PM FPX 4050 Assessment 4 Stakeholder Communications Management Plan

PM FPX 4050 Assessment 4 Stakeholder Communications Management Plan

Name

Capella university

PM-FPX4050 Communication and Stakeholder Management

Prof. Name

Date

 

Executive Summary

The Alfred iOS software update necessitates a project team that can effectively collaborate and communicate. After a thorough review of qualified individuals, ten stakeholders were selected to join the project. These stakeholders include Rachel Davis, Lowell McLaughlin, Reed Massey, Brad Anderson, Peter Kennedy, Julie Ellsworth, Alex Lopez, Brandon Matthews, Casey Walters, and Shannon Coleman. With the team now assembled per the project charter, it is crucial to establish an efficient communication flow among the company’s stakeholders.

A written and verbal communications model has been selected to meet the communication needs of the team. This approach ensures that every stakeholder can effectively engage and contribute to decision-making processes. Based on stakeholder analysis and engagement requirements, it was found that all team members could communicate through email, phone calls, or video conferencing. The communication must be executed using clear strategies, including active listening, appropriate technology, and a robust communication management plan. This will facilitate smooth interactions and decision-making whether the team is working remotely or onsite.

The project team has documented a comprehensive stakeholder communication plan. This includes a stakeholder registry, communication requirements, a flowchart for communication processes, an escalation process for resolving communication conflicts, and monitoring methods for communication control. All these components are essential in ensuring the success of the Alfred iOS update project.

Stakeholder Registry

The table below represents the stakeholder registry for the CapraTek Alfred project. It outlines each stakeholder’s position within the organization, their responsibilities, level of authority, interests in the project, and whether they are internal or external stakeholders.

Stakeholder Name	Position	Responsibility	Authority	Interest	Internal/External
Rachel Davis	Senior Project Manager	Day-to-day management of CapraTek’s Alfred software updates	High	Interested in project scope, schedule, budget, and quality	Internal
Lowell McLaughlin	General Counsel	Legal advice on software updates, cybersecurity, and social media	Low	Focused on legal aspects of the update	Internal
Reed Massey	Owner	Confirm project milestones	Low	Project status updates	Internal
Brad Anderson	VP of Product Development	Oversees product development and quality	High	Ensures product quality and customer satisfaction	Internal
Peter Kennedy	Director of New Product Development	Oversees quality management and Smart Home wireless technology	Medium	Interested in improving software engineering and quality	Internal
Julie Ellsworth	Director of Product Alliances	Maintains contact with partnered companies regarding updates	Medium	Coordination of updates and bug fixes with partners	Internal
Alex Lopez	Director of Marketing	Marketing strategies for Alfred products	Low	Development of marketing plans for product launch	Internal
Brandon Matthews	Software and Development Architect	Standardizes development work and design decisions for the software update	High	Software design and architecture	Internal
Casey Walters	Customer Service Manager	Researches sales trends and customer satisfaction	Medium	Customer feedback and experience	Internal
Shannon Coleman	IT Business Analyst	Analyzes business requirements and provides hardware and software recommendations	High	Business analysis and project goals	Internal

Stakeholder Communication Requirements

The following table outlines the communication requirements for the key stakeholders in the CapraTek Alfred project. It includes the impact on project communications, desired frequency of communication, engagement expectations, and key questions for each stakeholder.

Stakeholder Name	Impact on Communications	Frequency of Communication	Engagement Expectations	Key Questions
Rachel Davis	Communicates with teams piloting Agile methodologies and provides reports	Monthly status updates	Email, Video Conference	How has the new software affected the project’s scope? Are we on schedule and within budget? What recommendations do you have for optimizing quality?
Lowell McLaughlin	Communicates legal issues with stakeholders and expects updates	Weekly executive communications	Video Conference, Phone Call	What advice do you have regarding social media updates? How should we address cybersecurity concerns?
Reed Massey	Must be informed of project milestones and key reports	Routine meetings	Email, Video Conference	Are you satisfied with the software updates? Would you like any changes? How do you feel about the project’s progress?
Brad Anderson	Oversees product quality and user experience	Status updates only	Email (summaries, dashboards)	How can we improve the software’s development? Is the update meeting your quality standards?
Peter Kennedy	Communicates with all stakeholders and oversees quality management	All meetings	Video Conference, Phone Call	Are there new quality management processes in place? Can you guide the improvement of Alfred’s technology?
Julie Ellsworth	Communicates with partner companies about project updates	Weekly project updates	Email, Text, Phone Call	Can you update our partners about the project status? How have they responded to the marketing strategies and bug fixes?
Alex Lopez	Oversees the marketing strategy for Alfred	Weekly updates on scope and schedule	Email, Text	Can you develop new marketing strategies for the product launch? What progress has been made on the marketing plans?
Brandon Matthews	Oversees software development and communicates technical decisions	As needed	Email, Video Conference	Can you standardize the design and architecture of the software update? How will these changes affect the overall project?

Internal and External Stakeholders’ Roles in Project Communication

Stakeholder communication plays a vital role in the success of any project. Engaging with internal and external stakeholders ensures that project updates, concerns, and strategies are properly communicated to those involved. This section discusses the various stakeholders, their roles, communication preferences, and the impact they have on project success.

Internal Stakeholders

Casey Walters – Customer Service Manager

Casey Walters is an internal stakeholder holding the position of Customer Service Manager. Her responsibilities include researching sales trends, gathering consumer satisfaction data, and managing the customer service team. With a medium level of authority, Casey plays a key role in influencing software updates for the Alfred product. Her interest in the project revolves around ensuring the new software satisfies customer demands and identifying improvements for future updates.

Impact on Project Communications: Casey communicates with those responsible for project timelines, product release dates, and public communications. She ensures that updates align with customer needs and expectations.

Desired Frequency of Communication: Communication is required only when significant updates or public communications need to be shared.

Engagement Expectations: Casey prefers email or phone calls for communication when necessary.

Questions Asked to Stakeholder:

• Have you gained insights into customer demands, and what stands out?
• Do you feel the Alfred software update meets customer needs?
• Are there future improvements you would like to recommend?

Shannon Coleman – IT Business Analyst

Shannon Coleman, an internal stakeholder and IT Business Analyst, holds a high level of authority in the project. Her role involves interacting with stakeholders regularly, analyzing data, and providing recommendations on hardware and software procurement. Shannon’s interest in the project focuses on budgeting, forecasting, and solving business problems through technological solutions.

Impact on Project Communications: Shannon interacts frequently with stakeholders and is responsible for providing updates to the project manager, customer service, marketing, operations, and external reviewers.

Desired Frequency of Communication: Shannon prefers weekly status updates and daily communication for urgent matters.

Engagement Expectations: Shannon prefers email or video conferences for communication.

Questions Asked to Stakeholder:

• Have you gathered IT data on the Alfred product?
• Are there new opportunities we should pursue for the software update?
• Are there hardware or software solutions that would complement our project goals?

Conflict Escalation Process in Communication

Conflicts in project communication are inevitable. The key to successful conflict resolution lies in how the team handles disagreements. Morton Deutsch, an authority on conflict resolution, outlines steps that include cooperative problem-solving, open communication, and the involvement of neutral parties when necessary.

Scenario:

Project team members A and B disagree on an update for the Alfred software. While team member A wants to add a security feature to control home locks, team member B believes the focus should be on fixing existing bugs before adding new features. This disagreement causes timeline delays and escalating tension.

The first step to resolving the conflict involves a one-on-one conversation between team members to facilitate open communication. If this fails, the conflict is escalated to the project manager and, if necessary, to higher authorities within the organization, such as CapraTek’s Director. In extreme cases, team members may be reassigned to different projects to prevent further disruption.

The resolution process is essential in maintaining a positive and respectful work environment at CapraTek, ensuring the success of the project.

Communication Control and Monitoring Process

Effective communication control and monitoring are crucial for maintaining a productive workplace environment. These processes involve setting clear expectations for communication, regularly monitoring stakeholder interactions, and addressing conflicts when they arise.

Monitoring Communication:

The project manager uses stakeholder surveys and issue logs to monitor communication. These tools help identify successful communication strategies and address any shortcomings.

Controlling Communication:

The project manager initiates communication control through meetings and individual stakeholder consultations. These interactions ensure that communication expectations are clear, and all stakeholders are comfortable with the methods of communication used.

References

Capella University. (n.d.). CapraTek: Developing a Stakeholder Registry. Capella University. Retrieved January 15, 2022, from https://media.capella.edu/CourseMedia/pmfpx4050element236965/wrapper.asp

Deutsch, M. (2015, February 11). Conflict escalation – Easy steps to manage and resolve your conflicts. Conflict Escalation – Easy steps to manage and resolve your conflicts. Retrieved January 19, 2022, from http://blog.mediate2go.com/2015/02/conflict-escalation.html

Jordev, S. (2016, February 9). 6 ways to effectively communicate with stakeholders. Celoxis. Retrieved January 19, 2022, from https://www.celoxis.com/article/6-ways-to-effectively-communicate-with-stakeholders

PM FPX 4050 Assessment 4 Stakeholder Communications Management Plan

PMEducation. (n.d.). Communications-Monitor & Control. projmgt. Retrieved January 19, 2022, from https://www.pmeducation.com/communications-monitor-and-control