Project Communication Case Study

Good Essays
Communication throughout the life of a project is surely paramount to its success. This knowledge area is broken down into three main processes; planning, managing, and controlling. To plan for a project everyone involved must be on the same page (Schwalbe, 2014, pp. 405-425). The easiest way to accomplish this is to document clearly all the project related information and communicate it to all stakeholders based on their level of need. These communications should be presented in a variety of formats, such as visuals, written word, videos, and meetings. It is also important to promote an environment that values open dialogue.
The second process of this knowledge area is managing the project communications in an effective and timely
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Interactive: as the name implies, it is when two or more people communicate via phone, email or in person to ensure their common understanding of the project.
2. Push: reports, emails, voicemails, text messages, and other media sent to recipients without their request.
3. Pull: is information sent to recipients at their request, such as Web sites, blogs, bulletin boards.
The last process is controlling communications; the main output here is to give updates, and consistency is crucial. A project manager that takes the time to develop a communication plan will have no problem controlling project related communications. The main goal is to ensure the optimal flow of information throughout the entire project life cycle (Schwalbe, 2014, p.433).
Risk Management
Project risk management refers to problems that may occur and how they might hinder project success. On the flip side, a risk can also be positive and result in a good outcome. Being able to maximize the results of positive events while minimizing the consequences of adverse events is paramount to the success of a
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When planning procurements one must decide whether to procure, what to procure, how much and when. It is at this point an organization must decide if it should buy certain goods or services or keep certain functions inside the organization. If it is determined there is no need to purchase external goods or services; then there is no need for procurement management. When an acquisition is required for a project there are four clear and logical processes and outputs associated with project procurement management:
1. Planning procurement management results in a procurement plan. This is developed after a review of the project management plan, requirements documentation, risk register, schedule, cost estimates, stakeholder register, and contractual requirements unique to the organization.
2. Conducting Procurements, results in the execution of the procurement plan. Procurement documents such as a Request for Proposal (RFP) or a Request for Quote (RFQ) are drafted with specificity to generate responses from outside sources. Responses are then evaluated based on established criteria, and selections are made.
3. Controlling procurements; results in work performance information, change requests, and updates to the management plan. Contracts are legal documents subject to state and federal law, so it is incumbent upon the project team to understand

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