PM FPX 4050 Assessment 4 Stakeholder Communications Management Plan

PM FPX 4050 Assessment 4 Stakeholder Communications Management Plan

Student Name

Capella University

PM-FPX4050 Communication and Stakeholder Management

Prof. Name:

Date

Executive Summary

The Alfred! iOS update project aims to provide enhanced services, essential software and firmware updates, improved security for CapraTek customers, and critical bug fixes. Ensuring the smooth and successful deployment of this update is crucial, as customer loyalty is a top priority. To ensure that all stakeholders receive the necessary information in a timely manner, a communications management plan must be established. This plan is vital to increasing the success rate of the project. The communications management plan document will serve as the formal method for communication among the project team, executives, and other participants, outlining the frequency and methods of communication.

Stakeholder Details

Brad Anderson

• Authority: Executive Sponsor
• Interests: User experience, product performance, product development, overall project success
• Responsibilities: Product line, new product development, quality assurance, user experience
• Questions to ask: Is the product ready for launch? What concerns do you have about the project?

Reed Massey

• Authority: Project Owner
• Interests: Project status, potential obstacles, key milestones, release deadline, budget
• Responsibilities: Communicate project vision, resolve obstacles, ensure overall project success
• Questions to ask: What are your success indicators? When do you want to be notified of issues? What are your key milestones?

Peter Kennedy

• Authority: Project Sponsor
• Interests: Product quality
• Responsibilities: Quality management process
• Questions to ask: What quality standards need to be met? What are the quality milestones?

Julie Ellsworth

• Authority: Consultant
• Interests: Bug fix milestones, update milestones, marketing milestones
• Responsibilities: Coordinate updates, bug fixes, and marketing with third-party companies
• Questions to ask: How much lead time do you need to coordinate with third-party companies? What obstacles do you anticipate?

Alex Lopez

• Authority: Marketing and Steering Committee
• Interests: Product rollout timeline, overall project timeline
• Responsibilities: Develop marketing plan
• Questions to ask: How much lead time do you need for marketing plan development? What are the touchpoints between project milestones and marketing plan milestones?

Rachel Davis

• Authority: Peripheral
• Interests: Key milestones, overall deadlines
• Responsibilities: Document key milestones, deadlines, and project timeline
• Questions to ask: Do you have any concerns about the milestones, deadlines, or project timeline?

Darren Stokes

• Authority: Senior Developer
• Interests: Software/engineering issues, break/fix timelines
• Responsibilities: Ensure timely correction of software issues, maintain software functionality
• Questions to ask: What are the anticipated issues? What bugs have been encountered, and have they been resolved?

Pranav Chowdhury

• Authority: Process Engineer
• Interests: QA completion
• Responsibilities: Coordinate and complete software testing
• Questions to ask: What resources do you need for testing? What is your timeline for completion?

Brandon Matthews

• Authority: Software Architect
• Interests: Software development milestones
• Responsibilities: Standardize software development, make related decisions, ensure design standards
• Questions to ask: What obstacles do you anticipate in software development and standardization?

Shannon Coleman

• Authority: IT Business Analyst
• Interests: Enhancement requests, future releases
• Responsibilities: Create user stories
• Questions to ask: What information do you need for the user stories?

Stakeholder Registry

Stakeholder Communication Requirements

Communications Flow Chart

Escalation Process

Mitigating project risk is critical to ensuring success. At times, the project manager may encounter risks or threats that cannot be quickly resolved or mitigated. In such cases, the project manager must escalate the issue to the next level. The project manager is responsible for determining which issues require escalation and finding the most effective method for escalating these issues. Depending on the severity of the risk, the method of escalation will vary. Some risks may only require notification to executives, which should be documented on the risk matrix as informational, with no action required.

If the issue is more serious, such as impacting the budget, timeline, or project deliverables, the project manager must inform the stakeholders and executives in a meeting setting to ensure quick resolution. Continuous communication and engagement with the executive sponsor, as discussed in a previous assessment, are vital for situations like this. Quick escalation of issues is essential to ensuring the project’s success.

Control and Monitoring Process

Successful project execution, and by extension, the success of the communications management plan, requires a continuous control and monitoring process. This process ensures that all relevant information is communicated to stakeholders promptly throughout the project’s lifecycle. Regular monitoring enhances engagement among the project team, project manager, and stakeholders. My project team uses Tableau to track real-time data, which can be accessed by stakeholders at any time. The project manager is responsible for updating this information. Microsoft Teams will also be used for document sharing, with all project-related documents stored there for the duration of the project and after completion. The project manager is responsible for monitoring the communication plan and ensuring that all parties remain on track.

References

A Guide to Escalation in Project Management. (2018, October 4). Retrieved from ProjectManagement.com: https://project-management.com/a-guide-to-escalation-inprojectmanagement/

PM FPX 4050 Assessment 4 Stakeholder Communications Management Plan

Project Management Institute. (2017). Guide to the Project Management Body of Knowledge (PMBOK® Guide) — Sixth Edition and Agile Practice Guide.