Bsbpmg621 Task 2 v1.1

BSB50215 – Diploma of Business
BSBHRM513
Manage Workforce Planning
Task 2
Business College at International House

RTO Code: 91109 CRICOS 02623G
Level 1, 203 Clarence St, Sydney NSW 2000 | Floor 1, 237 Oxford St, Bondi Junction NSW 2022
3 Searcy St, Darwin NT 0800 | Level 6, 601 Bourke St, Melbourne VIC 3000
info@ihBC.edu.au| www.ihBC.edu.au
Questioning Assessment
Candidate Instructions
Youwillcomplete questions for purposesof formalassessmentas per the questions outlined in the
questioning record below, and any additional probing or clarification questions required by the assessor.
The Knowledge Activity is designed to confirm your competency for all the required knowledge in the unit of
competency.
Task Details
There is no restriction on the length of the question responses, or time restriction in completing the
assessment.
It is anticipated that the assessment will take approximately 8hoursto complete.
The assessment may be re-attempted on two further occasions (maximum three attempts in total).All
assessments must be resubmitted 3 days within receiving your unsatisfactory grade. You must clearly
indicate “Re-submission” on your resubmitted work.
You must complete all questions unassisted by the assessor or other personnel but may refer to reference
material as may be needed.
All questions must be answered satisfactorily for the assessment to be completed satisfactorily.
For any assessment conducted that is incomplete, or without satisfactory performance, the assessment
will need to be completed again after further training support. This may be simply to focus on question
areas not achieved in the prior assessment.
Evidence to be collected
Answer the activity in as much detail as possible, considering your organizational requirements.
In undertaking this assessment task, you as the candidate are providing consent for your work to be
reviewed for the purposes of formal assessment in the unit(s) of competency. If you have concern
regarding this permission, please discuss this with your assessor prior to undertaking the task.
To provide you with an opportunity to show you have the required knowledge
Objective
for this unit.

Candidate Declaration
Candidate name:
Trainer’s name:
Date:
Assessment declaration: I declare that no part of this assessment has been copied from another
person’s work, except where clearly noted on documents or work submitted.
I declare that no part of this assessment has been written for me by another
person. I understand that plagiarism is a serious offence that may lead to
disciplinary action.
Candidate signature:
Your trainer and assessor will be grading your work and provide you with constructive feedback
on the Learning Management system.

Task 2 – Performance and Skills Assessment
General instructions
This task has been designed to evaluate your ability to:
 Identify and document program stakeholders and their communication need as they
apply to the given program of work
 Investigate, document, and consider the interests and expectations of pertinent
stakeholders when making program decisions
 Develop and implement approaches to influence ongoing stakeholder commitment
 Accommodate differing stakeholder interests and expectations, escalating when
necessary
 Share evolving stakeholder interests and expectations across the program
This assessment comprises of product-based methods of assessment and observation

conducted in a simulated work environment:
 develop a written report to introduce the stakeholder register

 develop a written stakeholder register
 develop a written stakeholder engagement plan
Assessment Evidence Checklist

Please check that you have submitted all the following.
Assessment 2  Report: Stakeholder register development

 Stakeholder register
 Stakeholder engagement plan
Task 1 – Stakeholder Register
Develop a written report to introduce the stakeholder register; develop a written

stakeholder register:
1. Develop a written report directed to the project managers to explain how the
stakeholder register was developed (Min. 100 words) where you address all the
following points:

 Inform the project managers about the method used to identify program stakeholders.
(How the program stakeholders were identified, internally and externally to the
program)
 Inform the project managers about the method used to categorise program
stakeholders
 Inform the project managers about the methods used to analyse program stakeholders
 Inform the project managers about how the stakeholder register integrates program
various stakeholder components (for example, from all different projects)
 Outline the process chosen for the stakeholder register’s updates
 Outline the process chosen to share the stakeholder register across program teams
(include any process related to confidentiality and/or level of access)
Report: Stakeholder register development
The method used to identify program stakeholders:

1) Enterprise Environmental Factors (EEF) and Organizational Process Assets (OPA).
Though the nature of a project is temporary, they are not performed in isolation.
They work in a controlled environment and are affected by Enterprise Environmental
Factors (EEF) and Organizational Process Assets (OPA).
The Project Management Institute terms them as influences. Enterprise
environmental factors can be internal or external, while organizational process assets
are always internal to an organization.
Reviewing the enterprise environmental factors (EEF) and organizational process
assets (OPA) can reveal many stakeholders. The stakeholder register and lessons
learned documents from past projects can also be advantages.
2) Project Charter
A project charter appoints the project manager and officially starts the project. This
document contains other high-level information like the name of the project
manager, client, sponsor, other influential stakeholders, and more.
The project charter is a crucial document in project management as it lays out the
project's purpose, objectives, stakeholders, risks, resources, and dependencies during

the project planning stage.
Benefits of a project charter

Project charters serve two principal functions:
 Create a project roadmap—One of the main purposes of your project charter is to establish
expectations for the project. Whenever the team has doubts about the project’s direction,
they can look to the project charter for guidance.
 Market the project to stakeholders—A well-drafted project charter serves as your project’s
principal internal marketing document, which you can show to stakeholders, managers,
executives, and clients to help justify the cost, secure resources, and gain buy-in.
The method used to categorize program stakeholders classifying stakeholders

depending on the degree to which they are influenced by the program:
The primary stakeholders in a typical corporation are its investors, employees,

customers, and suppliers. However, with the increasing attention on corporate social
responsibility, the concept has been extended to include communities, governments,
and trade associations. The buyer and the builder will also be the primary
stakeholders since they will be impacted directly by the home that is constructed. In
some cases, one primary stakeholder is impacted positively while the other is
impacted negatively. As an example, for the quality control project regulations on the
minimum accepted dimensions for a garage can positively affect the buyer because
they would get a standard sized garage, but negatively affect the builder because
they may have to spend more money to bring the garage sizing up to standard
specifications.
Secondary stakeholders are usually external stakeholders, although they do not

engage in direct economic exchange with the business – are affected by or can affect
its actions (for example the general public, communities, activist groups, business
support groups, and the media). In the marketing project, the director of marketing is
the primary stakeholder, but the competitors would be secondary stakeholders
because they would be indirectly affected by this company's marketing project.
Key stakeholders may not be directly or indirectly affected by the program or a

project, but
they have important roles or expertise within the program. Some examples of key
stakeholders are creditors, directors, employees, government (and its agencies),
owners (shareholders), suppliers, unions, and the community from which the
business draws its resources. Not all stakeholders are equal. The methods used to
analyze program stakeholders
Power versus Interest Grid: Following are the steps for constructing power-interest
grid during stakeholder analysis in a project.
Identifying the different Stakeholders who are part of the project
Determine the interest (concern) stakeholders have and how much power (authority)
they have to change the direction of the project
Classify stakeholders based on their power and interest
The stakeholders in the top right corner of the grid have high power and interest.
PM needs to work closely with these and ensure that they are consulted,
collaborated with and engaged completely
The stakeholders in the top left corner of the grid have high power but less interest.
PM needs to keep this category satisfied but not go into the details and on daily
basis
The stakeholders in the bottom right corner of the grid have low power but high
interest. PM needs to keep them informed about the progress and changes. These
stakeholders can be allies on project and help prevent issues.
The stakeholders in the bottom left corner of the grid have low power and low
interest. PM needs to keep an eye on them and monitor their interest levels. Engage
them with generic communication methods that need less effort with less detail and
frequency How the stakeholder register integrates program various stakeholder
components
There are three main parts to a good stakeholder register:
Stakeholder Identification
Stakeholder identification is the process used to identify all stakeholders for a
project. ... Another way of determining stakeholders is to identify those who are
directly impacted by the project and those who may be indirectly affected. The name
of the stakeholder group, organizational hierarchy, location and contact details.
Most stakeholders are easy to find. But it’s precisely those ones that you don’t talk to
very often that are most likely to trip up your project.
Assessment information
The stakeholder’s role in the project, and the major requirements or expectations
that they have. Where the stakeholder is likely to exert their influence. How they will
exert that influence, and the phase of the project life cycle in which the influence is
likely to be exerted.
Stakeholder classification
Stakeholders can be either internal or external. Their impact can be classified as
upward, downward, outward, or sideways. They can also be classified based on their
influence and impact on the project.
Outline the process chosen for the stakeholder register’s updates
Inputs for the Stakeholder Register
You may wonder how the stakeholder register is developed. You can develop yours
with the help of the following documents:
Project charter
Contract document
Old lessons learned
Organizational process assets
You will conduct brainstorming sessions with your team members. You may use
interviews and information gathering techniques to collect the stakeholders’ data.
Outline the process chosen to share the stakeholder register across program teams
Communicating can be divided into two categories: synchronous and asynchronous. If
all the parties to the communication are taking part in the exchange at the same
time, the communication is synchronous. A telephone conference call is an example
of synchronous communication. When the participants are not interacting at the
same time, the communication is asynchronous.
Communications technologies require a variety of compatible devices, software, and
service providers, and communication with a global virtual team can involve many
different time zones.
2. Design and populate a stakeholder register with minimum twenty program

stakeholders (individual or groups; internal and external) for your program that
includes the following:
 Category/ID (optional)
 Stakeholder Name
 Role/Position/Department
 Contact Details
 Areas of influence
 Influence/Power
 Interest/Preference
 Program Manager Expectations (what the PM expects from those stakeholders)
Note: the use of Excel is recommended.
Stakeholder Position Contact Areas of Influence Preference Program

Name Details influence Manager
Expectations
Irene Client 02- Customer Influencer Service On time on

program 9376528 service improvemen budget
manager t delivery

Atif Business 02- Business Influencer Business Measurable
analyst 5210593 competency direction business
success
Lora Tech 02- Technology Supporter System Clear
architect 0529880 requirement
Zafar Supplier 02- Supply chain Sustainable On time

7110932 Interest supply delivery or
reasonable
groups
price
Oliver Investor 02- Customer Supporter Service Achieve goals
3006543 service improvemen
t
Noah Employee 02- Customer Influencer Service Achieve goals
2269104 service improvemen
t
Jack Customer 02- Customer Influencer Business Achieve goals
8371058 service direction
William Community 02- Supply chain Influencer Business Achieve goals
7041608 direction
Leo Government 02- Supply chain Supporter Service Achieve goals
1085195 improvemen
t
Lucas Trade 02- Supply chain Supporter Service Achieve goals
association 5329061 improvemen
t
Thomas IT service 02- Technology Supporter System Achieve goals
1804267
Henry Projects 02- Technology Supporter System Achieve goals
2107910
Aisha Vendor 02- Business Influencer The Achieve goals
0961491 competency communit
y
Alinta Partner 02- Business Supporter Co- Achieve goals
1070046 competency workers
Alexandra Direct the 02- Business Supporter Service Achieve goals

Managemen 3509184 competency improvemen
t t

Task 2 - Stakeholder Engagement Plan
Develop a stakeholder engagement plan for the program.
Use the template below.
Stakeholder Engagement Plan

Purpose To strengthen the relationship of stakeholders both internal and
Provide a brief
statement to describe External
the purpose of the plan For any business to succeed, stakeholders must be well taken care
of. These are your clients, suppliers, partners,
investors, employees and the broad community who have an
interest in your business. When a stakeholder is not taken care of,
the effects can be felt in various parts of the business. Internal
stakeholders are people whose interest in a company comes
through a direct relationship, such as employment, ownership, or
investment. External stakeholders are those who do not directly
work with a company but are affected somehow by the actions and
outcomes of the business.
Building strong relationships with stakeholders and maintaining
them takes effort, time and a well thought out action plan. Below
are six tips you can use both to build and maintain healthy
stakeholder relationships.
1. Actively build strong relationships from the start
2. Involve your stakeholders
3. Schedule periodic touch-base sessions
4. Keep your word
5. Have an open mind
6. Address issues as and when they arise

Development A good stakeholder engagement plan contains the following parts:
Stakeholder list
Address the following:
o Outline how the Project phase
stakeholder Contact name(s)
engagement plan
was developed Areas of Influence
(Min. 50 words) Power
o Outline how Engagement approach
differing
stakeholder Classify Stakeholders
interests and Develop Power/Interest Grid
expectations will be Define Power
accommodated Define Interest
(Min. 3 methods)
Develop the Stakeholder Engagement Plan
1. Engage from the beginning and plan well

2. Manage project team expectations
3. Understand stakeholder expectations
4. Define levels of engagement
There is a review process as monitoring process frequently by

assigned persons. Moreover, the specialists, third party, are
required in case there is an unknown areas team member cannot
implement.
As a result, everyone is communicated on the stakeholder’s
expectation and interest from beginning. The report, then, is
organized to stakeholder as schedule fixed. If the reports are not
done the meeting is optional to inform stakeholders what happen
and what to do next.
Support and Project Stakeholders
mitigation strategies
Top Management
Address the following: Develop in-depth plans and major milestones that must be
o Outline how the approved by top management during the planning and design
program phases of the project.
management team
will ensure Ask top management associated with your project for their
stakeholders are information reporting needs and frequency.
actively supporting Develop a status reporting methodology to be distributed
the program so that
on a scheduled basis.
any possible
negative impact can Keep them informed of project risks and potential impacts
be easily resolved; at all times.
and the approaches
(min. 3) that will be
implemented by the
program
management team
to ensure
The Project Team
stakeholders
remain committed Involve team members in project planning.
to the program. Arrange to meet privately and informally with each team
o Establish metrics to member at several points in the project, perhaps for lunch or
measure
coffee.
stakeholder
participation and Be available to hear team members’ concerns at any time.
effectiveness of the
Encourage team members to pitch in and help others when
overall stakeholder
engagement plan. needed.
(Min. 3 metrics) Complete a project performance review for team members.
Your Manager
Find out exactly how your performance will be measured.
When unclear about directions, ask for clarification.

Develop a reporting schedule that is acceptable to your
boss.
Communicate frequently.
Peers
Resource Managers
Internal Customers
Learn the client organization’s buzzwords, culture, and business.
Clarify all project requirements and specifications in a

written agreement.
Specify a change procedure.
Establish the project manager as the focal point of
communications in the project organization.
Relationship Building Tips

Analyse stakeholders
Assess influence
Understand their expectations
Define “success”
Keep stakeholders involved
Keep stakeholders informed
Centralize stakeholder information

Regularly revisit how you prioritize stakeholders
Stay proactive in your stakeholder communication
Monitoring and Controlling Planned Interactions.
Defining and Selecting the Stakeholder Planning Team.
Define and Building Support for Stakeholder Management.
Identify Stakeholders.
Develop the Stakeholder Management Plan.

Identify Critical Contact Points.
Identify Resources.
Identify Modes of Contact/ Communication.
Review Stakeholder Management Risks.
Educate the Project Team on Stakeholder Management.
Execute Stakeholder Interactions.
Assess at End-of-Phase and End-of-Project.
In order for stakeholder engagement and partnering efforts to be

included in overall environmental management, State project
management must: create an environment of support for including
stakeholder engagement and partnering in environmental
planning, budgeting, and resource management invest in
stakeholder involvement training for environmental management
personnel establish a culture that values stakeholder engagement
and partnering as integral to environmental program management
support developing an electronic mechanism for implementing the
proposed measurement and reporting tool.
Feedback Using active listening techniques helps project managers gather
stakeholder feedback and reaction efficiently. By paraphrasing or
Outline how the
program management repeating what stakeholders say, project managers can ensure they
team will gather truly understand their comments the first time. Expending the
feedback from extra effort to ensure effective communication usually results in
stakeholders (specify successful project outcomes.
what type of feedback
will be sought, how it 1. Email & Chat
will be collected, Have your team share feedback with you via email and use labels or
recorded, assessed and folders to stay organized, or if your organization uses a chat platform
actioned). internally, create a room specifically for feedback.
(Min. 50 words)
 Convenient for customer teams to use.
 Feedback can be shared virtually anytime.
 You can search feedback later.
2. Team Meetings
Consider holding bi-monthly or monthly feedback meetings with
customer teams to let folks share and discuss what they’ve been
hearing.
 Opportunity to provide product updates/share what’s next

on your roadmap.
 Allows you to ask follow-up questions.
 You can clarify feedback with those who have shared it.
3. Feedback Reports
In lieu of (or in addition to) facilitating a feedback meeting, have
every team generate a customer feedback report every two weeks
or so and share it with your team.
 Contains both qualitative and quantitative data.

 It’s a resource you can return to for information when you
need it.
4. Collaborative Spreadsheets
You can ask customer-facing teams to enter feedback directly into a
spreadsheet within Google Sheets or a similar tool.
 Customer teams can share feedback at any time.

 Good for gathering and both qualitative and quantitative
feedback.
5. Feedback Collection Platforms

You can take advantage of software tools designed to collect user
feedback and route it to the correct party.
 Highly scalable.
 Can aggregate qualitative and quantitative data from every
feedback source in one place, making it easy to access and
use to make decision?
Updates, integration Upload your communication plan, along with the scope document,
and sharing to the project’s Files tab.
o Outline how the Add major meetings or presentations as milestones to your Gantt
plan will be chart.
updated and how it
will be shared Collaborate with team members on project tasks and share files
across the program. using the comments feature.
o Specify what
Check in on tasks with team members using the Request a progress
authority level and
update feature.
confidentiality and
privacy issues will
be considered to Share a PDF or view-only URL of your project so clients and
determine the level stakeholders can stay up-to-date without getting bogged down by
of access that nitty-gritty project details.
should be granted Only management levels are allowed to access the confidential and
to the stakeholder privacy issues.
engagement plan.
During the development of the project, what we really were
(Min. 100 words in looking for was generally achieved in terms of effectiveness and
total) communication, although we did not agree 100% of the time with
each of the things that were initially proposed, I believe that the
objectives were achieved that initially were raised, added to them,
it is necessary to clarify that the most effective achievements, or
those that received more reception were:
The projects produce two types of results. One of them is the
tangibles that the project aims to achieve. Some examples are a
design to improve the process, a training program to develop or
reinforce job skills or specifications for a new product or service.
The other type of results is tangible plans, measures, the follow-up
of processes and reports on the situation in which they are in
relation to what was planned, the management and the closure of
the project itself.
All projects must address two types of results in advance: the
expected final results measured in real money, what the project
intends to produce from the results, and those important, but
often difficult to accurately measure the long-term results.
Examples of expected end results include:
Increase in market share based on the increase in share
fragmentation.
Benefits derived from obtaining ISO 9001 certification.
Benefits derived from quality initiatives or comparative
evaluations.
Examples of important results, although sometimes difficult to
measure, are:
Improve public image of the organization.
Increase in customer satisfaction.
The main factors that distinguish achievements and results are
time and its measurement.
Regarding time, the achievements of the project are considered
complete at the time of delivery and in accordance with the agreed
specifications. The evaluation results are documented through the
measures taken after some time period after the end of the
project. In terms of measurement, the results are usually tangible
and, therefore, are easier to measure objectively. Achievements
are often more difficult, but not impossible to measure, and are
usually measured by subjective approach.
Sometimes, members of the project team might confuse the two
types of achievements. It is important to clearly differentiate the
tools and documents of project planning and management from
the products or services derived from the work of the project team.
It is also essential that for both types of achievements the
parameters and follow-up mechanisms are clearly defined to
ensure that the progress towards achieving the results is in
accordance with what was planned. If progress deviates from the
plan, corrective actions must be taken to bring the project back to
its intended route. In addition, the results of a project should be
measured in terms of real money benefits.
Approval A Stakeholder engagement plan by analysing needs, interests, and
potential impact in order to effectively manage stakeholders'
Create a section where expectations and engage them in project decisions. This offers
pertinent stakeholders guidance on how to present the project management plan to the
can sign the relevant stakeholders according to applicable policies and
stakeholder
procedures in order to obtain approval to proceed with project
engagement plan for
execution. The purpose of the process is to develop approaches to
approval.
involve stakeholders based on their needs, expectations, interests,
and potential impact on the project. Information that is needed to
plan engagement with project stakeholders is provided from the
stakeholder register. This is a key document, as it captures
additional information about individual stakeholders, including
their levels of influence, authority, and interest in the project. A
stakeholder engagement assessment matrix allows for a
comparison between current and desired engagement levels. The
current engagement level of all stakeholders should be compared
to the planned levels of engagement to ensure project success.
Comment: ………………………………………..
Approval: ……………………………………. Date: ………………….

Task 3 – Communication plan
 Identify and document program stakeholders and their communication needs

 Monitor communication interfaces among constituent projects
This assessment is a product-based method of assessment conducted in a simulated work

environment:
 develop a written communication plan.

Task 3 Stakeholder communication plan
Develop a communication plan to engage stakeholders in the program. Use the template
below.
Communication plan
Purpose To define the responsible person and how often information
Provide a brief statement to will be distributed
describe the purpose of the The purpose of a Communication Plan is to define who needs
plan to be aware of and informed about the project, how and how
often information will be distributed, and who will be
responsible for the distribution. It is a part of the overall
Project Management Plan.
Before trying to involve and influence the stakeholders, it is
crucial to try to understand the people you will work with and
trust in during the phases of the project's life cycle. Sharing
information with stakeholders is important, but it is equally
important to gather first information about interested
parties.
As a company, we search in a safe and strategic way,
establishing the communication channels between the
Communication plan
interested parties, seeking to maintain fluid channels of
response and action in case of any eventuality.
Our company is committed to:
1. Equal treatment in the recognition, exercise and protection

of information rights of interested parties that are in identical
conditions, without prejudice to the establishment of specific
information and communication channels for each group of
interested parties with similar conditions.
2. Use of the most accessible and transparent channels so

that the interested parties have continuous access to the
management of the respective entity.
3. Protection of the principle of confidentiality when it is

applicable due to a legal or contractual requirement, as well
as compliance with the regulation that protects confidential
and / or privileged information under the principles of
corporate governance, cooperation with regulators and
competent authorities.
4. Realization of the appropriate verifications so that the

information that must be known by the
Interested Parties, as well as by the shareholders, must be
truthful, transparent, clear and objective; In addition, efforts
will be maximized so that the disclosure of information to the
market and third parties is carried out in a timely, clear and
transparent manner so that it does not generate any
advantage that is not allowed.
Development 1. Identify the purpose of your communication
2. Identify your audience
Address the following:
3. Plan and design your message
o Outline how the
4. Consider your resources
communication plan was
developed (methods used 5. Plan for obstacles and emergencies
such as consultation with 6. Strategize how you will connect with the media and others
pertinent stakeholders). - who can help you spread your message
Min. 3 methods.
7. Create an action plan
o Outline what 8. Decide how you will evaluate your plan and adjust it, based
Communication plan
communication principles on the results of carrying it out
were considered when
developing the plan – Min. 5
1. Principle of Clarity
2. Principle of Attention
3. Principle of Feedback
4. Principle of Informality
5. Principle of Consistency
6. Principle of Timeliness
7. Principle of Adequacy
As soon as your organization begins planning its objectives
and activities, you should also start planning ways to
communicate them; successful communication is an ongoing
process, not a one-time event.
Communication is useful at all points in your organizations
development - it can help get the word out about a new
organization, renew interest in a long-standing program, or
help attract new funding sources.
Requirements 1. Reporting
Reporting fulfils two useful purposes: firstly it demonstrates
Address the following: you are running your project properly; as project managers
o Outline the are expected to produce reports and have schedules, etc.,
communication issuing reports shows that you are conforming to
requirements of 10 key
expectations. Secondly, copying a report to a person keeps
program stakeholders
you in touch with them for when more significant
For each one: communications are needed. Reporting may not be
communication but it is useful.
o Indicate the program
team members
responsible for each 2. PR and marketing
communication Public relations (PR) and marketing are underrated and
requirement underused communication processes. PR includes all of the
o Define the type and broadcast communications needed to provide information
format of the information about your project to the wider stakeholder community to
needed (example: reports,
market the value of the project and to prevent information
emails etc.)
‘black holes’ developing that breed misinformation and
o Identify the frequency of rumor.
the communication
(example: weekly) 3. Purposeful communication

Communication plan
Note: the use of a table is
recommended Purposeful communication is hard work and needs to be
focused on the important stakeholders (both positive and
negative) with whom you need to cause a specific effect. This
includes providing direction to your team members and
suppliers and influencing the attitude or expectations of other
key stakeholders.
Texting
Whatever digital device you use, written communication in the form

of brief messages, or texting, has become a common way to connect.
It is useful for short exchanges, and is a convenient way to stay
connected with others when talking on the phone would be
cumbersome. Texting is not useful for long or complicated messages,
and careful consideration should be given to the audience. When
texting, always consider your audience and your company, and
choose words, terms, or abbreviations that will deliver your message
appropriately and effectively.
Email
Email is familiar to most students and workers. In business, it has
largely replaced print hard copy letters for external (outside the
company) correspondence, and in many cases, it has taken the place
of memos for internal (within the company) communication. Email
can be very useful for messages that have slightly more content than
a text message, but it is still best used for fairly brief messages. Many
businesses use automated emails to acknowledge communications
from the public, or to remind associates that periodic reports or
payments are due. You may also be assigned to “populate” a form
email in which standard paragraphs are used but you choose from a
menu of sentences to make the wording suitable for a particular
transaction.
Memos
Memoranda, or memos, are one of the most versatile document
forms used in professional settings. Memos are “in house”
documents (sent within an organization) to pass along or request
information; outline policies, present short reports, and propose
ideas. While they are often used to inform, they can also be
persuasive documents.
Letters
Letters are brief messages sent to recipients that are often outside
the organization. They are often printed on letterhead paper that
represents the business or organization, and are generally limited to
one or two pages. While email and text messages may be used more

Communication plan
frequently today, the business letter remains a common form of

written communication. It can serve to introduce you to a potential
employer, announce a product or service, or even serve to
communicate feelings and emotions.
Consult, early and often

Remember, they’re only human
Relationships are key
Just part of managing risk
Compromise
Understand what success is
Weekly check-ins
 Meetings, whether in person, over the phone, or

through video conferencing
 Meeting summaries
 Status reports
 Formal presentations
 Surveys
 To-do lists
 Project dashboards
 Collaboration apps, such as Slack or Google
Hangouts
The communication method we choose may also depend on

the information we need to deliver. We likely don’t need a
formal in-person meeting every week to share updates on the
project; we could send a weekly email with updates and hold
meetings when the team reaches a major milestone.
Medium/Media Social media, Facebook or Instagram, is implemented to
reach the target audience as frequently as possible under
List and describe the lowest cost.
methods, media and/or
technology that will be used  Media, Television or radio, is the announcement tool
in the communication effort. contacting to widely
(Min. 50 words) Types of Communication
o External
o Internal
 Basic Communication Tools
o Mail
Communication plan
o Email
o Telephones
 Landline Telephones
 Cell Phones
 Smartphone’s
 Internet Calling: Google Voice and
Others
o SMS/Text Messaging
o Cell and Data Plans
o Video and Web Conferencing
o Social Networking Sites
o G-Suite and Microsoft 365/Office
o Online Collaboration/Productivity Tools
 Computers
o Desktop
o Laptop
o Notebooks
o Tablets
o Software
o Auxiliary Products
 Internet
 Technology Planning
 Top Ten Do's and Don'ts
 Business Plan
Intranet/Social Intranet
An intranet is a private hub that can be accessed by any
authorized users within a business organization. It is used for
driving internal communication and collaboration, as well as
easy access to resources. Modern intranets are often built
using content management systems as they are easier for
non-technical staff to manage,
In this age of bring-your-own-device (BYOD) and

Communication plan
telecommuting, an intranet solution will result in a more
flexible workforce and ensure all employees are working
towards the same goals.
Group/Business Messaging
Collaborative spaces which provide private or group
messaging and chat functions are often viewed as one of the
best business communication tools to keep teams working
together. It’s an effective form of communication for busy
employees and managers. Instant messaging makes updates
on projects and general team discussion much easier.
Project Management
A good project management tool will help you plan, organize,
and manage your team's projects. One of the key issues with
managing projects is they can be quite complex - involving
several people, tasks and deadlines that are dependent on
each other.
Tracking & Case Software

An online help desk with a case tracking system enables employees and
customers to submit a case or support ticket. This allows it to be assigned
to the right employee and have it checked and resolved in time. A case
tracking system helps centralize customer support queries and keep track
of any open issues.
Track team productivity, priorities the most relevant and
important queries and collect valuable customer feedback
that can help in improving your products, services and

Communication plan
customer relationships.
Internal Blogs
An internal blog is also a good option. This is not something
your customers and competitors will be able to access.
Video Conferencing
With the exponential rise in remote and hybrid working
arrangements, video conferencing apps have exploded in
popularity and have enabled organizations to continue
operating with staff working away from the office. Video
conferencing is much more engaging than standard phone
calls and makes it much easier in group situations to
determine who is speaking. Attendees can also share their
screens and files, and for these reasons are a great alternative
to face-to-face meetings with external contacts such as
clients, partners and suppliers. Some video conferencing apps
such as Zoom Meetings also allow you to change your
background to a virtual background of your choice.
Escalation process Critical service or support issues that involve our major clients
should take priority over other problems. We should direct
Outline how communication these issues directly to our advanced technical support team
issues will be escalated (for or to managers who have the authority to resolve the
example, from project team problem. We can refer minor technical issues to less skilled
member to project manager technical support representatives. You can escalate
to program manager). Include
complaints for low-priority client issues to junior supervisors,
a time frame for issue
but if necessary those supervisors must be able to escalate
resolution. A good way to
develop this section is to the issue further up the chain of command.
assess the communication For example, customer cannot contact to customer service
issue based on the about product issues. This is the first priority because it could
seriousness/gravity of the make negative impacts toward brand image. Moreover,
problem. manager should be the person in charge of in order to show
how important of the issue.
Updates Live meeting: Gathering of team members at the same
location
Outline what methods and
processes will be used to Conference call: A telephone call in which several people
update the program participate
communication plan. (Min. 3)
Communication plan
Audio conference: Like a conference call, but conducted

online using software like Skype
Computer-assisted conference: Audio conference with a

connection between computers that can display a document
or spreadsheet that can be edited by both parties
Video conference: Similar to an audio conference but with

live video of the participants. Some laptop computers have
built-in cameras to facilitate video conferencing
IM (instant messaging): Exchange of text or voice messages

using pop-up windows on the participants’ computer screens
Texting: Exchange of text messages between mobile phones,

pagers, or personal digital assistants (PDAs)—devices that
hold a calendar, a contact list, a task list, and other support
programs
Guidelines Prepare for the meeting as your contribution may be integral
to the proceedings.
Address the following high-
Dress well and arrive on time. Your professionalism is linked
level guidelines:
to both.
o Outline the meeting
Smile. Your facial expression says more than your mere
protocols (example:
words.
frequency, templates for
agenda and meetings,
Introduce yourself immediately. As soon as you approach
chairing arrangements, people you don’t know or are approached by them, say who
duration, agenda and you are.
meeting distribution and Offer a firm handshake. Your handshake speaks loudly about
frequency) your professionalism, credibility, and confidence.
o Use of emails (template,
Extend your hand as you give your greeting. The person who
To/CC/BCC protocols,
puts a hand out first comes across as confident and at ease.
timetable for required
response, distribution list) Pay attention to names when you meet people. If you
concentrate and repeat the name as soon as you hear it, you
stand a better chance of remembering it later. Use first
names of individuals whom you have just met only after they
give you permission.
1. Name of person sending the email

2. Date and time

Communication plan
3. Name of person receiving the email
4. Other person receiving the message
5. Another person receiving the email without the sender
knowing
6. Content of the email
7. Document sent separately, not included in the email
8. Greeting or opening
9. Body of the email
10. Closing
11. Sender’s name and title
12. Company and address
13. Telephone number
14. URL or website address
15. Social media link
Approval For sustained success, an organization manages its
Create a section where relationships with stakeholders, such as suppliers or the
pertinent stakeholders can nearby social environment.
sign the communication plan
Actions you can take:
for approval.
Determine relevant stakeholders and their relationship with
the organization.
Determine and prioritize relationships with stakeholders that
must be managed.
Establish relationships that balance short-term gains with
long-term considerations.
Generate and share information, knowledge and resources
with relevant stakeholders.
Measure performance and provide feedback to interested
parties, as appropriate, to improve improvement initiatives.
Establish collaborative development and improve activities
with suppliers, partners and other interested parties.
Promote and recognize the improvements and achievements
of suppliers and partners.
-Having competent, trained and committed people at all
levels throughout the organization is an essential component
for an organization to improve its capacity to create and offer
Communication plan
value.
Actions that can be adopted:
Communicate with people to promote understanding of the
importance of their individual contribution.
Promote collaboration throughout the organization.
Facilitate open discussion and share knowledge and
experiences.
Train people to improve their performance.
Encourage self-evaluation of performance against personal
objectives.
Conduct surveys to assess people's satisfaction with their
work, communicate results, and take appropriate actions.
Communication plans matter in your projects
because effective communication, both internal and external,
is critical to project success. Getting feedback on a
deliverable, asking a co-worker where a file is saved, receiving
crucial information from a client, conducting the review and
approval process, and other daily project tasks all involve
communication. Having a project communication plan
outlining stakeholders, as well as when and how to reach
them, is essential.
Comment: ………………………………………..
Approval: ……………………………………. Date: ………………….
Task 4 – Review the stakeholder engagement and communication approach
 Agree communication approaches with pertinent stakeholders

 Share information as planned and identified variances
 Consider pertinent stakeholders when making program decisions
 Accommodate differing stakeholder interests and expectations

This task is a Role-Play that will be observed by the Trainer and Assessor in a simulated work
environment.

Task 4  Observation checklist

 List of changes and updates to stakeholder register,
stakeholder engagement plan and stakeholder
communication plan
Discuss and negotiate the stakeholder engagement and communication approaches with
the program board.
Schedule a time with the trainer and assessor (45 minutes) to present:
 The stakeholder registers

 The stakeholder engagement plan
 The stakeholder communication plan
to the program board, played by two (2) fellow students, and:
 Present the documents providing relevant information

 Gather and provide feedback
 Negotiate any change and/or updates with the program board
 Obtain approval for the planning documents
This is an assessable task and the trainer and assessor will evaluate your performance during
the meeting. Discuss the feedback provided in the Observation checklist with your trainer
and assessor, sign, date and submit the observation checklist with your assessment.
If you are absent from class, it is your responsibility to make alternative arrangements with
the trainer and assessor to undertake the Role-Play.
Record the feedback received and apply changes to the governance support plan as
required.
The trainer and assessor will check that the feedback is applied to the plan.
Record of the outcome of the meeting (Role-Play)

Use the tables below to record the changes you made to the stakeholder engagement and
communication plans, and the stakeholder register, based on the meeting with the program
board.
Make sure to apply those changes to your planning documents in Task 2 and 3 prior to
submission.
Add additional rows if needed:
Changes to the stakeholder engagement plan

Change 1 Timeline of plan
Change 2 Responsible persons
Change 3
Change 4
Change 4
Change 5
Changes to the communication plan

Change 1 Media used
Change 2 Frequency of communication
Change 3
Change 4
Change 4
Change 5
Changes to the stakeholder register

Change 1 Contact details
Change 2
Change 3
Change 4
Change 4
Change 5
Task 5 – Implement and assess effectiveness of stakeholder engagement in

the program

 Communicate information as planned and address identified variances
 Monitor communication interfaces among constituent projects
 Accommodate differing stakeholder interests and expectations
 Implement approaches to influence ongoing stakeholder commitments
 Share evolving stakeholder interests and expectations across the program
 Assess effectiveness of stakeholder engagement
This assessment is a product-based method of assessment conducted in a simulated work

environment, and a Case Study:
 Part A - develop of a series of program communication samples

 Part B - address of a case study based on scenarios relevant to the program when
implementing stakeholder engagement and a written evaluation report

Task 5  Sample documents: Inquiry form, communication log,

communication sample
 Outcome of the survey about interactions with
stakeholders
 Evaluation of the survey
 Addressing of the scenarios
 Evaluation report
PartA - Communication samples
Develop communication samples used in the program. Develop the following sample
documents:
1. Inquiry Form
a) Develop a template for a program stakeholder inquiry form. Consider that a
project manager is inquiring about the communication guidelines for organising
meetings, asking for clarification. The project manager prefers to use a formal
inquiry form so that the inquiry will be logged and responded to formally, with
information shared across all project managers.
b) Populate the inquiry form with the inquiry from the project manager and either
copy it below or submit it as an attachment in a separate document.
Stakeholder/s Type of Responsibility Timing
Communication
and Proposed
Method
External stakeholders
People residing (or Information WEBG After completing
using delivered to Development the draft ESIS –
land) and owners residents / Team. planned
of businesses consultation
businesses using the land or meetings from
operating in operating in areas mid June to mid
Project affected affected by the July – exact
areas Project, dates, times and
where land has through venues
been or community available in the
will be acquired, as meetings, as well following section
well as Throughout the
as areas expected public notice implementation
to be boards (in of the Project,
impacted by municipality Kovin as appropriate.
transportation. and in
This local communities
includes areas of –
local Mramorak, Dolovo,
communities Vladimirovac and
Mramorak, Bavanište) and
Dolovo, safety
Vladimirovac and signs.
Bavanište, as well Local media
as (newspapers
residents and Kovin ekspres and
weekend Moj
house owners in Kovin and radio
Devojački bunar. Pančevo)
ESIS, ESAP and SEP
published on the
WEBG
website
(www.wpc.rs).
Users of private Public meeting to WEBG At least 6
and explain Development months prior to
public land that the construction Team in commencement
will be process consultations of construction
disturbed during and its impacts on with WBEG activities
the land as communication
transport and well as the planned experts
installation compensation
of WTGs. measures
and how they will
be
executed.
Announced in
public
notice boards (in
municipality Kovin
and in
local communities
–
Mramorak, Dolovo,
Vladimirovac and
Bavanište) and in
local media
(newspapers
Kovin ekspres and
Moj
Kovin, radio
Pančevo and
TV Vojvodina)
Local community Regular WEBG All Project
representatives communication Development Phases
(presidents) – by phone or Team
Mramorak, through
Dolovo, meetings, project
Vladimirovac and progress updates
Bavanište and reports
Local municipal Official WEBG and Prior to
authorities (Kovin, correspondence CWS senior commencement
Pančevo City, and meetings, management of construction
Alibunar), project activities and
including progress updates during
departments in and implementation
charge of reports
environmental Permitting
protection procedures
Cadastral Official WEBG All Project
municipality correspondence Development Phases
Mramorak, Dolovo and meetings, to Team
and acquire
Bavanište information on
owners /
users of land that
needs
to be further
acquired for the
Project.
WEBG senior Regular reporting WEBG Throughout the
management on Development implementation
project progress, Team of the Project
impacts
and undertaken
measures
Interested NGOs Local media WEBG Throughout the
and (newspapers Development implementation
other Kovin ekspres and Team of the Project
organisations Moj
Kovin and radio
Pančevo
ESIS, ESAP and SEP
published on the
WEBG
website
Relevant national Official WEBG and During project
and correspondence Continental design,
provincial level and meetings, Wind Serbia construction and
authorities progress (CWS) senior implementation
for example: reports management
 Ministry for Permitting
Infrastructure and procedures
Energy
 Ministry of
Environment,
Mining
and Spatial
Planning
 Provincial
Secretariat
for Urbanism,
Construction and
Environment
Institute for the Official WEBG During project
Protection correspondence Development Design
of Cultural and meetings Team
Monuments in Permitting
Pančevo procedures
Internal stakeholders
WEBG employees Bulletin board WEBG and Throughout the
Grievance CWS senior implementation
procedure management of the Project
Code of conduct
Temporary Information in WEBG senior Upon the
construction contract, management selection of
workers and bulletin board, subcontractors
subcontractors training. and during
Grievance construction
procedure.
Code of conduct
The ESIS, ESAP and SEP will be published on the WEBG official website, (www.wpc.rs)
in Serbian and in English. Recognizing the multicultural environment in which the
Project will operate, WEBG will also provide translations of documents or document
sections into minority languages spoken in parts of the Project affected area, i.e.
Romanian, if such requests are received.
WEBG managers and staff will cooperate with relevant local municipal authorities and
departments during project design and throughout the implementation of each
Project component. Regular meetings will be held to discuss any issues and progress
reports will be submitted by WEBG.
WEBG with the assistance of local municipal authorities and local community councils
will ensure that the local population, particularly residents and businesses living or
operating in the vicinity of the Project or using land which may be affected are
informed about the project.
This particularly pertains to the start up of construction activities and expected
impacts.
A meeting will be held with owners and users of private and public land that will be
disturbed during construction for the transport and installation of WTGs, at least 6
months before construction begins. The topics to cover will include evaluation of crop
and other damages, mechanism for making claims and receiving payment, any land
use restrictions as well as expected difficulties in accessing land plots during road
upgrades.
WEBG will develop annual environmental and social reports which will describe Project
impacts, undertaken mitigation and enhancement activities and a summary of
processed external grievances. These reports will be posted annually on the WEBG
website and will be provided to all interested stakeholders, including the EBRD.
2. Program Communication Log

Develop a template for a program communication log and either copy it below or
submit it as an attachment in a separate document.
Communication Objective of Medium Frequency Audience Owner

Type Communication
Kickoff Meeting Introduce the Face to Once Project Project

project team and Face Sponsor Manager
the project. Review Project
project objectives Team
and management Stakeholder
approach. s
Project Team Review status of the Face to Weekly Project Project

Meetings project with the Face Team Manager
team. Conference
Call
Technical Discuss and develop Face to As Project Technical Lead
Design technical design Face Needed Technical
Meetings solutions for the Staff
project.
Monthly Project Report on the status Face to Monthly PMO Project
Status Meetings of the project to Face Manager
management. Conference
Call
Project Status Report the status of Email Monthly Project Project
Reports the project including Sponsor Manager
activities, progress, Project
costs and issues. Team
Stakeholder
s
PMO
3. Sample of communication
Provide a sample of communication created for the program stakeholders (specify
what stakeholders) in your program according to your program communication
management plan (for example, a press release, newsletter, email, meeting agenda)
about a specific event, for example:
o Achievement of a milestone
o Communication about an issue
o A change in policy and procedures
o A new team member joining the team
Hi all,
I am very pleased to announce that Lora will be joining us as an IT service on
August 22, 2021.
Lora will work with IT department to help others. Congratulations and welcome to the team! We are
excited to have you at our company. We know you’re going to be a valuable asset to our company and are
looking forward to the positive impact you’re going to have here.
We also want to welcome you to Melbourne! I’ve attached a list of resources our team put together to help
you settle in. You’ll find recommendations on everything from schools and daycares centres to restaurants,
neighbourhoods and fitness centres. Please let me know if you need more assistance with your relocation.
We are looking forward to your start date of Monday, August 23. Please arrive by 9:30 a.m. at office and
park anywhere in our parking lot. Once you arrive, check in with Mary at the reception desk. I’ll meet you in
the lobby to give you a tour of the office, introduce you to the team and set you up at your workstation.
If you have any questions before Monday, feel free to email or call me at direct line number. I’m also happy
to answer any questions you have about life in Melbourne.

Looking forward to working with you!
Best regards,
Amir Alam.
4. Survey
a) Develop a survey designed to analyse interactions with pertinent stakeholders. The survey
of min 5 questions should aim to gather feedback on what a group of stakeholders of choice
(for example the project teams, the management of the sponsoring organisation, or
consultants employed to assist with the program), think about the effectiveness of the
communication with the program team. Did they feel heard? Did they participate in the
decision-making? Did they feel supported? Did the find the level of interaction to be
satisfactory? And so forth.
Answer:
We are conducting short survey to assess the effectiveness of communication with
the program team. The assessment seeks to get your feedback about the various
aspects about the communication. Your feedback will enable the team to improve
their communication strategy. The survey will take only take 5 minutes, and your
responses are completely anonymous and will be analyzed as aggregates. Thank you
in advance


1. Do you feel you got the information you needed to be given?
Yes [ ] To some extent [ ] Not at all [ ]

2. To what extent does the program team take your feedback and suggestions?
Minimal extent[ ] moderate extent[ ] to a maximal extent [ ]

3. What communication avenue do you utilize the most or find most effective at when
communicating with the program team?
Postal address [] phone [] sms [ ] email

4. What communication avenue do you utilize the least or find most ineffective at when
communicating with the program team?
Postal address [] phone [] sms [ ] email
5. Does the program team provide adequate information about the program/project
progress?
Yes[ ] No [ ]
6. Which of the following categories best represent you?

project teams[ ] the management of the sponsoring organization [ ] consultants[]

7.How can the program team improve communication to you?
.........................................
b) Run the survey, sending it to the two classmates who participated in the Role-Play in Task
4, and who are already familiar with your program. Explain to them what the survey is for
and the group of stakeholders that is directed to.
Explanation:
1. Question 1: Assess whether the stakeholder got the information they needed. That is
whether the communication was made as expected
2. Question two: whether the stakeholder feels that their communication/feedback from
was considered and incorporated
3. Question three: Evaluated the communication channel utilized most
4. Question four: Evaluated the communication channel utilized least
5. Question five: Assess the stakeholders perception regarding sufficiency and adequacy of
information received
6. Question 6:Details the respondents demographic information
7. Question 7: Evaluates the alternatives for improving communication
b) Copy and paste the result of the survey below:

Stakeholders want to have more effective tools in communication.
Stakeholders require the supportive information for decision making.
Better overall communication.
Each one of the interested parties has been asked to be part of the project in all its
phases from the initial process to the evaluation and delivery of the same, which made
small comments that, could help the feedback process for the project in general. ,
taking into account my work as Project Manager and the results received by each of
them, with respect to the initially planned objectives and the results expected from
the very conception of the project within the company
SHAREHOLDERS:” it was a good job done by, I must say, that as the project progressed
I felt that at some point I would lose the money from the initial investment because the
development progressed slowly and without visible results, but after it was decided to
generate periodic meetings that would allow us to know the strategic results of any
change and I must say that it has done a good job even better than we expected”
SUPPLIERS “what still makes us something difficult with respect to their work is that
the payments are made every 30 days and not the 5 days after having received
everything they have requested: they have explained to us that it is hardly a business
that is on the rise and we trust them because they follow a work program that
apparently works perfectly, because during the last 6 months we have seen that they
have ordered and bought us 10% more each month, which means growth for our
company and that shows that it is a well executed project and that it has been put in
place in a good way”
CUSTOMERS: “We have received good quality products, we initially doubted the brand,
we thought it was just one more in the market, but we were surprised, its products are
of good quality and very good price, we believe that all this is part of a project that has
been executed in a convenient way, we also believe that what they are looking for now
is to keep our clients happy and I can say with certainty that they are achieving it”
a) Evaluate the outcome of the survey. What is telling you about the interactions with
the group of stakeholders? (Min. 50 words)
There are some weakness that must be improved, such as two way communication
tool and precise and reliable data. However, the communication plan is still response
stakeholder’s needs well. The interested parties showed their commitment and within
the evaluation carried out, the problems that were generated in some way during the
planning or implementation process have been solved, all this on understanding that
although all the interested parties are within different types of population , that is, all
respond to a specific need but all seek results that help in their own benefit, that is
why the commitment to each of them is managed through a loyalty program which
allows us to continue working with all, generating effective results for all, including
good remuneration for investors, good working conditions for employees, fixed
purchase contracts for suppliers and fair and reasonable prices as well as discounts for
customers.
PartB - Case Study
This assessment is a Case Study designed to evaluate your ability to address scenarios that
may occur when implementing stakeholder engagement in the program.
1. Address the scenarios provided to demonstrate the ability to implement and assess
the effectiveness of the stakeholder engagement in the program.
You are six months into the delivery of your program, consider that the following has
happened in your program:
a) One of your key stakeholders (mention the stakeholder-based on your

stakeholder register), has a strong disagreement with one of your project
managers. It is a clash of strong personalities, the stakeholder has high-level
authority in the program, and the conflict could escalate if not managed
properly.
You are very supportive of the project manager; however, you have to consider
the perspective of your stakeholder who thinks the project manager was
disrespectful.
Outline how do you manage the situation. How do you intervene to assist with
the situation? How do you make sure to keep the ongoing commitment to the
program from both parties?
(Min. 80 words)
Stakeholder-based on your stakeholder register:
I have to commit with him first that I will solve the problems as soon as
possible but please give me more time to solve this problem. Moreover, I also
figure out what are his needs to solve the conflicts.
How you would address the scenario:

I will talk to project managers and stakeholder separately. Then, the conflicts
are analyzed and brainstormed with team member on how to solve the
problems within given time.
b) The program board is introducing a new funding source for the program: an
external company that is interested in a joint venture. You will have to engage
the new stakeholder.
Outline how you manage this scenario from the perspective of program
communication and stakeholder engagement. How do you engage the new
stakeholder? How do you update your stakeholder register, your stakeholder
engagement plan and your communication plan? How do you share the
updates? (Provide detailed examples of what you will update and how based
on your planning documents)
(Min. 100 words)
How do you engage the new stakeholder?
Identify stakeholders early.

Get stakeholders talking to one another?
Seek to understand before being understood.
Listen, really listen.
Lead with integrity.
Engage your stakeholders in the estimates.
Work WITH your team.
Manage expectations.
Say thank you.
Plan to approach them with the effective tool
Act as professional when communicating
Review the outcome.
How do you update your stakeholder register, your stakeholder engagement plan and your
communication plan?
I would like to present them face to face including handout provided.
How do you share the updates?

I will send them the report of progress weekly
1. Share Quickly and Share Often

2. Make Progress Visual
3. Operate With Consistent Integrity
4. Send Quick Voice Texts
5. Build Strong Relationships with Active, Ongoing Communication
6. Send Weekly Scheduled Updates
7. Create a Stakeholder Map
8. Develop a Dashboard with Key Indicators
9. Send out A Stakeholder Quiz
10. Bring Them into Your Content
11. Hold a Monthly 'State Of the Union'
12. Use the Right Platforms and Apps to Stay Connected
13. Practice Transparent and Timely Communication
14. Eliminate Imagination
c) A newsletter with information that was not approved by the relevant responsible
staff member in the program, went out to external stakeholders announcing a
program development initiative that is misleading.
Outline how you manage this situation. Provide a detailed response with the
reasons to support your approach. Include what changes you would make to
your communication process to prevent this from happening again.
(Min. 100 words)
I would like to ask management team to announce the correct message to external
again by press release. This is to reveal the sincere apology to stakeholders. After that,
the approved newsletters are distributed to stakeholders who receive wrong one
individually.
To prevent the situation happen again, the authority table is set up. Team member
must be aware of the authority.
d) While monitoring the communication interfaces among constituent projects, you

have identified the following issue:
One of the project managers is using different project management software to
communicate with his team because he feels more comfortable using that tool
than the software used by the other project teams. However, doing so, he has
failed to communicate essential progress data to the other teams because the
information must be collected in the system used by his team and then
transferred to the system used by the other teams.

Moreover, this does not align with one key program objective around reporting:
to develop and implement a program reporting process that ensures critical data
and information are timely captured to minimise risks and manage issues
promptly. One of the KPIs set for this objective was to implement a consistent
communication process among project teams within two weeks from the
beginning of the program implementation phase.
Outline how you manage the situation. How do you re-align the
communication interface process among projects with the program objective?
How do you address the case with the project manager who is using a different
communication system?
First of all, I will approach the project manager by face to face and explain him on the
negative outcome from his behave. Then, I would discuss with him on how to solve the
issue happened. After that, I would ask for specialist to train project manager on how to
work correctly including implementing the program effectively. Finally, the objective is
reviewed with project managers in order to repeat how we should do to success.


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BSB50215 – Diploma of Business

Business College at International House

It is anticipated that the assessment will take approximately 8hoursto complete.

Business College at International House

Business College at International House

This task has been designed to evaluate your ability to:

This assessment comprises of product-based methods of assessment and observation

 develop a written report to introduce the stakeholder register

Assessment Evidence Checklist

Assessment 2  Report: Stakeholder register development

Task 1 – Stakeholder Register

Develop a written report to introduce the stakeholder register; develop a written

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Report: Stakeholder register development

The method used to identify program stakeholders:

manager, client, sponsor, other influential stakeholders, and more.

project's purpose, objectives, stakeholders, risks, resources, and dependencies during

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Benefits of a project charter

The method used to categorize program stakeholders classifying stakeholders

The primary stakeholders in a typical corporation are its investors, employees,

Secondary stakeholders are usually external stakeholders, although they do not

Key stakeholders may not be directly or indirectly affected by the program or a

Identifying the different Stakeholders who are part of the project

Classify stakeholders based on their power and interest

2. Design and populate a stakeholder register with minimum twenty program

Note: the use of Excel is recommended.

Stakeholder Position Contact Areas of Influence Preference Program

Irene Client 02- Customer Influencer Service On time on

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Zafar Supplier 02- Supply chain Sustainable On time

Alexandra Direct the 02- Business Supporter Service Achieve goals

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Develop a stakeholder engagement plan for the program.

Use the template below.

Stakeholder Engagement Plan

2. Involve your stakeholders

3. Schedule periodic touch-base sessions

4. Keep your word

5. Have an open mind

6. Address issues as and when they arise

1. Engage from the beginning and plan well

4. Define levels of engagement

There is a review process as monitoring process frequently by

When unclear about directions, ask for clarification.

Clarify all project requirements and specifications in a

Relationship Building Tips

Centralize stakeholder information

Develop the Stakeholder Management Plan.

In order for stakeholder engagement and partnering efforts to be

 Opportunity to provide product updates/share what’s next

 Contains both qualitative and quantitative data.

 Customer teams can share feedback at any time.

5. Feedback Collection Platforms

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This task has been designed to evaluate your ability to:

 Identify and document program stakeholders and their communication needs

This assessment is a product-based method of assessment conducted in a simulated work

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Task 3 Stakeholder communication plan

1. Equal treatment in the recognition, exercise and protection

2. Use of the most accessible and transparent channels so

3. Protection of the principle of confidentiality when it is

4. Realization of the appropriate verifications so that the