Contents -- Acknowledgments -- Introduction: Thinking About Your Project Communications in a New Way -- Why Isn't Good Project Management Enough? -- Why Are Project Communications So Important? -- What Happens If You Ignore Project Communications? -- So What Will You Get from This Book? -- Business Project Management -- Case Study -- The Payoff -- 1 Linking Projects and Strategy Through Effective Communications -- Projects to Change the Business -- Start with the Expected Business Benefits -- Conducting a Feasibility Study -- Developing a Feasibility Study for Project Renewal -- Clear Project Goals Make Sense to Everyone -- The Primary Goals of Every Project -- 2 Preparing the Leadership -- How Involved Should the Leadership Be? -- Providing the Leadership with a Script -- Developing a Working Committee and Working Groups -- Communications and the Working Committee -- Communications and a Working Group -- 3 Writing the Project Charter -- Contract -- Statement of the Business Problem -- Goals and Objectives for a Successful Project -- The Primary Goals of Project Renewal -- Project Scope -- Assumptions and Constraints -- Risks and Benefits -- Project Budget and Schedule -- Tips for Writing the Charter -- 4 Establishing the Team and Communicating with the Business -- Communicating the Sale -- Relationship with Each Other -- Level of Knowledge of the Goals and Business Case -- Credibility of the Project Team -- Questions or Concerns -- Information or Techniques to Gain Acceptance -- Communications Within the Team -- Managing the War Room -- Listening Is Part of Communicating -- 5 Common Elements for All Communications -- Step One: Analyze the Target -- Step Two: Plan the Approach -- Step Three: Deliver the Message -- 6 Writing the Case for Change -- What Is the Secret to Writing a Case for Change? -- Influences on Behavior.

Communications Create Perception -- Process for Building a Case for Change -- The Results Can Be Dramatic -- 7 Analyzing Changes to Business Process -- Communicating a Change -- Building Changes into the Training Plan -- Building a Leadership Plan -- Developing Preliminary Performance Measures -- 8 Developing Support for the New Business Processes -- Addressing the Fairness Factor -- When Leaders Backslide -- When Other Key People Backslide -- Urgency and Decisions -- 9 Developing an Operations Integration Plan -- Case for Change -- Understanding the Process Changes -- Support Provided -- Preparation for Project Deliverables -- Understanding the Timetable -- Napoleon's Thirds -- 10 Developing the Communications for the Project -- The Basics of Communications: It's All About Perceptions -- What Does a Communication Plan Look Like? -- Developing Effective Messages -- 11 Writing the Project Plan Memorandum for the Executive Team -- Review of the Common Elements for All Communications -- Writing the Project Plan Memorandum -- 12 Using Communications to Handle Risks -- Managing Business Risks Through Communications -- Managing Organizational Risks Through Communications -- Managing Risks Through Communications -- 13 Presenting to Stakeholders During Project Execution -- Decide Your Purpose -- Analyze the Audience (Stakeholders) -- Strategy -- Build It in Three Parts -- Practice -- Questions -- Visual Aids -- 14 Communicating About Problems -- Effective Meetings -- 15 Communicating Scope Changes -- Basic Assumptions -- Requesting a Change -- Communicating About a Change -- Presenting the Options and Reaching a Decision -- Communicating the Decision -- 16 Communicating with Operations -- Good News-Bad News -- Dangerous Assumptions -- Build a Storyboard to Explain the Project -- 17 Preparing Operations to Accept the Deliverables.

Providing the Training Operations Needs to Be Ready -- Performance Evaluation and Project Deliverables -- Readiness Assessment Checklist -- 18 Overcoming Resistance to Change -- Reasons for Resistance -- Types of Resistors -- Overcoming Resistance -- 19 Handling Competition with Other Initiatives -- Maintain Situational Awareness -- Horizontal and Vertical Communications -- Address Potential Conflicts Quickly -- Project Renewal -- 20 Writing the Close-Out Report -- Business Stakeholders -- Project Stakeholders -- Packaging the Report -- 21 Providing Feedback to Your Project Team -- Quality of Work -- Timeliness and Consistency in Meeting Deadlines -- Creativity -- Administrative Performance -- Ability to Work as Part of a Team -- Attitude -- Communication Skills -- Technical Ability -- Cost Consciousness -- Recommendations for Improvement -- Developing a Matrix -- Celebrate -- 22 Crossing the Finish Line -- Communicate with the Business on the Value Created -- Performance Measures in Operations -- Communicate with All Team Personnel -- The After-Implementation Review -- In Conclusion -- Index -- A -- B -- C -- E -- F -- G -- I -- L -- M -- O -- P -- Q -- R -- S -- T -- V -- W -- About the Author.