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Draft Communication Plan For Halliburton Intranet Re-Development May 2003

Draft Communication Plan For Halliburton Intranet Re-Development May 2003. Overview.

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Draft Communication Plan For Halliburton Intranet Re-Development May 2003

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  1. Draft Communication Plan For Halliburton Intranet Re-Development May 2003

  2. Overview • This communication plan for the Halliburton Intranet Project contains guidance for various levels of stakeholders (SH). The purpose of this communication plan is to provide a roadmap for communicating changing processes and technology enablers associated with this overall project. This plan will help ensure a smooth and well-paced transition which reduces the depth and duration of the disruption to the organization caused by changes. This plan also helps to mitigate any issues which may lead to resistance to change (e.g., history of failed attempts, faulty or missing organizational enablers, doubts about the strength of sponsorship, technology that was not accepted). • This plan was created through meetings with various stakeholders. This plan will not “go into effect” until it is reviewed and agreed to by SH Group 2 (Steering Committee). • Note: The scope of this plan focuses on the content management, taxonomy and portal development elements of this project. This plan applies to the overall conversion of Halliburton Intranet sites rather than to specific sites. Individual sites will receive specific attention.

  3. We followed the following steps in creating this communication plan Execution Final Action Planning Iteration & Follow-up Communications Plan Stakeholder Responsibilities Complexity Communication Strategy Four Phases: Preparation Support Review Delivery Halliburton Intranet Project Identify Stakeholders Time

  4. 6 Stakeholder Groupings Identify Stakeholders • For the Halliburton Intranet Re-Development communication plan, there are six key stakeholders groupings which will participate to varying degrees Table 1: Stakeholder (SH) Groups

  5. SH-1a – Strategic Sponsors SH-1b – Operational Sponsors Extended Team SH-5 Site Leader- ship SH-4 Strategic Direction Core Team SH-3 Operational Goals & Objectives Tactical Implement- ation Core Team Content Owners Streamlined Comm Plan Best Practice User Requirements Training Measurement Portal Managers Cultural Roles Change Site-Specific SHs Authors Approvers Users Halliburton Intranet Governance Model for the Halliburton Intranet Re-Development Communication Strategy Steering Committee SH-2 CMS *** Taxonomy *** Portal Conceptual Representation

  6. Communication Channels Communication Strategy • This table summarizes the formal and informal channels for communicating project details during development and deployment (and later). • Table 2: Formal and Informal Channels Note: an asterisk indicates that there are opportunities for a feedback.

  7. Defined Stakeholder Responsibilities Stakeholder Responsibilities We created this table to define stakeholder participation across communication channels. 1 = primary source of information; 2 =secondary source of information; N/A = not applicable. Potential feedback loops are marked with an asterisk (*). Table 3: Template for Stakeholder Participation Key: SH-1a – Strategic Sponsors; SH-1b – Operational Sponsors; SH-2 – Steering Committee; SH-3 – Core Team; SH-4 – Site Leadership; SH-5 – Extended Team

  8. Timeline for Communication Planning Final Action Planning Train the Trainer Sessions CMS Competitions Working Sessions Complexity Training Manual Training Courses Presentations Criteria: Portal Primary Halworld Secondary All End Users Aware of New Portal Help/Support Available for all Users Online Training Regular Meetings Teleconferences Workgroup Portal Newsletters Surveys Begin Communication Planning Informal Communication May 2003 Aug 1 July 31, 2004 Time

  9. Communication Plan – Core Team Final Action Planning Table 4: Core Team Communication Plan

  10. Metrics • Communication Planning is most effective when supporting behavioral change. The purpose of measuring communication planning is to assess how effectively the plan has achieved the desired goals and objectives. Some of the best means for measuring the effectiveness of the this plan are: • -- Project team feedback • -- Senior management feedback • -- User feedback • -- User satisfaction surveys (as necessary) • -- Increased work efficiency for core and active team members • -- Timeliness of delivery of communication plan elements • -- Hits to the portal • -- Number of times documents accessed

  11. Next Steps Next Steps for Communication Plan Creation and Execution: Step 1 – Tim and Mary Rose review and approve plan; then send copy to Steering Committee Step 2 – Steering Committee review and approve plan – Friday COB Step 3 – Tim and Mary Rose work with Project Teams to begin implementing approved plan; measure progress of the plan

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