Projects, Personas, and Stakeholders
-
Upload
toby-elwin -
Category
Business
-
view
132 -
download
0
Transcript of Projects, Personas, and Stakeholders
Agenda
• Engagement
• Digital Marketing
• Project Management
• Community Management
• Field Trips
02/15/2017 Project Management Institute 3
Systems
Views
• Design Thinking
• Systems Theory
• Agile
• Digital Marketing
Tools and Reviews
• Persona templates
• Project management templates
• Field trips
picturesource:http://www.waterbury.uconn.edu/images/campus_3.jpg
02/15/2017 Project Management Institute 4
Cut Through the Clutter – Value Engagement
• 50billion
• 3billion
• 7seconds
• 3seconds
02/15/2017 Project Management Institute 5
Cut Through the Clutter – Value Engagement
• 50billion– indexedwebpages
• 3billion – searches/day
• 7seconds– averagewaitforonlinevideoprovesrelevantbeforeleavingpage
• 3seconds– averagewaitforwebpageprovesrelevantbeforeleavingpage
02/15/2017 Project Management Institute 6
Sell Tell that to me again
picturesources:http://www.thinkgeek.com/product/d314/http://images2.wikia.nocookie.net/__cb20080220004325/starwars/images/thumb/2/2e/Imperial_Emblem.svg/250px-Imperial_Emblem.svg.pnghttp://fc00.deviantart.net/fs71/f/2012/258/4/2/rebel_alliance_emblem_by_the_pyri-d5es44d.png
Sayswho?
02/15/2017 Project Management Institute 8
Where are we?
1.Russian meteor 138 million views in first 72 hours. This year’s super bowl audience 108 million
2.25% of the 20 million tweets duringSandy were on-the-ground photos and video.
3.Hyper local – GeoTagging#walpole #restaurant
Topleftpicturesource:http://www.cnn.com/2013/02/15/world/europe/russia-meteor-showerBottomrightpicturesource:http://online.wsj.com/article/SB10001424052748704597704574487580041364544.html
02/15/2017 Project Management Institute 10
Question: Who Broke Marketing and Sales?
Answer: We did.
• 86% skip TV ads THE GUARDIAN, AUGUST 2010
• 91% unsubscribe from opt-in email ExactTarget, 2011
• 44% of direct mail is never opened EPA.GOV, NOV 2010
• 200M on the Do Not Call list FTC, 2010
• SPAM is 67% of all mail Statista, 2014
02/15/2017 Project Management Institute 11
The way we complain is different and now more viewable
1/4th of respondents who complain via Facebook or Twitter expect a reply within 60 minutes
Speed kills
Engagement/Empathyare expected
02/15/2017 Project Management Institute 13
Not a terribly exciting, but wait … he’s about to talk …
source: http://www.flickr.com/photos/pburch_tulane/4195280723/
02/15/2017 Project Management Institute 14
What? He lost me at “The brilliance of my …
pic source: http://www.flickr.com/photos/pburch_tulane/4195280723/in/photostream/
One-way,outbound,speaker-centric
The brilliance of my product is the synergies I’ve created in a game-
changing platform that will revolutionize and vertically
synergize your world like you’ve never thought about before – me,
me, my, my, I, I, blah, blah
02/15/2017 Project Management Institute 15
source: http://www.inc.com/magazine/20100301/ceo-passions-hosting-benefit-concerts.html
Nice little gathering – the cocktail crowd, many smiles.
02/15/2017 Project Management Institute 16
Keywords and Phrases That Your Community Use
• What are their problems?• What keeps them awake at night?• What do they want to know?• What words and phrases do they use to describe these
problems?
Your buyer is faced with problems, develop topics that appeal to them:
Turn strangers into friends,
turn friends into customers,
turn customers into salespeople.
Seth Godin02/15/2017 Project Management Institute 19
To get found, find out about persona
Your buyer is faced with problems, develop topics that appeal to them• Measurable ROI (Return on Involvement)• What’s in it for Me?
What’s in it for Them? WIIFT
• Answer WIIFM? with WIIFT?• Create an archetype of your buyer persona with all the
details you can provide: – what the user does, – is motivated professionally by, – reads, works, is interested in
• The goal is to understand this person's motivation and need.– What’s in it for them now provides answers to What’s in it
for me
02/15/2017 Project Management Institute 20
Persona Development Strategy
We have a worksheet to help build engagement and content marketing strategy.To start strategy think:• Keyword and key phrase research,• Topic tracker,• Community research,• Trusted source,• Trusted media,• Persona objectives,• Customer journey,• User experienceUse worksheet for active development and on-going strategic goals.
02/15/2017 Project Management Institute 21
Persona – think like a publisher
1.Identify the persona(s) of who needs your solution?2.Investigate words and phrases they use to describe problems?
– Search engines answer questions– 3 and 7
3.Develop content that describes issues and problems they have faced and then provides details on how to solve these problems
– What are their problems?– What keeps them awake at night?– What do they want to know?
pic source: Leadership-Pegs.jpg
Fromleadingtocontributing
02/15/2017 Project Management Institute 22
Keyword meritocracy and persona identification
Persona matrix worksheetThePerson Whoarethey? Whyaretheyinterested?
TheHypothesis
+Workconditions+Workstrategiesandgoals?
Informationstrategiesandneeds
Verification+Likes/Dislikes+InnerNeeds+Values
+AreaofWork+WorkConditions
Defining Whatistheneedofthisperson
Validation+Goals+Whatengagesthispersona+Feelingaboutindustry
+Feelingaboutnetworking+Feeling aboutlearning+Whatarethedifferencesbetweenpersonas
Persona matrix worksheet modified from Lene Nielsen PhD http://www.hceye.org/HCInsight-Nielsen.htm
02/15/2017 Project Management Institute 23
Communication Rule #1: Know Your Audience
What’s In It For Me? (WIIFM?) the #1 communication filter• Search engines answer questions
– 3 and 7
• Identify the persona(s) in need of your solution– What are their problems?– What keeps them awake at night?– What do they want to know?
What’s in it for Me? What’s In It For Them? (WIIFT?)• Write their story
– Valued content describes issues and problems they have face and provides detail on how to solve these problems
• A source for their solution– Hang out where they hang out– Investigate words and phrases they
use to describe problems?– Measure ROI (Return on Involvement)
02/15/2017 Project Management Institute 24
The Engagement Strategy
People search for answers to their questions, not for your contentPersona design• What answers can you provide for
what they search for– Keywords– Key phrases
• Think like a publisher – compelling content: unique to them• Think like a publisher – compelling
content: unique to their community
Focus on keywords and phrases that buyers use • Who are your clients? Prospects?
– What are they interested in?– What do you want to hear from them?– What do you want to talk to them
about?• This is more than segmentation
– What value can you offer?– What are your goals?
02/15/2017 Project Management Institute 25
It Really is About Them - WIIFM? Leads to WIIFT?
PersonaMatrix
ThePerson Whoarethey? Whyaretheyinterested?
TheHypothesis +Workconditions+Workstrategiesandgoals?
Informationstrategiesandneeds
Verification+Likes/Dislikes+InnerNeeds+Values
+AreaofWork+WorkConditions
Defining Whatistheneedofthisperson
Validation+Goals+Whatengagesthispersona+Feelingaboutindustry
+Feelingaboutnetworking+Feeling aboutlearning+Whatarethedifferencesbetweenpersonas
02/15/2017 Project Management Institute 26
Get Found
Tools Objective
1. Persona Form2. Persona Outline3. Search Engines – Google, Bing4. Search Engine Results Pages
1. Develop persona2. Identify key words and phrases3. Identify communities, listening
posts, and watering holes4. Review top persona objectives,
pain points
02/15/2017 Project Management Institute 27
Questions You Need to Ask When Developing Buyer Personas
• What is their demographic information?
• What is their job and level of seniority?
• What does a day in their life look like?• What are their pain points?• What do they value most? What are
their goals?• Where do they go for information?• What experience are they looking for
when shopping for your products and services?
• What are their most common objections to your product or service?
• How do I identify this persona?
02/15/2017 Project Management Institute 28
Further Review: People search for answers to theirquestions, not your content
Persona Design
1. What answers can you provide for what they search for
2. Keywords
3. Key phrases
4. Think like a publisher – compelling content, unique to them
5. Think like a publisher – compelling content, unique to their community
Persona Places
pic source modified from: http://www.hubspot.com/download-the-2012-state-of-inbound-marketing/
02/15/2017 Project Management Institute 29
The Search Engine Meritocracy
Know the Language
• Focus on the keywords and phrases that your buyers use• Google, and all search engines,
provide answers to questions• Don’t like the answers you get,
tweak the question and try again• Answers come back based on
meritocracy– Authority– Relevance
Think Like a Publisher
• Offer solutions for each buying persona• Link content to the place where
action occurs• Curate content of others• Offer your editorial on relevant
content• Don’t email, blog
02/15/2017 Project Management Institute 30
Share What Solves Problems, What Answers Questions
The greatest challenge in today’s world of marketing• Content is remarkable when
someone defines it as remarkable, not when your marketing or product manager define it as remarkable.
• Your strategy relies on enabling others
• You really have no control over your product’s value, however, you do have control about hosting and socializing with people who will advocate, refer, and recommend your service or product
02/15/2017 Project Management Institute 31
Social Part of Social Media
Identify Where
• Plan– Identify who and why– Design the plan– Get Found, Be Sticky, Call to
Action• Monitor and measure
– Tools: Google, statistics, feedback– What to measure, what to tweak– Resources to manage your identity
Listen In
• Contribute– Hearing– Adding– Collaborating
• ROI – Return on Involvement
02/15/2017 Project Management Institute 32
Content conception worksheet
HubSpotsource:http://cdn2.hubspot.net/hub/137828/file-799282870-pdf/HubSpot_Concepting_worksheet_editable.pdf?t=1405616634858&t=1420479859718
02/15/2017 Project Management Institute 33
Leverage templates available
Templates provide• Quick-start planning• Style consistency• Word templates present
structured approach to guide and build
• Quickly create blog posts
Email Blog Event
Page Sign Up
02/15/2017 Project Management Institute 34
Attraction is an offsite effort > 70%
Blog
SearchEngine
Optimization HyperlinkstoYourContent Keywords
RSSFeeds
Events
FacebookEmail
Newsletter
02/15/2017 Project Management Institute 35
Each template feeds into the next to claim scope
Impact Assessment
StakeholderAssessment
CommunicationsPlan
Review with
Sponsor
StakeholderFutureState
StakeholderCurrent
StateScopephase Planphase
02/15/2017 Project Management Institute 37
Impact feeds stakeholder assessment
Impactto:• Enterprise,• Division,• Team,• Jobcategory
Typeofimpact:• Culture,• Process,• Structure
Potentialresolution:• Training,• Communication,• Alignment
02/15/2017 Project Management Institute 38
Stakeholder analysis feeds communication
Identify:• Influence• Disposition• LevelofAwareness• Criticality
Motivation:• Priorities,• Levelofinvolvement,• Disposition
Potentialengagement:• Levelofeffort,• Delivery,• Matrix• Measure/Adjust
02/15/2017 Project Management Institute 39
Stakeholder analysis provides current- and future-state
1. Plottwostakeholdersviews:1)current-statematrixand2)proposed-statematrix
2. Reviewimpactassessment,stakeholderassessmentbothmatricestoidentifynewopportunitiesandrisks
02/15/2017 Project Management Institute 40
Communications planning prepares project management
Plan:• Objective,• Audience
Feedback:• Communication,• Phase,• Frequency
Delivery:• Levelofeffort,• DeliveryChannel,• Measure/Adjust
02/15/2017 Project Management Institute 41
Enter forms:• Assign
community
Community Based Care Management
02/15/2017 Project Management Institute 45
Community Based Care Management
View forms:• Across
community• Filter• Date range
02/15/2017 Project Management Institute 46
Information Technology’s new operating model
• IdentifykeyareaswithITthatrequiretraining• WorkwithITresourcestoensureappropriateand
timelytrainingisprovided• Oversightofvendormanagementprocess(i.e.,
SOWs,etc.)
ITBusinessManagement
• OwneroftheSystemsStrategyandRoadmap• Bus.Process,SystemsandTechnicalArchitects• CapacityPlanningandManagement• InformationandDataArchitecture• Innovation/R&D
ITArchitecture
• ProvideSMEstosupportdevelopmentorotherkeyelementsofworkinimplementationandanynecessarysystemicchangesafterimplementation
SystemsDevelopment
• ProvidePMtoensuretimelycompletionofallnecessarytasks
• DocumentrisksandotherdocumentationasperstandardEPMOprocesses
EnterpriseProjectManagementOffice
HumanResources– BusinessPartner
HumanResources– TrainingandDevelopment
HumanResources– CommunicationsBusinessPartner
CIO
1. Focus on the Customer and Service(little “c”, little “s”)
2. Improve Operational Efficiency3. Thrive in the Post Health Care Reform
Era
• DataCenterOperations• Mainframe,Mid-Range,Distributed• Storage• NetworkOperations– VoiceandData• HelpDesk• Security• DisasterRecoveryPlanningandTesting• Desktop• Level1ProductionSupport
ITInf.&Operations
• Eachmajorbusinessareasinglepointofcontact• EndtoEndAccountabilityofITServices• StrategicPartnerw/business:lookforbusiness
opportunitieswheretechnologycanbeleveraged• Bus.SystemsAnalysisandDemandManagement
ITBusinessSolutions
Plan Build
Run
Manage
02/15/2017 Project Management Institute 51
Information Technology’s Outlook change management effort
• AdoptITchangemanagementframework• CollaboratewithEPMOonchangemanagement
toolsandresourcesthatwouldimmediatelyimproveprogramadoption
• Focustraininglinktobusinessimpact
ITBusinessManagement
• Environmentassessment• Definerequirements• Pilotfirst-wave
ITArchitecture
• StandupPersonalProductivitySharePointportal• Providesearch,calendar,andfunctionalfeaturesto
improveend-userexperience
SystemsDevelopment
• CollaborateonProgramlifecycleandorganizationchangemanagementlifecycle
• Increaseriskregistertoaccountforpeoplechangerisk
• Collaborateonin-flightlessonslearned
EnterpriseProjectManagementOffice
• Front-linebusinessambassadorswhocommunicateprogress,concerns,changes,andopportunities
• 2-wayexchangebetweenprojectteamandITBusinessSolutionsteam
ITBusinessSolutions
• Coordinatemigrationwaves• Identifyandmitigatetechnicalissues• Initialtrackingandmanagingnewquestions,new
risk,andnewsolutions• ModerateSharePointFAQSanddiscussions
ITInf.–
Inf.andOps.
HumanResources–BusinessPartner
• Reviewvendortrainingprogramcontentfororganizationlearningstyle
• Collaboratewithvendoroncoursecontent,syllabus,survey,andmeasures
HumanResources–LearningandDevelopment
• Buildprogramcommunicationsplan• Createcommunicationassets• Monitorandmeasureforimpact
HumanResources–CorporateCommunications
• Identifyprogramchangemanagement,peopleimpactsandrisks
• Developandrolloutsolutionsthatintegratescommunications,training,advocacy
• Monitor,modify,andarticulaterisk
ITChangeManagement
CIO
02/15/2017 Project Management Institute 52
Employees as customers: change management communication portfolio
Channel Message Expected Results
Personal ProductivityProgramEnd-UserCommunitySite
1. AbouttheProgramFAQs2. AbouttheMigrationFAQs3. OutlookTraining4. YourMigrationSchedule&Tminuscountdown
alerts5. CollaborativeDiscussionBoard6. FAQs7. >5optionsfortraining,moretocome
1. One stopshopforOutlookupgradeinformation,communication,andtraining
2. Buildengagementaroundtheupgrade3. Transparency4. Brandtheprogramandalignmentto
businessstrategies
BusinessUnitChampions:• name• name• name• name• name• name• name
Sean QuinnidentifiedChampionstohelp:1. PromotetheBrand2. CommunicatetheChange3. CommunicationtheTraining4. Communicate theMigration5. Bediscussionboardchampions6. Providefeedbackfrombusinessgroups
1. Strongengagement fromtheusercommunity
2. Heighten excitementaroundthemigration
3. Retention ofusersmigrated,becomediscussionboardchampions
PostMigrationFeedback Forms Capture endusercommunityexperience. 1. Reviewresultsduringtheon-goingchatandchewwithBusiness UnitChampions
2. Identifyfutureimprovementsthroughtrends
TrendingTopicsfromFAQsandDiscussionBoard
EndUserCommunityPartnersCollaboration 1. Engagedcommunity partnerstoansweroutlookquestionsinEnglish
2. Improvecommunication
FloorWalkers/ServiceDesk Justintimetroubleshootingsupport postmigration Easy accesstosupportteampostmigration
Alpha/Beta LessonsLearned BriefDaveMacPhee whatworkedandwhat toimproveforgo/no-gooptionsandimprovements
Improvescale toenterprisefrommigrationsample
02/15/2017 Project Management Institute 53
Change management elements against program management
Time
Effort
ProjectManagementLifeCycle
ChangeManagementLifeCycle
Changes
Training Communication Process Behavior
q Reviewandrecommend
q Trainingself-helpq Referencecards&
QuickTips
q Programbrandingq eMailq Calendar/Scheduleq SharePointProgramPortalq BlueTVq Videoq Programcommunicationfrom
DougBlackwellq Elevatorflyersq SystemTray
q DiscussionBoardq FAQs– technicaland
programmaticq SharePointq Newcommunicationand
changemessage channels
q BUChampionsq Leader advocatesq SMEavailabilityq Sign- off
Product launch
02/15/2017 Project Management Institute 54
Introduction of templates and legend to review templates
Template name and full view
Template section drilldown
Template Section enlarged
02/15/2017 Project Management Institute 55
Impact analysis sample template 1
• All managers and leaders are message champions • Communicate consistently across and within
stakeholder groups• Tailor communication to the interests of each
audience• Use proven delivery methods that have been
successful in the past, while taking advantage of innovative new processes
• Involve stakeholders in program decision making• Actively solicit, listen and respond to customer
feedback
Communication Principles
• Increase awareness of how the program helps the organization meet its mission challenges today and will help in the future
• Prepare users for changes• Educate stakeholders about the method of
delivering capabilities• Involve stakeholders in planning for changes in
people, process and technology; get their feedback on the process; and gain
• their buy-in• Inform external oversight bodies and gain their
support• Share the project’s progress and celebrate its
successes
Communication Objectives
56
Scope, plan, manage, and measure
Project Management Tools
• Organizational Process Assets• Enterprise Environment Factors• Change Readiness• Impact Analysis• Stakeholder Assessment• Communications• Risk Register
Project Management Objectives
1. Investigate the impact to internal and external stakeholders
2. Identify stakeholders
3. Improve communication
02/15/2017 Project Management Institute 57
Plan, manage, and measure
Project Management Tools
• Organizational Process Assets• Enterprise Environment Factors• Change Readiness• Impact Analysis• Stakeholder Assessment• Communications• Risk Register
Project Management Objectives
1. Identify potential advocates and critics of the change
2. Eliminate resistance to change
3. Create a team atmosphere
4. Establish a level of trust
5. Create a sense of ownership for participants involved in the change
6. Raise the level of communication effectiveness
02/15/2017 Project Management Institute 61
Stakeholder assessment sample 1 of 3
Name or Group RoleMotivation, Drivers, Expectations of
Exchange
When does this stakeholder need to be involved in the
change effort?
Stakeholder Management Activities
Who Delivers When due Status
- 0 + ++
X
X
X
X
X
X
X
X
X
X
X
X
X
X
X
X
- 0 + ++
4 3 6 3
Stakeholder Analysis
Predisposition
Disposition sum• All managers and leaders are message champions • Communicate consistently across and within
stakeholder groups• Tailor communication to the interests of each
audience• Use proven delivery methods that have been
successful in the past, while taking advantage of innovative new processes
• Involve stakeholders in program decision making• Actively solicit, listen and respond to customer
feedback
Communication Principles
• Increase awareness of how the program helps the organization meet its mission challenges today and will help in the future
• Prepare users for changes• Educate stakeholders about the method of
delivering capabilities• Involve stakeholders in planning for changes in
people, process and technology; get their feedback on the process; and gain
• their buy-in• Inform external oversight bodies and gain their
support• Share the project’s progress and celebrate its
successes
Communication Objectives
62
Stakeholder assessment sample 2 of 3
Name or Group RoleMotivation, Drivers, Expectations of
Exchange
When does this stakeholder need to be involved in the
change effort?
Stakeholder Management Activities
Who Delivers When due Status
- 0 + ++
X
X
X
X
X
X
X
X
X
X
X
X
X
X
X
X
- 0 + ++
4 3 6 3
Stakeholder Analysis
Predisposition
Disposition sum
Use this to make your sponsors and your team aware
of the
Plot these individually on a
4 X 4 matrix (see slide 24)
63
Stakeholder assessment sample 3 of 3
Name or Group RoleMotivation, Drivers, Expectations of
Exchange
When does this stakeholder need to be involved in the
change effort?
Stakeholder Management Activities
Who Delivers When due Status
- 0 + ++
X
X
X
X
X
X
X
X
X
X
X
X
X
X
X
X
- 0 + ++
4 3 6 3
Stakeholder Analysis
Predisposition
Disposition sum
64
Stakeholder management visual plot
Name or Group RoleMotivation, Drivers, Expectations of
Exchange
When does this stakeholder need to be involved in the
change effort?
Stakeholder Management Activities
Who Delivers When due Status
- 0 + ++
X
X
X
X
X
X
X
X
X
X
X
X
X
X
X
X
- 0 + ++
4 3 6 3
Stakeholder Analysis
Predisposition
Disposition sum
65
Plan, manage, and measure
Project Management Tools
• Organizational Process Assets• Enterprise Environment Factors• Change Readiness• Impact Analysis• Stakeholder Assessment• Communications• Risk Register
Project Management Objective
1. Without good information, people make it up
2. Lack of information breeds uncertainty… and anxiety
3. Anxiety interferes with focus and productivity
4. People work harder for organizations they feel a part of
5. Communication stimulates new ways of thinking
6. Communication is about ensuring the right messages are conveyed to the right stakeholders through the right mechanisms in real time
02/15/2017 Project Management Institute 66
Communication will increase business’ understanding, ownership and acceptance of the change
• What is the transformation about?
• Why is there a need for it?
• What major changes will occur?
• How will my organization be different?
• What does it mean to end users?
• What is the timeline for significant events?
• How will the changes impact me and job?
• What are my new roles and responsibilities?
• How can I influence the changes?
• What new functionalities will be provided?
• How will the current processes change?
• How will the progress be measured and reported?
• Where do I go to find more information?
• How does the change/process/technology work?
• How will the changes help me?
• What are my new responsibilities?
• What support will I have after training?
• Who are the primary points of contact
• Who can answer my questions?
• How will the changes be implemented?
• Who can I call if I have problems?
• When will the changes be implemented?
• How are the customers adapting throughout the transition process?
• What communications channels are working/not working?
• What kind of concerns do the customers have?
• What are the lessons learned?
Awareness Understanding/ Involvement
Training/ Acceptance
Implementation/ Transition Follow up
67
Communications plan sample 1Messaging
Project Team WorkstreamName of
Communication Event
Audience Category
Audience Description
Delivery Channel
Project Phase
Frequency Target Date(s)Communication Objectives
(Commitment Curve)Key Messages Content Developer
Content Reviewer & Approver
Key Communicators
Additional Notes
Status Status NotesLocation of
Communication Documents
General Information Timing Communication Roles Communication Status
• All managers and leaders are message champions • Communicate consistently across and within
stakeholder groups• Tailor communication to the interests of each
audience• Use proven delivery methods that have been
successful in the past, while taking advantage of innovative new processes
• Involve stakeholders in program decision making• Actively solicit, listen and respond to customer
feedback
Communication Principles
• Increase awareness of how the program helps the organization meet its mission challenges today and will help in the future
• Prepare users for changes• Educate stakeholders about the method of
delivering capabilities• Involve stakeholders in planning for changes in
people, process and technology; get their feedback on the process; and gain
• their buy-in• Inform external oversight bodies and gain their
support• Share the project’s progress and celebrate its
successes
Communication Objectives
68
Communications plan sample 1 of 4
Messaging
Project Team WorkstreamName of
Communication Event
Audience Category
Audience Description
Delivery Channel
Project Phase
Frequency Target Date(s)Communication Objectives
(Commitment Curve)Key Messages Content Developer
Content Reviewer & Approver
Key Communicators
Additional Notes
Status Status NotesLocation of
Communication Documents
General Information Timing Communication Roles Communication Status
69
Messaging
Project Team WorkstreamName of
Communication Event
Audience Category
Audience Description
Delivery Channel
Project Phase
Frequency Target Date(s)Communication Objectives
(Commitment Curve)Key Messages Content Developer
Content Reviewer & Approver
Key Communicators
Additional Notes
Status Status NotesLocation of
Communication Documents
General Information Timing Communication Roles Communication Status
Communications plan sample 2 of 4
70
Messaging
Project Team WorkstreamName of
Communication Event
Audience Category
Audience Description
Delivery Channel
Project Phase
Frequency Target Date(s)Communication Objectives
(Commitment Curve)Key Messages Content Developer
Content Reviewer & Approver
Key Communicators
Additional Notes
Status Status NotesLocation of
Communication Documents
General Information Timing Communication Roles Communication Status
Communications plan sample 3 of 4
71
Messaging
Project Team WorkstreamName of
Communication Event
Audience Category
Audience Description
Delivery Channel
Project Phase
Frequency Target Date(s)Communication Objectives
(Commitment Curve)Key Messages Content Developer
Content Reviewer & Approver
Key Communicators
Additional Notes
Status Status NotesLocation of
Communication Documents
General Information Timing Communication Roles Communication Status
Communications plan sample 4 of 4
72
Communications plan sample 2
Frequency Activity Purpose Prepare Participate or Review
Weekly Conduct Project Team (DT) Meeting Planning session for DT MT MT, DT
WeeklyDevelop meeting minutes Verify/develop project/archive old news,
new news, and actionsCommunication Lead ---
WeeklyDevelop Advisory Team (AT) talking points Provide relevant project activity summary
and information requests for AT members to discuss with Sponsors
Communication Lead MT
WeeklyUpdate project plan Update project plan with work performed
and any changes to tasksCommunication Lead MT
1st and 3rd
Tuesdays of every
month (TBD)
Conduct AT MeetingUpdate AT on project progress, obtain input, identify and resolve issues
Communication Lead, MT AT, MT, DT
Bi-weekly Develop Client Status ReportUpdate Project Leadership on project progress and identify issues/risks
Communication Lead MT
Bi-weekly Deliver Client Status Report --- --- MT
WeeklyConduct Client Status Meeting (Project Leadership)
Update Project Leadership on project progress, obtain input, identify and resolve issues
MT Project Leadership, MT
Weekly Collect AT information and follow-on actions Based on AT input, coordinate suggestions or communications
Communications Lead Communications Lead
Bi-weeklyCollect client feedback, information, follow-on actions
Output of bi-weekly client meeting Communications Lead Communications Lead
Bi-weeklyDevelop project team next-step (for following week) action reports
From bi-weekly client meeting update or modify based on client meeting
MT MT, Communications Lead
WeeklyDevelop project team next-step (for following week) action reports
Create team action reports MT MT, Communications Lead
WeeklyCollect status progress reports from team leads Collect information from team leads to
harmonize project modifications and develop team communication
Communications Lead Communications Lead
WeeklyUpdate client status report Boutelle calls Gaddy to give project update Communications Lead Communications Lead to
provide talking points; Sponsor, AT
WeeklyAT and Sponsor touch point Goldstein calls Ford to give project update Communications Lead Communications Lead to
provide talking points; AT
WeeklyProject Leadership touch point Richardson catches up with Argodale and
BontaCommunications Lead Communications Lead to
provide talking points; AT lead calls Sponsor
WeeklyDebrief/document client feedback or action steps from client meeting
Verify/develop project/archive old news, new news, and actions
Communications Lead MT, Communications Lead
WeeklyFollow-on actions from client meeting Verify/develop project/archive old news,
new news, and actionsCommunications Lead MT, Communications Lead
WeeklyDevelop meeting agenda Coordinate communication from the week
and develop Monday's agendaCommunications Lead MT, Communications Lead
MONTHLY
2nd Tuesday of each month - April 11, May 9, June 13, July 11 (TBD)
Executive Briefing Summary briefings for Sponsors and Project Leadership to present status and gather feedback
MT, Communications Lead Sponsors, Project Leadership, MT
GROUPS
Advisory Team (AT)
Management Team
Project Team (DT)
Sponsors
Project Leadership
MONDAY
WEDNESDAY
THURSDAY
FRIDAY
TUESDAY
Project Management Team Communications
73
Communication: multiple channels, multiple voices, multiple releases
Programcollaborationportal
Elevatorflyers
BTVslideshow
HorizonHeadlinesvideo
02/15/2017 Project Management Institute 75
SharePoint Personal Productivity community engagement –landing page
02/15/2017 Project Management Institute 76
SharePoint community engagement – Discussion Board from user-generated answers and insight
02/15/2017 Project Management Institute 78
SharePoint community engagement – FAQ cultivated from discussion board and IT Service Desk
ServiceDeskrespondedtoalldiscussionboardactivitywithin4hours.Theteamwastrainedtoansweronlinequestions.Therewasnoholdcommentsandrepliesforreviewbeforerelease.02/15/2017 Project Management Institute 79
SharePoint community engagement – Outlook page for application-specific detail
02/15/2017 Project Management Institute 80
New collaboration –Discussion Board and FAQs
Thediscussionboardgenerated265topicsandreplies.Weusedthediscussionboardtoinformusofunknowntechnicalandserviceissuesandreliedonitinafocusgroupmanner.Stillinusetoday.
02/15/2017 Project Management Institute 81
Training directly relates to end-user adoption and utility
Badnews:Weleft93%ofclasscapacityvacant. However,therecentLyncclasseshad29%capacityforavailableseats.
Good news: 95% of survey, over 1,000 people, answer “Yes” knowledge increased after taking a 1-hour session.
02/15/2017 Project Management Institute 83
A portal provides flexible access, on-demand, for content andon-going feedback on what people are looking for
This graph shows Daily page views.
Average 3,145 page views a day. Again, January to March is highlighted.
This graph shows daily, unique visitorsfrom January to March.
Activity was the major effect of rollout, average, Monday through Friday 102 visitors a day
02/15/2017 Project Management Institute 84
A portal provides flexible access, on-demand, for content andon-going feedback on what people are looking for
TotalPageViews360,548 w/oDesign
#ofPageViews %Overall1 23,346 6.475%2 22,001 6.102%3 11,854 3.288%4 11,331 3.143%5 9,632 2.671%6 8,285 2.298%7 7,992 2.217%8 7,587 2.104%9 6,737 1.869%
10 6,715 1.862%
PageTitle %PageView #PageViews1 FAQ 41% 203,9412 Discussion 21% 103,7553 HomePage 9% 41,8554 Outlook 4% 18,6985 SharePoint 3% 16,4376 Training 3% 15,1937 Win7 2% 11,7178 Lync 1% 5,6119 OutlookDiscussion 1% 3,285
10OutlookDay1actionitems.pdf(download) 1% 2,681
Top2combined 62% 307,696
The chart on the left shows top 10 portal viewers Total page views 360,548
The chart on the right removes IT resources who showed up in top 10. Total page views 273,902
This chart shows top 10 page views. Interesting to note: the training page was only 3% of the total pages viewed. FAQs and Discussion Board combined represent 66% of total page views, does this speak to self-service?
TotalPageViews273,902 w/oITService
#ofPageViews %Overall1 22,001 8.032%2 7,587 2.770%3 6,737 2.460%4 6,715 2.452%5 6,154 2.247%6 5,862 2.140%7 5,674 2.072%8 5,256 1.919%9 4,724 1.725%
10 4,196 1.532%
02/15/2017 Project Management Institute 85
Thank you
02/15/2017 Project Management Institute 86
@TobyElwin
http://TobyElwin.com
• Community Persona design
• Scope: or how to manage projects for organization success
• How to launch and manage your social media identity
ButIdon’twanttogoamongmadpeople,"Alice
remarked.
"Oh,youcan’thelpthat,"saidtheCat:"we’reall
madhere.I’mmad.You’remad."
"HowdoyouknowI’mmad?"saidAlice.
"Youmustbe,"saidtheCat,"oryouwouldn’thave
comehere.”
― LewisCarroll, AliceinWonderland