Project management concepts and processes are being implemented in service strategic planning and operational processes. The technique involves reengineering processes with new and innovative ideas and, therefore, more effective, productive and efficient ways of doing business. To realize the comprehensive business objectives of the project, management must adapt to market dynamics, maintain organization operations and functionality, implement continuous process improvement, and pursue customer satisfaction. The purpose of this article is to provide information to Project Managers on how to develop a Communications Plan. To accomplish this learning, this Communication Plan is established to monitor the launch of a fictitious, locally owned and operated Weight Loss Center based in the Denver Technology Center (DTC) area of Centennial, Colorado. You will begin with an overview and analysis of the DTC project, including the ingredients for project success. It will provide suggestions for a forecast of the time needed to complete the project. It will conclude with the project closure process.
Communications plan
The main objective of the communication plan is to maximize the probability of successful completion of the project; define work packages, feedback frequency and passive or active reports. In simple terms, it will make it easier to communicate the right information, to the right people, at the right time.
To manage effectively across the organization, a keen awareness of the interdependence of departments, associations, culture, and subcultures is critical. A Communication Plan benefits stakeholders by providing relevant information to ensure their continued buy-in and support.
The Communications Plan for the DTC project will include four headings:
Deliverables
What will be achieved
Feedback Approval
Frequency
Suggested Deliverables regarding office space would include action items such as:
Contact an attorney
Selecting a Commercial Real Estate Broker/Agent
Hire a contractor
Hiring a web designer
Installation of computers, telephones, etc.
Under the heading of ‘What will be achieved’, the possible inclusions would be:
· The lawyer will analyze, prepare and finalize the lease, etc.
The commercial real estate broker/agent will search for a space that meets the budget and demographic criteria.
o Compare Denver’s average rental costs for 1,000 square feet. ft, 1200 sq ft and 1500 sq ft
o Interview 3 contractors
o The contractor will remodel the office space according to the specifications
o Walls, floors, add electrical outlets, upgrade bathrooms, build shelves, paint, etc.
o A service provider for 6 telephones, email, 1 fax machine, 1 printer, 1 copier, password system and Internet access.
o Compare prices/services for @10 pages of web design and implementation
o Finalize the design
Feedback/approval would be presented with a simple ‘Yes’ or ‘No’.
Frequency
The Communication Plan serves to maintain a direct understanding of the process to be followed, the content of the updates, the frequency of the updates and an evaluation of the project management tools used. The frequency can be numeric, specific to a date, or it can be at the end of a specific event.
An event that has come to an end may require the endorsement or signature of a high-level deliverable, document, or meeting. In project management, this event is known as a milestone. Milestones can add substantial value to project scheduling by allowing project managers to accurately determine whether or not the project is on target, on schedule, and on budget. Project tracking modalities can be as simple as Post-it Notes on the wall, Excel spreadsheets, Microsoft Project or as complex as Earned Value Management.
Weather forecast
Project planning tools are often used to represent the activities, the timing of the tasks required to complete a project, and the dependencies between activities. These tools demonstrate the interrelationships of how projects, schedules, and other time-sensitive modalities progress over time.
The Gantt chart and the Program Evaluation Review Technique (PERT) are probably the two most recognized time methodologies in project management. PERT was introduced by the US Navy in 1957 to support the development of its Polaris missile program. A similar methodology, the critical path method (CPM) was developed for non-military project management. Each has its own strengths, weaknesses and limitations, therefore it is not uncommon for Project Managers to employ a combination of tools.
Project Closing Process
Project completion is not realized until the knowledge gained is secured and organized in a way that can benefit future projects. The project management industry standard employs a “critical project closeout phase” that collates lessons learned and provides your organization with powerful historical insight from across the enterprise. A business that can learn and grow, rather than repeat mistakes continuously, it will move faster.” (LaBrosse, 2004) The DTC project closure phase would evaluate the project first as a whole and second at each milestone. I would evaluate the formation; methodology, duration, as well as the facilitator’s knowledge of the material and their ability to answer questions. Plans for continuing education would be developed. It would include a plan for completing any pending processes, such as ordering decorative accents, nameplates for each office, and so on. It would conclude with an inventory of lessons learned to preserve those processes that were successful and avoid those that were not. Eventually the team would disband.
conclusion
The progress of the DTC project will be monitored and reported periodically. To effectively monitor progress, relevant and “necessary” information must be disseminated to various project components. Accurate measures must be developed to track progress. (Kloppenborg, 1999) Organizational strength requires a vigilant, agile and fluid approach to change. A strategic change management process must be available for implementation as changes become necessary. To realize the overall business objectives of the project, management must plan and communicate the project objectives, procedures, schedules, and desired outcomes. Creating a Strategic Communication Plan enables the project to launch successfully, prepare for and mitigate risks, and achieve organizational goals.
References
Kloppenborg, T. & Petrick, J. (1999, June). Leadership in Project and Team Life Cycle
Character development. Project Management Magazine. 130 (2) 8.
La Brosse, M. (2004, November) Project Management in the Real World. plant
engineering. 58 (11) 2