CHAPTER 8 :PROJECT SUPPORT (Part -03)
Project Communication
Project communication includes general communication between team members but is more encompassing. It utilizes the Work Breakdown Structure (WBS) for a framework, it is customer focused, it’s limited in time, it is product focused with the end in mind, and it involves all levels of the organization.
The project communication plan is a part of the overall project plan. It builds on the project workplan, which shows:
A) What will be produced on the project — the deliverable including the Work Breakdown Structure (WBS)
B) Who will produce it — the Cost Center
C) When will it be produced.
Project Communication Management
Project Communication Management is the knowledge area that employs the processes required to ensure timely and appropriate generation, collection, distribution, storage, retrieval and ultimate disposition of project information.
Project Communication is the responsibility of everyone on the project team. The project manager, however, is responsible to develop the Project Communication Management Plan with the input from the task managers and Project Development Team (PDT).
The above Figure illustrates Communicating WBS element
In accordance to the Project Management Plan, the project
manager or delegated personnel should prepare a communication plan for the
project that addresses the following:
Community
Relations
Most transit-related projects
have an impact on the community. The project manager should inform the general
public, business groups, and civic associations as to the goals, facts, and
progress of the project. The Relevant Body through the project manager should
encourage community input and comments during the project design and adhere to
any local, state, or federal comment period regulations that apply to the
project.
You
should pay special attention to making certain that the residents, businesses,
and general public in the vicinity of project construction are kept informed of
the status of construction and its possible impact on the community. To assist
in this effort on larger projects it is beneficial to open a local store front
office conveniently accessible to the community, hold community meetings, and
visit local schools.
Media
Communications
Project
managers should be accessible and responsive to media requests for information
and comment. However, communication with
the media needs to be coordinated by and channeled
through the Relevant Body certainly make that project staff, consultants, and
contractors do not contact or respond to the media unless requested to do so by
the Relevant Body’s communications personnel. Contacts by the media to project
personnel, consultants, or contractors
should be immediately referred to the Governing Body's communications Personnel.
All contacts with the media should be viewed as
opportunities rough briefings to get together and press releases covering
project facts, events, and progress of interest to the media. Special events
are a particularly good time for messages
to the media, e.g., ceremonies to mark ground breaking, significant project
achievements, dedication ceremonies upon the completion of project facilities,
tours of the project, and local community events.
Government
Relations
The
most important principle the project manager needs to remember with due respect
Whatever the developments take place on the project, good or bad, it is
critical that you,As Project Manager make certain that the government stakeholders are kept
informed and
do not learn of events from other sources, particularly the media. You
should make full
use of your Relevant Body's help you keep government stakeholders fully informed. To
do this you need to keep the government relations staff informed on project
issues and status, and give priority to responding to requests from government
relations staff on project issues.
Project
Team Communications
Internal project team
communications are essential to project team building and maintaining effective
ongoing working relationships. The project manager should hold regular general
team meetings to discuss the project status as well as focused technical
meetings on design, construction, and project control issues. Although it is
unreasonable for everyone to be kept informed about everything, you should take
care to avoid unnecessarily limiting access to project information amongst the
team as this can create mistrust and distracting speculation.
Records Management
Document Control :
Document
control supports the configuration management of scope control discussed
earlier.
Document control makes certain that project design and baseline documentation, including contract drawings, specifications, budget, and schedule, are maintained and revised throughout the design, bid, procurement, construction, and closeout phases of the project with the required standard of security, integrity, quality, and currency. Document control tracks actions to ensure that changes to the baseline documents are evaluated and approved and that the integrity of the baseline documentation is maintained as changes are executed.
The
project manager should make control certain process identifies that who on the
the project management team has the authority and accountability for ensuring that each of the baseline documents is kept current in compliance with control procedures.The following Figure shows the types of baseline documents for a typical engineering /construction project such as a Typical facility maintenance project. 
Records
Distribution, Storage, and Retrieval
Records
management controls the distribution, storage, and retrieval of project records
in both hard
copy and electronic form.
The
project manager should ensure that incoming and outgoing correspondence and
documents are transmitted through the project’s records management specialist,
who can use records database software to computer index the records. Working
copies of records can be retrieved by
records management for use by project staff. Records management should securely
store original copies
and ultimately dispose of the records according to the Relevant Body’s and the project’s records retention.The project manager should not allow project staff to keep their own files of original project documents or correspondence. Records current status and record of revisions to the project design and baseline documentation and associated correspondence.Records management’s correspondence control system should provide convenient access to records and make certain the records are secure and the appropriate level of confidentiality maintained.
Records management can also be used to establish an
accessible project library of technical documents, standards, baseline
documents, industry codes and standards, studies, and other general information
pertaining to the project.
Records management should develop a records storage
program that identifies and protects project documentation critical to project
completion and the ongoing operation of the completed project. The vital
records storage program needs a procedure for archiving critical documents and
their disaster protection.
(End Of The ChapTer)
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