Communications Management. Describe the communications needs and expectations for the project team members. The communications plan may be simple or detailed, depending on the complexity of the project. At a minimum, the plan should include contact information, methods of communicating and anticipated frequency.
Communications Management. 2.1. Communications, both internal and external, should be viewed as a joint responsibility involving all Project Agreement Members. Furthermore, the Authority encourages the dissemination of accurate project data and information to anyone expressing an interest in the Project, regardless of their opinion towards the Project.
Communications Management. 12.1 The parties will mutually agree the format, content, timings and public message of any external communications prior to issue.
Communications Management. As part of Communications Management, vehicles, accountability, and timing of communications between PCG, SBBC and other stakeholders will be defined. Information will depict the techniques for communicating project strategy, progress and status to the various audiences, including executive and management staff, technical project management team, key participating agencies, and community partners.
Communications Management. An active communication within and from the project will be achieved through frequent online meetings of work package participants and news and information posted to the project portal. Managerial, administrative and financial issues communication and information flow will be achieved through regular communication between the PC, the SC and the CC, meetings of the Project Management Team and distribution of reports by the Project Coordinator. Formal meetings (PMT, GA) will be notified at least 2 weeks in advance. Agenda, proposed resolutions, decisions and supporting documentation will be available to all attendees at least 1 week before the meeting. Issuing of all documents will be via the chair who is responsible for compiling all submissions from partners. Meetings minutes will be issued within 5 working days. A state-of-the-art web based project portal will be used – it has functions for document storage, team list with email, version handling, project planning, project calendar, project news and discussions. A public project website will also be set up, providing access to information, announcements and publicity material. The best eMeeting systems will be used (currently Google+ Hangout is among the easiest) to keep project members connected to each other and to promote short meetings on demand and regular project and WP meetings.
Communications Management. Most shared print initiatives will be spread across large geographical areas, so in-person meetings are not as frequent as they might be for other projects. The program manager should maintain regular contact with initiative participants using various different communication tools (such as email and website feeds) to ensure they feel engaged in the process. Communication tools can also help facilitate decision-making, collaboration and the sharing of information. The MSCS Program Manager used a range of tools to update the project committee on the work of the project as a whole, so they could see how the different activities were interrelated and key to the overall success of the project. Distributing the different committee's meeting summaries was also a good way to keep people informed. In hindsight, we should have also emphasized the importance of committee members debriefing colleagues on decisions made by MSCS that will affect their library because for example, we found some staff were unaware of the process for making changes to retention commitments. MSCS found that distributing information on the subject of shared print can be informative and also stimulate debate.
