...The role of effective communication in the managing of Information technology projects Project Management III (IS3A) – Communication Assignment 2 Bradley Isaacs (197019226) Dr Pineteh August 2010 The role of effective communication in the managing of Information technology projects Project Management III (IS3A) – Communication Assignment 2 Bradley Isaacs (197019226) Dr Pineteh August 2010 ------------------------------------------------- Table of contents Abstract 3 Introduction 3 Management of conflict 5 Management of meetings 6 Dissemination of project briefs 8 Team dynamics 10 Conclusion 11 Reference list 12 Abstract Communication forms the communal aspect of managing information technology projects. The effectiveness of this facet can be the determinative factor for many project successes therefore a failure to communicate effective is often the greatest threat to the positive outcome of the project. This paper identifies and discusses aspects that play a pivotal role when communicating in an information technology project environment. Key aspects discussed include the implications for team dynamics, management of conflict and dissemination of project briefs. The management of meeting and how this can promote team dynamics in a project team. Introduction From the beginning of an information technology project, up to the completion thereof, various important roles...
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...Paper title The role of effective communication in managing Information Technology projects Specific instructions Write academic paper in which you discuss the role of effective communication in managing IT projects. * The paper should be well-researched and conceptualised, drawing on arguments in published books and academic articles. * It should critically discuss the role of effective communication from a broad perspective, paying attention to the implications for team dynamics, management of conflict, dissemination of project briefs, management of meeting, collection and management of information etc. * The paper should cite at least three published books and three journal articles. These sources must be cited in-text and a complete reference list provided at the end of the paper. * It should be written in very formal academic English, with no contractions, clichés, slang, abbreviations, emotive and/or gender insensitive words. * Your arguments and/or claims must be logical and well-developed using sufficient examples and supporting data from your research. You might consider using sub-headings to enhance readability. * Paper should have an abstract of 200words and a methodology section. It should also have a declaration and a content page. * The entire paper should not exceed 12 pages and it should be carefully edited for style and language. * It should be typed in Arial font size 12 with sub-headings in 14. It should be in 1.5 line...
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...[pic] Communications Management Plan Template This Project Communications Management Template is free for you to copy and use on your project and within your organization. We hope that you find this template useful and welcome your comments. Public distribution of this document is only permitted from the Project Management Docs official website at: www.ProjectManagementDocs.com Communications Management Plan Company Name Street Address City, State Zip Code Date Table of Contents Introduction 2 Communications Management Approach 2 Communications Management Constraints 3 Stakeholder Communication Requirements 3 Roles 4 Project Team Directory 6 Communication Methods and Technologies 6 Communications Matrix 8 Communication Flowchart 9 Guidelines for Meetings 9 Communication Standards 10 Communication Escalation Process 11 Glossary of Communication Terminology 12 Introduction The purpose of the Communications Management Plan is to define the communication requirements for the project and how information will be distributed. The Communications Management Plan defines the following: • What information will be communicated—to include the level of detail and format • How the information will be communicated—in meetings, email, telephone, web portal, etc. • When information will be distributed—the frequency of project communications both formal and informal • Who is responsible for communicating...
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...Research Proposal: The Importance of Project Cost & Communication Management Project Management in general is based on the methodology of the triple constraint. Where the effective management of time, cost and scope/quality can define the success of a project. It is generally expected that the number one concern for project managers is to manage the triple constraint. Although, project managers used the triple constraint to evaluate and balance these competing demands in a project, it also became a measurement of project success. With today’s marketplace and the complexities they bring the triple constraint is not enough to properly define when a project was actually successful. There is evidence where projects have been delivered on time, within budget and meeting all project specification and still not perceived as successful by the stakeholders. The reasoning behind these results is that there are obviously other criteria just as important as the triple constraint to truly classify a project as successful. How to identify project success Identifying the success of a project is not based solely on whether the project was completed on time, there are other factors to measure. Learning from failed projects is also a critical part of creating success in the overall results. Projects can be evaluated in a manner that works for the industry or business the evaluation is being conducted for. This process is not rigid in essence, it may include things such as online surveys...
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...Project Communication Plan Jennifer Fournier PM582 June 8, 2014 Carol Locker Project Communication Plan SOFTWARE PACKAGE When it comes to resource management, coordinating data and communication, SharePoint is the way to go. All documents company wide can be stored and can be easily accessed when needed. Communication is a must when it comes to project teams, and with SharePoint a project manager can easily make announcements and pass on information by placing an announcements upon login into SharePoint. This way everyone sees the information first thing. By using the Yammer technology within SharePoint, team members can locate the latest announcements and information as well as chat in real time with other team members. Being able to do so is a great tool for global projects or when an employee is working off site. This makes it it much easier and productive for all parties involved. Keeping a project on schedule is also an important factor when working in project teams. With SharePoint “You can make sure works get done by assigning people tasks that can be tracked and prioritized. And, you can keep an eye on important details with a real-time summary of your project that warns you about delays and keeps next steps and milestones on your radar” (SharePoint, 2013). SharePoint also tracks and keeps a log of every change done to a document that is stored within its site. Instead of multiple team members working on a document and saving multiple versions, each...
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...PROJECT COMMUNICATION PLAN AND PROGRESS MEETING AGENDA PRESENTED TO THE EXECUTIVE MANAGEMENT OF KIOKO GROUP INCORPORATION, HOUSTON TX TOPIC: CREATE SYSTEM DATABASE FOR TRACKING COMPANY OPERATION VEHICLES MILEAGE BY (PROJECT MANAGER) ------------------------------------------------- Create Database for Tracking of KIOKO Group Operation Vehicles Mileage Communication Plan Overview The purpose of a Communications Plan is to document the key elements of a communications strategy, including: * Frequency (Schedule) * Method of Delivery * Recipients * Format * Owner The communication channel as regards in this project will be as following: * Formal * Verbal and Written * As contain in the project communication plan Communication Plan: This document outlines the plan of communication for KIOKO Group project team and contractor. WHAT | WHEN | WHERE | OWNER | ATTENDEES | Status Meeting | Every WeekFriday12 Noon | Conference Room | Project Manager | Project Team, Contractor and KIOKO Group Automation logistics Head | Progress Meeting | Every two WeekMonday10am | RM 302 | Contractor | Project Team and KIOKO Group logistics Head | WRITTEN COMMUNICATION | WHAT | DUE WHEN | METHOD OF DELIVERY | SENDER | RECEIVER | Meeting Minutes | 2 days after the meeting | EMAIL | Designated Staff | All participants | Action Item Log | 4 days after the PMO Status meeting | EMAIL | Designated...
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...Assignment 11.3 Project Manager Communication Bellevue University MACQ 620 The article Effective Communication: A Challenge to Project Managers by Mei Yuen Foong was written to provide project managers the basics that they need to become more effective communicators with specific groups. The author suggests that 40% of projects fail because of ineffective communications efforts, making the essence of this article, effective communications and how this is a challenge to project managers. A good definition of project communication management can be “Project Communications Management includes the process required to ensure timely and appropriate generation, collection, dissemination, storage, and ultimate disposition of project information” (Project management institute standards committee, 1996). When reading this article, it is easy to tell that its author is a seasoned project manager as she discusses three challenges that a project manager my encounter. She initially she speaks on stakeholders and the communication issues you might encounter with them. When dealing with your stakeholders you need to establish an understanding of what their desired level of communication is because the level of depth varies stakeholder to stakeholder. The project manager should find out if the level of communication is sufficient enough for the stakeholder’s needs. Some stakeholders need greater detail while other stakeholders may need summary information, or may request notification...
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...Project Implementation Plan: Part 2 CPMGT 305 July 20, 2015 James Kaczynski Project Implementation Plan: Part 2 Now that Team A has completed the first part of the implementation plan for the inmate shower project, the focus will turn the part two, the creation of a communication plan and a risk analysis for the entire project. The communication plan will ensure that there is role clarity among all members of the team. This clarity will lead to a more cohesive team and also help the project manager to lead the team more effectively. From there the project manager will look at a risk analysis for the project and help to communicate it to the team in an easy to read matrix. Both pieces are critical in the planning and implantation of the inmate shower project, and tying them together is important to ensuring that the project continues to run smoothly. Communication Plan Every project, no matter how big or how small, must have a well thought out and effective communication plan to be successful. According to the PMBOK, a communication plan establishes who will be communicating with who, how often, and by what means (Project Management Institute, 2013). The first step in any communication plan is to establish who needs to know what information. Because this is a relatively simple project involving a small number of people the list of people who will need to be informed of their duties is pretty small. The people included in the list of those who the information will...
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...2.A.1, 2, 3: HRIS Project Team Roles, Recommended Team Members, and Justification. Role | HRIS Project Organization | Team Member | Justification | HRIS Project Sponsor | PM reports directly to HRIS project sponsor. | Ashley Burrici, Director of Human Resources | Responsible for the HRIS project’s business case, justification of same, is held accountable for realizing the HRIS project benefits. Also required to provide oversight of the HRIS PM and Sr. stakeholder management. | HRIS Project Manager | Reports directly Project Sponsor. | PM | Required to ensure project is executed and delivered on-time and with-in budget. The HRIS PM is responsible for achieving the HRIS project goals as defined by the Project Charter. The HRIS PM role is justified because it is required for planning, executing, and closing the project. Also for managing resource allocations, tracking budgets, resolving issues and mitigating risk. | HRIS Contracting - Procurement | Reports to PM | Drew (Procurement) | Required to ensure the HRIS system procurement portion is defined and implemented correctly. Drew is experienced in leading procurement efforts for previous successful projects. | HRIS Programming | Reports to Ashton’s HRIS Engineering Team | Kendall (IT) | Required to review HRIS Vendor software from a code perspective to ensure compatibility with existing GenRay software, ease-of-use, and stability. Ashton’s MS Engineering degree should provide the project with graduate level...
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...EVALUATING INFORMATION TRANSFER IN PRODUCT DEVELOPMENT by MARK DAMIAN MORELLI Bachelor of Mechanical Engineering Georgia Institute of Technology (1987) Submitted to the Sloan School of Management in Partial Fulfillment of the Requirements of the Degree of Master of Science in Management at the Massachusetts Institute of Technology June 1993 @ Massachusetts Institute of Technology (1993) ALL RIGHTS RESERVED AkA& Signature of Author _ MIT Sloan School of Management May 21, 1993 ~ Certified by ..., ,.,' . tJ: ~DE teven sociate Professor esis Supervisor . ~q Accepted by . . pplnger , Jeffrey A. Barks Associate Dean, Master's and Bachelor's Progranls Dewey MASSACHusms (I' \NSTITUTE " JUM 231993 LlBRAHI~ Evaluating Information Transfer in Product Development by MARK DAMIAN MORELLI Submitted to the Alfred P. Sloan School of Management on May 21, 1993, in partial fulfillment of the requirements of the Degree of Master of Science in Management ABSTRACf In an attempt to build better products faster, companies have employed simultaneous engineering, which requires the aggressive overlapping of product development tasks. In doing so, the complexity of product development projects has been dramatically increased, along with the risks of failure. Since product development projects represent a stream of information that results in new or revised products. nlore efficient methods to enhance this...
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...Final Paper: The Challenger Project Christopher A. Pantoya PJM 520: Project Leadership and Communication Dr. Paul Sam March 30, 2014 Abstract The purpose of this paper is to examine the space shuttle Challenger from a project management perspective. The project team, controls, metrics, and the overall process will be evaluated. An emphasis will be placed upon the communications project leaders had with personnel responsible for critical deliverables in order to identify risks that were overlooked, which could have contributed to the catastrophic outcome. The Challenger Project The space shuttle Challenger is among the most studied events in U.S. history, especially from quality assurance and project management perspectives. At the time, NASA had recently successfully completed a series of significant accomplishments and seemed on the verge of achieving even more. However, program managers began to let small details escape scrutiny or ignored them altogether in order to meet established timelines, which eventually led to the catastrophic shuttle launch. Thus, numerous processes have been developed in order to prevent repeating the tragedy. In fact, many facets of project management can be attributed to the Challenger shuttle launch project failure. Specifically, the project’s leadership needs to be assessed in order to categorize some of the indicators, which were identifying risks that were overlooked. The plans execution from initiation...
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...Chapter 12 Case Study Dennis P. Furey, Jr. ML 5313 Project Management March 28th, 2014 Communication Errors According to the Case Study 2 identified as International Communications (Clements & Gido, 2012, pp. 426-428) in Chapter 12 of the text, the project manager, Samuel, appeared to make numerous errors with his communication process or his lack thereof. Angelique, the plant manager in charge of the newly developed Ireland facility that Samuel’s company was designing and constructing, was never able to make contact with Samuel when she needed information, follow-up, or to discuss necessary changes. A large factor that played into the issue was that there appeared to be no beneficial communication plan in place for this project. This was an international job and would need to have sound, precise communication in place in order to be successful. Another issue with Samuel’s communication was his derogatory, stereotypical remarks about women work associates, either behind their backs or to the face of other employees, such as his own female administrative assistant, Penny. By stereotyping the female workers, Samuel was being unethical and caused a shadow of unprofessionalism to bear over him, which would reflect on himself as a project manager and his team. One last major error the researcher observed from the case study was that Samuel ultimately shut down communication from the onset just through his general business practices and mentality. Samuel stated in his...
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... Communication Plan Communication Plan: WHAT | WHEN | WHERE | OWNER | ATTENDEES | Kickoff meeting | At stating of the project | Meeting room | Project manager | Stakeholders, Project team, Sponsors | Status Meeting | Weekly once | Meeting room 1 | Project Manager | Project Team | Issue log | As needed | Meeting room 1 | Team leader | Project Team | Ongoing project status | As needed | Meeting room 1 | Project manager | Project team | Formal Project status | Two week once | Project manager room | Project manager | Steering committee, sponsors, Stakeholders | Design plan meeting | Only once | Meeting room | Project Manager | Architect, Assistant manager, Project coordinator, Project team | Meeting with client | Monthly once | Client room | Assistant project manager | Project coordinator, Project Manager. | Budget meeting | Monthly once | Meeting room 1 | Project manager | Project team. | Project risk | As needed | Meeting room | Project manager | Project team | WRITTEN COMMUNICATION | WHAT | DUE WHEN | METHOD OF DELIVERY | SENDER | RECEIVER | Project updates | Every two days once | Email | Team leader | Project manager | Action completed | Weekly once | Email | Project manager | Clients/Sponsors | Project scheduling | Weekly once | Email | Assistant Manager | Project team | Monthly Project status Meeting | Monthly once | Conference call | Project manager | PMO | Material order | As needed | Phone call | Project representative...
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...Week 3 Ronnie Creech, Patrick Benton, Tammy Coleman, & Sarah Ridley COM/537 Organizational Communication February 8, 2013 Chuck Millhollan Learning Team Reflection Week 3 Team C provides reflections of the learning objectives for week two of the course curriculums. The objectives include identification of stakeholders, differentiation between types of audiences, and analysis of audience perception and needs. The discussion centers on comprehension of the learning objectives, challenges or struggles understanding the concepts, and applicability of topics to current career fields (University of Phoenix eCampus, 2013). Comfortable Topics Objectives of week identify stakeholders as two groups, external and internal. A Stakeholder Analysis helps the project team in many ways. The team identifies key individuals and work groups that are affected both positively or negatively, by the project. They also identify key individuals or entities that can have a major influence on the process improvement project. By discussing the project and its potential advantages, the team is able to understand the current position of these individuals with regard to the project (Stuart, Sarow, & Stuart, 2007). In this way, the team creates a strategy to persuade the stakeholders to act in ways that do not undermine the project, but that favor organizational change and successful project completion. External and Internal stakeholders sometimes share a common interest. Both may not always...
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...CIT 2200 IT Project 1-14-2014 Project Communications Project Communications Time in time we often heard if the communication had better, the project would have run better .How often we undermine this important key factor of the project? Many times some project managers are not always to the task to communicate what is the most important to the team .Just as important to successfully complete a project, communication is a also an essential and critical .Communication not only keeps everyone up-to-date on the project progress ,but providing fast ,convenient ,consistent information about the project to the stakeholders. The success of any projects is based on communication, without a solid way to establish this important part of the project will somewhat halt the project and the pointing fingers will begin .It is the project manager responsibility to insure that everyone on the team has been properly addressed and knows what function each and everyone will play to successfully complete the project. According to Dave Nielsen, ‘’Communications are a critical deliverable of every successful project and a key project management soft-skill. You may not have thought of communications as an actual project deliverable, but it is. It may not be the one your client or customer places the most emphasis on, but that's because every...
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