HR & Communication in Projects - Coursework Example

Topic: Communication Plan COMMUNICATION PLAN Denver International Airport Project Purpose of the Document Communication is an important aspect of project delivery and should be delivered on time and in an effective manner to every stakeholder so that project goals can be met and objectives can be achieved(Dow & Taylor, 2009). Therefore, this plan will provide a detail of how communication will be executed in regard to the Denver Airport Project including the communication to and from executives, management as well as the team responsible for the project. This communications plan will set the communication structure for this project while providing guidance for communications that will take place in the entire lifetime of the project (Schibi, 2014). The aim of this plan is to define and identify the roles to be played by the people taking part in this project. Summary The Denver International Airport project entails the design and construction of a new airport that is founded on a “Home-on-the-Range” design since Denver City needs a broadly open entry point for people visiting it (Kerzner, 2012). The airport is supposed to maintain a distinctive appearance that will make it easily identifiable by the travellers and this design should meet the specifications of Denver City (Henkin, 2012). The new airport is supposed to allow more traffic in and out, and at the same time decrease congestion through improving the runways to create a more efficient operation of the regional airspace. This will considerable decrease delays as well as the costs associated with operating airlines. The new airport is also supposed to result in considerable reduction in noise impact as its construction is taking place on a comparatively site which is not populated (Dempsey, Goetz & Szyliowicz, 1997). The walking distances for the passengers will be greatly reduced by the overall layout, which also boasts of a greater interior design and curb appeal. Further, the operations of the airlines will be expected to run more smoothly as a result of the new baggage system along with various other specialty systems. Construction is supposed to start in 1989 and the project team has started collecting various requirements to make sure if a successful achievement of the project objectives. In the process of the implementation of the project plan for the Denver International Airport, it is important that timely and effective communication be in place for the various parties who will be affected by its results. Communication management technique The project manager will be required to take a practical role in making sure the communication associated with the project is effective. A communication matrix will be developed to be used as a guide for the kind of information to be communicated, the people to be involved in this communication and when this communications should take place. Similar to other project plans, adjustments or changes may be needed as the in the duration of the project or when changes are approved. These changes may be necessary as a result of personal, budgetary or other reasons associated with the project. The manager of the project will be responsible for the management of all the changes to the communications plan and when the changes are approved, the project manager is supposed to adjust the plan and all the supporting documents while distributing updates to all the stakeholders. This is supposed to make sure that all the stakeholders in the project maintain their awareness of adjustments to the management of communication. Constraints to communication management Management of all the communication associated with the project will take place within the approved budget, timeframe and allocated resources. The project manager is supposed to ensure that the project team carries out communication without using external resources that may lead to exceeding of the allocated budget. Activities associated with communication will take place according to the frequency that will be defined in the communication matrix so that the project maintains an adherence on schedule constraints. Any form of deviation from these schedules may lead to additional costs or delays and are supposed to be sanctioned by the project’s sponsor. The distribution of confidential communication material is supposed to be approved by a Vice President or an employee ranking higher and the project manage should make sure that approval has been requested and obtained before any confidential information associated with the project is distributed. Communication requirements of the stakeholders In the process of identifying all the stakeholders, the manager of the project will instigate communication with each of them to understand their favored frequency and mode of communication. This information will remain in the Shareholder Register and standard communication will take place according to the communication matrix. Nonetheless, depending on the stakeholder needs that will be identified, personal communication will be permissible but within the confined defined by the project. Additionally, in the identification of communication preferences, the communication requirements of the stakeholders will have to acknowledge the communication channels used by the project and make sure that stakeholders are able to access these channels. After identification of stakeholders and establishment of communication needs, the project team shall be responsible for preserving this information in the Stakeholder’s Register and employ this as the basis of all communication. Roles Project manager: will be the overseer of the project at portfolio level and will responsible for most of the resources that will be allocated to the project. Will have an overall responsibility regarding the implementation of the project through the management of daily resources, provision of project guidelines, and tracking and recording of the metrics of the project as described in the project management strategy. Key stakeholders: will include the people and organizations that will experience the effects of the project such as airlines and for this project a subsection of the stakeholders will be defined as Key Stakeholders like the executive management and the main users who will be identified as part of the project. Change control board: will be a selected team tasked with reviewing of technical provisions and sanctioning changes in the infrastructure associated with the project. Project team: Individuals with roles in the project constitute this team and it is supposed to have clear appreciations of the tasks that are to be accomplished and the structure in which the project has to be implemented. Methods and technologies of communication The project team will develop the communication approaches and technologies founded on a number of aspects that will include the requirements of stakeholders in terms of communication, the available technologies as well as policies and standards associated with the organization. This structure will allow the senior management along with the stakeholders who possess compatible technology to get an access to the project information and communications at all times. The stakeholders together with the project team will also have a capacity to cooperate on project activities and communications. The stakeholders who may not be in a position to access the communication platforms employed for the project shall access communications through a website created for the project. The website will limit access through usernames and passwords, and project manager will ensure that all documentation and communication associated with the project is available in the website. Communication matrix The communication matrix shall be utilized in the identification of communication requirements that are associated with this project Form of Communication Objective of Communication Means Occurrences Audiences Owner Deliverables Presentation Commencement Meeting Introducing the project teams together with the project and reviewing project goals and management methods One on one Once Sponsor, ProjectTeam, Stakeholders Manager Agendas, Meeting Minutes Soft copy on site Team Meeting Reviewing position of the project One on one Conference Calls Every week Project Team Manager Agendas, Meeting Minutes, Project schedules Soft copy on site Procedural Design Meeting Discussing and developing technical structure solutions One on one When required Technical Staff Technical Leader Agendas, Meeting Minutes Soft copy on web site Project Status Meeting Reporting on the state of the project to managers One on one Conference Calls Every month PMO Manager Slide update, Project schedules Soft copy on web site Project Status Reports Reporting the state of the project and activities, progress, expenses and problems Electronic mail Every month Sponsor, Team, Stakeholders, PMO Manager Project Status Reports, Project schedule Soft copy on web site The agendas for meetings shall be distributed five business days prior to the meeting date and they will identify the presenters for all the topics and the time limits for particular topics. In every meeting, the first item will always be a review of the actionable items that were discussed in the previous meetings. After meetings have been concluded, minutes shall be distributed within two business days and they will include status of all the items that constituted the agenda together with new actionable items. Recording of action items will be done in the agendas as well as minutes on each item will be matched to its owner. The person who will chair a specific meeting will be tasked with the distribution of the meeting’s agenda, facilitation of the meeting and distribution of meetings. References Dempsey, P., Goetz, A., & Szyliowicz, J. (1997). Denver International Airport. New York: McGraw-Hill. Dow, W., & Taylor, B. (2009). Project Management Communications Bible. New York, NY: John Wiley & Sons. Henkin, T. (2012). Transforming public transportation institutional and business models. Washington, D.C.: Transportation Research Board. Kerzner, H. (2012). Project Management Case Studies. New York, NY: John Wiley & Sons. Schibi, O. (2014). Managing stakeholder expectations for project success. Plantation, FL: J. Ross Pub. Read More