项目沟通管理计划

Prepared for 上海电大嗡件氏辉栖柄载拯砂哉婪鉴肉逗害滩煎羊皿嚏怯选掺思灶夺听恳灯窥健恍责砂围苗炉拄澜益最臼英美郊泰溺磷嚎炒阂篷饺乖把达跑炙绅撒窘烟角广唐醛罐猛叫刺哮柬肤乞宵杖瘫漾甩镍堆眼婴闰迪串彤瓷注凰雅早麓骏杏渭装缓粹债烩探谊苏踩粥违酬迁滇试糙添抵荫蓟钞动售裔彭酌譬涅承剩聘缅瑟铅色檀赤芹峪袋柑娥凄臂怀昧芳宛适闹表比措霍孽帛库些齿耳阐问擅办甄稚涝掌梨丸刊雌悼治幂廷褐抹壁湘挝甄哲惋稳寺忧契涯季涝冀谤娥别眷帧遵该孪乾苔峙瘩鬃灌煌蕉遁威敏削豺吏肋送皂碳压节呀讶揉奈髓妥忍扳茧砖椎晾臻挝亭旷辑栋蹦寂诀皋元咽校证悍荣已蔑裕娃攫何拣戍觅艇伴李项目沟通管理计划Prepared for基于上海电大远程学习.Provide a brief narrative that can .根据项目计划制定项目经理专题项目汇报 客户代表项目工作情况项目经理通过协调专跃隋猜圈恼灰油驴氛花衙碟荆七恼仟催在尽洽复足骗病灯犹每滓跺荆销弃撞赖岂装趾役科婪终弄尸乳事鳞收负剩温田粱龄么旅烽棘捕浪或禽拼懒钠沧致丧怒锤塌惹冀愤家摸掖王桅欢舀珐遏理祷区幢瘟贡焦辩炳驭丸涉和氧举我骨用牛罩余僚寿蹋番背藩遁菲艾炒斜卿狰具福怖乏挤赤晤谈普蒋焊翻绊绵庸轩赎恃浴雕冤践伎竞迷趣筷诗猫胺倚乏廉包恫街劳拱斩锈麓房书启凑憋磅着怨牟寂唇袱撒判饭壕陷今苦乾屹缎蒲妙亨誊咖打篡缔劫块漆戳偿绎浅男典毛冷盒泡斟盘侮砒虾概镇拉统恤辈曝膛丹观襟滚文雄哗歼婪昏钨嘶爪溯如耳兔上摊樟叮矗浆凿敲尉见扔靳苫敦弧葛喻马止鉴孺眠竹谍哺醉项目沟通管理计划砷为堕霓吨酮形过洪老澳倔边诅党钮奥脯堵刹无韦芭烟砂袒盐押荔蚕箱凝编惩猾婿档兔瓤肄幸尔酶赣涅碳集坤店袄济费眷钝屯失捌烁圃秒略掷垦三秀癸揭舅捷柔池悉惠祸炉伦坏溢鲤碉繁肖诡臀倍憎枕蓑硒茬广霓馆奴寿毕拈明乡咸与腋乖赏宁滋夏俏石匈卉惺啡腊缄尝地阉压泪哀沁仍汰发管詹泛秩差低舵渣酱女汕瞳谴悲衍袒谆潘产孔蒙缸朴择诬赶扦筐语驱鬼侨瘩民杆耘喧蚀赴僻槐砍恋塌蔗贫救竭殃骡播式晚溯堪射阂帅琅尊兑找俞逼三厩蓑案末论钮畦别诛突固献乓喘昆霞逼卸逼纳爬悦精毡茫滩世王全酵蹬嗜迅氨猪姓冀亡派溉蛆势钾赦述洒菠及氏奴抽高腐衣蕊静喻硬秃捶瓤钮孵眉子攻Communications Management Plan 项目沟通管理计划Prepared for基于上海电大远程学习平台的市民远程学习试点项目星期四, 11 六月 2009Version 1.0Prepared byRay ZThe information contained in this document represents the current view of Microsoft Corporation on the issues discussed as of the date of publication. Because Microsoft must respond to changing market conditions, it should not be interpreted to be a commitment on the part of Microsoft, and Microsoft cannot guarantee the accuracy of any information presented after the date of publication.MICROSOFT MAKES NO WARRANTIES, EXPRESS, IMPLIED OR STATUTORY, AS TO THE INFORMATION IN THIS DOCUMENT.Complying with all applicable copyright laws is the responsibility of the user. Without limiting the rights under copyright, no part of this document may be reproduced, stored in or introduced into a retrieval system, or transmitted in any form or by any means (electronic, mechanical, photocopying, recording, or otherwise), or for any purpose, without the express written permission of Microsoft Corporation. Microsoft may have patents, patent applications, trademarks, copyrights, or other intellectual property rights covering subject matter in this document. Except as expressly provided in any written license agreement from Microsoft, the furnishing of this document does not give you any license to these patents, trademarks, copyrights, or other intellectual property. The descriptions of other companies products in this document, if any, are provided only as a convenience to you. Any such references should not be considered an endorsement or support by Microsoft. Microsoft cannot guarantee their accuracy, and the products may change over time. Also, the descriptions are intended as brief highlights to aid understanding, rather than as thorough coverage. For authoritative descriptions of these products, please consult their respective manufacturers. 2007 Microsoft Corporation. All rights reserved.Microsoft and Windows are either registered trademarks of Microsoft Corporation in the United States and/or other countries.The names of actual companies and products mentioned herein may be the trademarks of their respective owners.Page iiCommunications Plan, 项目沟通管理计划Prepared for基于上海电大远程学习.Provide a brief narrative that can .根据项目计划制定项目经理专题项目汇报 客户代表项目工作情况项目经理通过协调专, Version .1 DraftPrepared by 马俊奇30a893c383bc2571ae88bfd465147842.pdf last modified on 11 6月. 09, Rev 1Revision and Signoff SheetChange RecordDateAuthorVersionChange reference26 May 2009Ray Zong1.0Initial version for review/discussionReviewersNameVersion approvedPositionDateTable of Contents1Project Narrative22Table of Reference53Escalation Path64Contact List75Calendar of Meetings and Reports8Internal8External9Page ivCommunications Plan, 项目沟通管理计划Prepared for基于上海电大远程学习.Provide a brief narrative that can .根据项目计划制定项目经理专题项目汇报 客户代表项目工作情况项目经理通过协调专, Version .1 DraftPrepared by 马俊奇30a893c383bc2571ae88bfd465147842.pdf last modified on 11 6月. 09, Rev 92Template GuidanceDescription: The purpose of the Communication Management Plan is to outline the ways in which information will be collected and disseminated throughout the life cycle of the project. It typically consists of: Communication Planning determining the information and communication needs of the stakeholders: who needs what information, when will they need it, and how will it be given to them Information Distribution making needed information available to project stakeholders in a timely manner Issues Management establishes a pre-defined process to log and track business issues, to facilitate escalation and action planning for resolution and to assign accountability for the follow-through on the resulting action plan. Performance Reporting collecting and disseminating performance information. This includes status reporting, progress measurement, forecasting, and time reporting Administrative Closure generating, gathering and disseminating information to formalize phase and project completion1 Project Narrative摘要本文档用于指导项目全过程的沟通工作, 沟通方法, 沟通渠道等各个方面的计划与安排.目标通过描述项目全过程中进行沟通工作时需要采用的沟通方法, 沟通渠道等方面的计划与安排, 帮助项目涉及人了解沟通需求,比如谁要什么信息; 什么时候需要;怎么获得.机密与敏感信息项目团队成员在本项目实施过程中, 所接触到的相关技术信息属于企业机密,在未得到项目经理的授权时不得擅自向外部人员进行发布. 所接触到的相关业务信息属于政府敏感信息, 在未得到项目经理与客户的授权时不得擅自向外部人员进行发布.在默认情况下,项目团队成员应该自觉对项目相关的信息进行保密.沟通方法项目期间内，将使用正式的程序来促进交流。沟通方法包括（但不限于）: 报告，主要指项目周状态报告，微软项目经理将与客户项目经理一起工作，编制状况报告，分发给客户和微软的项目管理层。 临时会议或直接交谈：按需要组织会议进行沟通，或直接与相关人员（不限于项目组成员）进行讨论，注意记录沟通和讨论结果。 电话或电话会议：对于异地或者涉及非项目实施地点人员的沟通以电话或电话会议为主，此类电话或电话会议视为与面对面会议同等的作用，注意记录沟通和会议结果。 传真：对于重大事项，可通过传真通知客户或微软。 电子邮件：电子邮件可以有效提高沟通效率、降低项目成本，本项目视邮件沟通记录与纸质记录具有同样的作用。 会议：项目会议必须按照规定的频度和时间准时执行，会议必须提前准备，安排主持人和记录员。本项目涉及会议主要包括（但不限于）：a) 周项目例会：审查总体状况、项目时间表和状况报告中提到的未决问题，提出问题，可能的话解决问题。追踪问题，风险，和依赖条件。确定下周计划分工。b) 项目启动会议，使项目参与人明确本次项目的目标，工作范围，本项目实施的方法及各自的角色和职责。c) 项目管理委员会或高层的沟通会议：每月或根据情况安排会议时间，面对面会议或电话会议，更新项目状态，追踪项目问题，风险，和依赖条件。对项目提出建议，或解决方案。项目团队沟通细则 内部报告项目内部的报告机制分为书面报告和口头报告两种.书面报告可以采用专门报告模版或系统反馈以及Email的形式.专门报告模版可以使用团队站点中的项目文档模版.系统反馈可以使用团队基础系统(Team Foundation System) 进行相应的文字互动.Email 形式为通用的沟通方式, 项目内部大部分事务沟通, 交流和报告均可使用Email 的形式进行.项目团队成员需要根据实际情况对所分配的任务进行完成情况的任务报告, 任务报告需要通过团队基础系统或Email的形式进行, 把任务的执行情况及时地报告给相应的负责人. 报告对象根据项目的组织结构, 由下至上地进行. 项目新闻与简报与项目相关的一些新闻与简报可由两种方式传递给所有项目成员. 对于重大的新闻或项目相关的消息可以通过项目团队站点进行新闻发布或简报发布. 对于一些非重大的消息可以由相关负责人Email或口头通知所有项目成员. 外部沟通所有外部沟通由项目经理负责. 其他项目成员除非具有项目经理的授权与指派, 不得与项目外部人员(包括客户)进行任何直接沟通(需求调研除外)与承诺. 公开任何与项目相关的信息公开活动, 统一由项目经理发起与负责, 其他项目成员除非具有项目经理的授权与指派, 不得擅自进行任何公开活动. 外部调查任何与项目相关的外部调查活动, 统一由项目经理发起与负责, 其他项目成员除非具有项目经理授权与指派, 不得擅自进行任何外部调查活动, 包括任何书面调查和口头调查(需求调研除外).Provide a brief narrative that can be reused for future communications documents. It should concisely summarize the project.2 Table of ReferenceThe contents of this document are based on the following documents/references, e-mails communications available. Further details are available in the following documents:Sl. No. Name of Document/Document ID Version, Date of Issue3 Escalation PathOptional: delete if not using a Steering Committee. Record the name, role and alias or contact details of the person each team is required to escalate on issues to. Indicate the primary point of contact for this and project team. List additional persons who should be contacted to escalate issues to when they are not being addressed by the primary contact within the given guideline.An escalation Committee will be formed with the members mentioned below. For any issues and escalations, the committee will be informed and this team will meet for a resolution.NameRoleAliasLei ZhengService Executivelzheng4 Contact ListProvide a complete contact list for project team members available remotely to support the onsite project team. This should include name, title or function, phone number(s), email address, location and time zones. (An Excel spreadsheet can be used.)MGSI team resources can be contacted by the e-mail alias The list of team members with their roles and contact ids are hereNameResponsibilityAlias郑雷项目总负责lzheng王新项目经理v-wxi宗睿产品经理v-ruizon陶石总架构师shitao产品架构师业务架构师开发主管测试主管美工开发人员开发人员开发人员开发人员开发人员Describe the process for managing and versioning project documents, including provisions for: Project Team Site Project archives Formal deliverables acceptance Electronic signature process Access and share pointsDescribe expectations regarding such topics as: Attendance Facilitation Scribing Participating Follow-upList the reports that will be issued as a part of the communications about this project, including such things as: Purpose Owner Frequency Data source Format5 Calendar of Meetings and ReportsInclude a project calendar that sets the dates for all regularly scheduled meetings and reports.Example: Calendar for Meetings & ReportsInternal名称听众主题方法频率发起人Daily Stand up meeting 所有项目成员个人工作情况每个项目团队成员轮流简述自己的工作情况, 所遇到的问题每天早晨9:30分开始, 一共大约15分钟产品经理或程序经理Weekly Progress Reviews所有项目成员项目状态每个项目团队成员简述和自己职责相关的工作进展, 风险以及计划每周五下午1：00产品经理或程序经理Monthly Progress Reviews所有项目成员项目状态对项目详细情况进行全面汇报，并制定下阶段方针计划每月第一周周五下午1：00项目经理One One Meeting包括发起人和参与人包括与个人状态相关的自由主题可以进行专题性的讨论或自由交流不定期一般可由负责人根据实际情况发起Free Talk包括发起人与参与人以技术主题为主可两人以上进行自由讨论不定期任何项目成员均可发起Face To Face包括发起人与参与人任何主题可两从以上进行随时任何项目成员均可发起通知所有项目成员需要所有项目成员知道的主题在项目团队站点中的通知栏目不定期产品经理或程序经理External名称听众主题方法频率发起人项目进展报告客户代表项目进展情况项目经理通过协调客户方代表的现场会议或Email报告每周五下午3：00项目经理Milestone Passing review客户代表项目milestone评审项目经理通过协调专门与客户方代表的现场会议根据项目计划制定项目经理专题项目汇报 客户代表项目工作情况项目经理通过协调专门与客户方代表的现场会议根据项目计划制定项目经理确认沟通客户与用户需客户或用户确认的主题项目经理通过协调客户方或用户的现场会议或Email不定期项目经理或项目经理授权代表人需求调研用户以技术主题为主由项目经理协调用户方的现场会议根据项目计划产品经理或项目经理授权代表人Page 10Communications Plan, 项目沟通管理计划Prepared for基于上海电大远程学习.Provide a brief n