Communication Management Plan 03 23 2009

2009
CIVProcurement
Project
LeslieJohnson
COMMUNICATION
MANAGEMENTPLAN
TheCommunicationManagementPlanidentifiestheformalcommunicationmethodology,approach,
andprotocolsthatwillbeemployedtokeepallstakeholdersinformedthroughoutthedurationofthe
StatewideAutomatedWelfareSystem(SAWS)ConsortiumIV(CIV)ProcurementProject.
CIVProcurementProject
2009
BlankPage
2009
RevisionHistory
ReleaseDate
03/12/2009
Author
LeslieJohnson
SummaryofChange
Creation
DeficienciesRemedied
2009
BlankPage
11290PyritesWay,Suite150,RanchoCordova,
1|TOC
2009
TableofContents
1.
Introduction ........................................................................................................................ 1
2.
CIVProcurementProjectPhases ....................................................................................... 2
3.
ProjectStakeholders ........................................................................................................... 2
3.1.
CIVCounties................................................................................................................... 3
3.2.
StateandFederalProjectSponsors................................................................................ 3
3.3.
ProjectOversightOfficeofSystemsIntegration ......................................................... 3
3.4.
CIVJointPowersAuthority(JPA) ................................................................................... 4
3.5.
CIVProjectSteeringCommittee .................................................................................... 4
3.6.
ConsortiumManagement.............................................................................................. 5
3.7.
CIVPlanningConsultantTeam ...................................................................................... 5
4.
StakeholderGroupsandTeamMembersOrder ................................................................ 1
5.
CommunicationMethods ................................................................................................... 3
6.
StakeholderMeetings......................................................................................................... 5
7.
IssueTrackingandEscalationProcess ................................................................................ 5
8.
InformationManagement .................................................................................................. 7
9.
CommunicationProtocol .................................................................................................... 7
10.
CommunicationTrackingandStorage................................................................................ 7
11.
CommunicationFormat ...................................................................................................... 8
12.
CommunicationEffectiveness ............................................................................................ 8
13.
CommunicationChanges .................................................................................................... 9
1|TOC
1.
2009
Introduction
ThisdocumentistheCommunicationManagementPlanfortheStatewideAutomatedWelfare
Systems (SAWS) Consortium IV (CIV) Procurement Project. The purpose of communication
management is to identify the methods of exchanging information between the project, the
Consortium,andstakeholders.Goodcommunicationpoliciesencompassinformationexchange
anddisseminationbothinternallytoallprojectparticipantsandexternallytoallpartieswitha
stakeinprojectprogress.
This Communication Management Plan identifies the formal communication methodology,
approach,andprotocolsthatwillbeemployedtokeepstakeholdersinformedthroughoutthe
multiphasedCIVProcurementProjectlifecycle.Thisplanisnotintendedtolimit,butratherto
enhancecommunicationpractices.Open,ongoingcommunicationbetweentheprojectandits
stakeholdersiscriticaltothesuccessoftheCIVProcurementProject.
Severalkeyfactorswillsignificantlycontributetotheeffectivenessofprojectcommunication:
AwarenessCommunicationabouttheprojectslifecycle,scope,rolesandresponsibilities,
andstatusmustoccur.Stakeholdercommunicationeffortswillfocusoninformationthat
contributes to the success of the project, or where lack of communication can lead to
failure.
Timeliness Information must be shared in a timely manner to allow stakeholders the

opportunitytounderstandtheinformationandhavetheopportunitytorespond.
Content Communication content must be relevant, meaningful, timely, and at an

appropriate level of detail for the intended audience. Expectations will be clearly
communicated to ensure the proper feedback is received. Communication strategies will
alsobebasedonstakeholdersneedsandfeedback.
FormatAllcommunicationsmustbedevelopedanddeliveredinaformatthatisefficient,
understandable,andeasilyaccessible.
Consistency The project will review information and documentation to verify continuity
acrossthemultiplephasesoftheCIVProcurementProject.
Thisdocumentwillbereviewedatleastannuallyandupdatedasneeded.Lessonslearnedasa
result of continuing communication management efforts will be captured at the end of each
projectphaseandusedtoimprovetheprojectstandards.
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2009
2.
CIVProcurementProjectPhases
TheCIVProcurementProjectwillconsistoftwodistinctphases.Theinitialphasewillfocuson
theacquistitionofaPlanningConsultant.Throughoutthisphasecommunicationislimitedto
Consortium and state stakeholder staff and all communication documentation will be
safeguardedonasecureddriveontheCIVlocalareanetwork,orsimilarlysecureddatastorage
device. For more information related to Project security, refer to the CIV Procurement
SafeguardPlanlocatedintheCIVProcurementLibrary.TheCIVProcurementLibrarycanbe
accessedat:www.civ.org/ProcurementLibrary.shtml.
Thesecondphaseactivities,whichfocusontheacquisitionoftheCIVM&OContractor,willbe
conducted at the facility provided by the successfull Planning Consultant. Throughout this
phase, all CIV M&O Procurement related data, electronic files and communications will be
stored and conducted using the hardware, software, email services and local area network
(LAN)providedbythePlanningConsultant.
3.
ProjectStakeholders
Projectstakeholdersareindividualsandorganizationswhoareactivelyinvolvedintheproject,
orwhoseinterestsmaybeaffectedpositivelyornegativelybyprojectexecutionorsuccessful
project completion. All CIV Procurement Project stakeholders have some level of influence
overtheprojectanditsresults. TheCIV ProcurementProjectstakeholdersarelistedbelow.
Thekeyrolesandresponsibilitiesofeachstakeholderarediscussedinfollowingsubsections.
ConsortiumCIVCounties(39)
StateandFederalProjectSponsors
CaliforniaDepartmentofSocialServices(CDSS)
CaliforniaDepartmentofHealthCareServices(CDHCS)
CaliforniaDepartmentofFinance(DOF)
UnitedStateDepartmentofAgricultureFoodandNutritionServices(FNS)
DepartmentofHealth&HumanServices,CenterMedicare&MedicaidServices(CMS)
ProjectOversightOfficeofSystemIntegration(OSI)
CIVJointPowersAuthority(JPA)
CIVProjectSteeringCommittee
ConsortiumManagement
CIVPlanningConsultantTeam
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3.1.
CIVCounties
The39CIVCountiesarethedirectbenefactorsoftheprojectandareresponsiblefordefining
and appropriately communicating, through the CIV Procurement Manager and/or
requirementsgatheringactivities,theirneedsspecifictothesolutionssoughtthroughtheCIV
ProcurementProject.
ConsortiumIVMemberCounties
Alpine
Amador
Butte
Calaveras
Colusa
DelNorte
ElDorado
Glenn
Humboldt
Imperial
Inyo
Kern
Kings
Lake
Lassen
Madera
Marin
Mariposa
Mendocino
Merced
Modoc
Mono
Monterey
Napa
Nevada
Plumas
Riverside
SanBenito
SanBernardino
SanJoaquin
Shasta
Sierra
Siskiyou
Stanislaus
Sutter
Tehama
Trinity
Tuolumne
Yuba
3.2.
StateandFederalProjectSponsors
TheProjectsponsorsestablishthepoliciesthatgovernthesocialprogramsmanagedthrough
the CIV System. The Project Sponsors also provide legal support, particularly in the area of
developmentandreviewofprocurementandcontractdocuments.CDSSisthepointofcontact
forCDSSpolicyissues.CDHCSisthepointofcontactforspecificCDHCSpolicyissues.These
stakeholders may or may not have any direct responsibility for project tasks, but their
participationandsupportisessentialtoitssuccess.Stakeholderswillbeperiodicallyinformed
of key milestones, findings, and decisions that may have bearing on their relationship to the
project.DOFisthecontrolagencyresponsibleforapprovingtheprojectsfinancialstrategies,
and budget. The Food and Nutrition Services (FNS) and Department of Health & Human
Services, Center Medicare & Medicaid Services (CMS) provide input from the federal
perspective.
3.3.
ProjectOversightOfficeofSystemsIntegration
OSIisresponsibleforoversightofallSAWSProjects.OSIwillaccomplishthisbyparticipatingin
Project meetings and reviewing Key Deliverables, such as the Requests for Proposals and
VendorSelectionReports.
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The Manager of the OSI SAWS Consortium Management Unit will serve as the OSI point of
contactandwillreporttotheSAWSDeputyDirector,andState/FederalStakeholdersregarding
projectstatus.
AlthoughtheCIVProcurementProjectisaconsortiumlevelproject,OSIwillplayasignificant
role in partnering with the various State and Federal entities involved in the project, and
collaboratingwiththeprojecttosupporttheprojectssuccess.
3.4.
CIVJointPowersAuthority(JPA)
TheCIVJPAisapublicentitycreatedforthejointexerciseofpowerscommontotheMember
Counties.TheCIVJPAwasestablishedtoexercisesuchpowersforthedesign,development,
implementation,andongoingmaintenanceandoperationoftheCIVSystem.TheCIVJPAis
governed and administered by a Board of Directors, comprised of seven Consortium County
Directors.TheBoardofDirectorsprovidesCIVpolicydirectionandoversight.Allpowerofthe
CIVJPAresideswithinitsBoardofDirectors.TheCIVJPAmaymakeandenterintocontracts,
employ agents and employees, sue, and be sued, in its own name,incur debts,liabilitiesand
obligations,andinvestanymoneyinitstreasury.ThemembersoftheBoardofDirectorsare
liaisonstothestakeholdergroupswhosecollaborativeeffortshaveaidedinthesuccessofthe
project.ThemeetingsareconductedinaccordancewiththeBrownAct.
3.5.
CIVProjectSteeringCommittee
TheCIVProjectSteeringCommitteeismadeupofselectDeputyDirectorlevelmanagersfrom
variouscountieswhoprovideinputonitemsandchangesthatareimportanttotheirrespective
counties.Theroleofthiscommitteeistosetdirectioncommensuratewiththegoalsandneeds
ofthestakeholdersthatcomprisethegroup.TheCIVProjectSteeringCommitteewillmeeton
at least a bimonthly basis to discuss and make decisions and or recommendations on topics
related to project cost, schedule, risks, issues, and status. The committee may make
recommendations for strategy changes and significant and critical project issues.
Recommendations proposed by the CIV Project Steering Committee may require formal
approvaloftheCIVJPABoardofDirectors,State,and/orFederalstakeholders.
MeetingsoftheCIVProjectSteeringCommitteemayresultinquorumoftheCIVJPABoardof
Directors. In this event, the committee shall follow the Open Meeting Laws for Local
GovernmentasdefinedinChapter3ofTheRalphM.BrownAct.Memberswillhelptoensure
the success of the project strategy by sharing information with the stakeholder groups they
represent.
TheCIVProcurementProjectManagerwillprovideprojectstatusupdatesandreferpolicyand
otherissuestotheCIVProjectSteeringCommitteeforresolutionorescalation.
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3.6.
2009
TheConsortiumhasdesignatedafulltimeCIVProcurementManager,whoisresponsiblefor
the daytoday activities throughout the CIV Procurement Project lifecycle. The CIV
Procurement Manager is the primary point of contact for all communications between the
Planning Consultant team, CIV Project Director, and the project stakeholders. The CIV
Procurement Manager will develop and implement a standardized project management
methodologyusingbestpracticesandappropriateprojectmanagementtools.
3.7.
TheCIVPlanningConsultantTeam,acquiredduringtheinitialphaseoftheCIVProcurement
Project, will be responsible for leading the key tasks and deliverables the remainder of the
Project. The CIV Planning Consultant Team will provide project management support and
documentmaintenancethroughtheProjectManagementOffice(PMO).During,thenextphase
the PMO will coordinate much of the communications described in this plan. The Planning
Consultant Team will be responsible for adherence with established project management
standardsandplans.
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4.
2009
StakeholderGroupsandTeamMembersOrder
StakeholderGroupor
Team
ExecutiveManagement
CIVProjectSteering
Committee
Members
CIVJPABoardofDirectors
AnaPagan(Merced)CHAIR
SusanLowe(Riverside)VICECHAIR
ElliottRobinson(Monterey)2ndVICECHAIR
ChristineApplegate(Stanislaus)
LindaHaugan(SanBernardino)
MelodyBrawley(Lassen)
PatCheadle(Kern)
CountyRepresentatives
ScottPettygrove(Merced)
SayoriBaldwin(Riverside)
NancySwanson(SanBernardino)
KathyHarwell(Stanislaus)
CountyProjectManagers(CPM)
Consortium
Management
CountyProject
Managers
IntegratedCIV
ProcurementProject
Team
JohnBoule,CIVProjectDirector
LeslieJohnson,CIVProcurementManager
JohnBoule,CIVProjectDirector
LeslieJohnson,CIVProcurementManager
PeggyMacias(Merced)
MarthaMetroka(Riverside)
JuneHutchison(SanBernardino)
MyrnaLebert(Stanislaus)
JanJaaskela(ElDorado)
RobinCrowl(SanJoaquin)
NancyHarrison(Kern)
LinoraBallesteros(Monterey)
NicoleNava(Butte)
SandeeZemple(Shasta)
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2009
StakeholderGroupor
Team
CDSS
CDHCS
OSI
CIVPlanning
Consultant
Members
CharLeeMetsker,DeputyDirector,WelfaretoWork
Division
KarenDickerson,Chief,Employment&EligibilityBranch
DebbieRose,Chief,ProgramIntegrityBranch
YvonneLee,Chief,FoodStampBranch
VivianAuble,ChiefMediCalEligibilityDivision
BillWalsh,BranchChief,MediCalEligibilityDivision,
PolicyOperationsBranch
JohnZapata,SectionChief,MediCalEligibilityDivision,
PolicyOperationsBranch
FeiCollier,Chief,InformationTechnologyServices
Division,ApplicationsSupportBranch
GeorgeChristie,DeputyDirector,SAWSProjects
KristineDudley,ManagerSAWSConsortiaManagement
Unit
JohnHeinlein,CIVConsortiumLiaison
BillObernesser,IndependentConsultant
TBDthroughCompetitiveProcurement
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5.
CommunicationMethods
Formal internal communication is required to keep the CIV Procurement Project Team
informed of status, issues, and risks. Internal communication is inclusive of communications
withandbetweentheConsortium Management,OSI,andtheCIV PlanningConsultantTeam
whomakeuptheIntegratedProjectTeam.Additionally,internalcommunicationencompasses
the information exchange between the Integrated Project Team and the counties. Formal
external communication is required to keep stakeholders and sponsors apprised of project
status,issues,andrisks.
ID
Communication
Item
1. MeetingAgendas
2. MeetingMinutes
3. MonthlyStatus
Presentation
4. MonthlyStatus
Report
Description
Audience
Frequency
Method/Media
Provider
Meetingtopics,
logistics
Meeting
Attendees
Minimum1
workingday
priorto
meeting
Word
Document
distributedvia
emailandas
meeting
handout
Meeting
Facilitatoror
Scribe
Documentation
ofmeeting
discussion,
actionitems,
futureagenda
items
Meeting
Attendees
5workingdays
following
meeting
Word
Document
distributedvia
emailandas
meeting
handout
Meeting
Facilitatoror
Scribe
Oraland/or
CIVSteering
writtenreport
Committee
onproject
status,risks,
issues,work
plans,upcoming
eventsand
projectdirection
Monthly
MSPowerPoint
presentation
distributedvia
emailand
meeting
handout
CIV
Procurement
Manager
and/or
Planning
Consultant
Manager
Writtenreport
Integrated
onproject
ProjectTeam
status,risks,
issues,work
plans,upcoming
eventsand
projectdirection
Monthly
Word
Document
distributedvia
email,stored
onprojectLAN
Planning
Consultant
Manager
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2009
ID
Communication
Item
5. ProjectRequest
forInformation
(PRI)
6. Project
Information
Notice(PIN)
7. Communication
TrackingLog
8. Issue
Management
Matrix
(definedinthe
Issue
Managementand
EscalationPlan)
Description
Solicits
information
Audience
(definedinthe
RiskManagement
Plan)
Provider
Asneeded
Word
Document
distributedvia
email,stored
onprojectLAN
CIV
Procurement
Manager
Transmits
Consortium,or
project
othersas
announcements applicable
Asneeded
Word
Document
distributedvia
email,stored
onprojectLAN
CIV
Procurement
Manager
Summaryof
Consortium,or
formal
othersas
communication applicable
distributionsand
response
trackingtool
Monthly
Excel
Workbook
availableon
project
website,
maintainedon
projectLAN
CIV
Procurement
Manager
Summarylistof
projectconcerns
orneeds,and
associated
status
Asneeded,no
lessthan
monthly
Excel
Workbook
distributedvia
email
CIV
Procurement
Manageror
PMO
Asneeded
Excel
Workbook
availableon
projectLAN
CIV
Procurement
teammember
ormemberofa
stakeholder
organization
Asneeded,no
lessthan
monthly
Excel
Workbook
distributedvia
email
CIV
Procurement
Manageror
PMO
CIV
Procurement
memberor
memberofa
stakeholder
organization
CIV
projectconcerns Procurement
orneeds
memberor
memberofa
stakeholder
organization
10. RiskManagement Summarylistof

Matrix
Method/Media
Consortiumor
othersas
applicable
9. IssueReportForm Formtosubmit
(definedinthe
Issue
Managementand
EscalationPlan)
Frequency
potentialproject
problems,and
associated
status
CIV
Procurement
memberor
memberofa
stakeholder
organization
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ID
Communication
Item
Description
Audience
11. CIVProcurement ProjectSchedule CIVProject

ProjectWorkPlan
12. Deliverable
ApprovalLetters
ofTasks,
Duration,
Milestones
Director
CIV
Procurement
Manager
Requestformal
approvaloffinal
deliverable
CIV
Procurement
Manager
Frequency
Method/Media
Provider
Asneeded,no
lessthan
monthly
Microsoft
ProjectWork
Plandistributed
viaemail,
maintainedand
storedon
projectLAN
CIV
Procurement
Manageror
PMO
Asneeded
Letter,hand
delivered
Planning
Consultant
Manager
6.
StakeholderMeetings
In addition to the communication items described above, the CIV Procurement Project team
will attend and participate in various meetings with stakeholders. Whenever possible, this
teamwillutilizeestablishedcommitteeswhenfacetofacecommunicationisrequired.
7.
IssueTrackingandEscalationProcess
In case of a disagreement between the CIV Procurement Project team members relative to
direction,solution,orresolution,theprojectmayinvokeanissueescalationprocessasdefined
by the CIV Procurement Project Issue Management Plan. The Issue Management and
Escalation process is fully described in the CIV Procurement Project Issue Management Plan,
which can be found on the CIV Procurement Project Library located at http://www.c
iv.org/ProcurementLibrary.shtml.ThefollowingtableshowstheCommunicationstepsofthe
IssueResolutionandEscalationProcessfortheproject.
Step Steps
#
1.
2.
ResponsibleParty
Timeframe
Issueidentificationbyanyproject Anyprojectstakeholderor
stakeholder/teammember
teammember
Ongoing
EmailissuetotheCIV
ProcurementManagerfortriage
andtracking.
Assoonaspossible
Personidentifyingissue
sendingemail
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2009
Step Steps
#
3.
4.
5.
ResponsibleParty
Timeframe
Examinenewlyidentifiedissue
anddetermineifimmediate
escalationisnecessary(seestep
5)oriftheissuecangothrough
standardresolutionprocess(see
step4).
CIVProcurementManager
Daily
Allissueswillbediscussedat
designatedprojectmanagement
meetingsandtriaged,tracked,
andresolved.
ProjectStatusMeeting
Attendees
WeeklyMeeting
Decision:
ProjectIssue?
WeeklyMeeting
CIVProcurement
ManagementTeam
SteeringCommitteeIssue?
SteeringCommittee
MonthlyMeeting
Ifissueistimesensitiveandhas
immediateimpactonproject
schedule,cost,anddirection,
issueescalationwillbeinitiated
(seestep5).
ConsortiumManagementorC
IVProcurementManager
AsNeeded
Emailissuedescription,summary PMO
andreasonforescalationto:
ConsortiumManagement,
SteeringCommitteeChairs,and
OSI
Within24hoursof
issuebeing
escalated
Scheduleissueescalation
conferencecallwithrecipientsof
escalatedissueemail.
PMO
Within24hoursof
issuebeing
escalated
Scheduleissueescalation
conferencecallwithrecipientsof
escalatedissueemail.
PMO
Within48hoursof
issuebeing
escalated
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8.
2009
InformationManagement
Communication protocols are necessary to manage the amount and type of information that
will be communicated to both internal and external project stakeholders. Communication
protocolsfacilitatebettermanagementandcontroloftheflowofprojectrelatedinformation,
minimizemisinformation,maximizethesharingofaccurateinformationacrosstheappropriate
communication channels, and provide structure to the information shared with external
stakeholders.
9.
CommunicationProtocol
Thescopeofinformationdisseminatedshouldbelimitedtothatwithinanindividualsproject
domain. All communication related to projectwide status should be directed to the CIV
ProcurementManager,unlessotherwiseadvised.Becauseofthebroadscopeofthisproject,
onlythoseindividualsattheprojectmanagementlevelwillbeabletoprovideacomprehensive
andaccuratestatusupdateontheprojectasawhole.Itisimportantthatallothermembersof
the project limit their communications, both formal and informal, to information within their
individualdomainorjobfunctions.
For purposes of requirements gathering and participating in the development and review of
procurement documents, and the actual procurement process, the counties have designated
primary county contacts, technical county contacts and fiscal county contacts. If information
needsfurtherdisseminationinthecounties,itisexpectedthattheprimarycontactwillensure
the appropriate staff receive or respond to the required information. In the event contact
informationforacountychanges,theprimarycountycontactmustnotifytheCIVProcurement
ManagerwhowillnotifythePMOtohavethelistchanged.
Email will be considered an accepted means of project communications. Documents and
Deliverables will be attached to emails for dissemination to the projects stakeholders and
team members. Additionally, if a situation dictates a more formal approach, then
correspondencewillbeintheformofaletter,memorandum,ordocument.Appropriateuseof
email includes scheduling meetings, forwarding documents and general questions and
answers. If the email contains pertinent or historical information, the email will be given a
documenttrackingnumberandarchivedontheprojectLAN.
10.
CommunicationTrackingandStorage
Written communications received by or generated for the CIV Procurement effort will be
retainedandstoredontheprojectLAN,dependingontheformatinwhichtheyarereceived.E
mailsthatdocumentdecisionsorthathavepertinentvaluetotheprojectwillbestoredonthe
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2009
projectLANandretainedforhistoricalpurposes.Thedocumentswillbeforwardedorcopied
to PMO who will file the document in the appropriate folder on the project LAN. Formal
communicationtothecountieswillbedistributedundercoverofaProjectInformationNotice
(PIN) or Project Request for Information (PRI), logged on a Communication Tracking Log, and
assignedatrackingnumber(refertoAttachments1and2forPINandPRItemplates).Likewise,
county responses to requests for information will be tracked and stored on the project LAN.
(SeetheCIVProcurementSafeguardPlanformoreinformationaboutwhichLANswillbeused
duringwhichprojectphase).
As appropriate, certain communications or documents, such as the Communications Tracking
Log,willbepostedtotheCIVProcurementProjectLAN.Onlythoseitemsthataredetermined
to be public information will be posted to the website. The CIV Procurement Manager will
approvethetimingandcontentpriortopublication.TheCIVProcurementProjectLibrarycan
bereachedatwebsiteatwww.civ.org/ProcurementLibrary.shtml.
11.
CommunicationFormat
SpecificCIVProcurementProjecttemplateshavebeenestablishedandareutilizedtoensurea
consistentlookandfeelforallprojectdocumentation.Thetemplatesallowcountiesandother
stakeholders to recognize communications as CIV Procurement Project related. The project
templatesincludestandardssuchastheprojectname,date,standardheadersandfootersas
wellastheprojectlogoasappropriate.Additionally,contactinformationincludingphoneand
emailaddressesareprovidedwithallcommunicationdistributions.Communicationsmayalso
be categorized as Confidential, Time Critical and/or Action Required. These templates are
storedontheprojectLAN.
12.
CommunicationEffectiveness
Periodicallytheprojectwillconfirmtheeffectivenessofthecommunicationswiththecounties,
Consortiummanagement,andStateoversightentities.Surveysormeetingswillbeconducted
toensurethecommunicationmethodspresenttheprojectsmessageandrequirementsclearly,
timelyandinamethodthatisefficientandunderstoodeasily.Thefollowingquestionswillbe
usedtohelpmeasuretheeffectivenessofprojectcommunication:
Istheinformationthatiscommunicateduseful,timely,andrelevant?
Istheinformationprovidedattherightlevelofdetail?
Arethecommunicationsunderstandabletoall?
Doestheinformationcoveralltopicsthatteammembersandstakeholdersrequire?
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2009
Shoulddifferent/additionalmediabeincorporated?
Shouldnewordifferentforumsbeadded?
Should the communications strategy target different or additional groups to involve
stakeholdersmoreeffectively?
13.
CommunicationChanges
Any CIV Procurement Project stakeholder may propose changes to the communication
process.TheCIVProcurementManagermustapprovethechangeforittobeaccepted.Once
accepted,thechangewillbeincorporatedintotheCommunicationsManagementPlaninthe
appropriate area. Often a draft version will be used to generate discussion with the
communicationstakeholderspriortomakingthechangeofficial.
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Timeliness Information must be shared in a timely manner to allow stakeholders the

Content Communication content must be relevant, meaningful, timely, and at an

10. RiskManagement Summarylistof

11. CIVProcurement ProjectSchedule CIVProject

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