May 4, 2017

PM0010 [Introduction to Project Management] Set2 Q1

Q 1. List and explain in brief the inputs to the following processes. 
a. Acquiring a project team. 
b. Communication plan 

a. Acquiring a Project Team 
The members who belong to different groups and functions and are allocated to the activities of the same project, form a project team. A team can be divided into sub-teams if required. Generally, the project teams are only used for a defined period of time. However, they are disbanded when the project is complete. Sometimes, due to the nature of the specific formation and disbandment, project teams are usually agile in organisations. 

Acquiring a project team is the process of acquiring the specific people needed to accomplish all phases of the given project. Ultimately the team members will bring all the specific qualifications and capabilities to the project team. 

However, the project management team has control over the selection process. Selection of team mates involves certain concerns which need to be evaluated.

A number of factors are considered while deciding the team members. These factors include a series of environmental factors (such as work experience, availability, and cost), derivation of clear and concise project organisation charts, and formulation of a thorough staffing management plan. Once the team is properly staffed, the next steps (or outputs) of the process involve staffing out assignments to the team, determining availability of resources, and updating the staffing management plan. 

Important factors that are considered during the process of acquiring the team are: 
# The project manager should efficiently discuss and induct others who are in a position to supply the required Human Resources in a project. 
# Failure to obtain the essential Human Resources for the project will affect project agenda, budgets, consumer satisfaction and quality. It declines the probability of success and eventually results in project cancellation. 

Acquiring a Project Team: Inputs, Tools and Techniques and Output 

The inputs for acquiring a project team are: 

Enterprise environmental factors: Team members are available from internal and external sources. When selecting the team members, it is important to evaluate the following factors: 

  1. Availability
  2. Ability
  3. Experience
  4. Interests
  5. Costs

 b. Communication Plan 
Planning communication is the process of ascertaining the information and communication needs of the project stakeholders. Communication plan helps to communicate the right information, to the right people at the right time. It is a schedule of communication events used to make sure that the project stakeholders are kept properly informed. The various factors such as the time, effort and resources that are required to perform these planned communication activities are the part of the Project Management.The communication goals, strategies and stakeholders are described in the communication plan. 

The best time for planning communication is at the start up phase of the project life cycle. It ensures that the plan includes the tasks needed to communicate effectively throughout the project cycle. The key features influencing the communication plan includes Project Management team structure, scope of the project and feedback from the stakeholders. 

There are two ways of planning communication: 
# Constant communication: Constant or regular communication involves communicating to the project team, managers and project stakeholders on a regular basis. These types of communication include regular status reports, project team meetings and monthly status updates about the project. The constant communication also includes the regular stakeholder report updates. 

# Event driven communication: The event driven or one-time communication includes sessions discussing critical issues, stakeholder meetings, training schedules and wrap up sessions. 

The advantages of planning communication are:
  • It facilitates team development. 
  • It makes it easier to update stakeholders. 
  • It saves creation of additional project documentations. 

Incorrect planning of communication leads to problems such as hindrance in message delivery, providing sensitive data to the wrong audience or lack of communication to certain stakeholders. 

The inputs for planning communication are: 
1. Stakeholder register: Stakeholder records consist of stakeholder identification, assessment and classification documents. 
2. Stakeholder management strategy: Stakeholder management strategy describes the method to gain support and reduce dissatisfaction from the stakeholders throughout the entire project life cycle. 
Enterprise environmental factors: All environmental factors such as organisational culture, industry standards are considered as inputs for the planning communication process. 
3. Organisational process aspects: All organisational process assets are applied while planning communications. The lessons learned and documented information is important as it gives an idea about the issues resolved. 

The Project Manager will take a proactive role in ensuring effective communications on this project.  The communications requirements are documented in the Communications Matrix presented in this document.  The Communications Matrix will be used as the guide for what information to communicate, who is to do the communicating, when to communicate it and to whom to communicate.  

Project Sponsor
The project sponsor is the champion of the project and has authorized the project by signing the project charter.  This person is responsible for the funding of the project and is ultimately responsible for its success.  Since the Project Sponsor is at the executive level communications should be presented in summary format unless the Project Sponsor requests more detailed communications.

Program Manager
The Program Manager oversees the project at the portfolio level and owns most of the resources assigned to the project.  The Program Manager is responsible for overall program costs and profitability as such they require more detailed communications than the Project Sponsor.

Key Stakeholders
Normally Stakeholders includes all individuals and organizations who are impacted by the project.  For this project we are defining a subset of the stakeholders as Key Stakeholders.  These are the stakeholders with whom we need to communicate with and are not included in the other roles defined in this section.  The Key Stakeholders includes executive management with an interest in the project and key users identified for participation in the project.  

Change Control Board
The Change Control Board is a designated group which is reviews technical specifications and authorizes changes within the organizations infrastructure.  Technical design documents, user impact analysis and implementation strategies are typical of the types of communication this group requires.

You should identify the customer if the project is the result of a solicitation.  In such a case, the customer will be involved in reviewing prototypes, approval of designs and implementation stages and acceptance of the final project the project generates.
The customer for this project is <Customer Name>.  As the customer who will be accepting the final deliverable of this project they will be informed of the project status including potential impacts to the schedule for the final deliverable or the product itself.

Project Manager
The Project Manager has overall responsibility for the execution of the project.  The Project Manager manages day to day resources, provides project guidance and monitors and reports on the projects metrics as defined in the Project Management Plan.  As the person responsible for the execution of the project, the Project Manager is the primary communicator for the project distributing information according to this Communications Management Plan.

Project Team
The Project Team is comprised of all persons who have a role performing work on the project.  The project team needs to have a clear understanding of the work to be completed and the framework in which the project is to be executed.  Since the Project Team is responsible for completing the work for the project they played a key role in creating the Project Plan including defining its schedule and work packages.  The Project Team requires a detailed level of communications which is achieved through day to day interactions with the Project Manager and other team members along with weekly team meetings.

Steering Committee
The Steering Committee includes management representing the departments which make up the organization.  The Steering Committee provides strategic oversight for changes which impact the overall organization.  The purpose of the Steering Committee is to ensure that changes within the organization are effected in such a way that it benefits the organization as a whole.  The Steering Committee requires communication on matters which will change the scope of the project and its deliverables.

Technical Lead
The Technical Lead is a person on the Project Team who is designated to be responsible for ensuring that all technical aspects of the project are addressed and that the project is implemented in a technically sound manner.  The Technical Lead is responsible for all technical designs, overseeing the implementation of the designs and developing as-build documentation.  The Technical Lead requires close communications with the Project Manager and the Project Team.

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