You are on page 1of 3

Week 6 DQ 1.

0 Introduction: Managing stakeholders expectation during a project is vital and crucial to the successful completion of a project and the most logical thing to do is to ensure that the relevant information is passed to the various stakeholders when due. A seamless flow of information will ensure that all is on track and everyone is satisfied. Where information is lacking as a result of lack of proper and timely communication, serious problems can occur for the project. It is vital and important to know how best to engage and communicate with them. It is vital and most important for the project manager to maintain a daily and constant communication with the relevant stakeholders via various means such as e-mail messages, phone calls, and other messages to keep his team and your stakeholders up to date about the status of your project. In their book Project managers handbook, Cleland and Ireland enthused that communication is critical to project success and that a PM must pass on instructions to team members and receive reports concerning the performance of the project 2.0 General scope of works: The work involves the construction of a 100-mile- long express highway with 5 bridges, 8 tunnels and 4 exits in each direction of the highway. Target completion period/duration for the construction works is 12 months because it is targeted at meeting an upcoming sports event. 2.1 Construction of 100-mile-express highway

Prelude to the construction is the design of the 100-mile expressway by engineers. Before the design is undertaken a detailed survey of the proposed route will be conducted by surveyors and engineers and existing natural and man-made features will be captured in the survey data. Aerial map/satellite imagery can optionally be purchased to aid in the design. At this stage it is necessary to hold meetings and consultations with client to discuss the requirements of the project as per design, review of preliminary designs and production of final engineering designs based on the survey data collected from the field. At this stage the right of way limits are determined, properties to be affected by the new construction are also determined based on the design. A cost analysis and budget is also prepared for the client based on the design. After the design and approval from the client, the necessary approval from the Ministry of the Environment and the approval of design from the Public Works Department and Road Development Authority are sought. The construction can only proceed after all the relevant approval.

3.0 Information Sharing: 3.1 Initiation Phase At this stage of the job the key stakeholder is the client. It is vital and important to arrange meetings with the client and brief the client on the benefits of the proposed project, design concepts, design approval and a discussion on the methodology and approach to the construction. 3.2 Planning Phase At this stage of the project the senior management team/project sponsor need to be intimated with the project approach, information about the project managers team, the detailed construction schedule, the budget costs/estimates, expected milestones and deliverables, meetings are necessary to be held to intimate the team with all information necessary for the project execution. At this stage WBS schedule developed for the project execution is discussed. Potential risk issues are highlighted and discussed with the senior management team/project sponsor. 3.3 Execution Phase At this stage the project manager needs to get status updates, reports, milestone achieved and provide status updates, progress reports to the senior management/project sponsor. Project change documents if any are communicated across and approved for implementation. The entire project team should be properly informed and each member should know what is expected of them and when each of their assigned tasks should be performed. At this stage also project status report on a weekly basis should be submitted to the project manager for evaluation of project progress against scheduled work program, changes and risks are also assessed and documented. The senior management team/project sponsor need to be provided weekly with project status so that funding will not be a problem. 3.4 Monitoring and Control Phase Information at this stage of the project is crucial and important. The project manager needs to schedule weekly meetings with all departmental heads or sectional heads of the various work units to assess work done against work schedule, weekly status meetings are also very important, quality control tests results should be submitted and reviewed at such meeting, meetings are also necessary with vendors/suppliers to ensure steady flow of material for the project duration, budgeting and monitoring of expenses and cash flow analysis and projections for further proposed work in the coming week should be discussed to facilitate unhindered progress for the project. 3.5 Closing Phase

The closing phase of the project signifies completion and it is vital to notify all stakeholders of the completion of the project. Particularly in this scenario for the relocated villagers it is vital to integrate and sensitise them on the benefits of the new road project and to communicate with possibly their leaders to pass on the message to the villagers. A project closure report, as built drawings, closure of purchase order especially with sub-contractors, proper documentation on the project, stating mistakes made and possibly ways of avoiding such on future projects. 4.0 Conclusion For every project, it is important to clearly identify the client who requested the project, the stakeholders who have an interest in the project, and the customer who will use the product, service, process, or plan the project produces(Richman, L. p.44). After having identified the stakeholders, a communication management plan is necessary to be put in place to coordinate all the information concerning the project among the respective stakeholders for the successful completion of the project. Reference: 1. Cleland, D. and Ireland L. (2008).Project Managers Handbook. McGraw Hill, New York. 2. Richman, L. (2002) Project Management Step by Step. AMACOM, Broadway, New York. 3. Sanghera, P. (2010) PMP in depth: project management professional study guide for the PMP exam. 2nd ed. Boston: Course Technology/Cengage