Saturday, June 10, 2017


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7 Hidden Dangers Of Project Management

I’m pleased to be bringing you this post today, written by Maja Mrsic and sponsored by Active Collab.
Despite your efforts to clearly define the scope, time and resources necessary to successfully complete the projects, things simply don’t always go according to plan.
During a company integration program, customer service levels dropped by 25-50% because the team management focused their efforts on reorganising and changing employees’ roles and responsibilities, all with “the best of intentions”.A bank’s inability to control several billion dollars of trust accounts because of hardware problems made all the depositors withdraw their trust money.
After $170m spent on a project to upgrade its computer system, the FBI project crumbled because the requirements were ill-defined from the beginning and the software didn’t function the way the agency had hoped.
These are just a few examples of projects that failed while wasting a tremendous amount of money and time.
The Standish Group’s CHAOS Report and other surveys report that project failure is more common than we would like. The more complex the project gets the more difficult it is to predict and control all the hurdles that may come up on the road to success. Even if the team executes their tasks flawlessly and all the activities are carried out properly, we can never be sure that the project won’t flop.
So why do some projects crash to their doom? Here are 7 reasons for project failure so that you can avoid these on your projects.

1. Scope Creep

It’s imperative to clearly define:
  • What the project will deliver
  • When it will be complete
  • How much it will cost
  • Who will do the work
  • How the project will be done.
However, as much as we would like to keep everything on the same page, changes happen. Whether it’s the client who decided to change the scope of the work or the team faced some unforeseen difficulties, changes can kill a project.
For example, in June 2010 Chrysler merged with Fiat. The merger was not a successful one. Merging required some major organisational changes such as introducing new technology, creating a new management team and alternation in business processes and policies. Consequently, the difference in corporate culture led to numerous issues causing anxiety among team members. They were unable to adapt to upgraded technology and modern methods which, eventually caused the company to throw in the towel.

2. Miscommunication

Big projects usually include multiple parties who all want to be an integral part of the project and who want to participate in decision-making process. While it’s to everybody’s benefit to produce the best possible results, people may have different goals and ambitions.
This is where the problems begin. Misunderstandings and conflicts arise, and the project starts to crumble.
Tip: Set meaningful and workable goals and put one person in charge of making final decisions.
Pixar, the computer animation film studio, established a group of people called “brain trust” who meet regularly to give some feedback on different stages of project development. While they are encouraged to talk about both positive and negative sides of the projects, the advice they give doesn’t have to affect the final outcome. Whether some changes will be made or not depends solely on the film director’s point of view.

One thing that can bring the communication between all the parties to a whole new level is a project management tool. Active Collab helps your team stay organised, improves your project workflow and keeps everyone, from employees to clients, in the loop.

3. Working With The Wrong People

PMI’s Pulse of the Profession report shows that for every $1 billion invested in the United States, $122 million was wasted due to poor project performance.
No matter how much time you allocate to carefully plan all the steps of the project, your project will struggle if you don’t establish a well-trained team of talented and skilled people. Organisational changes may require talented employees to accept new challenges, take new responsibilities and live up to expectations.
However, when existing staff don’t have the right knowledge and skills to successfully complete all the delegated tasks they end up feeling discouraged. Or not motivated enough to invest their true potential into the project. The team loses their critical knowledge base which inevitably leads to a huge loss of resources and ultimately, a failure.
Tip: Consider employees’ background (knowledge, skills, and history) and create a balanced team where each member will be able to leverage their talents and deliver the best possible result.
Maja Mrsic quote

4. Lack of Resources

Time and energy are tightly connected and together act as a fuel that keeps the project going.
Despite focusing their energy on achieving the ultimate goal, many businesses fall short because of lack of time or money. You can’t expect your business to thrive if you are working on a shoestring budget.
The same goes for human resources. Insufficient or over-assigned employees may suffer from burnout which causes poor production and dissatisfied customers. Not only does the project slow down but it also creates additional and bigger costs.

5. A Sponsor Who Leaves

Keeping everyone and everything in the loop is a key factor of success. But, what happens when your most valuable senior stakeholder suddenly decides to leave the project?
When the executive sponsor leaves in the middle of the project, it can have a detrimental effect on the entire team’s productivity as it can hurt the team’s morale and put off the stakeholders. Other leaders have to face the wreckage this leaves behind.
Tip: You can’t stop your sponsor leaving but you can ensure that you have a good relationship with them, are warned about their impending departure and can plan together to transition to a new sponsor.

6. Not Focusing on Quality

An efficient team will work towards the same goal – to produce a quality product that meets all the clients’ expectations and needs.
Ambitious goals for performance, robustness and reliability can soon drive the project to a failure.
Ambitious goals for performance, robustness and reliability can soon drive the project to a failure. From feature creep to technology updates, there are various reasons why things can go wrong when you don’t plan for quality in your project plan.
Take Microsoft, for example. Its Xbox video game console experienced many issues from the very beginning. First, journalists encountered a problem when connecting it to the internet and then the public complained that the console damaged game disks and that the disks could no longer be used.
The repairs of the console increased the costs by $1 billion and the top gaming executive left the company. Continuing at any cost and returning to the previous stages of the project was simply not a realistic solution.

7. An Inexperienced Project Manager

If we take into account the role and all the responsibilities of a project manager, it’s no wonder that many people think that a project manager has the biggest impact on the project’s outcome. They are not only responsible for making sure projects are completed on time and within budget, but they also work with clients and manage other project managers.
The reason why some project managers fail to deliver positive results is not the lack of qualifications or certificate, but the inability to communicate ideas clearly and drive the initiative. A successful project manager should have exceptional social skills and should get the necessary training in project management.
Although managers believe that they will be able to identify and handle all challenges along the way, they simply can’t. Whatever the cause of the project management failure, dealing with a problem is always a more meaningful solution than ignoring it.
Also, in this way, the team learns important lessons about all the gaps they need to bridge their way to success and gain invaluable knowledge that will help them achieve success in projects to come.


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5 Ways to Work Smarter, Not Harder

Did you know that an individual typically works overtime in a year equating to not being paid until 9 March? That’s 68 days of ‘free’ work we give our employers because overtime is unpaid.
The 2017 Totally Money overtime survey also points out that 60% of people don’t feel that they have a good work/life balance.
For me, working from home for a portion of the week has given me back a balance that I didn’t have when I was in the office everyday. I have a home office in the garden, so it’s still a working environment away from the kids and the washing machine, but without the grind of the commute and having the option to wear jeans I’m a lot happier. And more productive. I get at least as much done as I would do in the office and normally more.
But working smarter and not harder isn’t just about having some time to work from home.
As project managers, we are generally quite a well organised bunch, and I didn’t think I’d learn a lot at an event I attended a while back, entitled ‘working smarter, not harder’. But I did take away some interesting figures, including info about the amount of unpaid overtime we’re all doing. Here are some other stats:
  • 78% of women say they work for companies with flexible working policies, but better technology would make it easier to balance work and life
  • 55% said their work/life balance was just in control, but they wanted more ‘life’
  • 45% said their work/life balances were out of kilter, and actually way past the point of being in balance.
These figures came from a survey of the women in the room, which we completed before we arrived.
So where can you start when you want to work smarter? Here are 5 ways that you can flex how you work to be more productive and fit your lifestyle more effectively.

1. Know Your Strengths

Don’t be an all-rounder. It’s a waste of valuable time to do things when someone else can do them for you, better than you. Don’t be threatened by surrounding yourself with good people and having a great team. They are there to support you and make you all look good.

2. Set Clear Boundaries About the Hours You Work

It’s fine to work at the evenings and weekends if it gives you time in the week to do what you want. Be flexible, but take the time back. This also sets a good example to the team.
I am trying really hard to do this, but believe me, I am a work in progress.

3. Set Clear Boundaries About How People Contact You

If people can reach you by IM, mobile phone, desk phone, BlackBerry, home phone, email and so on it makes life much more stressful. Tell people how you can be contacted and stick to it. You could  have a “drop everything” list of people who have all your contact details. These people would be your child’s school, your partner, your director: the important people in your life whom you would make an exception for because you know they wouldn’t call you up unless it was critical. Everyone else can get in touch on your convenience.

4. Hide Away and Catch Up

I’m doing this right now! I have booked into a hotel for the weekend to write my next book and I’m just doing a few bits of blogging to give my mind a break.
Book time in your diary to work at home or at a different office. You’ll still be available by phone but you’ll be more productive as people won’t be constantly passing by your desk and interrupting. This isn’t a strategy you can use every day but helps me massively to know that I have quarterly catch up days already planned in my diary.

5. Learn To Use Your Technology

And ensure you drive it, not the other way round. Because not knowing how tools work is such a time waster and it increases my stress levels hugely.

Bonus Tip: Learn and Plan For The Ways That Work For You

It’s taken me a while to get to know how I work most effectively and what ‘smarter’ means for me. But I didn’t have the benefit of Ultimate Bundles back then. If I’d had access to those resources it would have made it a lot easier to figure out my go to strategies for working smart.

Tuesday, May 30, 2017

6 Main Roles and Responsibilities of a Project Manager by Dmitriy Nizhebetskiy

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A project manager is a person that makes a difference between project success and failure. It is he who looks for ways to save money, leverage personal strengths of the project team, and fosters collaboration between inconsistent knowledge domains.
The project manager is the one who cares the most about his project. So which roles and responsibilities of a project manager encompass all these efforts?
I must admit though that even experienced project managers simply do not know what they ought to do on a project.
They know how to organise the work. How to keep stakeholders informed. How to communicate with the team.
Many keep to the job description. It usually says “responsible for managing projects” or “responsible for project schedule”. And you can see whatever you want behind those words. It is up to your personal responsibility.
There is so much more that a project manager should do. Here are only 6 main roles and responsibilities of a project manager that you must be aware of:

1. Ultimately responsible for project success

There are situations when a project manager subordinates to others. He must get approvals before making important decisions. He may not have direct control of some resources.
Moreover, there are a lot of controlling departments monitoring the project. In such environment, it is tempting to share responsibility. Spreading it thin among all parties.
Nevertheless, be aware that you will still be responsible for the outcome of the project at the end of the day.
There are so few circumstances that can excuse a project manager for failing a project. I would not even bother thinking about them.
A contractor provided a deliverable of a poor quality, and the project missed a deadline. You are to be blamed.
A team member doesn’t perform well. It is your problem.
A functional manager forced you to take inexperienced or not suitable specialist. That is your problem as well. It will not be a valid excuse if a project fails.
“The price of greatness is responsibility.” -Winston S. Churchill
In the long run, I would not even name this a responsibility. It more of a nature of the profession.
If you think of your project like your own business. If you think of yourself like a president of this business. And if you are acting like you are spending your own money. You will be fine.

2. Responsible for Project Management Plan

The value of planning is in the mental simulation. You are trying to live through the project in a fast forward mode. You analyse dependencies and try to identify problems early on.
On the other hand, you need to prove that you are capable of reaching project goals within given constraints.
The only way you can do it is getting customer’s and sponsor’s buy-in with your realistic project management plan.
If you are ultimately responsible for project success, you are the person who is interested in project plan the most. It is your credibility and career at stake.
Would you follow someone else’s plan who is not interested in project outcome much? I believe no. Therefore, plan before you act.

3. Responsible for project integration

Integration management is one of the essential roles and responsibilities of a project manager. Do not expect someone will produce results, data, and information that will seamlessly pass through the whole project management process.

4. Facilitator

Put an engineer, a designer, a quality assurance engineer, and a business analytic in one room. Then ask them to produce a solution for your project and leave.
I’m 95% sure that they will not come up with any reasonable options.
Give them a little direction, keep them to the topic and aligned with the project goals and constraints. Suddenly it is a treasure box with useful ideas and constructive solutions.
Experts have to be facilitated. Without the least hidden motive, they will provide you with the best solution they are capable of. However, it will be out of the context and in a vacuum.
It is your role to take initiative and stream their expert knowledge towards your goals in the best way possible.

5. Problem solver

Problems that do not fall under anyone’s responsibilities appear on a project every day.
And it is not an exaggeration. Some problems will be on responsibility boundaries; some will be completely new. In most case, people will think that someone else should handle it.
The truth is, there is only you who is intentionally biased to solve problems. You can’t delegate it to others.
You will have to correct mistakes of others and more often than not you will be accountable for them. Moreover, you must be proactive, and you need to deal with problems before they appear.
It is a necessity.
All in all, you want to be a leader for your team, not only the manager. Your efficiency at solving problems is contagious. At some point, your team will begin to solve problems on their own. Even more efficiently than you ever will.

6. Main point of communication

Stakeholders are busy people. Some of them are great technical experts in their field of knowledge. Some of them are successful businessmen.
But none of them knows everything. Most probably they initiated your project because they do not have the time or knowledge to produce required product, service, or result.
They may also not know anything about project management, the nature of the project, processes, or best practices. So your main role is to become a single point of communication.
You have to be able to communicate clearly project status, problems, and your questions in words that customer understands.
On the other hand, you need to interpret customer’s requirements, fears and concerns. Then formulate and communicate them to the team in terms that they understand.
There are much more responsibilities and roles that you will face on a real project. However, you will spend 80% of your efforts on these. Keep them in mind and remember, the ultimate responsibility is on you.

Thursday, May 25, 2017

Bluetooth headphones recognized as keyboard

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I bought a pair of BlueTooth headphones and it work great and i can connect them to my phone without any problems. But when i try to connect them with my laptop,they connect as a keyboard. I don't know if they are created as a keyboard which makes no sense. They connect but there is no sound, the audio services that appear in bluetooth operations window won't connect and it's driving me crazy. I Found Solution in online and here it is for you..

Method 1:
First, I would also suggest you to run Windows inbuilt Hardware and devices troubleshooter to get the problem automatically detected and fixed. Follow the steps below to run Windows hardware and devices troubleshooter.
1. Press Windows key to launch the Start screen.
2. Type “Troubleshooting” without quotes and click on Troubleshooting.
3. In the new window, click View all on the left pane.
4. In the list of options, click on Hardware and devices.
5. Click Next and follow the on-screen instructions.
Method 2:
If the issue persists, check uninstalling the Bluetooth driver from Device Manager and reinstalling the latest compatible driver downloaded from the computer manufacturer website.
1. Swipe in from the right to bring up the charms and select Search, and search for device manager. Open Device Manager from the search results.
2. In Device Manager, expand Bluetooth, and look for the device.
3. Right click the Bluetooth adapter and Uninstall
4. Restart the computer and check.
On restart Windows should automatically try to install the appropriate driver. If Windows fails to identify the appropriate driver for the Bluetooth adapter and install automatically, download and install the Bluetooth adapter driver from computer manufacturer website.

Friday, May 5, 2017

SharePoint 2013 - Setup error if the .NET Framework 4.6 is installed


When you run Microsoft SharePoint Foundation 2013 with Service Pack 1 Setup, SharePoint Server 2013 with Service Pack 1 Setup, or Project Server 2013 with Service Pack 1 Setup on a computer that has the Microsoft .NET Framework 4.6, 4.6.1, or 4.6.2 installed, you receive the following error message:
Setup is unable to proceed due to the following error(s):
This product requires Microsoft .Net Framework 4.5.


This problem occurs because the SharePoint Setup and Project Server Setup programs do not recognize the .NET Framework 4.6, 4.6.1, or 4.6.2 as a supported version of the .NET Framework.


To resolve this problem, follow these steps:

  1. Extract the installation media to a writable location.

    • If your installation media is an executable file (.exe), extract the files and folders from the executable file to a writable location by running the following command at a command prompt:

      For example, run the following command:

      sharepoint.exe /extract:C:\SharePointInstaller 
    • If your installation media is an ISO or IMG disc image (.iso or .img), mount the disc image, and then copy the files and folders from the disc image to a writable location.
  2. Download the compressed (.zip) file that contains the fix that matches the product you're installing:

  3. Open the .zip file.
  4. Copy the following Setup support file, as appropriate, from the .zip file into the "updates" folder in your writable location. 

    • SharePoint Foundation 2013 with Service Pack 1: wsssetup.dll
    • SharePoint Server 2013 with Service Pack 1: svrsetup.dll
    • Project Server 2013 with Service Pack 1: svrsetup.dll
  5. Run Setup.exe from the writable location to start SharePoint Setup or Project Server Setup. Setup will use the support file that contains the fix that you've copied into the "updates" folder.

Wednesday, April 26, 2017


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7-S for Project Management

When it comes to project management things can move really quickly, and sometimes that means things get out of hand. When you’ve got a lot to do, ensuring that your project is aligned to your organisational goals becomes even more important – it’s too easy to let slip that strategic alignment that we have heard so much about in the project management press over the past year or so.
Staying on top of everything and staying aligned to the organisational goals is easier with the tools and techniques to help you.
This is where project management methodologies, models, techniques and task management software by TaskQue comes into play. They streamline your tasks and keep you on track to achieve success.

The 7-S Framework

One of those models is the 7-S framework, a tool that helps you understand the complexities of your organisation.
Introduced by thinkers at McKinsey in the 1970s, it was a revolutionary way of thinking about how organisations worked. Previously the focus had been on hierarchy and the physical structure of a firm. The 7-S model focused more on coordination, through a connected web of factors that affect how an organisation is able to work and change.

7-S for Project Management

The 7-S framework wasn’t designed with project management particularly in mind, but it is useful in determining how aligned your project goals are with your organisational goals and what needs to be done to improve the correlation further.
The framework breaks down into – surprise! – 7 categories, split into hard and soft elements. Let’s look at those with a particular focus on how they relate to project management.

Hard Elements

The hard elements cover three factors, Strategy, Structure and Systems.
Hard elements are easier to identify, define and understand for project managers because these factors hugely influence your projects. Everything from formal processes, strategies, reporting, organisational charts and IT systems falls under this category.

1. Strategy

Setting project objectives is not enough to achieve success. You should have a plan and strategy about how to be successful and how to achieve your objectives.
The project plan and strategy should be well documented and communicated to all team members. The project strategy should focus on how to build and maintain a competitive advantage over the competitors. Strategy can change with changes in situation and external environments: most likely your project sponsor and project board will steer your work here.

2. Structure

This element relates to who will report to whom. Organisational charts for your project and other related resource documents fall inside the Structure element of the 7-S model. Irrespective of the scope of the implementation, it is important that you and your team members are clear about who reports to whom.

3. Systems

The System element reflects how the tasks will be completed and what process will be followed. It covers areas related to business operations and the business of running projects.
As a project manager, you probably spend a lot of time removing bottlenecks for your team to ensure they can fulfil their responsibilities and achieve better results. That’s all systems work.

Soft Elements

There are four Soft elements: Shared Values, Style, Staff and Skills. Soft elements are difficult to quantify and are heavily dependent on the organisational culture, making the much harder to put into practice successfully in a project environment.

4. Shared Values

Shared values are the first soft element that deals with organisational culture. It is the shared values that bind the project team together and foster cohesiveness and teamwork.
These characteristics runs deep down the organisation; companies never let go of them, no matter how grave the circumstances. Both the corporate culture and general work ethic also reflects shared values.

5. Style

This element relates to leadership style. The leadership style you adopt as a project manager will directly influence your team. It’s important that you select the style carefully [the situational leadership model will help here – Elizabeth] after assessing the situation to choose a response that will get the best out of the situation and the team members involved. Flex your leadership style as your project requires.

6. Staff

People are the most valuable assets of a company. Managing your staff efficiently and getting the best out of them is the core responsibility of a manager, and even project managers without line responsibility for their teams have a huge influence over the individuals involved in the project.
Get to know your team so that you can help them develop their skills and provide them with the opportunities where they can grow as a professional.
This will also help you in retaining your best talent and reducing the employee turnover rate.

7. Skills

Closely related to the previous point, the Skill element of the 7-S model focuses on the number of skills and levels of skills your team members have. Good project managers spend time with every individual to get to know them better and evaluate their skill levels.
That goes for you as well: project managers should invest in their own personal development through training programs, workshops, seminars and visits. In today’s dynamic and competitive world of project management, you should always look for opportunities to learn new things in order to compete with your competitors. Investing in development activities for yourself and your team can reap rewards in future and will help you in getting most out of your employees in the long run.

Monday, April 24, 2017

SharePoint - New User group not showing in Site permissions

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Applicable on - SharePoint Editions 2010/ 2013

Recently we have a created a user group in SharePoint 2013 site and after adding, It is not visible in Site Settings - Site permission.

The root cause is Site Permissions link will display the groups which has permission level. So add a permission level.

To add Permission level
- Goto User Group
- Settings 
- List Settings
- Permission for the list
- Grant Permission 

Tip to identify
Cross verify the group is visible under Site Settings - People and Groups - More

Saturday, April 15, 2017


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1. Project Definition

This is a short statement saying what you are doing. It’s a quick overview of the project. Think: Executive Summary.

2. Background and Context

Now you can go into bit more detail. How did this project come about? What’s it going to achieve? Reference the business case and any prior documentation.
It’s always easier to reference other documents than try to reproduce them in here. You can embed them too, as an icon, so people can click to read if they want extra info. Keep this section to a paragraph. Your document is going to be long, so there’s no point in padding it out more than you have to.

3. Execution Strategy

This is the ‘how’. Talk briefly about your approach to delivery. You could mention the methodology you plan to use, whether it’s a big bang deployment or a phased rollout (and if phased, how you are going to split it).

4. Scope

In this part of the document include or at least make reference your product breakdown structure, and Work Breakdown Structure if you have them, key deliverables, or other products. Ideally you should list everything that is in scope in as much detail as you can. If you have a fully-fledged requirements document then you can always reference that.
It’s really important to talk about exclusions from scope as well. If you aren’t covering the work of the Sales team, or if you have no plans to include the Italian office, state as much.

5. High Level Schedule

This is always a hard part, but you should have some indication in here of the high level schedule.
Include a list of milestones. You can pull important dates from the business case, such as delivery timescales that the exec team has set. There is normally someone who has an idea of when it should be delivered, even if they have done no planning and won’t be involved in any of the actual tasks themselves.
If you do have the detail, pop in an extract from your rolled-up Gantt chart. I tend to use a graphics package to make my high level schedules as I think a rolled-up version of MS Project doesn’t look that great in a document. I use Vizzlo (read my review of Vizzlo here).

6. Organisation Chart

A project organisation chart is helpful. By now you should know who is doing what on the project, so pop them on a hierarchy chart.
This shows how the different teams fit together, who is on the Project Board, how the PMO fits in, who is leading the different workstreams and so on. Make one in PowerPoint or a mind-mapping tool and then slot a picture of it into your document.

7. Roles and Responsibilities

Leading on from your org chart, you should go into a bit more detail about what everyone is going to be doing. Setting roles and responsibilities clearly at the start of the project is a huge help when it comes to getting people to commit to the work.
Get a free Roles & Responsibilities template here. Then you can simply reference that, maybe pulling out a few of the key roles and responsibilities to add into your plan.


If you’ve never produced a RACI chart before, read my complete guide to RACI/RASCI charts. It’s easy when you know what it’s for. Drop a summary chart into your project plan document.

9. Monitor and Control Methods

This sets out what you are going to use to keep the project under control. For example, you might include your approach to status reporting, whether you are going to use Earned Value or not, what software you are going to use to manage the budget and schedule and so on.

10. Risk Management Plan

Here’s where you set out how you are going to manage risk. Think about the tolerances you are prepared to work with, what risk profile your sponsor feels most comfortable with and the strategies that will most likely apply to your risks.
Document how often you will review risks, what can be dealt with by the team and what should be escalated. If your company has a standard risk management process, refer to that here.

11. Risk Log

Part of managing risk is having your risks documented somewhere. You don’t want to list every risk in the project plan, but it is worth including the main ones that you know about right now. Then reference where all the other risks will be stored and managed.

12. Budget

You need to include an indication of the approved budget. You won’t want to mention much more than that here, but if there are any constraints about what you can spend in what tax year or how to get money authorised, then note them in the plan.

13. Estimating Assumptions and Methods

Record how you are going to create your estimates for the project (time and money) and note any assumptions. This is really important because if those assumptions are later proved to be incorrect you will find that the basis of estimates you’ve been working to is wrong – with all the catastrophic effect that will have on your schedule.
If you have company-approved estimating techniques, note which ones you are going to use.

14. Communications Plan

Who are you communicating to? When? In what way? A full comms plan is probably several pages and if you have another document that covers everything off just reference that one here.
Otherwise include the details about how you are going to manage communications on your project.
Get a project communications milestone calendar here. It’s not a full comms plan (I have a template that I’m working on to share with you later in the year) but it’s a high-level version that works for small projects or parts of projects where you need to map your communications against dates.

15. Reporting Schedule

A longer document does not make you look more clever or organised. It just raises the likelihood that no one will read it except you.
How often are you going to report and to whom? This could be a sub-set of your comms plan if you are trying to save space but I think it’s worth calling out reporting separately so that your stakeholders know what to expect when.

16. Procurement Plan

If you plan to buy something as part of the project, this section is for you to explain how you are going to go about it. It could be simply a line that says you’ll follow standard company procedures. But you could go into detail about the way you will source vendors, choose a vendor and manage the contract.

17. Health & Safety Plan

I don’t think I have ever worked on a project that had a health and safety plan but if you’re in any kind of industry where that’s important then you should include it. Construction, engineering, environmental projects, even those that involve workers going out to site by themselves or working at night alone should have some kind of formal approach for keeping the team safe.
There’s more information here about what project managers should know about health and safety.

18. Information Management Plan and Configuration Management Plan

Information management plans talk about how you are going to create, share and store project information.
You simply need a statement or two in here. Also talk about how you are going to control documentation and other project deliverables so that it’s easy to see which is the most current version.
Configuration management can be much more complicated than that if you are checking in and out code, for example, but in that case you’ll probably have team or company standards for doing the work that you can reference here.

19. Quality Management Plan

Note how you are going to manage quality on the project. If you have a full quality management plan separately, then you can reference it here. Otherwise talk about what your quality standards are and how you intend to hit them.
If you have a schedule for quality audits or other quality checkpoints, write the dates in the plan.
Alternatively, read this about why I don’t use quality plans.

20. Change Control Procedure

Finally, note the procedure that you’ll use for managing changes. This could be as simple as “This project will follow the standard process for change control.” If your business already has a change management procedure then just reference that. Don’t bother to copy it all out.
With everything here, only bother to do what you need. “Plan” does not have to mean pages and pages. A longer document does not make you look more clever or organised. It just raises the likelihood that no one will read it except you.