Cornell Project Management Methodology (CPMM)

CPMM Communication Plan

A well-planned project has a well-planned communication strategy. These are guidelines and options when creating a project Communication Plan. The
purpose is to keep stakeholders and outside parties informed and involved in the project. You must edit the text to reflect the communication needs of
your project.
Project Name:
Business Unit / Program Area (Customer) / performing Organization:
Sponsor and / or Project Director:
Proposed Project Start Date:
Proposed Project End Date:
Project Manager:
Project Team:
Key Contact, Phone #(s):
Last Updated:

What Who/Target Purpose When/Frequency Type/Method(s)

<Initiation <Key stakeholders*> <Gather information for Project <FIRST <Meeting
Meeting> Initiation Plan> Before Project Start Date> Template:
CPMM_ProjInitPlan>
<Distribute <Key stakeholders*> <Distribute plan to alert <Before Kick Off Meeting <Document distributed via
Project Plan> stakeholders of project scope Before Project Start Date> hardcopy or electronically. >
and to gain buy in. >
<Project Kick <All stakeholders> <Communicate plans and <At or near Project Start <Meeting>
Off> stakeholder Date>
roles/responsibilities.
Encourage communication
among stakeholders. >
<Status Reports> <All stakeholders > <Update stakeholders on <Regularly Scheduled. <Distribute electronically and
progress of the project. > Monthly is recommended post on project repository:
for large and mid-size Template:
projects. > CPMM_StatusReport>
CPMM Communications Plan 1 Appendix 4-5
Template Version 05 12 05
 Cornell Project Management Methodology (CPMM)

What Who/Target Purpose When/Frequency Type/Method(s)

<Team <Entire project team. <To review detailed plans <Regularly Scheduled. <Meeting
Meetings> Individual meetings (tasks, assignments, issues, Weekly is recommended Template:
for sub-teams, and action items). > for entire team. Weekly or CPMM_MtgAgendaMin>
technical team, and bi-weekly for sub-teams as
functional teams as appropriate. >
appropriate. >
<Project Steering <Project Steering <Update Project Steering <Regularly Scheduled. <Meeting
Committee Committee and Committee on status and Monthly is recommended. Template:
Meetings project manager> discuss critical issues. Work > CPMM_MtgAgendaMin>
(This may apply through issues and change
only to larger requests here before
projects) > escalating to the Sponsor(s). >
<Sponsor and/or <Sponsor(s and/or <Update sponsor(s) and/or <Regularly scheduled at <Meeting
Executive executive sponsor) executive sponsor on status sponsor level Template:
Sponsor and project and discuss critical issues. (recommended monthly) or CPMM_MtgAgendaMin>
Meetings** manager> Seek approval for changes to as needed at executive
(This may apply Project Initiation Plan. sponsor level.
only to larger Review status reports, issues, Hold when issues cannot
projects.) > and risks. To identify and be resolved or changes
communicate potential risks need to be made to Project
and issues that may affect the Initiation Plan. >
schedule, budget, or
deliverables. >
<Post Project <Project manager, <Identify improvement plans, <End of project or end of <Meeting/Report
Review> key stakeholders, lessons learned, what worked major phase> Template:
and sponsor(s). > and what could have gone CPMM_PostProjReview>
better. Review
accomplishments. >
<Quarterly <Project manager <Review overall health of the <Quarterly or at critical <Meeting/Report>
Project Review or and key project and highlight areas that milestones depending on
End of Phase stakeholders. > need action. > size and criticality of the
Review. project. >
(This may apply
only to larger
projects.) >

CPMM Communications Plan 2 Appendix 4-5

 Cornell Project Management Methodology (CPMM)

What Who/Target Purpose When/Frequency Type/Method(s)

<Presentations to <Examples: PM <To update CIT groups and <At project milestones so <Presentation/
Special Interest Advisory Group, external groups to promote as to communicate, with Demonstration>
Groups> SRM, SRM+, CCD's communication and create other interested parties, the
(to become IT awareness of project changes that will be
Managers Council), interdependencies. > introduced outside of the
SIGS (to be project team. >
established as per
workforce planning)
etc. >
<Project <ALL CIT and OIT <Central location to house <Update monthly with
repository (this project team status reports, meeting status reports; otherwise,
row is a members. > minutes, project description, as necessary. >
placeholder until and Project Initiation Plan. For
repository is any communications that can
determined) > be shared with all OIT/CIT staff
and Customers. >
<Periodic Demos <Specific focus <To gain input from special <Once product has enough <Presentation/Discussion>
and Target groups or end users. groups and keep them abreast to “show”. As you
Presentations> Examples: of the project’s status. > complete critical phases or
Helpdesk, SIGs, make major
Forums (TSP, CIT enhancements. >
division, etc.),
Student Assembly IT
Committee, FABIT,
etc. >
<Other…> <To be determined <General communications> <As needed> <Email lists, CIT Forum,
by the project team> uPortal.cornell channel,
announcements, etc. >

*Key Stakeholders are a subset of Stakeholders who, if their support were to be withdrawn, would cause the project to fail.

CPMM Communications Plan 3 Appendix 4-5