Project Communications Strategy
[Insert name of College/Division]
[Insert Project Title]
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Developed by Project Office
Information Technology Services
http:/itservices.anu.edu.au/project-management/
Title
Date
PROJECT COMMUNICATIONS STRATEGY – [Insert Project Title]
1
Introduction
1.1
Purpose
The Communications Plan documents the communication processes, stakeholder’s analysis and
communication activities to be undertaken throughout the project.
1.2
1
2
3
Objectives
Raise the general awareness and understanding of the project, and ensure perceptions are
managed;
Maximise ongoing commitments and support of the Project Sponsor and key stakeholders for all
aspects of the project; and
Optimise project communication opportunities and minimise communication or misinformation
risks.
1.3
Scope
This plan covers the communication process, tools and techniques to be used for the duration of the
project.
2
Communication Procedure
[This procedure provides an insight into how to prepare a communication management plan. Please
read it before proceeding with this template.]
The project will adopt the communication processes identified in the “PMO Communication
processes” document available on the PMO intranet.
3
Communication Themes
3.1
Key Messages
[Identify key messages that the project manager \ project sponsor will use when communicated about
the project.]
Text example:
“The key messages to be communicated about this project are:

3.2
ITS’s Project Management capabilities increasing – The PMO will utilise the delivery of
this project as a platform to increase project management capabilities. Emphasis will be given
to finance and scope, schedule development and forecasting and creation of a repository for
project registers (SharePoint). “
General Sensitivities
[Define general political, reputational or other sensitivities about this project that the project expects.
This section will help develop positive engagement strategies in the Stakeholders orientation section.]
PAGE 2 OF 5
THE AUSTRALIAN NATIONAL UNIVERSITY
PROJECT COMMUNICATIONS STRATEGY – [Insert Project Title]
CHALLENGES
COMMUNICATIONS RESPONSE(S)
Tight project timelines which, unless
managed effectively, could impact the
breadth of consultation and quality of
outputs
Directly share with stakeholders the project timelines
and explain the constraints the Project Team is
working under, as well as communicating the
timeline on the Project Team website and project
newsletter
Identify and promote opportunities for stakeholders
to be involved
Tailor consultation processes where possible to
ensure stakeholders have an opportunity to engage ie
if there is only a short period to provide feedback,
proactively engage with the stakeholder rather than
waiting for a response
Potential stakeholder confusion about the
Project approach, scope and / or the
nominated project solution
Clear and agreed messages about the project and key
decisions communicated both formally and informally
Creation of a simple fact sheet/chart which illustrates
the project approach and nominated solution and
opportunities to provide input
Reiterate the approach at any consultation forum
Utilise existing communications forums to convey
key messages (e.g. existing regulator newsletters,
links to Project Team website, workshops)
Key opportunities for input and decisions advised via
monthly newsletters and Project Team website
Potential stakeholder dissatisfaction about
the opportunities to provide
communication input and influence the
way they are communicated
Clear and agreed key messages about the project and
opportunities to provide input and feedback
Development of a simple fact sheet/chart which
illustrates the process and opportunities to provide
input
Reiterate the project process at any consultation
forum
Ensure that all input by stakeholders is appropriately
addressed in a timely manner
Potential anxiety among staff about the
change
Consistent, regular message to all staff
Development of a Change Management Plan in
close consultation with current Division Heads as
required
Managing staff expectations about the
software capability
Clear and agreed messages about the project and
functional design elements communicated both
formally and informally
Strong leadership by the Project Executive and
Project Team members
Lack of stakeholder buy in for the
proposed solution
Strong stakeholder engagement and communication
processes to ensure stakeholders are involved in the
project
Clearly demonstrate the advantages and
efficiencies the project will deliver
Clearly articulate the ‘big picture’ goal and that the
project is working for and the benefits of a best‐
practice approach
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THE AUSTRALIAN NATIONAL UNIVERSITY
PROJECT COMMUNICATIONS STRATEGY – [Insert Project Title]
3.3
Potential “Good News” Project Events
[Identify events that if broadcasted can put the project (or project sponsor) in a favourable light and
create momentum within the team.]
EVENT
3.4
AUDIENCE
SUGGESTED APPROACH AND MESSAGES
Potential “Bad News” Project Events
[Identify events that could cause the project to look bad in the eyes of the user or stakeholders and
develop a strategy to reduce the impact on the project.]
EVENT
4
4.1
AUDIENCE
SUGGESTED APPROACH AND MESSAGES
Stakeholders Analysis
Key Stakeholders Groups
[List all stakeholders and place them in the chart based on their current state of influence and interest
levels. Next, place stakeholders in their desired state. If different, you will need to develop a positive
engagement strategy in the next section “Stakeholder orientation”]
The following chart presents the stakeholders levels of interest and influence with regard to the
project:
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THE AUSTRALIAN NATIONAL UNIVERSITY
PROJECT COMMUNICATIONS STRATEGY – [Insert Project Title]
More
Face to Face
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Low
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Written
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Medium
Low
High
Interest
- Current State and require change
- Desired State
- Consistent State
4.2
Key Stakeholders Orientation
[The purpose of key stakeholder orientation is to segment stakeholders based on their interest, impact
and communication preferences. This is best done in a table (possibly in Excel) The Excel template
also includes explanation of each column. ]
Stakeholder
group
Internal/External
Overall
Support
Rating
Interest
and \ or
concerns
Positive
Engagement
Strategy
Method of
Communication
Frequency
Feedback
PAGE 5 OF 5
THE AUSTRALIAN NATIONAL UNIVERSITY