COMMUNICATION MANAGEMENT

PLAN
Transfer Program

JANUARY 15, 2017

FALCON TELECOMMUNICATION COMPANY
 Communication Management Plan

Contents
Document Control ..................................................................................................................... 3
Introduction .................................................................................................................................... 4
Purpose of the Communication Management Plan ............................................................. 4
Communication Model ................................................................................................................. 5
Information Distribution ............................................................................................................ 5
Communication Model Polices ............................................................................................... 9
Meetings Polices: .................................................................................................................. 9
Stakeholders Expectations: ............................................................................................... 10
Communication Channels ..................................................................................................... 10
Downward communication ................................................................................................ 10
Upward communication ..................................................................................................... 11
Horizontal communication ................................................................................................. 12
Team Communication Channels ...................................................................................... 12
Escalation Channels................................................................................................................... 14
Delegation .................................................................................................................................... 16
Appendix A: Templates .............................................................................................................. 17
APPENDIX B: KEY TERMS ...................................................................................................... 18
Appendix C: Overcoming Communication Barriers ............................................................... 19

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Version Control

Version Date Author Revision Notes

V0.1 05-Jan-2017 Leithy Mohamed Initial draft

V0.2 02-Jan-2017 Leithy Mohamed Apply revision updates

V1.0 15-Jan-2017 Leithy Mohamed Reviewed, Ready for approval

Document Review and Approval:

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Approve Signature:

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Document Control
This document has been made available to appropriate Falcon personnel working on the
program and related projects via an e-mail broadcast and provision of the following
directory:
(Communication Plan location on the cloud to be added)
Document updates authority is given to the Program Manager and the PgMO.

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Introduction
Purpose of the Communication Management Plan
The communication Management Plan is to manage the expectation of the program
stakeholders and to define how and in what form communications will be handled on the
program. Time and clarity of the information and communication are keys for efficiency
and quality.
Effective communications mandates clear roles and responsibilities for the program team,
which are covered separately in the program setup document.
This document is created for the Transfer program, which is one of the important
programs in Falcon Company.

The Transfer program major stakeholders are the following:

 Falcon Board
 Falcon management
 Transfer Program Team
 Shareholders, listed companies and investors
 Government
 Public

Possible communication channels in Transfer program:

 Face-to-face talk
 Telephone
 e-mails
 Memos and Letters
 Formal Reports
 Other multi-media services (If any available)

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Communication Model
It is recommended that communications within the program team be open and informal
as far as possible, to promote transfer of knowledge between all parties interested and
how room opened for demonstrating different views. However, the communications
within the program team will be formal when it comes to status reporting, issues/risks
recording, actions, decisions and sensitive information.

All communications from the program manager to the sponsor and steering committees
or vice-versa will be formal to assure clarity in status reporting, directions and decisions.

All communications outside the program will be formal, including government

miniseries, governmental agencies, regulatory,..etc.

Information Distribution
The following table defines the recurring planned information distribution within the
program team, with the steering committee and all other stakeholders who have an active
involvement in the Program.

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Table 1: Communication plan

Responsible
Meeting Agenda Timing Participants Input Output
Participant

Executive Management

Falcon  Program Overall Quarterly Program Falcon Board Program Action

Board Status – HL Sponsors, Members, Status, Items,
Status message (As per Program Decision
Reporting Board Manager Falcon CEO Requests Decisions
 Program HL
Schedule) and C-Level
Milestones Chart
(FBS) Management,
 Top three
program Issues (Program
 Top three Manager)
program Risks
 Decision Request
 Q&A
Falcon  CPMO Agenda As per CPMO, Falcon Program Action
Executive Executive Program Executives, Status Items,
Status Schedule Manager
Reporting CPMO, Decisions
(Controlled Program
(FES) by CPMO) Manager

Transfer  Program Overall  Monthly Program TSS Program Action

Steering Status Manager, members, Status, Items,
Status  Program Decision
Reporting PgMO Program Requests, Decisions
Milestones Chart
Manager Manager,
 High Level Issues
(TSS) Issues /
 High Level Risks PgMO Risks
 Review of last Manager
meeting actions
 Financial Status
 Decision Request

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Responsible
Meeting Agenda Timing Participants Input Output
Participant

Sponsor  Program Overall Weekly Program Program Program Action

Status Status Manager, Sponsor, Status, Items,
Reporting  Program Decision
PgMO Program Requests, Decisions,
Dashboard Status
Manager Manager, Directions
 Program High
Issues &
Level Plan – PgMO Risks
Deliverables & Manager,
Milestones
 High Level Issues Project
 High Level Risks Managers
 Review of last
meeting actions
 Program
Financial Status
 Decision Request

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Responsible
Meeting Agenda Timing Participants Input Output
Participant

Program Reporting and Tracking

Program  Review of last Weekly PgMO Program Program Action

Status meeting actions Manager Manager, Status, Items,
Reporting  Project Status Decision Decisions
PgMO Requests,
Review
Manager,
o Billing project
Issues &
o CRM project Project Risks
o ERP project Managers
o Web project
o Integration
project
o Testing / QA
project
o Infrastructure
project
o Project 3
 Program Review
o Program
Dashboard
Status
o Program High
Level Plan –
Deliverables &
Milestones
o Program Level
Issues
o Program Level
Risks
o Program
Manager
Message
Risks and Full Program Risks Upon PgMO Program Risk Updated
Issues and Issues Review Request Manager Manager, Register Risk
Review Project and Issue Register
Managers, Log and
Risk Owners Updated
Issue Log

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Responsible
Meeting Agenda Timing Participants Input Output
Participant

Program Reporting and Tracking

Project  Project Progress Weekly Project Project Project Weekly

Team against baseline Manager Manager, Activities Project
Meeting  Risk and Issue Team Leads, Status Report,
Review Review
Key Meeting
 Coming
Resources Actions
Activities Review
Daily  Exceptions to Daily Project Project As e-mail
Overall Plan Manager Manager,, Required Summary
Tracking  Suggested to
Project Team Program
Remedies
 Critical Risks and Manager
Issues and PMO
 Informal when
communications important
items
emerged

Communication Model Polices

Meetings Polices:

 Define and communicate the objectives of the meeting.

 Select the right participants who will support fulfilling the meeting objectives.
 Create meeting agenda and distribute to the meeting participants
 Invite the meeting participants using e-mail Exchange to have the meeting
schedule booked in their calendars.
 Open the meeting by focusing on the objectives and going through the agenda.
 Stress on punctuality and manage the meeting time to finish as planned.
 Control the meeting discussions towards the meeting objectives.
 Get participants acceptance if you need to extend the planned meeting duration.
 Minutes of meetings are to be distributed within one working days.
 Responses and comments on the minutes are expected within two working days,
otherwise acceptance is considered.
 The author of the minutes should be identified at the beginning of the meeting, if
was not clear to the meeting attendees.

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 Final version of the Minutes to be added to the document library on the respective
location based on the meeting subject.

Stakeholders Expectations:

 The stakeholder analysis is important in order to understand their interest and

expectations.
 The feedback of the different stakeholders on the program provided
communications is very important in order to much their expectations.
 The communication plan may be updated based on the stakeholders expectations
and feedback provided on the communication material.
 Managing the stakeholder expectations is an essential part for program success.
Status reporting meeting is an important tool to have two-ways communications
with many important stakeholders.

Communication Channels

Downward communication

It is the most familiar and obvious flow of formal communication, it will be used to
encompass the following topics:
 Implementation of goals, strategies and deadline constraints
Usually it comes from the program manager to the PgMO & Project managers to
the project team leaders and then to the project team members.
Communication Channel: Should be recorded by e-mails, Memos and/or letters,
although the face-to-face channel is needed to elaborate the problem.
 Job instructions and rationale
These are the directives on how to do a specific task and how the job relates to other
organizational activities. This is sometimes from the project manager to the team
leaders and usually from the Team Leader to his team.
Communication Channel: Preferred to be face-to-face channel.
 Performance feedback
These messages appraise how well individuals and streams are doing their jobs. It
is important to encourage the high performed staff and to enhance/remedy the low
performance staff.

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Communication Channel: It can be face-to-face or e-mail. It is preferable to be an e-

mail when good achievement happened or severe mistake happened.
 Indoctrination
Sometimes the directives on how to do a specific task are in the form of
indoctrination, especially with the new comers and new complicated tasks.
Communication Channel: Preferred to be face-to-face channel even it includes a
manual/guide to be delivered.

Upward communication

 Problems and exceptions

Problems detected at the team level are recorded and delivered to the team leader
to solve. This may be problems, issues, risks or delayed required actions. Team
leader may not be able to solve such problems and he get the advice/support
from the project manager. In certain circumstances, the problems should be
escalated to the project manager if there is a probability to have implication on
the agreed deadlines or other streams.
Communication Channel: Should be recorded by e-mails although the face-to-face
channel is needed to elaborate the problem. In addition, the agreed communication
channel for Issues as Issue Log, Risks as Risk Registers and Actions as Action
Register should be used.
 Suggestions for improvements
Ideas for improving task-related procedures to increase quality or efficiency.
Usually it comes from the team to the team leader or the project manager. It can be
also from the project manager to another project manager.
Communication Channel: It can be face-to-face or e-mail. It is preferable to be an e-
mail when more details needs to be tackled.
 Performance reports
Informing the management about how the performing. Please, refer to Status
Reporting section in Table-1 for the details.
Communication Channel: It is recommended to be Formal Report or Presentation.
It can be face-to-face or e-mail for the day-to-day activities.
 Grievance and disputes
Employee's complaints and conflicts may be solved at the first manager level or it
may be escalated to the higher level. This should be in line with related Falcon
policies and procedures.

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Communication Channel: It can be face-to-face or e-mail.

Horizontal communication

It is very important to have a solid horizontal communication especially in activities that

have involvement between all the different projects. The communication here is the
most important success factor.

 Intra-project Problem solving

This message takes place among members of the same project team and concern
task accomplishments. This is part of the daily activities.
Communication Channel: It covers all the communications channels.
 Inter-project coordination
Facilitate the accomplishment of joint projects or tasks; this is one of the challenging
tasks in the implementation. All the projects should be up to the same level of
information and commitments.
Communication Channel: It covers all the communications channels.

 Change initiative and improvements

This message is designed to share information among teams in the projects that can
help the total Transfer Program change, grow and improve. It can be seen as a part
of Continuous Improvement.
Communication Channel: Face-to-face, telephone and e-mails are used.

Team Communication Channels

It is a special type of horizontal communication, it is communicating in teams. Teams are

the basic building block of our entire program. It has the following two types:

 Centralized Network:
Here the team member must communicate through one individual to solve the
problems or make decisions.

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This type is recommended for the Simple Problems as it results a faster solution or
decision.
 Decentralized Network:
Here the individuals can communicate freely with other team members. Members
process information equally among themselves until all agree on a decision.
This type is recommended for the Complex Problems as it results a faster solution
or decision.
Communication Channel: Most probably Face-to-face, sometimes telephone and e-mails
are used.

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Escalation Channels
Escalation depends on the one who escalate, the subject of escalation and the impact of
the current problem.

Table 2 : Escalation Channels

Team member Level of Communication

Subject to escalate Severity
to escalate escalation Channel

Program Falcon issue with High  Program  e-mails or official

Manager, PgMO one of the Ministries
Manager Sponsor letters to report the
or other
governmental issue and to record
agents the recovery plan

 Face-to-face
discussion, or
telephone call to
discuss the details
and agree on
resolution

PgMO, Project Falcon issue with Medium  Program  e-mails or official

Manager or one of the Ministries
Team Leader Manager letters to report the
or other
governmental issue and to record
 Program
agents the recovery plan
Sponsor if
required  Face-to-face
discussion, or
telephone call to
discuss the details
and agree on
resolution

Project Manager Any issue High Level1: Project

 Face-to-face
jeopardizes the Managers
discussion,
approved deadlines,
including pending telephone, urgent e-

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actions, unresolved Level2: PgMO

mail if no success in
problems and
required input Level3: the previous
delayed. Program channels
Manager
 The agreed
communication
channel as issue log,
risk register and
action register
should be used.

Team member Conflicts with the High To the Program Face-to-Face

Project Manager Manager

Team member Conflicts with High To the Project Face-to-Face

teammate Manager

Team member Issue, risk and High as it To the Project

 Face-to-face
pending action impacts the Manager
discussion,
milestone
deadline telephone, urgent e-
mail if no success in
the previous
channels

 The agreed
communication
channel as issue log,
risk register and
action register
should be used.

Team member Issue, risk and Low to To the Project Face-to-Face and e-
pending action moderate Manager mail.

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Delegation
Delegation is required and should be officially communicated during the Program
Manager, PgMO Manager, Project Manager, and Key program resource absence.
Threshold rules of this delegation should be clearly defined, i.e., delegation of authority
to which extent, what is delegated and what is not, or what are the delegation
exclusions. If threshold was defined, the full authority delegation is assumed.

For vacation’s delegation, handover document is required if the vacation is more than 2
working days. The handover may be an e-mail or a word document.

The contents of the handover will be:

 The current status
 All pending actions, issues, risks and required decisions
 The expected activities during the absence
Delegation may also be used from the project manager to the team leader or team
member and also from the team leader to the team member to:
 Avoiding overloads
 Speed and situational relevance
 Developing competencies and experience

The delegation of the Program Manager responsibilities because of absence

should be informed officially by e-mail to the main stakeholders.

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Appendix A: Templates
 Meeting Agenda
 Minutes of Meeting
 Program Status Reporting
 Sponsor Status Reporting
 Transfer Steering Status Reporting (TSS)
(Template Location on the cloud to be added here)

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APPENDIX B: KEY TERMS

The following table provides definitions and explanations for terms and acronyms
relevant to the content presented within this document.

Term Definition
CEO Chief Executive Officer

CPMO Corporate Management Office

FBS Falcon Board Status Reporting

FES Falcon Executive Status Reporting

TSS Transfer Steering Status Reporting

PM Project Manager

PgMO Program Management Office

HL High Level

Q&A Questions and Answers

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Appendix C: Overcoming Communication Barriers

This is a general briefed topic that inserted in this document to get the attention to
communication barriers and how to solve them.
Table 3 : Communication Barriers

Communication Barrier Overcoming Communication Barriers

Individual

The most important individual skills here in

Interpersonal
Active Listener

Individuals should select the appropriate

Selecting wrong channel or medium
communication channel

Senders and receivers should make a special

Semantics
effort to understand each other's perspective.

Managers should be willing to get out of the

Sending inconsistent cues between verbal
office and check communications with others
and nonverbal communications
(Management by Wandering Around)

Organizational

The managers should create a climate of trust

and openness. Open communication and
Status and power difference
dialogue can encourage people to communicate
honestly with one another

Differenced across departments in terms Managers should develop and use the formal
in needs and goals information channels in all directions

Managers should encourage the use of multiple

Absence of formal communication
channels, including both formal and informal
reduces communication effectiveness
communications

Insufficient information flows among the The structure should fit the communication
teams to execute the tasks needs to execute a task

Poor coordination so different

System of organizational feedback and learning
departments are working in isolation
can help to overcome problems of poor
coordination

- End of Document -

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