In this book, the author outlines the best practices that underpin the success of a project; he highlights 10 such steps. Excerpt: "The first practice is to conduct a communication audit. This identifies the key players who are directly involved in the project, identify their positions (and those who are against the project), and measure their expectations and motivations. This can be done by individual interviews or group surveys, sometimes by e-mail.
The second practice relates to the strategy and communication plan. Indeed, to launch a target communication, one must first determine several points: the project objective, the target covered by the project (key users), the type of communication that will be adopted according to the targets and the means that will be used to finance the project".
Then comes the stage to give an identity to the project: one must choose a catchy name that has special significance and has a relationship with the theme of the project and set aside a territorial basis, i.e., need to designate a place solely for the project, it can be either a dedicated meeting room or a project tray . The choice is based on the length, size or context of the project.
Finally, one must choose a team that is known and recognized as the image of the project will be dependent on the team that undertakes it. Then we pass on to the stage of officially launching the project. This step takes place in three parts: the meeting of formalization for clarifying the role of each member (the project team, committee, etc), the launch seminar that to be attended by all stakeholders (sponsors, operational managers, key users, etc) but its goal remains the same as the formalization of the meeting, and, finally, an article in the business newspapers and a space on the Internet will be reserved for the official launch of the project.
[...] Also, to realize that the work of the project manager requires expertise, a sense of organization and teamwork as well as facilitator skills that will enable him to guide managers to make good decisions. APPENDICES Annex 1 : Structure of a project newsletter RECTO VERSO Editorial . . . Hercule Martin Director Zoom (feature) . . . Claudine R Key user Under the spotlight Question (for example, the project XXX is your opportunity to . Can you tell us about that experience?) . . [...]
[...] After administering the questionnaire comes the last practice and what constitutes an essential part of any project: Analysis of the results. Indeed, the project manager has to organize the last meeting of the steering committee in which he will announce the official end of the project, discuss the quantitative and qualitative results of the investigation to find a solution to problems. At the end, the project manager shares with his manager the last newsletter and a comprehensive report by the formal assessment of the whole project See Annex Structure of a Project Bulletin See Appendix Example of a satisfaction questionnaire See Appendix The assessment structure of the project COMMENT "For a project to be successful, we need all the appropriate protagonists. [...]
[...] + The assistance of the project team at the start The support and troubleshooting by the project team during the project Improvement in your business Project communication via regular newsletter Improvement in the exchange with colleagues from other professions on the same site User training Communication by other means (corporate media, meetings . ) The user documentation Improved interaction with your counterparts at other sites The user club The involvement of local relays What you enjoyed the most : . . . What you liked the least : . . . Your ideas and suggestions for improvement : . . . [...]
[...] "There is nothing worse in a Communicate project, convince, Action Plan, Strategy, Customer situation of Satisfaction, newsletter, project leader, key users, audit, change of not animation . knowing where we KEY IDEAS . go . " The main ideas of this book may be defined as follows: • Idea 1 identifying stakeholders and their positions vis-à-vis the project (allied, neutral or opponents) are key first steps of a successful project. • Idea 2 Before starting any project, we must study its goals, the motivations of key users, the communication plan to apply and how that will be made available . [...]
[...] Finally we must choose a team that is competent and corresponds to the image of the project carried out by the team. Next come the startup phase and the formalization of the project. This step takes place in 3 parts: Meeting of formalization for clarifying the role of each member (project team, committee . ) and make them want to work together; the launch seminar which bring together all relevant stakeholders (sponsor, operational managers, key users . ) but its purpose remains the same as the formalization of the meeting. [...]
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