communication management plan 03 23 2009

7/26/2019 Communication Management Plan 03 23 2009

1/19

2009

CIVProcurement

Project

LeslieJohnson

COMMUNICATION

MANAGEMENT

PLAN

TheCommunicationManagementPlanidentifiestheformalcommunicationmethodology,approach,

andprotocolsthatwillbeemployedtokeepallstakeholdersinformedthroughoutthedurationofthe

StatewideAutomatedWelfareSystem(SAWS)ConsortiumIV(CIV)ProcurementProject.


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CIVProcurementProject 2009

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RevisionHistory

ReleaseDate

Author

Summary

of

Change

03/12/2009 LeslieJohnson Creation

DeficienciesRemedied


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Table of Contents

1.

Introduction ........................................................................................................................ 1

2. CIVProcurementProjectPhases ....................................................................................... 2

3. ProjectStakeholders........................................................................................................... 2

3.1. CIVCounties................................................................................................................... 3

3.2. StateandFederalProjectSponsors................................................................................ 3

3.3. ProjectOversightOfficeofSystemsIntegration ......................................................... 3

3.4. CIVJointPowersAuthority(JPA) ................................................................................... 4

3.5.

CIV

Project

Steering

Committee.................................................................................... 4

3.6. Consortium Management.............................................................................................. 5

3.7. CIVPlanningConsultantTeam ...................................................................................... 5

4. StakeholderGroupsandTeamMembersOrder ................................................................ 1

5. CommunicationMethods ................................................................................................... 3

6. StakeholderMeetings......................................................................................................... 5

7. IssueTrackingandEscalationProcess ................................................................................ 5

8.

InformationManagement .................................................................................................. 7

9. CommunicationProtocol .................................................................................................... 7

10. CommunicationTrackingandStorage................................................................................ 7

11. CommunicationFormat ...................................................................................................... 8

12. CommunicationEffectiveness ............................................................................................ 8

13. CommunicationChanges .................................................................................................... 9


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1. Introduction

ThisdocumentistheCommunicationManagementPlanfortheStatewideAutomatedWelfare

Systems (SAWS) Consortium IV (CIV) Procurement Project. The purpose of communication

management is to identify the methods of exchanging information between the project, the

Consortium,andstakeholders. Goodcommunicationpoliciesencompassinformationexchange

anddisseminationbothinternallytoallprojectparticipantsandexternallytoallpartieswitha

stakeinprojectprogress.

This Communication Management Plan identifies the formal communication methodology,

approach,andprotocolsthatwillbeemployedtokeepstakeholders informedthroughoutthe

multiphasedCIVProcurementProjectlifecycle. Thisplanisnotintendedtolimit,butratherto

enhancecommunicationpractices. Open,ongoingcommunicationbetweentheprojectandits

stakeholdersiscriticaltothesuccessoftheCIVProcurementProject.

Severalkeyfactorswillsignificantlycontributetotheeffectivenessofprojectcommunication:

Awareness Communicationabouttheprojectslifecycle,scope,rolesandresponsibilities,

andstatusmustoccur. Stakeholdercommunicationeffortswillfocuson informationthat

contributes to the success of the project, or where lack of communication can lead to

failure.

Timeliness Information must be shared in a timely manner to allow stakeholders the

opportunitytounderstandtheinformationandhavetheopportunitytorespond.

Content Communication content must be relevant, meaningful, timely, and at an

appropriate

level

of

detail

for

the

intended

audience.

Expectations

will

be

clearly

communicated to ensure the proper feedback is received. Communication strategies will

alsobebasedonstakeholdersneedsandfeedback.

Format Allcommunicationsmustbedevelopedanddeliveredinaformatthatisefficient,

understandable,andeasilyaccessible.

Consistency The project will review information and documentationto verify continuity

acrossthemultiplephasesoftheCIVProcurementProject.

Thisdocumentwillbereviewedatleastannuallyandupdatedasneeded. Lessonslearnedasa

result of continuing communication management efforts will be captured at the end of each

projectphase

and

used

to

improve

the

project

standards.


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2.

CIVProcurementProjectPhases

TheCIVProcurementProjectwillconsistoftwodistinctphases. Theinitialphasewillfocuson

theacquistition

of

aPlanning

Consultant.

Throughout

this

phase

communication

is

limited

to

Consortium and state stakeholder staff and all communication documentation will be

safeguardedonasecureddriveontheCIVlocalareanetwork,orsimilarlysecureddatastorage

device. For more information related to Project security, refer to the CIV Procurement

SafeguardPlanlocatedintheCIVProcurementLibrary. TheCIVProcurementLibrarycanbe

accessedat:www.civ.org/ProcurementLibrary.shtml.

Thesecondphaseactivities,whichfocusontheacquisitionoftheCIVM&OContractor,willbe

conducted at the facility provided by the successfull Planning Consultant. Throughout this

phase, all CIV M&O Procurement related data, electronic files and communications will be

stored and conducted using the hardware, software, email services and local area network

(LAN)providedbythePlanningConsultant.

3. ProjectStakeholders

Projectstakeholdersareindividualsandorganizationswhoareactivelyinvolvedintheproject,

orwhose interestsmaybeaffectedpositivelyornegativelybyprojectexecutionorsuccessful

project completion. All CIV Procurement Project stakeholders have some level of influence

overtheprojectand itsresults. TheCIVProcurementProjectstakeholdersare listedbelow.

Thekey

roles

and

responsibilities

of

each

stakeholder

are

discussed

in

following

subsections.

ConsortiumCIVCounties(39)

StateandFederalProjectSponsors

CaliforniaDepartmentofSocialServices(CDSS)

CaliforniaDepartmentofHealthCareServices(CDHCS)

CaliforniaDepartmentofFinance(DOF)

UnitedStateDepartmentofAgricultureFoodandNutritionServices(FNS)

Departmentof

Health

&

Human

Services,

Center

Medicare

&

Medicaid

Services

(CMS)

ProjectOversight OfficeofSystemIntegration(OSI)

CIVJointPowersAuthority(JPA)

CIVProjectSteeringCommittee

ConsortiumManagement

CIVPlanningConsultantTeam


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3.1.

CIVCounties

The39CIVCountiesarethedirectbenefactorsoftheprojectandareresponsiblefordefining

and appropriately communicating, through the CIV Procurement Manager and/or

requirementsgatheringactivities,theirneedsspecifictothesolutionssoughtthroughtheCIV

ProcurementProject.

ConsortiumIVMemberCountiesAlpine

Amador

Butte

Calaveras

Colusa

DelNorte

ElDorado

GlennHumboldt

Imperial

Inyo

Kern

Kings

Lake

Lassen

Madera

Marin

MariposaMendocino

Merced

Modoc

Mono

Monterey

Napa

Nevada

Plumas

Riverside

SanBenito

SanBernardino

SanJoaquin

Shasta

Sierra

Siskiyou

Stanislaus

Sutter

Tehama

Trinity

TuolumneYuba

3.2. StateandFederalProjectSponsors

TheProjectsponsorsestablishthepoliciesthatgovernthesocialprogramsmanagedthrough

the CIV System. The Project Sponsors also provide legal support, particularly in the area of

development

and

review

of

procurement

and

contract

documents.

CDSS

is

the

point

of

contact

forCDSSpolicy issues. CDHCS isthepointofcontactforspecificCDHCSpolicy issues. These

stakeholders may or may not have any direct responsibility for project tasks, but their

participationandsupportisessentialtoitssuccess. Stakeholderswillbeperiodicallyinformed

of key milestones, findings, and decisions that may have bearing on their relationship to the

project. DOFisthecontrolagencyresponsibleforapprovingtheprojectsfinancialstrategies,

and budget. The Food and Nutrition Services (FNS) and Department of Health & Human

Services, Center Medicare & Medicaid Services (CMS) provide input from the federal

perspective.

3.3.

ProjectOversight

Office

of

Systems

Integration

OSIisresponsibleforoversightofallSAWSProjects. OSIwillaccomplishthisbyparticipatingin

Project meetings and reviewing Key Deliverables, such as the Requests for Proposals and

VendorSelectionReports.


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The Manager of the OSI SAWS Consortium Management Unit will serve as the OSI point of

contactandwillreporttotheSAWSDeputyDirector,andState/FederalStakeholdersregarding

projectstatus.

AlthoughtheCIVProcurementProjectisaconsortiumlevelproject,OSIwillplayasignificant

role

in

partnering

with

the

various

State

and

Federal

entities

involved

in

the

project,

and

collaboratingwiththeprojecttosupporttheprojectssuccess.

3.4.

CIVJointPowersAuthority(JPA)

TheCIVJPAisapublicentitycreatedforthejointexerciseofpowerscommontotheMember

Counties. TheCIVJPAwasestablishedtoexercisesuchpowersforthedesign,development,

implementation,andongoingmaintenanceandoperationoftheCIVSystem. TheCIVJPAis

governed and administered by a Board of Directors, comprised of seven Consortium County

Directors. TheBoardofDirectorsprovidesCIVpolicydirectionandoversight. Allpowerofthe

CIVJPAresideswithinitsBoardofDirectors. TheCIVJPAmaymakeandenterintocontracts,

employ agentsandemployees,sue,andbe sued, in its ownname, incur debts, liabilitiesand

obligations,and investanymoney in itstreasury. ThemembersoftheBoardofDirectorsare

liaisonstothestakeholdergroupswhosecollaborativeeffortshaveaidedinthesuccessofthe

project. ThemeetingsareconductedinaccordancewiththeBrownAct.

3.5.

CIVProjectSteeringCommittee

TheCIVProjectSteeringCommitteeismadeupofselectDeputyDirectorlevelmanagersfrom

various

counties

who

provide

input

on

items

and

changes

that

are

important

to

their

respective

counties. Theroleofthiscommitteeistosetdirectioncommensuratewiththegoalsandneeds

ofthestakeholdersthatcomprisethegroup. TheCIVProjectSteeringCommitteewillmeeton

at least a bimonthly basis to discuss and make decisions and or recommendations on topics

related to project cost, schedule, risks, issues, and status. The committee may make

recommendations for strategy changes and significant and critical project issues.

Recommendations proposed by the CIV Project Steering Committee may require formal

approvaloftheCIVJPABoardofDirectors,State,and/orFederalstakeholders.

MeetingsoftheCIVProjectSteeringCommitteemayresultinquorumoftheCIVJPABoardof

Directors.

In

this

event,

the

committee

shall

follow

the

Open

Meeting

Laws

for

Local

GovernmentasdefinedinChapter3ofTheRalphM.BrownAct. Memberswillhelptoensure

the success of the project strategy by sharing information with the stakeholder groups they

represent.

TheCIVProcurementProjectManagerwillprovideprojectstatusupdatesandreferpolicyand

otherissuestotheCIVProjectSteeringCommitteeforresolutionorescalation.


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3.6.


TheConsortiumhasdesignatedafulltimeCIVProcurementManager,who isresponsiblefor

the daytoday activities throughout the CIV Procurement Project lifecycle. The CIV

Procurement Manager is the primary point of contact for all communications between the

Planning

Consultant

team,

CIV

Project

Director,

and

the

project

stakeholders.

The

CIV

Procurement Manager will develop and implement a standardized project management

methodologyusingbestpracticesandappropriateprojectmanagementtools.

3.7.


TheCIVPlanningConsultantTeam,acquiredduringthe initialphaseoftheCIVProcurement

Project, will be responsible for leading the key tasks and deliverables the remainder of the

Project. The CIV Planning Consultant Team will provide project management support and

documentmaintenancethroughtheProjectManagementOffice(PMO). During,thenextphase

the PMO will coordinate much of the communications described in this plan. The Planning

Consultant Team will be responsible for adherence with established project management

standardsandplans.


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4. StakeholderGroupsandTeamMembersOrder

StakeholderGroupor

Team

Members

ExecutiveManagement CIVJPABoardofDirectors

AnaPagan(Merced)CHAIR SusanLowe(Riverside)VICECHAIR

ElliottRobinson(Monterey)2nd

VICECHAIR

ChristineApplegate(Stanislaus)

LindaHaugan(SanBernardino)

MelodyBrawley(Lassen)

PatCheadle(Kern)

CIVProjectSteering

Committee

CountyRepresentatives

ScottPettygrove(Merced)

SayoriBaldwin(Riverside)

NancySwanson(SanBernardino) KathyHarwell(Stanislaus)

CountyProjectManagers(CPM)


JohnBoule,CIVProjectDirector

LeslieJohnson,CIVProcurementManager

Consortium

Management JohnBoule,CIVProjectDirector

LeslieJohnson,CIVProcurementManager

CountyProject

Managers

PeggyMacias

(Merced)

MarthaMetroka(Riverside)

JuneHutchison(SanBernardino)

MyrnaLebert(Stanislaus)

JanJaaskela(ElDorado)

RobinCrowl(SanJoaquin)

NancyHarrison(Kern)

Linora

Ballesteros

(Monterey)

NicoleNava(Butte)

SandeeZemple(Shasta)

IntegratedCIV

ProcurementProject

Team




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StakeholderGroupor

Team

Members

CDSS CharLeeMetsker,DeputyDirector,WelfaretoWork

Division

Karen

Dickerson,

Chief,

Employment

&

Eligibility

Branch DebbieRose,Chief,ProgramIntegrityBranch

YvonneLee,Chief,FoodStampBranch

CDHCS VivianAuble,ChiefMedi CalEligibilityDivision

BillWalsh,BranchChief,MediCalEligibilityDivision,

PolicyOperationsBranch

JohnZapata,SectionChief,MediCalEligibilityDivision,

PolicyOperationsBranch

FeiCollier,

Chief,

Information

Technology

Services

Division,ApplicationsSupportBranch

OSI GeorgeChristie,DeputyDirector,SAWSProjects

KristineDudley,ManagerSAWSConsortiaManagement

Unit

JohnHeinlein,CIVConsortiumLiaison

BillObernesser,IndependentConsultant

CIVPlanning

Consultant

TBDthroughCompetitiveProcurement


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5. CommunicationMethods

Formal internal communication is required to keep the CIV Procurement Project Team

informed of status, issues, and risks. Internal communication is inclusive of communications

withandbetweentheConsortiumManagement,OSI,andtheCIV PlanningConsultantTeam

whomakeuptheIntegratedProjectTeam. Additionally,internalcommunicationencompasses

the information exchange between the Integrated Project Team and the counties. Formal

external communication is required to keep stakeholders and sponsors apprised of project

status,issues,andrisks.

ID Communication

Item

Description Audience Frequency Method/Media Provider

1. MeetingAgendas Meetingtopics,logistics

Meeting

Attendees

Minimum1

workingday

priorto

meeting

Word

Document

distributedvia

emailandas

meeting

handout

Meeting

Facilitatoror

Scribe

2. MeetingMinutes Documentationofmeeting

discussion,

actionitems,

futureagenda

items

Meeting

Attendees

5workingdays

following

meeting

Word

Document

distributedvia

emailandas

meeting

handout

Meeting

Facilitatoror

Scribe

3. MonthlyStatusPresentation

Oraland/or

writtenreportonproject

status,risks,

issues,work

plans,upcoming

eventsand

projectdirection

CIVSteering

Committee

Monthly MSPowerPoint

presentationdistributedvia

emailand

meeting

handout

CIV

ProcurementManager

and/or

Planning

Consultant

Manager

4. MonthlyStatusReport

Writtenreport

onproject

status,risks,

issues,work

plans,upcoming

eventsand

projectdirection

Integrated

ProjectTeam

Monthly Word

Document

distributedvia

email,stored

onproject

LAN

Planning

Consultant

Manager


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ID Communication

Item


5. ProjectRequestforInformation

(PRI)

Solicits

information

Consortiumor

othersas

applicable

Asneeded Word

Document

distributedvia

email,storedonprojectLAN

CIV

Procurement

Manager

6. ProjectInformation

Notice(PIN)

Transmits

project

announcements

Consortium,or

othersas

applicable

Asneeded Word

Document

distributedvia

email,stored

onprojectLAN

CIV

Procurement

Manager

7. CommunicationTrackingLog

Summaryof

formal

communication

distributionsand

response

trackingtool

Consortium,or

othersas

applicable

Monthly Excel

Workbook

availableon

project

website,

maintainedon

projectLAN

CIV

Procurement

Manager

8. IssueManagement

Matrix

(definedinthe

Issue

Managementand

EscalationPlan)

Summarylistof

projectconcerns

orneeds,and

associated

status

CIV

Procurement

memberor

memberofa

stakeholder

organization

Asneeded,no

lessthan

monthly

Excel

Workbook

distributedvia

email

CIV

Procurement

Manageror

PMO

9. IssueReportForm

(definedinthe

Issue

Managementand

EscalationPlan)

Formtosubmit

projectconcerns

orneeds

CIV

Procurement

memberor

memberofa

stakeholder

organization

Asneeded Excel

Workbook

availableon

projectLAN

CIV

Procurement

teammember

ormemberofa

stakeholder

organization

10. RiskManagementMatrix

(definedinthe

RiskManagement

Plan)

Summarylistof

potentialproject

problems,and

associated

status

CIV

Procurement

memberor

memberofa

stakeholderorganization

Asneeded,no

lessthan

monthly

Excel

Workbook

distributedvia

email

CIV

Procurement

Manageror

PMO


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ID Communication

Item


11. CIVProcurementProjectWorkPlan

ProjectSchedule

ofTasks,

Duration,

Milestones

CIVProject

Director

CIVProcurement

Manager

Asneeded,no

lessthan

monthly

Microsoft

ProjectWork

Plandistributed

viaemail,maintainedand

storedon

projectLAN

CIV

Procurement

Manageror

PMO

12. DeliverableApprovalLetters

Requestformal

approvaloffinal

deliverable

CIV

Procurement

Manager

Asneeded Letter,hand

delivered

Planning

Consultant

Manager

6.

StakeholderMeetings

Inaddition tothe communication itemsdescribedabove,theCIVProcurement Projectteam

will attend and participate in various meetings with stakeholders. Whenever possible, this

teamwillutilizeestablishedcommitteeswhenfacetofacecommunicationisrequired.

7. IssueTrackingandEscalationProcess

In case of a disagreement between the CIV Procurement Project team members relative to

direction,solution,orresolution,theprojectmayinvokeanissueescalationprocessasdefined

by the CIV Procurement Project Issue Management Plan. The Issue Management and

Escalationprocess

is

fully

described

in

the

CIV

Procurement

Project

Issue

Management

Plan,

which can be found on the CIV Procurement Project Library located at http://www.c

iv.org/ProcurementLibrary.shtml. ThefollowingtableshowstheCommunicationstepsofthe

IssueResolutionandEscalationProcessfortheproject.

Step

#

Steps ResponsibleParty Timeframe

1.Issueidentificationbyanyproject

stakeholder/team

member

Anyprojectstakeholderor

team

member

Ongoing

2.EmailissuetotheCIV

ProcurementManagerfortriage

andtracking.

Personidentifyingissue

sendingemail

Assoonaspossible


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Step

#

Steps ResponsibleParty Timeframe

Examinenewlyidentifiedissue

anddetermineifimmediate

escalationisnecessary(seestep5)oriftheissuecangothrough

standardresolutionprocess(see

step4).

CIVProcurementManager Daily

Allissueswillbediscussedat

designatedprojectmanagement

meetingsandtriaged,tracked,

andresolved.

ProjectStatusMeeting

Attendees

WeeklyMeeting

Decision:

ProjectIssue?

SteeringCommitteeIssue?

CIVProcurement

ManagementTeam

SteeringCommittee

WeeklyMeeting

MonthlyMeeting

3.

Ifissueistimesensitiveandhas

immediateimpactonproject

schedule,cost,anddirection,

issueescalationwillbeinitiated

(seestep5).

ConsortiumManagementorC

IVProcurementManager

AsNeeded

Emailissuedescription,summary

andreasonforescalationto:

ConsortiumManagement,

SteeringCommitteeChairs,and

OSI

PMO Within24hoursof

issuebeing

escalated

4.

Scheduleissueescalation

conferencecallwithrecipientsof

escalatedissueemail.

PMO Within24hoursof

issuebeing

escalated

5.

Scheduleissueescalation

conferencecallwithrecipientsof

escalatedissueemail.

PMO Within48hoursof

issuebeing

escalated


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8. InformationManagement

Communication protocolsare necessary tomanage the amount and type of information that

will be communicated to both internal and external project stakeholders. Communication

protocolsfacilitatebettermanagementandcontroloftheflowofprojectrelatedinformation,

minimizemisinformation,

maximize

the

sharing

of

accurate

information

across

the

appropriate

communication channels, and provide structure to the information shared with external

stakeholders.

9. CommunicationProtocol

Thescopeofinformationdisseminatedshouldbelimitedtothatwithinanindividualsproject

domain. All communication related to projectwide status should be directed to the CIV

ProcurementManager,unlessotherwiseadvised. Becauseofthebroadscopeofthisproject,

only

those

individuals

at

the

project

management

level

will

be

able

to

provide

a

comprehensive

andaccuratestatusupdateontheprojectasawhole. Itisimportantthatallothermembersof

the project limittheircommunications,both formaland informal,to informationwithintheir

individualdomainorjobfunctions.

For purposes of requirements gathering and participating in the development and review of

procurement documents, and the actual procurement process, the counties have designated

primarycountycontacts, technicalcountycontactsand fiscal countycontacts. If information

needsfurtherdisseminationinthecounties,itisexpectedthattheprimarycontactwillensure

the appropriate staff receive or respond to the required information. In the event contact

informationfor

acounty

changes,

the

primary

county

contact

must

notify

the

CIV

Procurement

ManagerwhowillnotifythePMOtohavethelistchanged.

Email will be considered an accepted means of project communications. Documents and

Deliverables will be attached to emails for dissemination to the projects stakeholders and

team members. Additionally, if a situation dictates a more formal approach, then

correspondencewillbeintheformofaletter,memorandum,ordocument. Appropriateuseof

email includes scheduling meetings, forwarding documents and general questions and

answers. If the emailcontainspertinentorhistorical information, the emailwill be given a

document

tracking

number

and

archived

on

the

project

LAN.

10. CommunicationTrackingandStorage

Written communications received by or generated for the CIV Procurement effort will be

retainedandstoredontheprojectLAN,dependingontheformatinwhichtheyarereceived. E

mailsthatdocumentdecisionsorthathavepertinentvaluetotheprojectwillbestoredonthe


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projectLANandretainedforhistoricalpurposes. Thedocumentswillbeforwardedorcopied

to PMO who will file the document in the appropriate folder on the project LAN. Formal

communicationtothecountieswillbedistributedundercoverofaProjectInformationNotice

(PIN)orProject Request for Information (PRI), logged ona Communication Tracking Log, and

assigned

a

tracking

number

(refer

to

Attachments

1

and

2

for

PIN

and

PRI

templates).

Likewise,

county responses to requests for information will be tracked and stored on the project LAN.

(SeetheCIVProcurementSafeguardPlanformoreinformationaboutwhichLANswillbeused

duringwhichprojectphase).

Asappropriate, certaincommunicationsordocuments, such as the CommunicationsTracking

Log,willbepostedtotheCIVProcurementProjectLAN.Onlythoseitemsthataredetermined

to be public information will be posted to the website. The CIV Procurement Manager will

approvethetimingandcontentpriortopublication. TheCIVProcurementProjectLibrarycan

bereachedatwebsiteatwww.civ.org/ProcurementLibrary.shtml.

11. CommunicationFormat

SpecificCIVProcurementProjecttemplateshavebeenestablishedandareutilizedtoensurea

consistentlookandfeelforallprojectdocumentation. Thetemplatesallowcountiesandother

stakeholders to recognize communications as CIV Procurement Project related. The project

templates includestandardssuchastheprojectname,date,standardheadersandfootersas

wellastheprojectlogoasappropriate. Additionally,contactinformationincludingphoneand

emailaddressesareprovidedwithallcommunicationdistributions. Communicationsmayalso

be categorized as Confidential, Time Critical and/or Action Required. These templates are

storedontheprojectLAN.

12. CommunicationEffectiveness

Periodicallytheprojectwillconfirmtheeffectivenessofthecommunicationswiththecounties,

Consortiummanagement,andStateoversightentities. Surveysormeetingswillbeconducted

toensurethecommunicationmethodspresenttheprojectsmessageandrequirementsclearly,

timelyandinamethodthatisefficientandunderstoodeasily. Thefollowingquestionswillbe

usedtohelpmeasuretheeffectivenessofprojectcommunication:

Istheinformationthatiscommunicateduseful,timely,andrelevant?

Istheinformationprovidedattherightlevelofdetail?

Arethecommunicationsunderstandabletoall?

Doestheinformationcoveralltopicsthatteammembersandstakeholdersrequire?


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Shoulddifferent/additionalmediabeincorporated?

Shouldnewordifferentforumsbeadded?

Should the communications strategy target different or additional groups to involve

stakeholdersmore

effectively?

13. CommunicationChanges

Any CIV Procurement Project stakeholder may propose changes to the communication

process. TheCIVProcurementManagermustapprovethechangeforittobeaccepted. Once

accepted,thechangewillbe incorporated intotheCommunicationsManagementPlan inthe

appropriate area. Often a draft version will be used to generate discussion with the

communicationstakeholderspriortomakingthechangeofficial.