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8: Planning communications and configuration management in the project -…

- - - - Within the framework of the implemented strategy, informing is not limited solely to providing employees with the necessary information about the project. The goals of the information are aimed at increasing the loyalty of the company's staff to the project, which serves to achieve the ultimate goal of change management - to ensure a painless transition to a new business standard. The information process has three main goals:
        
        providing the target audience with information about the goals, objectives and results of the project:
        
        inform the company's employees about the project, its importance and benefits;
        
        ensure the availability, correctness and timeliness of receiving information about the project;
        
        maintain interest in the project at all phases of its implementation;
        
        providing the target audience with information about the awareness of the project team about upcoming changes in the functional environment and organizational structure of the company, and about the problems associated with them:
        
        ensure timely receipt of information about upcoming changes by target audiences;
        
        to form an image of the project as an open, transparent and accessible initiative;
        
        implement the collection of information about the expectations/concerns of business experts about upcoming changes;
        
        providing the target audience with information about plans for the transition to new processes, responsibilities, and methods of work:
        
        to form an image of the project as an initiative ready to provide feedback, answer questions and help in solving upcoming problems;
        
        ensure that end users are informed in advance about upcoming change management activities;
    - - Indication of specific persons responsible for project communications and their place in the organizational structure of the project.
    - - Based on the information goals described above, it is advisable to allocate three target groups to which the actions described in the communication plan will be directed. The differences between the selected groups, characterized by the degree of responsibility/participation in the project, the hierarchy of positions within the company, and, consequently, loyalty to the results of the project, determine the use of several channels and information measures for each of them.
      - Business experts
        
        As a rule, they are managers or leading specialists of linear divisions, have full information about existing business processes in a specific area, take part in coordinating the list of process changes.
      - Responsible for transformations (1st and 2nd level)
        
        The first level is represented by employees from among the heads of directorates and departments, who act as the main point of contact between the change management group and the network responsible for implementation. The level of their awareness and active participation in the change management process is critical for the implementation of the project.
        
        The second level is represented by employees at the level of department heads who are responsible for implementing change management measures at the local level, as they are the link between the network of those responsible for transformations and end users
        
        Business experts can be among those responsible for transformations.
      - End users
        
        Employees of the company who will subsequently deal with new processes and systems in their daily work. The goals of informing are primarily aimed at increasing the level of acceptance of the system by this particular target audience.
      - Communication channels
        
        It is recommended to enumerate the channels of project communications in the context of the categories reflected in the template (see Table 7.1).
        
        To identify the effectiveness of existing formal communication channels, a list of recommended questions is provided below.
        
        How quickly and how often are the official decisions of the company's management broadcast through these communication channels?
        
        Which stakeholders can be informed through this channel?
        
        How applicable and effective is this communication channel: is there a responsible person, is it possible to use it for internal and external communications?
        
        How is this communication channel evaluated?
        
        How does this channel meet modern information needs, does it have an interface for interaction with new information and communication technologies?