Communication Management Plan

CommunicationManagement Plan

CommunicationManagement Plan

TheMansfield Hydrogen Fueling Station project communications managementplan is intended to describe elements in the project such as methodsof information collection, formatting, structure, screening, anddissemination of project information. The plan outlines theunderstanding between project teams concerning the processes andactions that are necessary to enable the acute links that people havetheir ideas and other information required for the success of theproject. The basic requirement of a plan is to ensure the success ofthis project by making certain that each of the project stakeholdersgets the information they need, as well as, outlining the goals ofthese communications to reach every person involved(Schwalbe,2010).


Thisdevelopment has been started in order to construct a hydrogen fuelingfacility for the Mansfield, MA community on Route 140 within 3months. The funds allocated for the creation of this project is$100,000. This project is set to begin at a date no later than March15, 2015, and must be accomplished before the date June 30, 2015. Thedeliverables of this project require that the hydrogen fuelingfacility is equipped to have 6 fueling stations with a hydrogenstorage capacity of 1500 gallons. The facility should also have aparking lot, convenience store and fire fighting systems at thefilling stations. The exterior of the facility should be well lit andemploy the use of proper signage.


TheJust-In-Time project’s main tool for enhancing participation,cooperation and coordination is project communication as it brings anunderstanding and acceptance among all the stakeholders in theproject. There are a number of stakeholders in this project that willall contribute to the realization of the project objectives. The mainsponsor in this project is Mr. DC while the project manager handlingthe project team is Jeff Brown. A number of contractors and supplierswill be needed in this project to supply the needed constructionmaterial, hydrogen fueling facilities and a primary supplier for thehydrogen that will be used in the project. Dealing with hydrogen willalso require an expert in the field to coordinate and monitor the useof hydrogen. As part of the safety requirements, the local firedepartment in Mansfield is also a stakeholder to provide the requiredhelp should the need arise.

TheMansfield community as well as the Mansfield government is alsoinvolved as stakeholders as they will be part of the populace thatbenefit from the erection of this project. This type of project needsthe involvement of big business partners such as the Toyota MotorCorporation that have joined the project to ensure its success.Mansfield transportation department will provide the necessarytransportation for the workforce and materials required to get theproject going. Other necessary stakeholders in this project includethe NE Law Firm that will be handling any and all legal issues suchas coordinating with the US Environmental Protection Agency who willsort out environmental issues. A federal safety inspector togetherwith the Massachusetts safety inspector will also be stakeholders toensure that the project goes according to plan.


Likeall other construction projects, there are certain requirements thathave to be met. All the constructions involved must meet theprerequisite local building codes with all materials used in theconstruction meeting the ASME, CGA, CSA, UL, and SAE standards. Thestorage section of the liquid hydrogen must be stainless steel,double walled and insulated at a temperature of -420°F. Theconvenience store will have a total of 900 square feet divided tohave a storage space, male and female bathrooms and an office. Thisconvenience store has to be LEED certified. A diesel fuel backupgenerator that is able to power the fuel pumps for at least 48 hourswill be installed to cater to customer needs. Customer parking willbe able to host at least 18 passenger vehicles with an LCD displaystreet signage for prices standing at 8ftX4ft.


Communicationmethods should be made simple enough so that the intended recipientof the message is able to understand and employ the information(Schwalbe,2010).It is important to note that communication is vital in this situationthus the more communication passed on leads to better communication.Personnel working in the top hierarchy of the project often requirewritten documents this they should be afforded copies of theinformation they require. This can also be done though emails andother posts. Other employees can receive the message through shortmeetings, emails, as well as, the use of message boards on theintranet that have templates posted about the project.

Informationshould be disseminated to the required parties frequently to informthe parties as to the status of the project. This information willenable the management team monitor the project and keep them aware ofthe developing complications so that they are able to put in placemitigation measures and solve arising issues.

Frequencyof Information

  • Project steering committees ought to receive project reports every week on Tuesday mornings at 9 AM

  • Sponsors are required to receive a monthly status report every first Friday of the month

  • Employees involved should receive project announcements every time one is published

  • The project team should receive a weekly status report every Tuesday at 2 PM

  • The project team should provide a daily report to the project manager every day at 10 AM


Arisingissues should be fixed at the lowermost level possible. When theseissues cannot be solved, the affected people should raise the matterto their immediate supervisors to help solve the issues. Should theissue in question be a critical matter or time sensitive, it shouldbe reported to the project manager. In the event that the projectmanager is unable to resolve the matter, they should raise the issueto the senior managers or the project steering committee.