Project Planning

The project’s communication plan facilitates daily operations to include internal and external interactions. It identifies priorities, resources, and staff assignments. The goal of the communication plan is to boost responsiveness and participation of the project team members and stakeholders. The communications plan supports the project's communications goals. The communication management plan annotates the information that should be communicated to defined parties. It identifies the party with authority to

Client initiation requires communication of the project expectations, including timelines, deliverables and costs (Sanghera, 2010). During this phase of the project described, communication with appropriate government entities should include concrete details of the project impact and the collection of information regarding feasibility. Construction companies and other vendors should receive information regarding timeline expectations and requirements for contract awarding (Hendrickson, 2008). This communication will ensure that the client is secure in knowing the project can proceed as envisioned.

“Project monitoring can begin as soon as there is a clear, validated baseline plan that has been approved by the project sponsor and accepted by the project leader and team.” (Kendrick, T., pp 301, 2015). The key aspects of monitoring a project are to use a monitoring plan, report to management, recommend corrective action and follow up with corrective actions. Initially, the CLN project management team deployed monitoring software suite, which

With any implementation it’s important to have strong leaders, and the image of change approach that will allow a smooth implementation will be the Director image of change. The Directors purpose in regards to communication is make sure employees and members know what is occurring and what is needed from each of them (Palmer, Dunford, & Akin, 2009). It is important for "communication strategies to ensure that there is no message overload or message distortion" (Palmer, Dunford, & Akin, 2009, Pg. 293) since it can agitate the communication plan. In a communication plan it should include factor such as "content, voice, tone, message, audience, medium, frequency and consistency" (Palmer, Dunford, & Akin, 2009, Pg. 292) including these factors makes it a stronger plan. A key skill a Director should have for communication should know how to provide messages that are clear and unambiguous (Palmer, Dunford, & Akin, 2009). A Communication plan is a written document that describes what are the main objectives (Mayhall, N.d., Para 5), "ways in which those objectives can be accomplished (your goals or program of work" (Mayhall, N.d, Para 5), who is your main audience (Mayhall, N.d, Para 5), "how you will accomplish your objectives" (Mayhall, N.d), and how to evaluate it.

When projects are approved to move forward, the project initiatives will enter the planning process, where a plan is created for how planning, executing, monitoring and controlling, and closing the project will be done. Planning is an on-going activity and takes place throughout the project. This is where a comprehensive assessment of the project plan occurs, such as identifying scope requirements, timeline, resources, and cost or budget needed to achieve the project goals. Moreover, this is also where risk assessment is performed and identified along with procurement, staffing, and communication planning for the project. The outcome of this process is a project management

Every project is an opportunity to produce something new, to make a real difference. You can introduce change, increase productivity, enhance capabilities of your company or of a client or build new relationships. Seven steps are essential to success in organizations that simultaneously manage multiple initiatives. Effectiveness begins with good pre-project planning plus an understanding of what a project is and what can be at stake. Consistently following these seven key steps can directly improve a company’s operations, profitability and sanity.

One of the most important elements of a successful project is the development and implementation of an effective communication plan. Without clear communication, a project can encounter a number of unnecessary obstacles that may prohibit its successful completion. According to Gray and Larson, poor communication is a major contributor to project failure (2014). Therefore, it is important for a project manager to invest time and energy to develop a well thought out communication plan that intends to communication the right message, to the right people, at the right time. The following will provide a comparison of existing project communication plans (PCP), noting their similarities and differences, as well as details on the importance and benefits of establishing an internal communication plan to promote project success.

Furthermore, it also explains the existing project programme which is drawn up so as to support project team in developing a plan, knowing the progress and growth of the project.

It is useful to plan how you will communicate with stakeholders, donors and the project team. This will ensure that the project is implemented in a smooth manner.

During the project life-cycle, project managers are responsible for oversight of such tasks or processes as work breakdown structure, critical path methods (calculation of all the activities from start to finish to determine the duration of the project), resource smoothing, earned value, and configuration control (Burke, 2001). Many organizations are turning to management-by-projects approach because it provides flexibility, decentralized management responsibility, a more holistic or global way of conceptualizing problems and solutions, and problem

Monitoring the progress of a project is important especially in terms of a project manager knowing whether or not the project is moving in the right direction and if not, knowing what adjustments should be made. In order to efficiently monitor project progress, the project management team must understand the objectives as well as the strengths and weaknesses of the resources involved in the project.

Constant monitoring and measuring of the ongoing project enables manager to compare the actual periodical result with expected plan. Minor problems which are detected early can be solved with minimum of effort. If there emerges any significant deviations, inevitable actions can be promptly implemented to bring the project back on track.

Time and cost are two critical objectives of construction project managements, are not independent but intricately related. It is generally realized that when project duration is compressed, the project will call for an increase in labor and more productive equipment, and require more demanding procurement and construction management, and then the cost will increase. In this chapter, the definition of planning for a construction project is given and the various types of planning are described. The definition of time and cost is provided from the perspective of contractors, the tradeoff relationship between the time and cost is also described. Problem of time-cost trade-off is also present in this chapter.

However, there are instances wherein first time project managers tend to be assertive of their own ideas

This is a project for opening an upscale fashion boutique, the duration of the project is 2012/4/15—2012/6/30. The boutique is located on Orchard road, the decorations of the boutique is important as it aims at the ladies from middle-class, it sells the the informal dress from Italy, and two female staffs are needed. The boutique must be equipped with a television to play the fashion shows from all over the world during operation time, in addition, an Italian sofa set is prepared for the customers for rest. Last but not the least, this project also includes the publicity of the boutique and the arrangement of a fantastic opening ceremony