Communication Plan For The Performance Management System Project

This group will plan to meet monthly as the project is implemented and rolled out.

All efforts will be made by the Project Manager to plan for and handle any risks. Continual risk monitoring will be done by the project manager throughout the projects duration.

Bi-Weekly Status Report|Project Manager|Bi-Weekly|Project Sponsor|A|Bi-Weekly project status with sponsor to ensure good communication and prevent project delays.|

Working to understand the risks a project may endure along with the cost associated is critical in every project management plan. Understanding potential risks based on the project type, resources needed, timeline and budget still leaves gaps that creates uncertainty for actually predicating the outcome of the project. There is not a true way to predict when and where a project risk will occur but designing a plan to properly address and manage those risks will increase confidence while eliminating the element of surprise.

Risk mitigation would allow the project manager to know the project’s strengths and weaknesses then evaluate the threats facing the project. The project manager would implement different strategies such as lowering exposure to threats or improving strengths of the project to make sure that the variance in schedule and cost is not very high when there are risk event occurrences. A risk mitigation strategy ensures that the project manager, the implementing team, and the project’s stakeholders are on the same page in the project implementation job. It also gives the project team an opportunity to address risks in advance so resolving additional issues becomes easy when the issues occur later during the implementation of the project. Moreover, the risk management strategy would fine-tune the parameters used for measuring the results of the project (Kerzner,

Risks management is an important step during the process of a project. Failing to manage a risk may result in unforeseen event happening and a project’s failure. For example, with limited budget, an unforeseen event or an accident occurs in the middle of a project and this matter has not been considered and needs a big sum of expense, then the project may be stopped because of this unexpected event. We should know it is necessary to understand how to identify risks and assumptions based on the information. After identifying risks, it is important for project managers to set contingency plans to prevent and deal with these risks when they occur. Of course, several problems may happen during considering

It is clear to see that throughout the project the tasks and progress were monitored very closely. The project is heavily dependent on the resources provided by its shareholders and in turn they rely on regular updates to reassure them on their investment. In the construction and building industry the methods and application of project management tools are very reliable and well tested. Therefore, it could benefit the project if the it was managed with detailed and defined practises and also follow standards set and agreed upon on a international level.

All members of a project team report directly to the project manager. This clarified and simplified reporting structure reduces the potential for conflicting demands on team members’ time and results in fewer and shorter lines of communication. In addition, it facilitates faster project decision making.

We will submit weekly milestone reports directly to the Chief Financial Officer (CFO). The milestone repost for the project will base on information in the Gantt chart. An agenda for the project team meeting will develop to work through some of the challenges while facing in executing the project. Update the scope of the project while having some changes in the executing phase. We will develop detailed lists of assumptions and questions that all the project team has related to the new scope of the project.

The project manager has to report about the performance. Insufficient performance will provoke a negative reaction of a project sponsor. We think a project manager should deliver almost all the facts as soon as possible and as objectively as possible.

• who will be responsible for planning and management of project operations as well as the roles of other bodies and organizations associated with the project

As stated by Peter F. Drucker, “Management is about human beings. Its task is to make people capable of joint performance, to make their strengths effective and their weaknesses irrelevant.” Performance management is essential to achieving an organization 's mission statement and business goals, and also in attracting, retaining, and motivating qualified employees. There are many benefits and reasons why an organization should execute a performance management system. Performance appraisals establish the basis for qualifying, recognizing, and rewarding employee contributions. In this paper, I will discuss what performance management is, the problems with the current performance management system at my organization, how other organizations have succeeded in their performance management system and how I would advise management at my current organization to improve our performance management system.

Project tend to go through changes as the project goes, and another feature is the project tracing, which allows the PM to revise the plan and see impact of changes, to make better decisions.

This paper is a discussion of the implementation of a performance management system in an information technology service desk organization. The paper starts with an introduction of the organization and the nature of the problem being addressed with a performance management solution. It continues with an analysis of three separate performance management approaches, and a recommendation of the best approach for addressing the problem outlined. Next, a discussion of the performance management goals and objectives occurs. The project implementation process including defining the project structure, executing a communication plan, and identifying and mitigating potential risks and issues is then covered. Finally, the paper concludes with the discussion of an evaluation and reporting program implemented to monitor the performance management program.

actual work. Who are the project stakeholders besides those few people doing work on your project? Stakeholders are those who have some reason to care about the outcome of your project. They could be customers or users of the project’s eventual deliverable; they could be managers whose staff are working on the project; they could the ones providing the budget for the program. Do these people need to be informed of status along the way? What would they like to know about how the project is progressing? See format #4 – it shows how to summarize the project, status, and issues, in ‘slide format’ for easy reading. And of course, this info can simply be used as bullets in an email to the right people. * * Contents of the file: 1. Periodic Progress Summary Report: Report format for publishing progress, plans, and issues at regular intervals. 2. Project Status – Major Task Completion: Presents status for a project phase, with emphasis on reporting completion status of major tasks. 3. Project Status – Work-plan Measure: Presents status for a project phase, with emphasis on reporting completion metrics on various items. 4. Project Status Presentation: Provides typical 3-slide-per-project information bullets for summarizing project status in a management meeting. 5. Multiple-Project Status Summary: Provides one-page overview of current phase and planned completion date of a set of projects being updated.