By William Dow
The authoritative reference on some of the most vital features of coping with projects--project communicationsWith shorter creation cycles and the call for for tasks being swifter, more cost-effective, and higher, the necessity for venture communications instruments has elevated. Written with the undertaking supervisor, stakeholder, and undertaking staff in brain, this source presents the easiest practices, guidance, methods, and instruments for profitable venture communications and making plans. The featured charts, graphs, and tables are all prepared for instant use.Note: CD-ROM/DVD and different supplementary fabrics will not be incorporated as a part of publication file.
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Extra resources for Project Management Communications Bible
For example, customers who plan the information they need for project level decision-making purposes, will no longer accept a status report that does not provide the information they need. If customers are not seeing the information they require, then the project manager has failed to communicate properly. CROSS-REF In Chapter 2, we cover the different ways customers want to receive project information. Project managers must use their communication tools correctly. These tools enable them to deliver a variety of project statuses and, therefore, they should utilize as many tools as often as possible.
The product delivered must meet the agreed-upon technical specifications. Therefore, to confirm this requirement, the project team must refer to the technical documentation and the final product to ensure it meets the required specification. During this phase, the project manager and team members must continually verify the quality of the project. Administrative closeout is the signing and archiving of all final documents and contracts and turning over of the product to the owner. An important aspect of administrative closeout is capturing the final approval and acceptance on all contract conditions by the project owner and team members.
This scenario happens every day on thousands of projects. The customer requests a report, and it gets created, printed, and then sent off as soon as possible. The process is routine and requires no thinking or planning, just getting the information to the customers as soon as possible. However, what just happened here? Or rather, what did not happen? Absolutely no planning occurred. The project manager should ask questions of the requestor as follows: What information does the report provide?
Project Management Communications Bible by William Dow