Efficient Business Communication for Both Clients and Team Members - Paper Example

The project's goal is to Establish and facilitate an efficient business communication for both clients and team members which will improve work efficiency.

1.2 Project Objective

Install a well-run infrastructure in a small firm that can oversee and administer the communications amongst the networking devices; e.g: desktop, laptops, switches, routers, printers, etc. I will be implementing a similar model that I have used in the past. The model is well documented and past experiments have proved it as scalable. The overall project will provide the employees with accessibility of working at home and the office. A WLAN will be implemented with a single AP will be used and a router using DHCP server will manage the IP addresses, subnet mask, and DNS servers.

1.3 Business case

The firm currently does not have an efficient system that facilitates digital interaction between the clients and the team members. Currently, the clients have to be physically present at the office to present their grievances. This has delayed the time to solve customer queries. Further, the team members have to walk around to the front office and the back office as they execute their duties. This not only reduces effectiveness but creates room for excuses which eventually leads to loss of valuable resources. Project CAS promises an efficient networking system that will digitize the interaction among the team members as well as with the clients.

Expected project outcome: Establish an efficient networking system at this small firm

1.4 Project timelines

Development start date: October 1

Development End Date: November 5

Module 1: identify project need

Module 2: Project topic and project overview and background

Module 3: Portfolio milestone

Module 4: Project management Plan

Module 5: Identify and prepare the communication strategy to be used

Module 6: Quality management plan

Module 7: Project closure plan.

1.5 Project budget

The firm has allocated $80,000 for this project. The majority of the cost will be internal labor; an initial estimate provides a total of $50 hours per week.

1.6 Project Resources

There are four specialists in total.

Manager 1

Developers - 1

Server and Database Specialist 1

Tester 1

The structure of Reporting

Level 1: Manager

Level 2: Developer, Server, and database specialist, Tester

Chapter Two

2.0 Project scope management and plan and WBS

2.1 Scope Approach

This chapter will define the roles and responsibilities that will be useful in the management and execution of project development.

The project manager is responsible for the accurate documentation of the project specifics and to further put up measures for work performance as well as quality checks. The manager can initiate changes to the project scope. However, any other member of the team can also initiate change. The changes must be evaluated, and the considerations should be based on their impact on the project cost and the timelines. The final reviews will be submitted to the sponsor for approval. All the changes made must be communicated to the stakeholders and the changes documented. The project sponsor is bound by the final project deliverables once they approve the changes.

2.2 Roles and responsibilities

Project sponsor Their main responsibility is to provide financial and non-financial resources for the project. The sponsor is the ultimate receiver of the final project. They therefore have the final say on the project budget and approving the budgetary changes.

Project manager The manager is part of the team that works towards the development of the project. The manager has a major role to play. They are accountable for developing the relevant documentation of the project including the project charter, a work plan and any other document pertaining the development of the project. Further, the manager will secure the resources and delegate them appropriately. As a rule, the other team members will report to the manager. The manager is also tasked with creating a channel between the sponsor and the project team.

Other Project team members The team members have specific tasks to perform. However, they, at all time, are required to collaborate to ensure an accurate determination of the design and development of the project. They should all have the correct information about the best business practices so as to be able to identify all the underlying opportunities and challenges. As a team, they jointly will simulate all the phases of the project and the ultimate impact on the organization business objectives. Together with the manager, the rest of the team members are as follows.

Developer:

Server and database specialist

Tester

Other stakeholders This group of people consist mainly of the recipients of the final product of the project. They are the most resourceful as they are the ones to submit their perceptions about the exciting system. Further, since they are the direct beneficiaries of the deliverables, they hold a key position in the project development. This group mainly comprise the internal department.

2.3 Scope definition

The scope of the project defines the requirements for the new recruitments. For efficient recruitment, a thorough analysis is done on the best selection process. To achieve this, a comprehensive list of conditions is considered.

2.4 Project scope statement

For the successful design, development and conclusion of the project, this scope is guaranteed that the sponsor will provide full support. Further, the collaboration among the members of the project team with the members of the firm will successfully lead to the completion of the project.

2.5 Work Breakdown Structure (WBS)

400050977900Build

Requirements

Design

Deliver

Baseline

Specify

Deliverable

Concept proof

Deliverable

Project

00Build

Requirements

Design

Deliver

Baseline

Specify

Deliverable

Concept proof

Deliverable

Project

Effective management calls for the subdivision of the tasks into individual work packaged accordingly. Since the deadlines have been set, the work packages will have estimated start and completion time.

2.6 Scope verification

The scope has to be verified by the project sponsor as well as the manager. An agreement reached between the two should communicate the deliverables. The signatures to the acceptance documents will bind and guide the rest of the project development.

2.7 Scope change

In case of any changes to the scope, a request has to be made to the manager using the project change request document. After review by the team, the manager communicates the relevant scope change to the sponsor for approval. The change will only be implemented once the sponsor and manager have signed the formal request.

Chapter Three

3.0 Communication Management Plan

Communication through the project life cycle is very critical. The communication plan facilitates the flow of information through the relevant channels put in place. The Communication Plan distinguishes the techniques used to oversee correspondence for the CAS project. The arrangement concentrates on formal correspondence components. Other correspondence channels exist on casual levels and improve those talked about inside this method. This mechanism isn't proposed to restrict, however, to upgrade correspondence hones. Open, progressing correspondence between partners is essential to the achievement of the Project.

3.1 Project committee

The Project committee will give the essential course, and resolve clashes or speed up a procedure that isn't settled at a lower level. The panel is in charge of providing and keeping up the vital assets required for the fruitful finishing of the Project. Additionally, the board will give the administration, support, and help with executing departmental strategies as necessary to improve the completion of the project. Further, the board of trustees will impart and give guidance through the task support. Now and again the individuals in the committee will have to coordinate correspondence with the Project administrator for quick reactions to request and through meetings. The board must guarantee that the Project manager and Project Sponsor are given data on the Project. Individuals help to assure the achievement of the venture technique by sharing task data with the partners.

3.2 Communication Process

The process can be formal or informal.

3.2.1 Informal

They comprise of email, discussions, or telephone calls and serve to supplement and improve formal correspondences.

3.2.2 Formal

For a successful development of the project. The team must engage in meetings as well as continuously write progress reports.

Status Meetings

The types of status meetings to take place include

The internal Status meeting which purposes to discuss and share information regarding the development of the project.

Status meetings between the technical report and the management. A report should be written.

The status meeting between the steering committee and the sponsors.

Status meetings between the team and the other stakeholders

Status reports

An assortment of status reports will be created during the development of the task. The status reports will be generated on standard interims to give partners venture data on the status and advance of the Project. The goal of the status reports is to educate partners of the undertaking's advancement and keep them engaged efficiently with the task. The data will contain enough detail to enable partners to settle on informed choices and keep up oversight of the undertaking. At least the reports will include:

Tracking the budget and cost used so far

Tracking the schedule put in place

Track on the project status and major activities

The state of the project about the risks

The planned events as well as the future activities

Chapter Four

4.0 Project risk and Change management

4.0.1 Project Risk

My project objective is to install a well-run infrastructure in a small firm that can oversee and administer the communications amongst the networking devices. This project is an endeavor that will require extensive planning and there is a need for project risk management.

A positive risk is something that can be beneficial to the overall project. While each risk is different, the strategy on how to process it is the same. First, we may choose to utilize it by making sure that the opportunity is realized. We could choose to enhance the risk meaning we want to increase the probability and the impact of it. We may choose to share the positive risk and in this case and sharing means allocating some of the responsibilities to a third party so that it can be more of a partnership with a company where we leverage their expertise for a certain thing. The fourth option means that we accept the risk meaning we are willing to take advantage if the risk occurs.

The first strategy when a negative risk is involved is to avoid the risk at all costs. We would like to eliminate the risk and to protect against it. We may choose to transfer the risk to a third party along with the ownership or responsibility. We could also mitigate the risk meaning reducing the probability and impact of the risk. The final option is accepting the risk by acknowledging and creating a contingency plan when some action is required.

4.0.2 Change Management

Changes to the correspondence procedure might be proposed by any beneficiary or correspondence maker. The Project Manager must endorse the change for it to be implemented. On a regular basis a draft variant will be used to record the difference with the correspondence partners before rolling out the improvement official. Changes to communication or substance are dealt with throu...