2008

Philip de Kock

ERP Type Implementations

5/20/2008

Communication Strategy Template

1. Purpose

This document outlines the broad communication strategy for the implementation of the XXX project. It is believed that the global communication in a project context should be targeted to support the process of managing resistance, facilitating adoption and ultimately ownership for the final deliverable. This document is developed in conjunction with the project leader and sponsorship strategy so as to ensure the effective use of these role players in the communication process. As such the structure of the document is informed by the following, in terms of the Kurt Lewin Model:

Unfreezing the organization Ensuring a smooth transition Managing the entrenchment of the “To Be” vision and state

This strategy should also be developed in conjunction with the tactical communication plan that gives effect to these strategies. The paragraphs that follow outline these aspects in more detail.

2. Communication Strategy

2.1 Preparation Phase (“Unfreezing”)

*In this phase strategies need to be developed that communicate the following:

What is the current reality Why is there a need for the project How does the project align with business strategy What is the vision (envisaged final benefit)

Strategies (*for each of the above areas, develop a strategy that states)

What (needs to be achieved) Why (rationale for the desired result) How (approach – a broad statement that outlines action) Who (who is the target population, and is accountable for the

communication)

2.2 Business Blueprint Phase (Start – “Unfreezing” ; End – “Transition”)

*At the start of this phase strategies need to be developed that communicate the following:

How does the project align with business strategy What is the vision (envisaged final benefit) What is the final deliverable The project identity ( a name and “story” according to which the project,

progress, successes and challenges can be communicated The above should be provided in the format of an “elevator speech” – a

short concise message that can be understood and communicated by most supervisors and leaders in the organization

Strategies (*for each of the above areas, develop a strategy that states)

What (needs to be achieved) Why (rationale for the desired result) How (approach – a broad statement that outlines action) Who (who is the target population, and is accountable for the

communication)

*Towards the end of this phase strategies need to be developed that communicate the following:

The roadmap for the project (using the “story” referred to above) Practical outline of the end state How communication with key role players will take place When communication with key role players will take place What support (feedback and questions, counselling) will be available How affected role players will be enabled to position themselves in the

process – demos, training, role clarification etc

Strategies (*for each of the above areas, develop a strategy that states)

What (needs to be achieved) Why (rationale for the desired result) How (approach – a broad statement that outlines action) Who (who is the target population, and is accountable for the

communication)

2.3 Realization and Final Preparation Phases (“Transition”)

*In this phase strategies need to be developed that communicate progress and success in terms of the following:

The roadmap for the project (using the “story” referred to above) Communication with key role players Support (very important, what orientation and training will take place) How affected role players are enabled

In addition should strategies be developed that enable feedback from key role players, and effective integration of these into the process

Strategies (*for each of the above areas, develop a strategy that states)

What (needs to be achieved) Why (rationale for the desired result) How (approach – a broad statement that outlines action) Who (who is the target population, and is accountable for the

communication)

2.4 Go Live Phase

In this phase of the project the following are important:

Reflecting back and showing the significant progress made Again showing the benefits Assurance that role clarification will take place Symbolically identifying those who have gained new skills (example T-shirts

with SAP R/3 Certified, or “SAP R/3 Drivers Licence” etc Communicating how demobilization will take place At the end of Go-Live to celebrate success

Strategies (*for each of the above areas, develop a strategy that states)

What (needs to be achieved) Why (rationale for the desired result) How (approach – a broad statement that outlines action) Who (who is the target population, and is accountable for the

communication)

2.5 Post Go-Live (Close Out)

During this phase the following should be communicated and addressed:

New roles and structures Lessons learnt Proper demobilization and re-induction of staff who served in the project Achievement of the initial “To Be” state Next steps in continuous improvement

Strategies (*for each of the above areas, develop a strategy that states)

What (needs to be achieved) Why (rationale for the desired result) How (approach – a broad statement that outlines action) Who (who is the target population, and is accountable for the

communication)