This chapter is from the book
This chapter is from the book
This chapter is from the book
Using the QUOTE System
During the Transfer Phase, the organization changes the very infrastructure of the IT environment. Communications is one of the best agents of change. It is a significant process, but it cannot stand alone. Training and proper solution design are required to support the communications process.
Communications is one of the most important aspects of a project, yet it is often forgotten or simply not deemed important during the initial phases of a project. In an EMF, a solid relationship between IT and users is crucial. The best way to build this relationship is through a strong communications program. During your deployment, you'll have to ensure that the communications program does not fall through the cracks.
Case Study
Implementing a Project Communications Program
|
Organization Type |
Public Sector |
|
Number of Users |
5,000 |
|
Number of Computers |
5,500 |
|
Project Focus |
Windows 2000 Deployment |
|
Project Duration |
1 Year |
|
Specific Project Focus |
Deploy a New System Management Structure with Windows 2000 |
|
Administrative Type |
Decentralized |
This organization chose to manage the entire deployment program internally with the support of key consultants. As such, the majority of the project was managed and delivered by internal personnel.
A consulting firm was hired to design the communications program for the project. Because the project seemed to be lacking structure, the communications team designed the communications plan as a deployment plan, listing all the activities required at each phase.
The project team also identified that they did not have the appropriate communications agents within the team, so they requested help from the human resources and communications departments. Both departments created special project support teams to respond to the technical project's requirements.
Using the communications plan, the new project personnel (from the communications department) supported the project throughout its delivery. This enabled them to identify additional impacts on the user base and proactively manage them through targeted communications to specific audiences.
In addition, they were able to transform the plan into a generic project implementation communications plan.
They were thus able not only to manage change during the initial deployment project, but also to be ready and prepared for any future technological innovation or change within their organization.
Chapter Roadmap
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Use this flowchart as a guide to understand the concepts covered in this chapter.