECT COMMUNICATIONS
CONFIDENTIALITY STATEMENT
Some projects are highly confidential in nature, where project details cannot be discussed with anyone outside of the project team. Others have varying degrees of confidentiality. Project confidentiality requirements should be discussed in this section of the Project Communications Management Plan.

NEWS

MEDIA COMMUNICATIONS This section should specify who in the organization has the authority to discuss details of the project with external news and media organizations. This section should also cover specifically who has the authority to:
Disseminate information to online newspapers, magazines, topical or industry websites Disseminate information via twitter, blogs, online forums or other internet and IP based communications methods

PUBLIC ACCESS
Government projects are often subject to public requests for project information (e.g. statistics, reports, budget details). The Communications Management Plan should discuss how such events are to be handled. Usually, all such queries are directed to the Project Manager, who, together with the Project Sponsor or Executive Committee can provide this information.

PROJECT DOCUMENTS
Document repository and access rights
All project participants should store project documents in a single location. As not all documents will be accessible by all project participants, the network administrator should establish the central storage folders using appropriate security and access rights permissions. This section of the Communications Management Plan should identify the location of this shared storage area, as well as which documents should be stored there.

Documentation standards
Not all project communication is in document form. Most communication is verbal; some in written form. This section of the Communications Management Plan should identify what documents should be stored and the methods used for this storage. For example, how should meetings be summarized and documented? How should key phone calls be summarized and documented? Should all email correspondence relating to the project be centrally stored? How should physical contracts be handled?

PROJECT DISPUTES
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The Communications Management Plan must also specify how disputes are to be resolved. Generally speaking, disputes between individuals internal to the organization should be referred to Human Resources. Interdepartmental disputes or those disputes which arise from the acquisition of resources should be referred to the Project Manager. If the Project Manager is unable to resolve the issue, then such disputes are generally referred to the Project Sponsor or the Executive Committee. Contractual disputes are often times escalated directly to the Executive Committee. Regardless of the dispute type, the following should be clearly defined in the Communications Management Plan: Issue type First level of escalation Second level of escalation

REPORTING DELIVERABLES, RECIPIENTS

AND

FREQUENCIES

This section of the Communications Management Plan should list details regarding specific communication deliverables. Examples might include: The Project Manager will provide an updated project plan, sent via email each Friday and stored in specified location. Specify which project participants will receive the updated plan. The Project Manager will provide a project status report, sent via email each Friday and stored in specified location. Specify which project participants will receive the updated plan. The Project Manager will provide an updated project issues log, sent via email each Wednesday (and more frequently if necessary) and stored in specified location. Specify which project participants will receive the updated plan. The Project Manager will provide project Earned value reporting to the Project Executive Committee on a bi-weekly basis. This information will be sent via email. A follow-up meeting will be arranged for in depth analysis of the project performance.

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MEETING DETAILS
This section of the Communications Management Plan should provide an overview of regularly scheduled project meetings. This will enable staff to adequately prepare. Not all meetings will be listed in this section just those which are key to maintaining effective project communications. The most important meeting of all is the Project Status Meeting.

Project Status Meetings

The Communications Management Plan should: Provide a list of meeting dates, times, locations, anticipated duration (note: maintain the same time and location, and, where possible, day of week. This will enable staff to better schedule their attendance.) List status meeting objectives List all attendees Preliminary agenda (e.g. planning updates, milestones achieved, milestones missed, upcoming milestones, issues, risks, communications)

Other meetings which should be specifically discussed in the Communications Management Plan include: Risk Review meetings Planning Update meetings Change Control meetings Quality Management meetings Contractor Performance meetings

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