IVI Framework Viewer

Representative POMs are described for Communication at each level of maturity.

1Initial

• Practice

  Communicate with stakeholders about general project topics.

  Outcomes

  • Communication is limited to standard project management and oversight reporting.
  • There is no recognition of the need to address the people aspects of change.

  Metric

  % of programmes providing regular progress reports.

2Basic

• Practice

  Broadcast general vision statement for programme/project benefits.

  Outcomes

  • A general vision for the programme and its business benefits is broadcast at programme launch.
  • It focuses on goals, tasks, targets and deadlines, but not on how individual behaviour change is linked to specific benefits realization.

  Metric

  % of programmes whose Iiitiation/launch material makes explicit reference to business benefits aims.

3Intermediate

• Practice

  Institute a communications policy for change to provide direction on format, content, frequency and delivery media, aimed at successful stakeholder engagement.

  Outcome

  Change agents are equipped to develop comprehensive, outcome-oriented communications plans, customized to the needs of the situation and the disposition of individual stakeholders.

  Metric

  % of programmes with a published communications policy for change (or equivalent).

• Practice

  Develop a communications plan, customized to suit the current investment programme/project.

  Outcome

  Customized interventions in terms of medium, format, content and timing are established for target stakeholders.

  Metric

  % of programmes with an active benefits communications plan in action (as monitored by programme board).

• Practice

  Plan collective broadcast of key messages (vision, benefits focus, call to action etc.) and progress reports.

  Outcome

  There is a common understanding among relevant stakeholders of what they collectively need to do/change in order to achieve the stated benefits of this investment.

  Metrics

  • % of programmes with customized benefits communications across the lifecycle.
  • % of benefits owners who use regular progress reports to confirm their understanding of their role and to advise progress on benefits achievement.

4Advanced

• Practice

  Plan, undertake and document individual stakeholder encounters in terms of desired outcomes related to the benefits plan.

  Outcome

  The communications plan is explicitly tied into the benefits plan (and its individual benefits).

  Metric

  % of benefits plans with detailed tasks defined to cover contacts with individual benefits owners.

• Practice

  Conduct stakeholder encounters in a standard fashion (outcomes-focused, two-way communication, address resistance etc.)

  Outcome

  The communications plan is two-way, incorporating individual feedback and general reporting to allow it to be monitored, reviewed and escalated at governance levels.

  Metric

  % of programmes with a log, detailed account and defined outcomes of all meetings and contacts with benefits owners.

5Optimized

• Practice

  Conduct frequent stakeholder encounters using appropriate and continuously optimized leadership and communication styles.

  Outcome

  Communication is driven by reference to acknowledged best practice and is considered a critical part of the realization, management and governance of business benefits.

  Metric

  % of programmes whose benefits oversight activity has been independently benchmarked against one or more industry standard practices.

• Practice

  Train change agents in selected communications and leadership techniques.

  Outcome

  Communication and leadership are recognized and fully supported as critical skills of accredited change managers for all forms of leadership interactions, ranging from information, education and participation, to negotiation and enforcement.

  Metric

  % of programme team members who have received training in adaptive leadership and emotional intelligence, and have corresponding performance targets built into their personal reviews.

• Practice

  Feed back outcomes from stakeholder interaction into the stakeholder strategy and benefits plan, and adjust these accordingly.

  Outcome

  Communication is considered a critical and fully embedded part of the realization, management and governance of business benefits.

  Metric

  % of programmes whose active benefits communications Plan incorporates feedback and learning loops involving the programme team, programme board and benefits owners.