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you will require inwardly from project stakeholders. The communication plan also
defines:
•  The recipient
•  The delivery method
•  he content
•  The frequency
Just like in a strong marriage, communication is one of the pillars of a good project.
The information in table 11.2 is an example of a basic communication matrix.
A more complex matrix might have additional information, such as who is delivering
and developing the communication vehicle and what inputs are needed to produce the
communication. It also might have distribution information for the assumption logs,
issues logs, and updated project plans.
The communication plan should include as well a listing of all the communication
vehicles and what they provide. table 11.3 provides a sample of communication vehicles.
11.7.9 Project Governance
Project governance is the structure within which project decisions are made and, there-
fore, is closely tied to roles and responsibilities and the Communication Plan. It describes
the necessary processes and controls that are required for a project to be successful.
The communication plan addresses how these parties should interchange information.
As previously mentioned, the project steering group provides guidance and decisions
regarding project direction and changes affecting project outcomes that may include
resolution of escalated issues, risks and conflicts.
11.7.10 Risks
Project risks are circumstances or events that exist outside of the control of the project
team and will have an adverse impact on the project if they occur. In other words, an
issue is a current problem that must be dealt with. A risk is a potential future problem
that has not yet occurred. All projects contain some risk. risk may be impossible to
completely eliminate, but it can be anticipated and managed, thereby reducing the prob-
ability that they will occur and minimizing their impact if they do. risks that have a
medium-to-high probability of occurring with a high negative impact should be docu-
mented and tracked. For each risk listed, identify activities to perform to eliminate or
mitigate the risk. As changes to a given risk occur, they should be logged in the risk,
Assumptions, Issues, and Dependencies log as noted in the next section.
11.7.11 Change and Change Control
you must plan and expect change during a project. Implementations are unpredictable
events. Accept that plans will change and you will need to change as required while hold-
ing on to your original goals. Planning is a continuous cycle; the more you learn about
a project, the more accurate the scope, time and cost planning for the project becomes.
There are updates to work that need to be replanned, risks that need to be managed, and
changes that need to be analyzed and incorporated into a project plan, if approved.
Changes must be logged and reviewed/approved by a Change Control Board and
tracked in project meetings. The log should cover the following information: Change
number, Change date, Change description, Status (approved, not approved or deferred),
Current status or resolution, and Closed date.
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