Effective communication and reporting can be the difference between success and failure.
Understanding the internal and external communities that will be impacted by the execution of a portfolio, programme or project and/or the outcomes it delivers is key; this could be stakeholders, colleagues, customers, suppliers, regulators, local authorities etc.
The approach for communicating to each impacted community forms the basis of a communications plan which defines what will be communicated to whom, when it will be communicated and at what frequency, communication timeframes and any pre-requisites or constraints for these communications.
A core objective of a reporting lifecycle for a portfolio, programme or project is to maintain and report ‘one version of the truth’ and to ensure that this is delivered through each level of governance in a timely manner to effect informed governance decisions.
This requires a unified way of working with programmes and projects to source up to date controls information aligned with a regular cadence of MI provision underpinned by a reporting calendar tailored to meet governance demands.
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