- Foreword and Introduction
- 1: Putting projects in context
- 2: Entity arrangements
- 2.1 Strategic alignment
- 2.2 People and culture
- 2.3 Effective governance
- 2.4 Common APS Requirements
- Summary for entity arrangements
- 3: Individual project proposals
- 3.1 Clarifying the concept
- 3.2 The business case
- 3.3 Approving the project
- Summary for individual projects
- 4: Project implementation
- Appendices
- Quick reference card
PDF version of guide [3.0MB]
PDF of Quick reference card [0.3MB]
Tips for PDF and HTML versions [0.5MB]
Word version of checklists [0.1MB]
Communication
Better Practice results: Increased confidence in decision-makers that affected parties will regard the project positively, and thus contribute to the project’s success.
“The greater the impact of a project, the greater the need for clear communication about the rationale behind it.”
… PM&C guidance.
The business case prepared by the project team will normally provide information on the proposed communication strategy, covering issues such as:
- identifying key groups to be communicated with, and their interests;
- identifying the objectives of communicating with each group, for example – preparing affected parties for changes, building support, or providing detailed training in using new facilities; and
- responsibilities for different aspects and channels of communication.
Given the importance of effective communications to successful implementation, it is better practice for the project sponsor to consider the following issues when reviewing the communication strategy:
| Consultation during planning | Have the right people been involved in helping identify communication issues? Are there more senior stakeholders that the sponsor should discuss the communication approach with, such as the entity executive or the Minister’s office? |
| Timing | Are communication issues covered for all project stages, such as initial announcement, development, implementation and operation? Do project activities or announcements occur when there may be heightened interest or impact? |
| Consistency | If there is targeting of communication to different audiences, is there appropriate consistency in the underlying message and facts? |
| Coordination | Is there a need to coordinate any of the planned communication activities within the entity or on a government wide basis? If so, has sufficient time been allowed to gain agreement when needed? |
| Incorporation | Are communication activities, costs and staffing properly included in the project plans and budget? |
Case study: Project with wide impact
“We knew communications would be important because the project would affect groups across Australia. The real benefit came from the effort we put into the communication planning. We involved some regional office staff, and an adviser from the Minister’s office. We decided we needed a tailored communication approach, including face-to-face briefings for some groups, and effective feedback arrangements from clients during design, testing and implementation. There were significant changes to the activity plan, budget, staffing and timetable to cover the communications issues. The added communication effort meant the implementation went very smoothly.”
… Program management branch head.
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