项目沟通管理计划.doc

Prepared for 上海电大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. 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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, Document Subject, Version .1 DraftPrepared by Author Namee8fdcdb18810dc2ec84317ed0b5adda0.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, Document Subject, Version .1 DraftPrepared by Author Namee8fdcdb18810dc2ec84317ed0b5adda0.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