Kick off Meeting
Internal Kick off Meeting
Internal Progress Meeting
Stakeholder Meetings
Progress Meeting
Design Reviews
Project Audit
3-"Documents & Correspondence"
-E-mail (Informal)
-Verbal
-Fax (Formal)
-Letters (Formal)
-Transmittals (Formal)
-Internal Distribution of Project Documents
-Documents Filing
...
2 replies by Navaid Ur Rehman and Todd Woicik
Feb 03, 2024 5:02 PM
Todd Woicik
...
I really appreciate your response and love the categorical breakdown which is exactly what I was trying to think of and couldn't put it together until you posted this and I greatly appreciate it Thank you so much.
It really depends on how you plan to use it. A matrix is a tool to cross-reference 2 sets of things. With all tools, form should follow function. You might organize by who needs to be involved at what level under various circumstances similar to an RACI matrix. You might document communication types by subject.
There is an outstanding free webinar titled, "Breaking Down Large Scenarios for Acceptance Testing" that I would highly suggest to consider what you need in your matrix. It's written about software, but the logic applies to processes performed by people too.
The intent of of this kind of matrix is to steer behavior when situations occur to achieve a consistent outcome. The webinar discusses how in software development (or in your case, communication process development), the language of behavior driven development it is useful to define desired behaviors. Those statements are written in the format Given When Then. In the context of a communication matrix, that could be, Given that the materials are vendor purchased, When a change is needed to the quantity, Then the Contracts representative must be informed in writing.
To create the most useful categories, I find that it is far easier to write down all your ideas first, and then organize them into categories as the patterns emerge. It is much easier in practice than trying to create a set of categories and then force the elements of your process into that structure. Brainstorm with the team what communication behaviors you want the matrix to control, write them in the Given When Then format, and that structure makes them easier to group into categories.br type="_moz"
...
1 reply by Todd Woicik
Feb 03, 2024 5:00 PM
Todd Woicik
...
Hey Keith thank you very much that was very insightful and I do like doing things organically instead of forcing the issue I have a son that lives up there He's with AWS off the river so beautiful You're very blessed to be there enjoy and thank you
It really depends on how you plan to use it. A matrix is a tool to cross-reference 2 sets of things. With all tools, form should follow function. You might organize by who needs to be involved at what level under various circumstances similar to an RACI matrix. You might document communication types by subject.
There is an outstanding free webinar titled, "Breaking Down Large Scenarios for Acceptance Testing" that I would highly suggest to consider what you need in your matrix. It's written about software, but the logic applies to processes performed by people too.
The intent of of this kind of matrix is to steer behavior when situations occur to achieve a consistent outcome. The webinar discusses how in software development (or in your case, communication process development), the language of behavior driven development it is useful to define desired behaviors. Those statements are written in the format Given When Then. In the context of a communication matrix, that could be, Given that the materials are vendor purchased, When a change is needed to the quantity, Then the Contracts representative must be informed in writing.
To create the most useful categories, I find that it is far easier to write down all your ideas first, and then organize them into categories as the patterns emerge. It is much easier in practice than trying to create a set of categories and then force the elements of your process into that structure. Brainstorm with the team what communication behaviors you want the matrix to control, write them in the Given When Then format, and that structure makes them easier to group into categories.br type="_moz"
Hey Keith thank you very much that was very insightful and I do like doing things organically instead of forcing the issue I have a son that lives up there He's with AWS off the river so beautiful You're very blessed to be there enjoy and thank you Saving Changes...
Kick off Meeting
Internal Kick off Meeting
Internal Progress Meeting
Stakeholder Meetings
Progress Meeting
Design Reviews
Project Audit
3-"Documents & Correspondence"
-E-mail (Informal)
-Verbal
-Fax (Formal)
-Letters (Formal)
-Transmittals (Formal)
-Internal Distribution of Project Documents
-Documents Filing
I really appreciate your response and love the categorical breakdown which is exactly what I was trying to think of and couldn't put it together until you posted this and I greatly appreciate it Thank you so much. Saving Changes...
Navaid Ur RehmanAdditional Director / Project Management Expert /Writer /Trainer| Confidential (Pakistan)Karachi, Sd, Pakistan
Feb 03, 2024 5:27 AM
Replying to Navaid Ur Rehman
...
Communication does not mean only discussion, it may depend on the following:
-Delivery Method
-Frequency
-Owner
-Audience
Below are the some attributes of Communication management Plan
Ours is very similar to a phone listing, but more practical and limited. Our method lists the function or office name or job title (whichever most descriptive/relevant) on the left column. The remaining column headings are:
(1) who currently fills that position or is action officer [not necessarily the boss] for that office, and job title if not duplicated.
(2) contact info column [Office name/code, building, room, phone, org-email, etc.]. We just put it all together in a short list.
(3) a “provides…” column. We fill in with short bullet points. Can be information, service, equipment, etc.
(4) a “decides…” column. Also bullet points.
The most important part for us is making the info intuitive. For example, if the office name or the job title isn’t well known or doesn’t adequately describe why we contact them, we just list why instead. For example, we have survival skills training that we coordinate through the Physical Security Manager in the Security Office. In the far left column, we list “Survival Training” instead of “Security Office” or their job title because that is more intuitive and relevant.
...
1 reply by Todd Woicik
Feb 05, 2024 9:59 PM
Todd Woicik
...
Thank you so much, the insights I am gaining from everyone are amazing, and much appreciated!
Todd, I would like to bring to your attention Prosci's 10-Item Checklist for Change Management Communication, a comprehensive guide designed to help create and evaluate effective communication plans. You can download it here:
Per Prosci's Communications Checklist, which draws from more than two decades of benchmarking research, preferred senders should repeat key messages five to seven times. When communicating a change, it is essential to repeat critical messages multiple times. People tend to immediately think about how the change will affect them and may miss important details. We should share these messages more often than we may initially think.
Furthermore, Prosci recommends that the first communication about a change should always focus on the following: 1. why the change is happening, 2. why is it happening now, and 3. the risk of not changing. It is crucial for the change team to ensure that the communications strategy consistently reinforces "the why behind the change" during the entire project lifecycle. This is especially important for change initiatives with a long period between the initial communication and implementation.
At the same time, Prosci's research has found that face-to-face communication is the most effective mode of communication for change initiatives. While meeting someone live in person or virtually may take more time, the effort delivers far more value than an email message.
...
1 reply by Todd Woicik
Feb 05, 2024 10:04 PM
Todd Woicik
...
Thank you so much, and agree wholeheartedly, face to face communication takes more effort, but in the long run is well worth the effort especially when changes must be made. Thank you!
Ours is very similar to a phone listing, but more practical and limited. Our method lists the function or office name or job title (whichever most descriptive/relevant) on the left column. The remaining column headings are:
(1) who currently fills that position or is action officer [not necessarily the boss] for that office, and job title if not duplicated.
(2) contact info column [Office name/code, building, room, phone, org-email, etc.]. We just put it all together in a short list.
(3) a “provides…” column. We fill in with short bullet points. Can be information, service, equipment, etc.
(4) a “decides…” column. Also bullet points.
The most important part for us is making the info intuitive. For example, if the office name or the job title isn’t well known or doesn’t adequately describe why we contact them, we just list why instead. For example, we have survival skills training that we coordinate through the Physical Security Manager in the Security Office. In the far left column, we list “Survival Training” instead of “Security Office” or their job title because that is more intuitive and relevant.
Thank you so much, the insights I am gaining from everyone are amazing, and much appreciated! Saving Changes...
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