BY this stage of the game, you’ve built your project plan and you’re using it to track progress and display project information. Because you’re now in the execution and control processes of the project, you’ll need to share important data with stakeholders. For example, your new test procedure might have worked better than expected, but your materials testing ran into some unanticipated slowdowns. All this information is reflected in the project plan. However, for different audiences and different purposes, you want to highlight certain information and filter out other information to represent a certain focus with professional panache.
You can print views and generate reports built in to Microsoft Project 2010 and use them as an integral part of your project communication plan. These views and reports leverage the power of Project 2010 by presenting the specific focus and clarity required by corporate and program departments. By tailoring the views and reports to the interests of different groups (finance, human resources, and procurement, among others), you can feed the right information to the right people, avoid misunderstandings, and mitigate problems. Project 2010 views and reports are often used for:
Weekly project team meetings
Monthly department status conferences
Quarterly or annual executive reviews
In addition to printing views and generating built-in reports, you can design custom reports to meet your specific project communication needs. Many of these are tabular text-based reports. Others are visual reports that use project data for graphical display in Microsoft Excel 2010 or Microsoft Visio 2010.
Reports are instrumental in effective project management. As part of the initial project planning, you’ll determine the requirements for reporting, including:
Report recipients. Who needs to see the reports? Stakeholders throughout the organization and within the project team need to see certain reports tailored to their areas of responsibility. For example, you might generate one report for your team members, another one for team leads and resource managers, and yet another for executives and customers.
Specific content of the reports. What type of information is included? The reports can focus on any aspect of the project; for example, tasks, resource allocation, assignments, costs, and so on. Reports might focus on past successes or current progress. They can provide a forecast of upcoming tasks, costs, or workloads. They might present a high-level summary. They can point out areas of risk or current problems that need resolution.
Frequency of report publication. How often should you generate reports? Regularly scheduled project meetings or status reporting often drive the generation of reports. Certain important issues that are being closely watched might warrant report generation more frequently than usual. Be sure to strike a balance between providing up-to-date information often enough and overloading a stakeholder with too detailed or too frequent reporting.
Establishing your communications strategy for a project helps you effectively share realistic progress and estimates. You can point to unexpected changes that present risks. You can avoid larger problems and understand root causes. Specifically, with reports you can:
Review status
Compare data
Check progress on the schedule
Check resource utilization
Check budget status
Watch for any potential problems looming in the future
Help stakeholders make decisions affecting the project
Using the appropriate Project 2010 views and reports on a regular basis for progress analysis and communication is a key component of effective project management. By implementing a communications plan, including regular presentations of reports to stakeholders, you can keep interested parties aware of crucial information and trends.
Project Management Practices: Communications Management
Communication is a vital element of successful project management. Effective project communication ensures that relevant information is generated, collected, and distributed in a timely manner to the appropriate project stakeholders. Different stakeholders need different kinds of project information—from the team members carrying out the project tasks, to customers sponsoring the project, to executives making strategic decisions regarding the project and the organization. Your stakeholders don’t just receive project information; they also generate it. When all your stakeholders share project information, people are linked and ideas are generated—all of which contributes to the ultimate success of the project.
The first stage of effective project communications management is communications planning. This stage should take place in the initiating and planning processes for the project, in conjunction with scope and activity development. As you develop and build your project plan, you also need to determine what types of communication will be necessary throughout the life of the project.
Determine what tools you have at your disposal and how your project team communicates most effectively. You might have weekly meetings and weekly status reports. Perhaps you’ll also have monthly resource management and cost management reviews. Other possible communication vehicles include presentations, e-mail, letters, a SharePoint site, or an intranet site. You’ll likely use a combination of these vehicles for different aspects of project management and different audiences.
If you’re using Microsoft Project Server 2010 and Microsoft Project Web App, you have a very effective means of communicating electronically with your team members and other stakeholders. You can automate the flow of progress information about the project, including progress updates, timesheets, and narrative status reporting. Stakeholders can also review major project views. Because Microsoft SharePoint Server 2010 is integrated with Project Server 2010, you can store reports, manage risks, and track issues.
Another excellent means for electronic project communication is the use of SharePoint Server 2010 for nonenterprise workgroup collaboration, which is new in Project 2010. For more information, see Chapter 21.
Whichever tools you use, you’ll be executing your communications plan while the project is being carried out. You’ll report on current project status, especially as it relates to the schedule, budget, scope, and resource utilization. You’ll also report on overall progress, describing the accomplishments of the project team to date and what is yet to be done. Finally, you’ll make forecasts by using project plan information to predict future progress on tasks and anticipate potential problems.
Tasks will be completed, milestones met, deliverables handed off, and phases concluded. Your communications management strategy provides the means for documenting project results and the receipt of deliverables as each stage of the project is completed.
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