The Role of a Communication Plan in Project Management - Coursework Example

Project Management Plans Name: Tutor: Course: Date: Table of Contents 4 1.0 Communication management plan 4 1.1 Introduction 4 1.2 Project communication requirements and roles 4 1.3 Communication constraints in the project 5 1.4 Communication methods and technologies 5 1.5 Communication matrix 6 1.6 Communication flow-chart 7 2.0 Professional code of conduct 9 2.1 Integrity 9 2.1.1 How integrity relates to the project 9 2.1.2 Maintaining integrity in the project 9 2.2 Competency 10 2.2.1 Professional proficiency and competency 10 2.2.2 How the project will enhance competency 11 2.3 Leadership 11 2.3.1 Effective team membership 11 2.3.2 Team leadership 11 2.4 Engagement 12 2.4.1 Engaging with stakeholders 12 2.4.2 Creativity, innovation and pro-active demeanor 12 2.5 Health, safety and wellbeing 13 2.6 Present and future needs 13 2.6.1 Present needs 13 2.6.2 Future needs 14 2.7 Conclusion 14 References 15 1.0 Communication management plan 1.1 Introduction A communication plan in project management provides a means or guide to how stakeholders communicate at various phases of the project. The difference between success and failure of the project depends on the quality of communication throughout the lifecycle of the project. This document defines the communication strategies and goals for the Community Garden Project and provides guidance for future and current communication efforts. The project will define the method and structure of how to collect, format, screen and distribute project information. The aim of this plan is to promote the success of the project by outlining communication efforts and meeting information needs of all the stakeholders. The plan stipulates the information to be gathered and distributed and will include communication vehicles such as face to face meetings and emails. Failure to plan for communication will result in reduced stakeholder confidence, duplication of effort and failure to achieve key project objectives (PMI, 2013). 1.2 Project communication requirements and roles This project will establish a communications plan for the stakeholders based on their requirements as shown in the table below. Stakeholder Roles Communication requirements Communication tools Newcastle municipal council (Sponsor) Provides funds to the project Presents top management direction Has decisive project influence Sanctions main deliverables Requires regular communication on project funds utilization and achievement of milestones. Requires status reports and regular updates Briefings, staff newsletters Felix Underwood (Project Manager) Administer project activities Manage project costs, schedules, technical performance and quality Communicate project plans to key stakeholders Timely updates to project deliverables and milestones Emails, direct mail Project newsletters, media articles Project team Full time or part time resources Creates and implements project deliverables according to the triple constraints Requires regular updates on the status of schedules, budget and scope Emails, Face-to-face meetings Contractors Provide manpower services for equipment use and machinery Needs to know about the project risks, payment terms, and other terms and conditions Face-to-face meetings Suppliers Provide goods and services to the Community garden project Communications to know the quality and state of goods required in the project Emails Newcastle community Beneficiaries of the project Needs regular briefing on the progress of the project Briefing on the benefits of the project Community meetings 1.3 Communication constraints in the project Some of the constraints related to the communications among stakeholders include; Limited time: Adequate time is required to communicate among stakeholders with high interest and high influence. Communication medium: can be inappropriate such as using newsletters to address a potential industrial dispute between the project employees and the sponsor Protracted reply to messages: Some section of stakeholders get frustrated when the message they are awaiting gets delayed Budget allocated to the communication medium e.g. airtime to make phone calls may be insufficient 1.4 Communication methods and technologies The community garden project uses a number of traditional and modern communication methods (PMI, 2013). To start with, the project will employ the television to communicate the onset of the project to the stakeholders particularly the local community. The NBN television popular in Northern New South Wales will be used to communicate the project benefits and status to the Newcastle community. As well, regional newsletters may be used to communicate the project progress to the project sponsor and beneficiaries. This project will also employ emails and telephone calls to enhance communication between the project team members. Furthermore, social media platforms such as twitter and Facebook will be engaged to understand the opinion and thoughts of Newcastle community regarding the project. It is at this platform that most of their concerns and interests will be addressed. The status reports on schedule, scope and cost will be done through a formal presentation at the municipal council’s boardroom. 1.5 Communication matrix Communication matrix involves what is being communicated, the recipient and the medium of communication. The intended audience of the Community Garden Project is senior leaders in the municipal council, Newcastle community, project sponsor, project manager and the project team. Communication action matrix defines how activities will be communicated in the project. The project manager will develop and maintain this matrix around each milestone. The matrix will detail activities such as designate ‘owners’ who communication each project milestone, communicate resources such as budgets and personnel, and list key benefit statements and messages. Besides, it will list the contacts from current project team members. The communication matrix to be used in this project is as shown in the table below. Vehicle Target Description Purpose Frequency Owner Distribution Vehicle Internal/ External Comments Budget estimates Newcastle Mayor Spreadsheet of project budget Once PM Email Internal BoQ also included Status Report All Stakeholders One page communication of deliverable status and project progress Weekly PM Email Internal Suitable platform for all stakeholders Press briefing Community Explains benefits of the project Monthly Sponsor Television External Good presentation skills Designs and approvals Sponsor Approve designs and budget Once Sponsor In-tray/out tray External Interpretation and synthesis of designs Project changes Sponsor Scope creep or crashing Once PM Email/Town-hall meeting Internal Change management outcomes reported Commissioning the project All stakeholders Success criteria met Once PM NBN Television External The project is complete and hand-over follows The above communication will also apply for project meetings (status meetings) to communicate project progress and project reporting if there are any schedule, cost or performance reports to be attached to the communication mode. 1.6 Communication flow-chart The project will have a two-way communication so as to avoid misallocation, omissions, duplication of effort and to forestall surprises (PMI, 2013). The communication flowchart is as shown in the figure below. From the above chart, the project manager is at the centre of communication and is tasked with reaching all the stakeholders through various media and modes. This communication plan will facilitate efficient and effective communication with various audiences who have a say or control over the project. By describing how communications will occur, the plan includes target audiences, key content for communications, communication objectives and communication frequency and method. The key to the success of this project will be through a good two-way communication involving the project manager, Newcastle municipal council and the rest of the stakeholders. 2.0 Professional code of conduct This aspect highlights the key areas within the community garden project that requires ethical consideration and code of conduct. This will ensure that all areas of the task force will perform not only to technical standards but also to upload all of the core company morals. Our code of ethics is largely based on that of Engineers Australia’s and focuses on the implementation of a number of methods to put these ethics in place. The moral ethics that will be analyzed and implemented by my colleagues include integrity, competency, leadership, engagement, health, safety and wellbeing, present and future needs. It is a project manager’s duty to uphold these key factors to ensure longevity of the company and have confidence that all parties involved in our project follow these standards. 2.1 Integrity Integrity is the moral aspect of ethics, it could even be likened to its conscience, it is the part of the decision-making process where one ensures they act in a way that is socially positive, sustainable and legal (Alexander, 2017). An ethical business is one that demonstrates a strict adherence to a moral code, while maintaining transparency and accountability throughout all decisions and actions. 2.1.1 How integrity relates to the project The community garden project has a responsibility to act with integrity to all stakeholders in the project. These stakeholders include; the council, who commissioned the project, the community who will use the garden and the construction teams and contractors who will build and maintain the area. At a general level, the decision-making process will always consider: The positive and negative outcomes of each course of action Course of action respect the rights of the Stakeholders Course of action which is most socially positive 2.1.2 Maintaining integrity in the project To ensure integrity is maintained we must develop a strategic plan, that is we must outline process to ensure all decisions are made ethically throughout the project lifecycle. Taking the engineers Australia code of ethics as a guideline, the community garden project will use the following strategies to ensure that all decisions are transparent and accountable and act within the framework of the law. Integrity can be upheld in a number of ways. First, the project team will act based on a well-informed conscience. That is, we want to ensure all engagements with stakeholders are undertaken in a respectful and professional manner, ensure all legal requirements related to safety and environmental issues are met and to act with the needs of the stakeholders in mind; for example, not choosing a cheaper contractor if they are going to be using inferior materials or not act in accordance with the law. Second, the team will be honest and trustworthy. The team must be trustworthy and account for our actions, all decisions must be transparent and explained, decisions should be impartial and act for the interest of stakeholders (Vee & Skitmore, 2003). Where there is a perceived conflict of interest this should be disclosed to the relevant parties. Examples of conflicts of interest could be; Receiving kickbacks for using certain companies, Choosing friends or family over better qualified applicants. Reporting false cost or scheduling reports to impress employers or stakeholders. And finally, the project team will respect the dignity of all persons. No matter the race, religion, gender, age, sexual orientation, marital or family status, national origin, or mental or physical handicaps. 2.2 Competency 2.2.1 Professional proficiency and competency The project team will demonstrate high levels of professional proficiency and competency according to the provisions of Stage 1 competencies of Engineers Australia. To start with, the project will hire professionals based on their skills, educational qualifications and experience. The skills required are in landscaping, agriculture, outdoor construction, land surveying, quantity surveyors and architectural work. These skills come in handy during selection and recruitment backed by other successful previous assignments accomplished. Above all, a project manager will be required to be equipped with project management skills and competencies such as coordination, planning, implementation and people management to ensure that the projects constraints of quality, schedule and technical performance are followed to the latter (Alexander, 2017). 2.2.2 How the project will enhance competency To harness skills, the project will conduct skills mapping, approach experts and recruit best team to execute this project. Community garden project is engaging a number of experts especially in agriculture, construction, architecture and landscaping. Being diverse fields, it is important that their input comes with professional conduct and expertise (Smith, 2012). The project manager alongside the project team will scrutinize all the site layout plans and other approval documents to ensure that quality is observed. Furthermore, open tendering will be done to ensure that the best qualified consultants and experts are hired to work on the project. Similarly, the project team will also involve people who have experience in some of the sections mentioned such as organic farming, construction and landscaping. 2.3 Leadership 2.3.1 Effective team membership The project team will work under the fundamentals of team dynamic and leadership. It is the leader’s (in this case, the Project Manager’s) responsibility to ensure that the Project team displays integrity and upholds Group One's company values. Thus, the Project Manager must be foremost in making correct ethical judgements and acting accordingly to ensure that the judgements are justified. They must also communicate honestly and effectively (Engineer's Australia) in response to the trust placed in the practice of engineering. Employees must be treated fairly and diversity encouraged, and all action taken by the Project Manager must uphold the reputation and trustworthiness of the practice of engineering (Engineers Australia). 2.3.2 Team leadership Being an ethical leader requires excellent communication skills between all stakeholders, particularly employees, contractors and the sponsor. It is essential that the company’s ethical code is clarified to all employees, and that correct avenues are provided for any stakeholder with concerns (AIPM, 2013). For this particular project, issues relating to environmental and water system damage are likely to arise, therefore it is the Project Manager's duty to address these concerns and consult appropriate professionals (such as environmental scientists). It is also required that the risk analysis documents are available and adhered to, particularly in the areas of environmental influence and risk of injury (McDonough, 2013). The Project Manager must be foremost in displaying ethical values (Smith, 2012). For example, if it were expected that building drainage systems for the toilet block could pollute local stream systems with waste, it would be expected that the Project Manager would allocate funding to research how likely this was. However, it would be at their discretion how much funding was allocated. They must consider the follow-on effects for the budget and finishing time, and to account for the potential losses to all stakeholders. It is expected that the Project Manager will find a solution that satisfies all involved. 2.4 Engagement 2.4.1 Engaging with stakeholders The project will engage and all levels with all the concerned stakeholders. As noted earlier, the most influential project stakeholders will be contractors, employees, sponsor, land owners and business owners. The project will identify and analyze their needs and expectations. They will be ranked based on expert judgment. The most appropriate management strategy is one that considers all the concerns of all stakeholders (Jones, 2012). Particularly, the factors that will be considered are; influence, classification, phasing, requirements and expectations. To visualize their importance, each stakeholder will be placed on a power/interest visualization grid. The project management firm, the local council, contractors, and employees will be given more interaction. These stakeholders will be communicated to through personal meetings, emails and phone calls. 2.4.2 Creativity, innovation and pro-active demeanor The project team will engage all the members and other key stakeholders to identify alternative procedures and concepts if the known ones fail. For example, when the traditional project management methodology fails, it would be advisable to use the alternative agile approach. Engaging the wider stakeholder group will widen technological opportunities for the project. According to Jones (2012), engagement of stakeholders is critical in understanding their existing relationships, expectations, influence and dependence. In this public project, the scale of operation is limited by legitimacy, existing capacity and knowledge of issues related to the sustainability of the project (PMI, 2013). In this project, a stakeholder mapping will be conducted to understand the influence and interests of these stakeholders. This will be done by listing all the stakeholders that the Newcastle Community Garden project will engage than map them on the influence on influence/interest grid. 2.5 Health, safety and wellbeing The community garden project will adhere to the requirements of Australia occupational Health and Safety (OHS). All employees will be provided with additional medical insurance cover. Furthermore, there will be a provision of a standby ambulance and first aid van to ensure injured employees are treated if minor or referred to the nearest hospital if emergency. The Community Garden Project will ensure safe storage of chemicals, equipment and machinery from young children and other members of the community who are regarded as vulnerable. The project will also be cordoned off from the public using metallic sheeting until such as time the project is complete and open to the public. Moreover, the project will provide safety tools and equipment such as helmets, aprons, boots and masks while handling paints and other chemicals. The community will be informed through signs and billboards of the ongoing community garden project (PMI, 2013). Health and Safety executive (2016) provides for contractors and clients to be responsible for welfare facilities in the construction sites. These arrangements should be met before any construction work begins. Following this requirement, the project will provide toilets, washing facilities, drinking water, and facilities for rest and changing rooms. In addition, the site will provide for wellbeing such as eating places and commuting services for project employees to ensure that their wellbeing is maximized. 2.6 Present and future needs 2.6.1 Present needs The project will be made sustainable and accommodative of needs of future generations. The project will apply green technology in construction by ensuring some trees are grown on site (PMI, 2016). The project will also erect solar panel and energy saving lighting and heating systems. Furthermore, the project will ensure that the needs of the disabled are catered for by providing playgrounds for multipurpose use. The site will also provide waste collection sheds which will serve as dump bins for any wastes from the users. The garden will use green agriculture by ensuring that organic food are grown with less use of chemicals, processing and packaging or preservation systems. The proceeds of the project will also be used to fund charity projects and the disadvantaged in society. 2.6.2 Future needs Sustainability is a fast changing concept in political, social and economic contexts. While a project can be sustainable today, it may not be the case in future (Khan, 2000). The perspectives to consider the present and future needs of the Newcastle community is the decision of the local council and notes that the benefits or potential returns accruing in the long-term are greater than the actual costs incurred. To ensure that the project meets the present and future needs, the project team will perform a cost-benefits analysis using discounting methods such as net present value or cost benefit ratio to obtain the benefits to the local community. 2.7 Conclusion The community garden project utilizes a number of communication tools to advance better engagement with key stakeholders, contractors and members. Some of these tools involve traditional and modern forms of communications. All the stakeholders will be communicated to using appropriate and the most convenient channels. As well, these groups requires adherence to professional conduct and ethics for proper administration and phasing of the project. It is important that the project engenders an appropriate mentality and moral when attempting a task as defined within the project scope. All tasks will be thoroughly analyzed using these ethics plan before implementing them and thus all parties will be held accountable if any of these rules are breached in which penalties will apply in some way or form. References Alexander, M. (2017). The importance of being ethical in project management. TechRepublic. Available at: http://www.techrepublic.com/article/the-importance-of-being-ethical-in-project-management/ Australian Institute of Project Management (2013). Code of Ethics and Professional Conduct. Available at: https://www.aipm.com.au/documents/aipm-key-documents/aipm_code_of_ethics_2015.aspx Farrow, E. (2015). Ethical Practice in project management. Project Management Institute. Housing and Safety Executive (2016). Organizing site welfare. Available at: http://www.hse.gov.uk/construction/safetytopics/welfare.htm Jones, R. (2012). The importance of engaging with stakeholders. Sofia:Bulgaria. Khan, M.A. (2000). Planning for and monitoring project sustainability: A guideline on concepts, issues and tools. UNDP. Available at: http://www.mande.co.uk/docs/khan.htm McDonough, M. (2013). Ethical issues in project management. BrightHubProject. Available at: http://www.brighthubpm.com/project-planning/53025-ethical-issues-in-project-management/ Project Management Institute (2013). Communication: The message is clear. White Paper. Available at: http://www.pmi.org/-/media/pmi/documents/public/pdf/white-papers/communications.pdf Project Management Institute (2013). Code of Ethics and Professional Conduct. Available at: http://www.pmi.org/-/media/pmi/documents/public/pdf/ethics/pmi-code-of-ethics.pdf Project Management Institute (2016). Ethics in Project Management. Available at: https://www.pmi.org/about/ethics Smith, A. (2012). Making the best of it? Strategic human resource management in Australian RTOs. Charles Sturt University. Vee, C. & Skitmore, R.M. (2003). Professional ethics in the construction industry. Engineering. Construction and Architectural Management, 10(2): 117-127. Read More