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 Project Managomont (MU _ 63 _ Project 9, Moni ri
5.2.4 Steps In Project Monitoring

Ries aoe ener ee

Timing and method of project monitoring are
significant aspects of the project manageme
project monitoring Include the following. nt. Important
Study of the project, Its schedule,
and costs.
Selection of the parameters to
be monitored,
=F wn

Selection of the frequency of

OW

reporting and Its format.

_ r
Collection of data for the
Parameters being monitored
.
Analysis of the data by using appr
opriate monitoring technique.
Presentation of the analyzed data
and reporting It to the managemen
t.
Review of the presented data by
MN

the management for decision maki

ng.
Project Monitoring and Con
trolling Cycle

Measuring the actual performance

against the planned performance
Assessing performance to dete
rmine whether or Not any corre
reported and/or appropriate risk ctive or preventive actions are indicated,
response plans a re being executed the
. ,
Maintaining an accurate, timel
y information base concerned with the
till project completion project output and its associated docum:

Providing information to Support statu

s reporting, progress measurement and
forecasting
Providing forecasts to update current cost
and current schedule information
Monitoring implementation of appr
oved changes as they occur
Inputs
The inputs to the process of project monit
oring and controlling are :
Project Management Plan
ep

Schedule Forecasts
Cost Forecasts
Pw

Validated Changes
Work Performance Information
NOW

Enterprise Environmental Factors (EEF)

Organizational Process Assets (OPA)
Tools and Techniques
The tools and techniques for this process Include :
1, Expert Judgement
2. Analytical Techniques
=

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 ft the outputs of
monite project work:
to” . itoring and controlling
° are
-oilowinerequests
nee
Pi
nce Reports
. wotk performa
Plan Update
1. ie management
i Update
3. a ect pocument
Control Processes
‘ monitoring and
b.
-
53 :
and Control processes include
ponit rine Work
Project performance information
\" pnitoring and Controlling; . measures and disseminates monitoring
L i Project Work process collects, requiring corrective action. This indudes
{.
. monitoring and Controlling to forecast potential
items
plans.
and assesses measures
and trends
according to the project's risk
managed
that they are being
roject risks and ensuring and other
Control of project corrective actions
integrated Change that changes 35 a result change control takes
place
process ensures knowledge are2s-
Int
integrated Change Control the project
The are managed
across
closure.
project
controlling factors project initiation through
project, from
throughout the
are formally accepted.
4, scope Verification that project deliverables
process ensures
The scope verification
are controlled.
4, scope Control to projectscope
ensures that changes
process
The Scope Control

5, Schedule Control to the project schedule.

and controls changes
process monitors
The Schedule Contral
. the project budget.
6. Cost Control and controls costs and changes to
Cost Control process monitors
The
ity Control
7. Performing Qual
performance
The quality control
andards.
meeting quality st
am
8. Managing the Project Te provides feedback,
ber per for man ce,
team mem
This process tracks performance.
improve proj ect
maintain and reports,
infor
formamatio
’ n — including status
9, Performance Reporting process collects and distributes
performance
The Performance Reporting
d forecasts.
progress reports an

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 2 Project Management (MU
Project Executing, Monitoring a

40. Managing Stakeholders Bh stakeholders to ensure thet rae ;

This process manages stakeholder communications and works wit Teme,
satisfied and issues are proactively resolved.

5.4 Information Needs and Analysis

An information need is an unstructured statement that describes a type of information required by an orga,
unit to enable it to meet its objectives and support its functions. ;
— _ Information needs analysis technique is used to identify all of the information necessary for use
in achieving De
goals or objectives, such as performing an activity, satisfying customer needs, or making strategic decisions. .
- The result of applying this technique is typically a summary which shows the information needs for each
activity, by type of usage, and by a pre-defined category. Other information, typically included in the
infp
needs summary, are the business objects supported, current availability, information medium, current
source 5
requirements satisfaction, and the relative importance of the business activity..
Purpose
The purpose of information needs analysis technique is to identify
and set priorities for the information need
support business activities in order to reach established
business goals.
5.4.1 Objectives

~ "To identify and set priorities for the information needed to support business activities and to reach the business goals,
~ To gain further insight into the business structure for Subsequent improvement of the information architect
ure. _
— To understand the implications of these Priori
ties for current and planned systems, techn
an enterprise engineering project. ical facilities, etc., as pa A t

= To facilitate commitment to the strategy devel F

oped to meet reengineering or other enterprise
goals and obje !
5.4.2 Benefits
There are several benefits to utilizing the infor
mation needs analysis technique.
— It enables us to gain further insight into the
business structure to support subsequent
architecture. improvement
of the info a00n
A
~ _ Itenables an understanding of the implicatio
ns of established priorities for current and plan
facilities. ned systems and technical
It facilitates commitment to the Strategies
developed to meet enterprise-wide goals
and objectives.
54.3 Procedures

— Identify source material and source inter

views, focus groups, or questionnaires.
— Review materials and itemize a list of information needs.
ee

— Consolidate needs and develop an info

rmation needs summary diagram.
‘andes

Collect additional data, as required

, to complete the information need
s summary diagram.
— Determine the relative importance of
each information need.
— Confirm results. +

Use as input into information arch oes si

itecture development or impact
assessment.

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 NM any o
pepe us of the project. They also use
‘ it to
make good ‘i “ition. Information i used to let stakeholders know about
he § involves multistage activities, The a eclsion. Pr
ofté n entation, financial
control, business
Pre
sentatio
goc' the! nformation "S and email communicatio
as harvestable data whi ns. The Project managers
ch can be summar need to
tre8 ort in€ systems are def i
ined as Processes p
. Rep one or more informati " rocedures, and facil
tnities
e ethat s
on mana are usedtt
to me
geneae
rateea
andnn
gather reports
venolde of the project, ent system. This is also responsible for
the distribution of report to the
g
° organization should invest in Peripherals th
. at Can support
the collection and distribution of information and these
“ iqcude IT infrastructure and even shared storage environment.

ss Types of Project Manage

ment Reports
project reporting involves more than simply communicating the
latest project updates to your team and stakeholders.
wean also use project reports to mitigate risk, monitor budgets and timelines, and build more accurate project plans.
0

Here are a few project reports you might find useful :

\, The Project Timeline Report

- One of the critical elements that define a project is the timeline. A Project by definition is a temporary
endeavour; meaning it has a start and an end which means it has a
defined timeline. The timeline should be a
visual overview of the project from start to finish.
— One thing that sponsors care about is that the project will be delivere
d by an agreed date, especially where the
project has a mandatory delivery date.

2, The Project Budget or Financial Report

A project is constrained by three elements scope, schedule and cost. Therefore, a
project budget is an important
report. Ideally, the report will show budget verses actual costs.

3. The Project Team Contact Data

The team members working on the project are often from various departments, companies and even spread
across the world. The role of the project manager is to bring the group of people together to form a productive
team.
Creating and distributing a list of team members, their roles and how to reach them is an important step in
ensuring clear channels of communication
4. The Project Risk Register
Managing project risks is often overlooked or miss understood by project managers. Creating
an initial Risk
Register is key to managing project risks. Start by building a list of all the things that could impact the project.
Early on in the project, there will be a lot of these. As the project progresses and things become more clearly
defined, many of these will be addressed. It is important to review and update this list often throughout the
Project.

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 Team avallability report example
what resources you have available to
you need to know
If you want to build an accurate project plan, ch work each team me
mber has on their plate so yoy
anBe mat
you how mu
done. A team availability report shows
ct.
smart resourcing decisions for your proje

6. Status report
ders informed and manage expectation
A weeklklyy status report is an easy way to keep your team and stakeholders
hits In your status report : “
project progresses. We recommend reviewing these quick
(i) Work that’s complete
(ii) Work that’s coming up
(iii) Overall project completion and budget spent
(iv) Action items
(v) Project risks or issues

7. Project health report

A project health report provides a high-level snapshot of project status. It’s great for sharing onscreen meetings b
your team and stakeholders so everyone knows at a glance what’s on schedule, what's running behind, and whgp
already overdue.

8. Risk assessment report

A risk management enables you to identify and categorize project risks based
on their severity and likelihood g |
happeni ng. That way you can prioritize issues and nip risk in the bud
before it wrecks your project success. 3
9. Time tracking report
A time tracking report gives you visibility into how much
time your team is actually spending on project tasks so
can see how it tracks yoy |
with your project estimate. This helps you spot potent
ial budget overages before they @ppen
and provides valuable insight for future project estima
tes.
.
10. Baseline report
A baseline report compares your original
timeline with your actual project timel
you scope out future projects. It’s also ine so you can learn from the pa 2
handy for showing how changes or delay
s affect the overall project timelins
5.5.2 Project Management Reporting Best
Practices

2 Mind your data : A report is

only as good as the informati
before sharing reports with clients and on in it. Check that project
details are Current andcorre
stakeholders.

oat ’

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 Meeting Dynamics
Meetings include many complex Int
eractions. Some of them are predicictable. Try to anticipate these
deal with them as they occur. These are often referred to as team, group ort meeting dynamics.
; ,
inte
Some of th 50reetong,
ate ty P
to the task and some to the personalities, ;

5.10 The Earned Value Method

- Famed Value Analysis (EVA) jis
one of the key tools and te \
understanding of how the Pro chniques used in Proj
ject is progressing. EVA mon Bement ty ,_ | :
itors the progress of the he proproj
money. Bot h, schedule and cost are
calculated on the basis j ect bas i
ed on its eq ha a
— of EVA.
Project control takes place aga
inst the Cost baseline using a “
variables are determined from technique called Earned Value.
lue. In thi €chnique
actual Progress on the project In this t ,
them, and reported, tasks, and several more variab
les are “leulated
5.10.1 Features of EVA

Eamed Value Analysis is an

objective method to measur
e project performance in
2. EVA metrics are used to terms of scope, time and
measure project health cost
a ind project performance.
3. _Eamed Value Analysis is a qua
ntitative technique for ass
the work tasks, allocated essing progress as the softwa
to the Project Schedule. re Project team Moves throng,
4. EVAprovidesa common
value scale for every pro mS
ject task.
Total hours to complete
the project are estimated a
completion (%) of the tot and every task is given
al. an Ea me d Val ue, based on its Cstimata
. y
6. Eamed Value is a meas
ure of ‘Progress’ to ass
ess ‘Percenta ge of Com
pleteness’
5.10.2 Need for EVA
EVA provides different
measures of progress
in a project. for different types of
tasks. It is the Single
way for measuring
. ,

(iii) Provides timely

request for addition
funds can be escala al funds. While th
ted with an early wa ere is time to recove
rning, r, the need for ad
ditional resourcesot
° It allows ‘rolling up’
the Progress of man ;
oO It provides with a un
iform unit of measu
5.10.2 (a) Inputs

wn

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 '
Proje Executing
tt)
:
ee as
5-18
—_ e
sed as the percentage of th
is the actual . aa of the task to the date of analysis. This Is expres of fence pasts
f od yalue paneer me as ur ed in uni ts completed (such a% number
ove is 40% complete,
i , and co ul d be
holes dus
a”
b ot? 7 number ©
ort 4
r ex pe nd ed . For ex am pl e, if the same task ab
% of task budget.
g), or hours of labo
qve"
cked via software OF
actualal the dat e of analysis. This Is usually tra
Av" cost (Ac) iiss the e actu expend itu re of fun ds to

‘ act ly with receipts, etc.

ma
calculations ch tell the
‘ on pro jec t pro gre ss, the re are four variables whi
40? @) to report
atively simple. jecIn t.order
2calculations are relhea lth of the pro
th ana6et about the
at the point of analysis.
ct
amo unt tha t the pro jec t Is above or below budget
st variance : The
cv = EV-AC size of the
( relative to the overall
ject is abo ve or below budget,
The amount that the pro
, performance Index :

f projet :
cPl = EV/AC le at the point of analysis.
amo unt tha t the pro jec t is ahead or behind schedu
| she dule variance - The .
:
A = EV-PV overall size of
sv
t is ahe ad or beh ind schedule relative to the
projec
ex * The amount that the
schedule performance Ind ‘
N
the project.

SPI = EV/PV

5.10.2 (C) Analysis

"
following meaning The CPI tells you how
Calculations Bive the = goo d). Neg ati ve means over budget.
(positive project is 25% below
project is under budget CPI = 1.25 means the
_ Apositive CV means the ter ms, for exa mpl e,
budget it is, in percentage
much above Or below the :
: / schedule. The
budget. iti ve = goo d). Neg ative means behind
edule (again, pos = 0.9 means the
project is ahead of sch ms, for example, SPI
- Apositive SV means the the project is, in per cen tag e ter
ad or behind schedule
SPI tells you how much ahe
project is 10% behind schedule.

10.2 (d) Forecasting point of analysis. This is

very use ful for decision
ht no w or at the
ject is rig
The variables tell you where the pro .
. The follo wing three metr ics tell wher e the proje ct was trending this,
to calculate
naking
t of the pro jec t. There are several ways
cos
L
Estimate at Completion (EAC) = This
. is the estimated final
are made.
based on the assumptions that
cted to continue :
If past project performance is expe
rate :
EAC = BAC/CPI
ma nc e wil l rev ert back to the planned
and future perf or
|
pr oj
*
ec t pe rf or ma nc e is conside red one-time, |
f past
EAC = AC+BAC-EV Wien
]

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 - Ifthe cost and schedule performance both
factor into the future perfo rmance (the previo Oh
the cost performance) : Ms formutas =)

EAC = AC+[@AC —EV)(C

PI x SPI)]
— When something unexpected has aris
en and you need to throw out the origi
iginal esti mate ang Prog
one. In this case, start with the
AC already spent :
EAC
= AC+New Bottom UpET
C
2 Estimate to Complete (ETC) : This ie
represents the amount left to spe
money that needs to be “in the nd to complete the project. It's
bank” to complete the project. the a me
ETC = EAC~AC ie ,
To Complete Performance Index (TCPI) ay:
: This value tells you how efficient you
according to the original plan. For exam nee d to be to Complete the.
ple, if you were inefficient at CP! = 0.9 throughout the
project, a TCPI = 1.03 means you have to pick first qua
it up and be 3% more efficient than the origi
nal plan t © Finish on tr
— In order to finish on the Original
budget :
TCPI = (BAC-EV)/@AC_ AC)
— Inorder to finish on the revised
budget if current project perfor
mance continues :
TCPI = (BAC - EV) /(EAC- AG)
— These forecasts could be used to upda j
te financial metrics such as Net Pres
Retum on Investment (ROI) which ent Value (NPV), Payback periog,
were used to justify the project.
a
5.11 Milestone in Project Manage
ment

construction projects or public

works, they are run for decades.
deliverables are being achieved To track progress along the way
according to the timeline, project and ensure the key
managers use Milestones.
A Milestone in a Project signifie as
s a change or stage in develo
pment. Milestones are powerful
components in pre

your project.

5.11.1 Usage of Project Milestone

s
Milestones in project management
are used to mark:
(i) The start of significant phases of work
(ii) The end of significant phases of work
(iti) Deadlines
(iv) When an important decision is being made
(v) Other fixed points in time that need calling
out specifically

2h ee

Wenn

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 Project Executing, Monitor;
& 2

k t is and understand the impact

- Nowt hat you know h ow impo rtant it will have
‘ant h cha n ge
the r eq ues QOin th
Re
the team can either approve or reject the request.
Different organizations will have different ways of
neaboigthe approval : Generally, : — ey,
goinga i within the team. Wheréas 4change
: at will require minimal additional work can be a ant
save esieuniv approval.
would require a month’s worth of additional work thy
may requ
5. Decide on a course of action going
forward
_ If the change request is approved
then the project delive"rables “i‘| be updated. This can in
and schedules, business process docume e
Aanivents.e fs
nts, and the requirements do rude
— Once these updates have bee
n made, the project manage
everyone who will be impacted. Now r can commun icate the new course of
you can delegate the necess
essarary
y tasks s . to the peoplple in; charge ty
task
implementing these new changes.

5.12.2 Tips for Evaluating Cha

nge Requests

that the criteria for this eva

luation be determined bef
ore it’
Settingthese parameters will help balanc | aching Consens.
e change with overall business
goals and benefits.
Here are some typical
questi ons to consider when
evaluating a change request
© Does this change add :
to Or alter the busi ness
requirements?
o Istherea work-around,
or is this change nec
essa ry for the overal
Does this change req l success of the projec
°
uir e an increase infund t?
ing?
© Will this delay the
Project end date?
© Even though this ch
ange ma Y have a
negative impact on
that make it worthw this Project, does
hile? it result in significa
nt business upside
© Does enacting thi sé
s change now make
more sense than de
more money in the end? laying it? Will the de
lay end up costing
the comnan,
© Have all the af
fected Stakehol
ders been consid
o Are there Co ered, and do th
ntractual ramifi ey endorse the
cations to Cons change?
unfulfilled because of id er? For exampl
this change? e, will commit
ments with ou
The answer to th tside vendors be
ese questions
will help approv
e or reject the
5.1, 3 Scope ch ange request wi
Creep th complete ce
rtainty.

WH letiareeir f
Pabli ca

as . r ES
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 ment (MU)
pot Mand 5-24
Ee ole uses of Scope Creep Pp Exec. Ie &
4,
ving 2 clear scope : Clarity Is extremely important :
4. Ne nine ing, it an cause big problems down the line fe On any project. If you don’t dearly define your scope at the

oe
pad the project timeline and budget,
im
ot raising issues proactively : Hiding behind Issues and not being transparent with the client or stakeholder seems
ed ger at first, but you will come to regret it later on.
aA needing ae time than estimated : The age-old issue of Quality Assurance estimation gives troubles. How
7 curately you estimate how many bugs will be raised, how long they will take to fix always has an impact.
wot prioritizing among features : In a Waterfall-style project, your product will likely be built step-by-step until
you reach the whole, shiny, new thing. This could lead to thinking everything is a priority. If you don’t. have dear
priorities among features, it’s hard to understand what can be removed when adjustments to requirements begin to
gurface-
EEE

Not agreeing on how to handle change : If you haven’t agreed on how to handle change at the beginning of a project,
itonly makes sense that it’s going to be difficult to work through changes in scope at a later date.

poor Estimation : Estimation is very difficult to get right. It’s a challenge to be accurate at the beginning of a project
yhen there are many unknowns. Certain things may not get accounted for, and you end up tied to this extra scope to
pe able to deliver your overall project.

Not evaluating new requests : It’s easy to take on new requests or ideas from clients or team members, believing that
‘hey are the right path forward. If you don’t evaluate these requests properly you could end up accepting new scope,
duplicating work or building unnecessary features without noticing.

10. Not involving users early enough : Many projects go to the final stages before actually putting it in front of real users.
It's tempting to fool ourselves thinking that we know the users well enaugh to avoid interacting with them. If you are
not incorporating user feedback early on, you can go far down a route that doesn’t test well with users. At that point,
your scope can suddenly spiral.

513.2 Ways to Manage Scope Creep

1 Be proactive. Determine and agree upon a change management process upfront.
24 Prioritize. Look at what can be descoped to accommodate new requests.
3,
Be transparent. As soon as scope creep appears, bring It up with clients and stakeholders.

Analyze impacts. Work out the impacts (both positive and negative) of changes, and present solutions to your client or
Stakeholder in order to move forward.
Embrace it. Work out what's necessary for a testable, usable product—if that means changing scope,
look at ways to
corporate the changes,

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 Project Executing,

5.13.3 Steps to avold Scope Creep

always comes aro und. Careful co Ntrol of ia
No matter how thoroughly your project is planned, scope creeP
. he project.
rt before
0 the beginning of actual work ont j s :4 ,t
scope should sta ef " allow scope creep to usurp your project
Here’s a checklist of scope control steps that won
yen before you start working onl
3 Id do it e
1. Identify all stakeholders and understand i
, Vi , Interests and requirementheir goals
ino g visions : You oes in advance is a necessary
ntifyin ts o' f all Involved parti step of projac
ork and helps avoid: confli cts , pla i
eek reduces the risk of scope changes in the middle of your projec
t W “AUseg
unaccounted interests,

2. Clearly define project scope : It is another indispensable step of the Te oe stnactiic,. tad Mey
important not only to define what is included in the praject scope but also to I vbasinenene : mining
the risk of misunderstanding and reduces the number of new requests, suggestions, and req men ls A
3. Plan room for changes in advance : Not all risks can be foreseen and prevented, and thus modifications
are iney le
, at times. That’s why change control and management procedures should be
clearly defined and documented, nd
room for possible amendments needs to be provided. Make sure your change
management process is Focused
project goals, and carefully document steps required for making
a decision on a project scope modification.
4. Take action as early as possible : Identify and address possibl
e scope creep at its early stages. New Suggestions
clients or sponsors, updated requirements, or feedba
ck from the team on time estimate changes
need to be + 2ihe
from
documented, and communicated to involved
parties for consideration. The sooner you
make decision on 4
the less harmful effect it will have on the
project course and result.
5. Know when to say no: It’s tempting
to implement all su ggested features and functions, ae
delivery time, budget, and the but it’s rarely good for Project
product itself. Saying no to unreasonably
Parts of work is crucial for delivering
time-consuming and expensive features ang
a quality product on time. Make
Sure you have a justification for
saying no.
5.14 Project Audit

inference or extrapolation, by a competent examin

it provides insight i er. By
schedule and budget j jectives and the adequa
to do so. In addition, cy of the
i i i i
timely corrective action.
:

5.14.1 Benefit of Pr
oject Audits
Project audits
following benefits can help identify when a Project is about to
80 go off. off-course. In additit ion, a Proje: ct audit; ae
1.
can provide the
Improve Project Pe
rformance,
2. Increase Customer
and stakeholder
satisfaction,

ee

wee

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 anagement (MU)

st. ope and avoid‘ scope creep,

| s¢
+ ott? problem diagnostics,
(onvide eatformance/cost/s chhedule relationships,
, ff ture opportunities
for improvement.
ti .
ee 9e rformance of the project team,

we. t of project status/prospects,

clien
fo fl ‘am feasibility
: of/commiti men
t to project,
f
pete roject audits b
\ penefits of pro} ecome especially evident in large organizations running large projects. Mutti-million
e ily derai i
y ‘ects can easily derail due to ‘ poor management techniques causing the investors millions of dollars. In this
we ihe cost of not performing periodic project audit
s can be much higher than the cost of performing it. Multi
ra ; ‘raps one per phase, are recommended for iple
large projects.
sts?
) preparing for the Project Audit
be .
is ” aim is to ensure that the audit team receives full and uninterrupted access to all required information, people and
is during their audit. This includes emails, and documents developed by the project team. Having everything at your
vs makes it easy to answer questions when they arise.
reerg en yOu conduct an audit, determine whether the PM has addressed the key items in each phase of the
project

ace This includes :

if
initiation Phase

_ |dentify the main objective of the project.

_ write the project charter.
_ Get sign-off on the project charter.

2 panning Phase
After you complete reviewing the Initiation Phase, review the actual project plan or Work Breakdown Structure (WBS).
You should focus on how well defined the WBS is and how well tasks and dependencies have been scheduled. Make
to fail.
sure the planning is sound. Failing to plan is planning ,

- Create a Project Management Plan.

- Establish project deliverables.
- Write a scope statement.

~ Determine a project budget.

Distinguish project activities.’
Work out a schedule.
Determine special skills needed to complete planned tasks.
Execution Phase
Once the planning phase has been reviewed, the execution phase review takes place. Many projects suffer from scope
“eep during this phase. Has the project team stuck to their scope? Poor communication, misunderstandings and lack
Of in :
formation may have caused issues.

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 Project Executng,
5-27
2 project Management (MU)

put together the project team.

Administer and guide the project team.
Conduct status review meetings.

Communicate project information.

Implement quality assurance measures.
jon procedures are well described,
Make sure the control measures are sound and the correctio

4. Controlling Phase

Measure performance against the plan.

Evaluate the corrective measures.

— Manage change requests.

5. Closing Phase
Once most of the work of the project is done, we approach to closing phase. Has the project been documented
closed properly ?
o Manage acceptance of project deliverables.
o Document lessons learned during the project.
o Archive project records,
o Formalize the closing of the project.
o Release project resources.
o Write final Status Report.
~ Ingeneral, you must try to understand
all the processes. How well suited
Are all the processes required in is the methodology to this Particul
place? Did they miss anything from ar
the methodology that should
be there?
5.14.3 Phases of Project
Audit
Phase 1 : Success Criteria
and Questionnaire Develo
pment
1 Success Criteria Developme
nt : interview the core |
criteria” for the project project Sponsor and pro
audit. This ensures that ject manager to determ
their individual and col ine their“succes
2. Questionnaire Develo lec tiv e needs are met.
pment : Develop a

ae

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 g
ment (MU) 5-26
f 7 depth Research

i 8 ef" atingividual research interviews with th e Project Spon | m membe

hive er
co" a“if the past, current and future Issues, concerns , “ challenges mer
and opportunities. ™
ide | er project
ividua research nterviews with stakeholders including vendors, supplier
or yet in gividual n

con al and external resources and selected customers . eT

* ,
4 (|

te : challenges the root causes of the problems.

, the jssueS, ges and concerns in more depth to get to
iI historical and current documentation related to this project including;

ream structure
scope statement

pusiness Requirements
project Plan

Report
milestone
s
meeting Minute

Action Items

Risk Logs

9 (Issue Logs
change Logs
0
dor Plan has been inc orporate
d into the overall project plan.
to det erm ine how the Ven
ct Plan
| Review the Proje project had been and to
what their expectation: s of the
determine
akehold ers to identify and
_ Interview selected St
exten t their expect
ations have been met.
identify to what the issues, concerns and
na ge ment and the Prod uct Quality Management to identify
y Ma
_ peview the Project Qualit to identify the opportu nities
that can be realized through
nage me nt © f the proj ect and
challenges in the overall ma
lity.
ention of project and product qua
improvements to th e att in the organization.
re projects with
ons Lea rne d that can imp rov e the performance of other futu
- |dentify the Less
Phase 3: Report Development
d from all of the interviews.
- Compile the information collecte
the questionnaire.
the inf orm ati on coll ecte d fro m individuals who only completed
- Compile
project documentation review.
- Consolidate the findings from the agement and
es pre sen ted thro ugh the review of the Project Quality Man
chal leng
~ Identify the issues, concerns and .
s you believe may be realized
ity Man age men t plan s and Isolate the opportunitie
Product Qual
enges.
Identify all of the project’s issues, concerns and chall ommendations.
s opp ort uni tie s that can be realized through this report's rec
identify all of the project’ within the organization.
ove the performance of future projects
Identify the Lessons Learned that can impr rt
on the basis of the findings and present this detailed repo
inalize the creation of the report and recommendations
of performance.
- the “n ext level”
future projects to
d recommendations including the road map to get
an

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 SF Project Management (MU)

It reduces project risks.

It provides a greater chance of success.

It reduces anxiety and stress
and ultimately turnover in
projects.
6.2.2 PMI Cod e of Ethics means for
PMPs
It means PMPs have a responsibility
to hold themselves accountable
for their own successfuj OF
actions, as well as any repercussions, faileg 4. 3
i means being respectful and
demonstrating a high regard omg any
for oneself, others, and any resources Entrusteg
It mean s fostering excellence through With =
mutual respect, trust, confiden
ce, cooperation, and dive
t means the views of oth rsity,
ers are encouraged and val
ued.
It means practicing fairne
ss at all times, making
from self-interest and decisions, and remaining impartial
self-gain, Prejudice, or and objective, Behavior
favouritism. MUSE be
It means demonstrating
honesty through words
and conduct at all times. he
6.2.3 Ethical Dilemma

Indeed, being ethical and fol

lowing ethi
Practice ethics and
observe ethical rules,
— Let us take a look
at some of th
through them.

1. Accountability
= When things go
wrong, it is human
somewhere else. nature to try to av
Not only can this oid the
damage careers an
the real source of d reputations, it
the problem. Proj creates additional
ect managers sh Project issues by
and of recognizing ould understand
the importance
situations in whic of Owning their OW
responsibilities for h team members N Mistakes
Problems that ari or other Stakehol
se, ders are attempti
2. Conflicts of ng to Shift the
Interest : at the
enterprise level
When Projects
j

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er
 “ project Management (MU 6-5
0 Project Leadership, Ethics & Closure
4, Health and Safety Concerns :? On lar
enterprise { projects, the stakes are high, and so is the pressure to get the job
done. Unfortunately, this pressure &esometimes
ght
jeopardize the health and safety of project S leads stakeholders to ignore or even conceal Issues that mi
: "
team members or the public. While these issues are more likaly to arise in
industries
. ; sich as construction
health care or manufacturi stry shout
in eve ry Industry
anufacturing,
raise the al arm any time they see a potentially hazardous project managers
situation g should be ready to

g.2.4 Traits of Ethical Professionals

| Ethical Pp rofess i onal Is beyond beiIng hones t, , 1es) p onsible , r espect fi ul and fai t snare
h f me
some to Mimon traits
i wit en
en i it cores
TS: to

_ Clarity
ity and discernment : The ability.to
i grasp and understand situations clearly, accurately and objectively.
Superior judgment : The act or process of formin & an opinion or making a decision after careful though based
accurately discerning the facts, issues and impact of the decision made on the future ™

_ {ntegrity : Being honest and fair.

_ Intestinal fortitude : The inner strength of mind and will that enable you to act In the face of adversity.
_ Courage to do what is right : The ability to do something that you know is correct and appropriate regardless of the risk to
yourself.

6.3. Multicultural Projects

t or team
— Any project where people bring different assumptions about working norms either in product developmen
manager may still
behavior is a multicultural project. Even when all project participants are from one country, the project
have to deat with multiple cultures and those cultures’ expectations and behavior.
nt styles and strategies, but all
— Some of the team differences are strictly cultural, while others stem from varied manageme
try to manage those differences by
these differences will eventually show up during the project. Some project managers
mandating common practices and techniques across the project.

6.3.1. Problems of Multicultural Projects

managing the people interaction issues.. When managing
Any strictly technical problem solving is always secondary to
:
multicultural projects, following problems are generally experienced
commitments and
fs : Leading project teams often misunderstand their
1. Different definitions of. milestone and handof
g of the actual words.
ent definitions are due to a lack of understandin
handoffs to other groups. Sometimes the differ
meanings for milestanes can
ime people differ on their meani ng of commitment. Whatever be the cause, different
Somet project scheduling, and
ng,
development practices, especially in project planni
be overcome with complementary product
technical review.
lack of trust in other teams. if
ions and report ing of projec t state : This frequently leads to
2. Uneven project communicat when geography and culture
not feel you can trust them especially
are doing, you may
you don’t know what other people other people are doing,
can be a huge obstac le to projec t success.You might know what
separate teams. This lack of trust and everyone's relative ability to
use one common
t they are saying. Language d ifferences
but you might not know wha
in a project.
oblems
language can create many pr use for wri tte n and spo ken communications Is adequate
for
ge you
to make sure that the langua
Therefore, it is important
7
és
Oy Raw:
Fapscatieas

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 Project Leaderstt oe
Closure
ect Management (MU)
af“Proj
or

(i) Physical inspection of the deliverable

(ii) Third party audit of the deliverable

(iii) Analysis of the processes used to create the deliverable

deliverable
(iv) Review of Project Plan re: time spent creating the
the deliverable
Review of Financial Plan re: cost of creating
v)
of the deliverable
(vi) Review against the Quality Plan re: quality acceptance testing
, you may wis h to inv olve the customer in the
cus tomer sign-off ance criteria and that
To increase your chances of gaining the del iverables meet the accept
con fid enc e that
tomer a dditional
process itself. This gives the cus eac h deliverable are comprehensiv
e and effective.
the comp leti on of
the te sting method
s used to determine needed to meet specified
Man age r com mis sio ns any addi tional work
is complete, the Proj ect
to determine whether it has
After the acceptance test tion al wor k, the deliverable is r e-tested
completion o f that addi .
acceptance criteria. Upon ues until the d eliverable
is ready for customer sign-off
This pro ces s con tin
l of quality. an Acceptance Form
achieved the required leve Project Manager completes
le is rea dy for sign -off , the
pl ete and the deliverab the overall results of the
Once the testing is com whi ch des cri bes the acceptance criteria and
tes , be
within their project ma
nagement templa quirements in full and should
tom ers con fid enc e tha t deliverables meet their re
uld give cus
acceptance test. This sho
plete.
accepted as 100% com

Step 3 : Gain Custom

er Acceptance
Form and decides to :
The custome r reviews the Acceptance
test
o Comm ission its own acceptance
about the testing activities
o Request further information
raise a formal issue
o Notapprove the deliverable and
complete
o Approve the deliverable as 100% up-to-date to allow
the Quality M anager keeps
an Acceptance Register
Man age men t Pro cess,
Throughout the Acceptance
and control ac ceptance of proj
ect deliverables.
the Project Manager to monitor using t hese acceptance project
ept anc e of a 41 deli vera bles in your pr' oject, consider
acc
To gain the full customer an d Acceptance Register.
s: Acc ept anc e Man age men t Process, Acceptance Form
management template

: ye :
6.6 Project Termination It
its control board have to take.
mos t seri ous deci sion s a project manag! ement team and or
0 f the duce the results they expected,
Project termination is one eved that the pro ject could pro
s who sinc erel y beli
causes frustration for those
stakeh o Ider will feel that they
s and very impo rtan t: sta keholders of the project
ager, his team member ivation and consequently,
still expect. The project man con seq uen ces for their caree TS; their mot
will be sca red of neg ati ve
personally failed. They also
ntly.
productivity will decrease significa
rmination
the Ne ga ti ve Co ns eque nces of Project Te
6.6.1 Steps to Avoid
t conditions it does not
the pro jec t sup por ts a strategy, and under wha
s why and ho w clearly set and
1. Clearly communicated reason an d budget), ifpossible
eria(in terms of scope, schedule,
ted project success crit
2. Clearly set and communica
criteria.
communicated termination een

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 ¥ Project Manageme Project Lead
nt (MU) ership, Ethi
cg &o,
High leve| Mana :
gement attent
ion, even for smaller Projects, and hing still seem
s to be Ntra
Periodical review ev en then when everyt
Meetin
gs with th con ‘ Tack
Open discussion trol board et
s with the cont ions or alternatives, includ
rol board about ible ing termination a
In case the project p problems and possible solution
has to be terminated, contral board h level managemens,
the project ma a clear commitment and hig !
nagement team in Order to ena of the B
ble the team to follow the pro] ect closure procedures
Mt toWarg,
Upon successful
term ina tion, similar re
Project closure wards and Incentive ;
s for the project ager and hisi or her team as With
manag ras.
regula,
“th
6.7 Reasons for
Project Termin
ation
Technical reas
ons
Requirements or Specifica
tions of the Project result
Requirements or are not clear or unrealistic
Specifications cha
nge fundamentally so tha
Lack of Project t the underlyin. g contract hanged accordin
Planning, specia
lly risk Management cannot be cha ng mmely

The project profit beco

mes significantly lower
than expected, due to :
The parent Orga too high proj:ect cost
nization does not
longer exist or too low Prro je
oj ct revenupete
The parent Organization
changes its Strategy,
and the Project does
Force majeure (e. not support the new st
g. earthquake, fl rategy
ooding, etc.)
Necessary Condit
ions disappear
Lack of manageme
nt support
Lack of customer
support

6.8 Various Types of

Project Terminat
ion
Projects are a me
ans by which
environmental im
pacts that far ou
The substantive ob é time bound, and
jective of a Project Must terminate.
remembers an eff is to attain the obje
ective startup, but ctives and Close the
everyone remember Pro jec t. It is mportant
lasting. : s an ineffective Proj to finish
well. Nobody
ect termination;
the Consequences
Certain projects are are long
required to finish befo
investment. On the re target termination
other hand, many Pr to remain competitiv
ojects are aborted mi e and to get faster
As for voluntary mo dstr eam, for bo returns on the
tives, the busine th voluntary and in
Produce a “white el ss ne ed for the Project ma vo luntary reasons.
ephant” with littl © co Y¥ No longer exist,
ng ru en ce or fit with Or an d Co nt in uing the Project
concerns may arise, ganizational Stra will only
necessitating the di te gy
the project, ss ol ut io n of the Project to avoi , Le gal problems an
d Severe penalties d
that may exceed an environmental
On the other hand y benefit from
, involuntary fallure of the pr
front-end planni oject may o Ccur
ng, and excessiv ne due to insuff
e gative impacts of pr icient fjinancial
oj Ect stakeholde
rs, support, poor lead
ership, weak
ve ae

Uy Tahseniety
Publ icatle

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 at Management (MU)
roy
“0 possible to terminate a Pro Project Leadership, Ethics &
ject that has n Closure
ris 2h aly advertised conference dates, Whether t Ot attaine d all its objectives, ss
3 Ww i self has to he Preparations
‘
te rminat € on the and fi
due date. This seem
0. s to be comm
fnon
eaehwhe
7 i
: ntally different ways to terminat
ect:
0) rermination by extincti e 3
on ; The Project ma
(i examples of successful projects include the |
roduction line; and, the completion of a new 5 program;
Projects may Include 4 drug manufacture
that has failed efficacy tests; a project that Is no longer cost-effective + and, a disposal
mental standards, site that has failed to meet
environ .
rmination by addition : This is where a pr oject
is made more or less an external
(ii) sient organization. For example, , but full-fledged addition to the
@ new department of a Univ
p versity ersit Y would be built as an exte
facilities to operate with 5 ubst nsion of existing
uni antial Independence from oth er
segments of the institution.
rermination by integration : This
is the most common way of dealing
(ii) with Successful projects, and the most
es, The output of the project becomes complex
oO nes.bedded in day-to-day oper . part -and -par cel af the operating systems of the parent or clien
ations. This requires thor t, becoming
ough :integratio: n: with
: . ary
Prim
“rate the output among existing func oper atio ns at various levels
is tions.
Termination by starvation’: As the term Suggests, the financial, human, and
(iv) the project are curtailed or withheld. The
., e . . material resources needed to execute
project is effectively dead, and merely on minim
al life-support system for
legal reasons. Termination by murder, or. “projecticide” ‘is an interesting variation, wher
e the incomplete
t warning. project is
terminated withou

g9 Process to Terminating a Project

The closing phase of project management involves several
steps. Work through the following checklist to ensure your
project is successfully completed. : "
{. Formally transfer all deliverables
The first step to closing out your project is to finalize and transfer the project deliverables to the client. Go through your
project plan to identify all deliverables and make sure they have been fully completed and handed off.

2 Confirm project completion

Next, confirm the project is-complete. It’s not enough to declare'a project done yourself. Each persen involved needs
to agree on the project’s completion before you can formally close it out and move on. If you skip this step, you may
continue to receive and be charged for change requests by the client. se denurenie 10:
To confirm
confi the project’s
i completion, you will nee d to obtain approvals for the project ; deliverables i.e.,
stakeholders it sae that you delivered on all parts of the project plan with official aie ste ee project
stakeholders.Be sure to document this step so you have proof that the project close was formally signed of .
Review all contracts and documentation
Once you h ompleted the project hands-offff and rece ived approvals from the clients, you can neg nae out| your
begin closing
citar nei : a : fe documentation to ensure all parties have been paid for the w re no
‘Review al the pro
cutstanding invo
ices,

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 ¥ Project Manageme
nt Mu)
Lessons learne
d analysis answers five questions in
1 What did we the following © rder:
expec t to occur?
2 What actually
happened?
3. What worked
well and why?
4 What did not
work and why?
5 What needs to
be done differen
Use of lessons le tly?
arned is a Princi
adaptive Mana pal component jonal culture com mitted to continuaus im
of an organi ti: on pr,
rned mechanisms communza
gemen t. Lessons lea a .
beneficiali information is; icate acquired kn owledge more effectively and
factored into planning, wor
Consequences of Not k processes, and activities.
having a Project rev
iew of lessons learne
might have caused
: d are the inc
i
reased likelihood of repeat
ing
° Project failures he
Oo = Budget overruns
° Scope creep
Oo Reduced quality
from expectations
,
° Missed schedule
d deadline
.Lessons learned
analysis provide
their greatest value when
(i) Documented they are

Documentation
of lessons lear ned sho
uld include naming the
impact on the Projec issue, a brief description
t (e.g, time, cost, of the Problem or
(lessons learned). scope, quality, schedu
le), and the proc ess improvement re
(ii) Communicat commenda
ed
Next, it’s import
ant to com muni
cate these lessons
the project review to the Project stak
eholders. The stakeh
so it’s a | Ogical step
to communicate les olde Ts should be a pate
(iii) Archived sons learne d to th
em. r
°
You should also
archive and comm
unicate this Project’s
(iv) Fluid and ad lessons learned to
aptable to allow all Project manage
evolved conclusion rs.
Finally, lessons s i
learned needs
learned are base to be Open to
the idea that |
q on the best alternative conc
lusions exist.
experi information av ailable at the Re
ence, our knowle time of the Co
member our
dge and interpre nclusion,
tation of the da However,
ta might change with
6.11.1 Process of Lessons Learned
Analysi s
The process of Lesson
Learned Analys
verifying applicab is comprises
ility, Storage, an five main el
d dissemination, ements : defi
ning the Proj
1. Define the Proj ect, Collecting i
ect ;
Thi

tis importan nalysis [s id

Product, and t to establis entified a nd
individuals th h the Specif the process and team
at should Comp ic neeq and
rise the Proj pur Pose for
ect t, €am. In lessons, the audience
itial enga
Bement from all key pla
yers

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 aeDeUer
Qe
Management MU

TT
1 Laadarsh: . Exthies 4% Oseaura
“ashe in advance of the project. stat with
specific skills,
es communication and writing should be sel expertise of knowledge of the project and ather needed
ected, The team should then agree to a product format, data collection
such ism e thodologle n d Process, disseminati
on strategy, and other activities that will be needed,

paren
ad analys!s gles a
a

collect \

involves the collecti on of In

4
e such 3s project
processes such
processes i
this step '9 atten forthe
eng formation through structured as well as unstructured
cri iquesr
in WF ’ and meetings, The collection Nnofof | lessons may come from as many sources a5 an organization ia ¥ |
to solicit. Lessons learned ca organization goals, and or
based both upon positive experiences that achieve
};
willit
rive xP eriences that
: result in
N be
d sirable outcomes.
u nde: m For some projects, a cola
collaborative lessons ¢ ollection
“ process can
nef t
be qs oF more mpor tant as documenting the lessons,

verity and Synthesize

subject matter experts may be
in this SteP» the Bate and applicability of lessons submitted are verified. Domain or
Is relevant acrossm ary other
ed in coordinating and conducting reviews to determine whether or not a lesson
invol¥ organization as a whole.
grojects> is unique to a particular department or project, or applies to the

tna
4, store
electronic database for
stored which usually Involves incorporating lessons into an
in this St@P» the le ssons learned are to identify search lessons by
gurure sharing and dissemination. Informa t ion should be stored In a manner that allows users
,
keyword.

5 pisseminate
Lessons are of little benefit uniess they
is the dissemination of lessons learned.
the final and the most important element
benefit from them. Dissemination can include the revision of a work process,
zre distributed and used by people who will
media. Lesso ns can be “pushed,” or automatically.
training, and routine distr
ibution via a variety of communication
search for them
in situations where a user must manually
delivered to a user, OF “pulled”

The Lessons Learned

.
6.11.2
future projects. Following are
the sort of less ons do we need to capture and build in to planning
itis important to know
ned :
re common areas where lessons should be lear
1. Communications weaknesses
mmes or projects. it
ica tio n has alwa ys been an area of concerned in either progra
in general, lack of effective commun , better and different
ehol der expe ctat ions , mana ging third-party suppliers, etc. Having more
includes managing key stak face-to-face, to resolve
that migh t mean gett ing peop le together in the same room,
and
types of communication is vital desired outc omes.
clearer understanding of the brief and
issues more effectively and develop a

Management of risks and issues eption of

esse d and own ed by the proj ect management team. Some people's perc
Risk and issues need to proactively addr
gate project failure
risk is a tick -box activ ity rather than a necessity to miti
managing
Job done
Obtaining the right resources to get the
often, resource management is a
need to be awar e of the reso urce s hey require during the project. Very
Project managers
for during the Lesson Learned Analysis,
problem. Therefore, it must be looked out WY Techlnntodes
Poblications

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y re

eee NST
SE A TE
oP project Management (MU) py, Ethica & Closure

seid
a”

wow to Use Project Management Templates ?

ss
Most PMPM templates
templates are made ini MS Excel. A few text-heavy ones use MS Word. To use these templates, simply download

Tro
them. Direct file links are marked Specifically
ases, YOu ; with your
to give up your email address in exchange for the file Once dawnloaded, edit them with
ownsacl
det ot or
nonal export 'n your chosen format. If you don’t have Excel or Word, you can use LibreOffice as an open-spurce
alternative. Alternatively, upload the file to your Google MyDrive account.
A141 Most Common Project Management Templates
14.1(a) Project Charter Template
6.

This is an aa document template that outlines the scope, objectives, and stakeholders involved in the project. tt
documents everything the project needs and its expected outcomes.
you need to convince stakeholders of the
The project heal also doubles up as a business case document. In case
importance of a project, or outline the goals to your team, you will turn to the project charter.
whether you are using one of the project charter templates or creating one from scratch, there are a few elements you
should always include:
1, Project title : Start with the title. Make sure it is specific enough to make identification easier. A good template to
follow is this - "[Project Type] to [Project Objective] for [Project Client/Product
2. Executive summary : Include a high-level summary of the project, its purpose, and its stakeholders.
you seek.
3, Project objectives : Explain the "why" of the purpose in greater detail. Be very specific about the outcomes
It's a good idea to include specific numbers or at least a range. Don't say "increase traffic"; say “increase website
traffic by 200% in 6 months”,
broader strategic goals. For
4. Business objectives : Use this section to describe how the project fits into the business’
instance, if you are running a campaign to increase traffic to a website, describe how the higher traffic would help the
business in achieving its goals.
intangible - at a
5. Project requirements : Explain the project's requirements in terms of resources - both tangible and
high-level.
?" Focus on both
6. Project scope : Use this section to answer the question: "What is the project meant to accomplish
long and short-term goals and objectives, but briefly.
7. Key deliverables : Briefly list the key deliverables at different milestones.
have to be accurate
8. Project schedule : Give a high-level overview of the project's estimated schedule. You don't
down to the day, but a broad explanation of key milestones will help.
description of the project's budget. You can break this down by resource
9. Project budget : Give a high-level
requirements if you want to go into more detail.

6.14.1(b) Project Plan Template

There is no fixed "recipe" for making a project plan. You can be as detailed or superficial as you need to be, Unlike the
project charter, which is meant for stakeholders on both sides of the table, the project plan is mostly to cue you and your team
into the project and its goals.

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 Here are So 6-30
me things yo
u can j
1. nclude In the project plan Temp
Project identifi
cation * Include det late: ng
ails about the project, includdiing its name, description, 1D, cie
i nt, ang
Pe, |
manager's na ’
me . ;
Project dates : Identi
fy the start and est an also Include a cou
number of days imated end date of nter Indi
left until the end the project. You c
3. date. ‘
Progress : Me
ntion h Ow muc
h of the project has been comple
Tasks/activities/d ted so far In terms of m ilestones accomp|j
el ive rables : You can Include Plisheg,
the level of Br a broad overview o f key tasks, activit! ies or deliverables, depe
anula rity. In comple nd dingo,
Projects, you can sp x pro jects, for instance, you ee
ecify the exact tasks needed mig ht want to focus on Cev
to produce sald deliverables erables, while ky Sal
Task details : Includ . ley
e details about each
Status. task’s start and end responsible for it
dates, the team or io
BEFSOrr cesT
6 Timeline Or Ga 7 ‘he tang
ntt chart : You
can also include a timeline
task, or Gantt chart showing dep
endencies and Progress
foro.
6.14.1(c) Project
Status Reports
Template
Creating Project sta
tus reports
is the bread and but
and even daily ter of any project
reports to’
O’alert stakeholders ab manager's jab. You ‘Il have to create
detailed but suc ou t the hea lth of weekly, 0
cinct. the Pro ject. Crea ting effective reports
is an art; You have
tg |
Make sure to includ
e the following in
this template:
1. Task Progress : Clearl
y identify all tasks .
that have been acco
on currently, and
what's coming mp li sh ed since the last report *
up in the next rep ing period, what you
2. Issues, risks and ch ort ing period. are working
ange requests : List
and their history. all Cur ren t issues and their status ‘
Your €0al should (open, closed, pendin e
be to alert stakehol g). Also list change
3. ders reg

Most managers tur

n to weekly, bj “w
template Usually ha eekly, or mont
hly work se he
ve the following co dules to Manage
mponents : their team's acti
Atitle identifying vities. A schedule
the type of schedu
le (weekly, bi-wee
00

The scheduled date kly, etc.) ;

or period
The name of the em
ployee
0

Work assigned to the

0

employee
Po

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 ¥ Project Managemen; u) mo
g.14.1(e) Wo WorkBreakdow,, Strum ; aa
.
The work breakdown jgon ures (WBs) Template
It involves breaking doyStructure ProjectLeadership, Ethics & Closura
© Of the
A work breakdown stry I Portant gq
4-5 levels of decompo, zl, re can h
Sition
ave as ma
package describes a1 the RY levels aS neg
Work ; essary,
: neces.
Cr eating a work b reakdown © Create a gj
nderstand the ingle deliverable. A project, th
i Cture en, is a collection of
u Project's Scope, list requires a : a
go); Cliverables Clear understanding
of wh at a Wes i
actually involves. You also need to

- Howe' ver, in case

you don't have
access to 3 tii me tr
You'll want to in acking tool, you can also use time
clude the follow
ing details in yo sheets and fill them
up manually.
© Number of billable hours ur timesheets -
warked by task |
o Number of billable
hours worked by cl
ient
o Team member detail
s (name, Position, co
nt act details, etc.)
6.14.1(g) Communication Plan
s Template
.
As project managers like
to Say, Communication
is about 90% of their job.From
keeping stakeholders updated on delegating tasks and solving issu
the what, why, and when of the proj es to
ect, you'll spend most of your time com
solid communication plan will municating.A
make your job infinitely easie: r.
Communication plans help you commun
icate faster, anticipate client needs, alert
your team about issues before they
happen, and standardize communication acros
s your entire organization.Any well-rounded commu
nication plan template
should include the following :

10) A list of stakeholders on both sides of the table

© The interest, influence, and objects of each stakeholder |

:
very stakeholder's communication preferences in terms of frequency, tone, format, and deliverables
: !
ce} Every

o |
vent-s pecific communication plan to manage
Event: both one-off and recurring meetings

° Emernency communication plan to deal with contingencies

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