2-2 Final Project Milestone One: Area of Focus
Brittani Ford
IT 520: Technical Communications
Southern New Hampshire University
Keith Washington
Plan of Action for In in BOLD Flash
I. Background and Area of Focus
There is currently a significant lack of interdepartmental communication and stable business
processes in BOLDFlash’s Mobile Division, resulting in substandard product quality, efficiency,
missed delivery timeliness, increased costs, leading to poor customer satisfaction (BOLDFlash –
Internal Business Process Artifacts, n.d.). These issues come from ineffective internal business
processes, as confirmed by Vice President Roger Cahill. The critical areas include disjointed
collaboration between each department, unclear roles, and poor communication practices.
Focus Area: The primary focus will be on internal business processes. Solving these issues will
also help improve product documentation and support communication.
Reasoning: Internal business processes are the foundation of the company’s operations. By
ensuring clear roles, standardized routines, and effective communication, BOLDFlash can
streamline product development, foster collaboration, and reduce costly errors.
II. Planning and Communicating with Stakeholders
Key Stakeholders
The key stakeholders involved include (Beer & Shelton, 2012):
Roger Cahill (Vice President): Responsible for leading the division’s strategic direction
and improvements.
Kevin Cheng (Director of Manufacturing): Manages production schedules, cost
efficiency, and delivery timelines.
Karl Melzer (Director of Product Development): Oversees the creation of innovative
products.
Kavita Patel (Director of Marketing): Analyzes market trends and manages product
positioning.
Chip Bryant (Director of Sales): Focuses on sales performance and customer
relationships.
Customers: The end users who rely on effective communication to receive a satisfactory
product.
Established Practices
To promote efficient communication, the following best practices should be adopted:
Structured Meeting Agendas: Define clear objectives and stick to them.
Weekly Status Reports: Regularly update teams on project progress.
Decision Logs: Track decisions, responsible parties, and follow-up actions.
These practices foster transparency, accountability, and streamlined collaboration, drawing from
established methodologies proven effective in technology-driven industries.
III. Training Plan and Framework for Continued Communication
Training Approach
Training will focus on engaging, practical sessions that address communication and process
gaps. Key elements include:
Role Clarification Workshops: Clearly define individual and departmental
responsibilities.
Process Mapping Exercises: Use visual tools to illustrate workflow connections and
dependencies.
Feedback Mechanisms: Create channels for continuous improvement.
Communication Techniques:
Active Listening Skills: Encourage attentive listening to foster mutual understanding.
Task Management Platforms: Leverage project management tools for tracking progress
and deadlines.
Supporting Evidence: Research highlights that interactive, scenario-based training leads to
better process adoption and long-term engagement. (Henderson, n.d.)
Collaboration Strategies
To strengthen ongoing collaboration:
Cross-Functional Teams: Foster diverse perspectives by integrating members from
various departments.
Shared Digital Resources: Centralize document storage and collaboration tools.
Participants: Department heads, team leads, and designated process champions.
Training Methods
Training will utilize:
Interactive Webinars: Flexible and scalable for a geographically distributed workforce.
Comprehensive Manuals: Detailed guides for reference and reinforcement.
Justification: A combination of real-time instruction and self-paced resources supports varied
learning preferences and ensures comprehensive coverage (Bleich, 2018).
Framework for Continued Communication
A sustainable communication framework includes:
Standardized Templates: Consistent formatting for reports and project updates.
Monthly Review Meetings: Regular evaluation of progress and process adjustments.
Anonymous Feedback Forms: Encourage open and honest input from all team
members.
IV. Guidelines for Internal Business Processes
1. Understand Your Audience
Who are the audiences?
The key audiences for technical communications include:
oInternal Stakeholders: Manufacturing, Product Development, Sales, Marketing,
and Technical Support teams. Each department has a unique level of technical
knowledge and expectations.
oExternal Stakeholders: Customers, vendors, and any partners involved in
product support or development.
oEnd-Users: End consumers using the product, for whom user-friendly and clear
instructions are critical.
o
Audience Characteristics:
oTechnical staff need to understand their process, specifications, and
responsibilities.
oNon-technical teams may need simplified instructions or product usage details.
oEnd-users expect practical and clear documentation to help them install, use, or
troubleshoot the product.
2. Clear Objectives and Message
Clear Message:
Each communication must have a clear goal—whether it’s providing instructions,
reporting status, or announcing changes. Define what you want the audience to do after
reading the communication (e.g., act, acknowledge, implement).
Core Message:
Avoid extraneous details. The message should be concise, to the point, and focused on
what is necessary for the audience to understand and act upon.
3. Structure and Format
Logical structure:
Use a consistent structure that is easy for readers to follow. A typical structure includes:
oIntroduction: Summarize the key message.
oBody: Provide details, instructions, or steps.
oConclusion: Restate key actions or deadlines.
Use clear formatting:
oUse bullet points, numbered lists, and headings to break up text and highlight key
information.
oBold or underline key dates, responsibilities, or action items to make them stand
out.
4. Simplify Technical Jargon for Broader Audiences
Audience-specific language:
oFor technical teams, use industry-standard terminology, but ensure terms are
defined or explained when necessary.
oFor non-technical audiences, replace jargon with plain language or provide
definitions for complex terms.
oAvoid unnecessary complexity—clarity is key.
5. Provide Context and Justification
Explain why:
Ensure the communication addresses why certain actions are necessary, especially when
a change impacts internal processes. This helps audiences understand the importance of
adhering to the instructions or deadlines.
6. Actionable and Time-sensitive Information
Clear call-to-action:
Every communication should specify what the reader needs to do (e.g., provide feedback,
act, or await further instructions). Use verbs that convey actions, such as “Submit,”
“Confirm,” or “Review.”
Deadlines and timeframes:
Provide clear and realistic deadlines, especially when delivering new procedures or
information that impacts the timeline of production or delivery.
7. Feedback and Follow-up Mechanism
Include a contact point:
For any questions or clarifications, make sure a person or team is designated as the point
of contact. Include their name, role, and contact details (email/phone) to ensure direct
communication channels are available.
Feedback channels:
Encourage feedback through surveys or direct discussions to continuously improve the
communication process and adjust any missteps.
8. Consistency and Standardization
Consistency in formats and templates:
Create standardized templates for all internal communications. This includes product
update memos, meeting agendas, and status reports. Standardizing formats ensures all
teams can quickly understand the context and act accordingly.
Branding and tone:
Maintain a consistent tone that reflects BOLDFlash’s values—professional, clear, and
supportive. The tone should also adapt depending on the nature of the message (e.g., an
urgent change may require a more formal tone).
9. Documentation and Record-Keeping
Track decisions and actions:
Keep detailed records of all communications, especially when it comes to decisions
made, action items assigned, or key deadlines set. This can be done through decision logs
or meeting minutes.
Archiving communications:
Store communications in a centralized, accessible location where relevant stakeholders
can refer to them as needed.
V. The Training Critique
Artifact Selected: The R&D Product Release Process memo (BOLDFlash – Product
Documentation Artifact, n.d.).
Target Audience
The primary audience includes the manufacturing team and related management. This group
consists of technically skilled individuals with operational expertise but relies on timely and
precise communication from R&D to meet production deadlines.
Audience Characteristics:
Technically knowledgeable in production processes.
Task-oriented with a focus on efficiency and meeting deadlines.
Dependent on clear procedural and specification-based instructions.
Intended Message and Pertinence
The intended message is to inform Manufacturing about the new timeline for receiving the
manufacturing package. This information is critical for planning resources and production
schedules, directly impacting efficiency and product delivery timelines.
Communication Effectiveness
The original communication was partially ineffective:
Weaknesses: The message lacked clarity in assigning responsibilities, did not specify all
required components of the package, and provided no direct contact for questions.
Impact: These gaps likely led to confusion, inefficiencies, and production delays,
undermining the intended results.
Adaptation Example
Original Text: "The manufacturing package will now be made available 5 business days prior to
production start. I know this puts a squeeze on Mfg., but we always need more time to work on
it."
Adapted Version: "The complete manufacturing package, including detailed specifications and
procedural guidelines, will be delivered five business days before production begins. The
Manufacturing team should allocate resources accordingly. Direct any questions or concerns to
[contact name]."
Explanation of Adaptation:
Clarity and Specificity: Clear delivery timelines and package contents improve
preparation.
Responsibility and Support: Naming a contact ensures direct communication for
clarifications.
Alignment with Guidelines: This aligns with best practices for concise, doable
communication.
6. Audience Adaptation
Alternative Audience
Technical Support Team (secondary audience).
Audience Characteristics:
Problem-solvers assisting end-users with product installation and functionality.
Depend on clear, user-friendly documentation for troubleshooting.
Adaptation for Technical Support
To adapt the R&D memo for this audience:
Simplified Language: Replace technical jargon with user-friendly terms.
Step-by-Step Instructions: Include straightforward numbered steps.
Common Issue Solutions: Add a troubleshooting section for likely challenges.
Example Adaptation for Installation Support:
“Step 1: Insert the BOLDFlash device into a USB port.
Step 2: Follow the on-screen prompts to complete installation.
For troubleshooting, refer to the support guide at [link].”
Success Prediction
This adaptation improves accessibility, making the message clearer for non-technical users while
retaining its core guidance. This will likely reduce support inquiries and enhance user
satisfaction.
Conclusion
By reinforcing internal business processes and applying clear communication strategies,
BOLDFlash’s Mobile Division will enhance operational efficiency, interdepartmental
collaboration, and product quality. A structured approach to process optimization and continuous
training will drive long-term success.
Resources
Beer, M., & Shelton, R. (2012, May). BoldFlash: Cross-functional challenges in the mobile
division (Harvard Business School Brief Case 124-438). Harvard Business School.
Bleich, C. (2018, December 12). 8 Benefits Of Blended Learning In The Workplace. EdgePoint
Learning. https://www.edgepointlearning.com/blog/benefits-of-blended-learning/
BOLDFlash – Internal Business Process Artifacts. (n.d.). Snhu.edu. Retrieved January 19, 2025,
from https://learn.snhu.edu/content/enforced/1803933-IT-520-11577.202517-1/Course
%20Documents/IT%20520%20BOLDFlash%20Internal%20Business%20Process.pdf
BOLDFlash – Product Documentation Artifact. (n.d.). Snhu.edu. Retrieved January 19, 2025,
from https://learn.snhu.edu/content/enforced/1803933-IT-520-11577.202517-1/Course
%20Documents/IT%20520%20BOLDFlash%20Product%20Documentation.pdf
Henderson, J. (n.d.). Scenario Based Learning’s Potential for Online, Asynchronous Learning
and Beyond | ASC Office of Distance Education. Osu.edu. Retrieved January 19, 2025,
from https://ascode.osu.edu/scenario-based-learnings-potential-online-asynchronous-
learning-and-beyond
