Key competencies for the unit
Key competencies
The key competencies you will develop and be assessed against in this unit are:
- Plan information and communication processes
- Implement project information and communication processes
- Assess information and communication outcomes
Performance Evidence
Evidence of the ability to:
- develop a communication management plan and an information system for a specific project
- implement a project information system with a systematic approach to storage, searching, retrieval and archiving of relevant information
- implement and maintain communication processes
- review project outcomes and document suggestions for improvements to managing project information and communication for future projects.
Knowledge Evidence
To complete the unit requirements safely and effectively, the individual must:
- explain alternative communication methods and media and their application on various projects
- identify effective project-management information systems and their various applications
- explain methods used to evaluate information systems and communication processes.
Assessment Conditions
Assessment must be conducted in a safe environment where evidence gathered demonstrates consistent performance of typical activities experienced in the management and leadership – project management field of work and include access to:
- project communication and information management documentation
- examples of how communication was managed on projects
- case studies and, where possible, real situations
Assessment Submission Guidelines
- All assessments must be submitted by the due date specified by the Trainer/Assessor on the UIT Learning Management System (Moodle). To log in to UIT Moodle visit
- When submitting assessments students agree that it is their own work, except where acknowledged, and has not been submitted for academic credit elsewhere.
If you miss an Assessment Deadline:
If you miss a scheduled assessment you are required to provide proof of legitimate absence within three (3) working days after the official due date.
- Proof must be provided to the Student Services Department and may be required to complete an assessment extension application form.
- If the proof is not provided within the time period, then the student will receive a ‘Not Yet Competent (NYC)’ outcome.
- No supplementary assessments will be scheduled without proof of legitimate absence.
- If the proof of legitimate absence is rejected, the student can appeal to the VET Academic department.
- For more information, please refer to the student handbook.
Re-submission
Students are permitted 2 attempts for each assessment task. If you are deemed Not Yet Competent (NYC) for the unit, you must re-enrol and pay the required tuition fees for the unit.
Assessment Task and Unit Outcome
All individual assessment tasks are marked as either Satisfactory (S) or Not Satisfactory (NS).
Once all individual assessment tasks are marked Satisfactory (S) for a unit, the student can be deemed Competent (C).
If the student does not achieve Satisfactory (S) results for all individual assessment tasks for a unit, they will be deemed Not Yet Competent (NYC).
Reasonable Adjustment
At the Trainer/Assessors discretion reasonable adjustment, also known as reasonable accommodation, may be applied. This means that 'reasonable' adjustments may be made wherever possible; to meet the needs of a student with disability or with other learning needs. If you require more details about reasonable adjustment, please refer to the student handbook.
Learning support
If you require further assistance in your learning, UIT encourages you to reach out to your Trainer to discuss the areas that you believe you need further assistance with. If you require further support after consulting your trainer, please see a Student Services Officer who can arrange a time to discuss your concerns with the VET Academic department.
Plagiarism Policy
All student work must be written in their own words, except where acknowledged through quotations and referencing. Plagiarism is a serious offence, Universal Institute of Technology may impose severe penalties on students who plagiarise.
For more information on Plagiarism and Cheating, visit UIT’s policy and procedures on the website. www.uit.edu.au.
Appeals
If you are not satisfied with the decision made by a member of UIT staff, you can appeal that decision. For more information on Complaints and Appeals please see the Appeals policy and procedures on the UIT website.
Course Credits
If you have been deemed competent in this unit as part of a prior qualification, you may eligible for credit transfer. For more information on course credits please see the Course Credits policy and procedures on the UIT website.
RPL
If you believe you have sufficient experience and knowledge in this area of study you may be eligible for Recognition of Prior Learning (RPL). For more information on applying for RPL please see the Recognition of Prior Learning (RPL) policy and procedure on the UIT website. www.uit.edu.au.
Feedback to student
Feedback on students’ assessment performance is a vital element in their learning. Its purpose is to justify to students how their competency was assessed, as well as to identify and reward specific qualities in their work, to recommend aspects needing improvement, and to guide students on what steps to take.
Feedback defines for students what their trainer/assessor thinks is important for a topic or a subject. At its best, feedback should:
- Be provided for each Unit Assessment Task (UAT)
- Guide students to adapt and adjust their learning strategies
- Guide trainers/assessors to adapt and adjust teaching to accommodate students’ learning needs
- Be a pivotal feature of learning and assessment design, not an add-on ritual
- Focus on course and unit learning outcomes
- Guide students to become independent and self-reflective learners and their own critics
- Acknowledge the developmental nature of learning
Australia is facing the drought that is influencing the country’s economy despite of the rural or city areas. Various government and non-government organizations are looking forward to help the community to fight this drought. Westend events group is developing and executing a fundraising event that can meet the needs and requirements of the drought facing individuals and assuring their safety and proper comfort for them in the present scenario. The organization is being handled by the director and he is the sole decision-making individual regarding the major decisions those could influence the entire project. Since, the project is big and the impacted audience is the entire Australian community, the stakeholder identification, and communication strategy will be playing major role in the successful deployment of the project with an assurance that the project meets the needs and requirements of the end users.
|
Purpose |
Audience |
|
Introduce the project team and the project. Review project objectives and management approach. |
· Project Team · Project Sponsor · Stakeholders |
|
Report the status of the project including activities, progress, costs and issues. |
· Project Team · Project Sponsor · Stakeholders |
|
Final deliveries and request of cooperation with patience and consumer acceptance towards the project being introduced. |
· Farmers · Australian Community · Government |
|
Stakeholders |
Internal/ External |
Power |
Interest |
Strategy |
Communication Timing |
Message/Information |
Communication Vehicle |
|
PMO |
Internal |
High |
Low |
Keep Satisfied |
At each stage |
Project progress; issues that impact on them; timing |
Newsletter; Focus groups; Face to face; Issues database |
|
Staffs or volunteers |
Internal |
Low |
Low |
Minimal Effort |
Communicate project specifications as required |
Ensuring proper handover of project to operations team |
Weekly meeting Face to face discussion Brainstorming Survey using questionnaires |
|
Supplier |
External |
Low |
Low |
Minimal Effort |
Communicate project schedule and material requirements ahead of time to ensure delivery |
Ensuring on time delivery of materials |
Telephonic Individual meeting |
|
Trial Customers |
External |
Medium |
High |
Key Player |
Communicate test results and performance specifications and obtain feedback on customer requirements or any changes. |
Product performance must meet or exceed current product |
Frequent status reports and updates |
|
Engineers |
Internal |
High |
Low |
Keep Satisfied |
Communicate resource requirements early and ensure resources are released back to engineering when they’re no longer required |
Concerns regarding resources to assist project team with product design |
Monthly Face to face Telephonic Mails |
|
Farmers |
Internal |
High |
High |
Keep satisfied |
After the accomplishment of each milestone |
Growth and progress of the project and expected final delivery of the attempts |
Newsletter Newspaper Media Survey |
|
Logistics group |
External |
Low |
Low |
Minimal effort |
Twice a month |
The routes and delivery time management regarding the product deliveries |
Newsletter Telephonic |
|
Sponsors |
External |
Medium |
High |
Keep informed |
Monthly |
Discuss about the investment being made and the ongoing progress of the project |
Emails Telephonic conference Face to face meeting |
|
Government |
External |
High |
High |
Key player |
Twice throughout the project lifecycle |
Regarding the approval on certain progress and growth of the project |
Legal contract papers |
|
Director |
Internal |
High |
High |
Key Player |
On every milestone of the project |
Ongoing progress and growth of the project including the necessary decision-making that can meet the final delivery of the project |
Telephonic face to face emails Conferencing either telephonic or video |
|
Competitors including Australian Red Cross, Draught Angels, Foundation for Rural and Regional Renewal and the Salvation Army |
External |
Low |
Medium |
Minimal effort |
As required |
Discuss when there is need of their cooperation on certain project phases as it is non-profit project; the competitors might agree on cooperating with the Westend event drivers |
Newsletter Telephonic Emails Face to face meeting |
|
Supervisors and managers regarding different operating sectors |
Internal |
High |
High |
Key players |
Twice a month |
To track the ongoing growth and development of the project and develop strategies those are best suited for the ongoing operational activities with an assurance that the project being delivered will meet the final needs and requirements of the users |
Face to face Emails Survey Conference meetings telephonic |
Emails, telephonic, meeting records, and survey with questionnaires are the types of the formal communication mediums those would be delivered for the management and delivery of the entire project.
The informal communication medium incudes meetings, brainstorming with rapid fire of the questioning and answering sessions, and newsletter are some of the informal communication mediums those will be adopted in the project for allowing large groups to be informed and associated with the project.
|
The student prepared an outline of a communication management plan that includes the following: |
Yes |
No |
Trainer/Assessor to complete (Comment and feedback to students) |
|
· A description of the project |
ü |
||
|
· Mapping of audience and communication purpose |
ü |
||
|
· A Stakeholder Analysis Matrix detailing: o major internal and external stakeholders o the type of information to exchange and the timing of that exchange o power and interest for stakeholder placement o at least one stakeholder management strategy per stakeholder o communication resources available to the project |
ü |
||
|
· Types of formal communications |
ü |
||
|
· Types of informal communications |
ü |
Westend events is ready to deliver a project that can allow the drought effected Australian Company to cope up with the existing problems and challenges. The project management attributes will be necessary for the management and delivery of the entire project as it will be helpful and effective in developing the startegies for the stakeholders involved in the project. Stakeholder analysis is presented and delivered in the above task, now the attempt will be driven for establishing the communication management plan for the involved stakeholders and make sure that the information and progress of the project is well communicated and there is not any confusion regarding the scope objective and deliveries of the project. The sophisticated and feasible communication strategy will allow the adoption of the best strategies those could ultimately drive the project towards success.
|
Stakeholders |
Purpose |
|
PMO |
The project management officer will have to be informed about the ongoing progress and development of the project and make sure that the new strategies are being discussed regarding the future development and execution of the project. They will be informed and guidance needs to be gathered regarding ongoing growth and development of the project. |
|
Staffs or volunteers |
The purpose will be discuss the necessary operational activities those are considerable for the growth and development of the project with an assurance that the project will undergo and all the activities will be managed and maintained accordingly for the sake of the project success. |
|
Supplier |
The purpose will to discuss the ongoing requirement and need of the project regarding the supplies those are necessary for the project delivery with an assurance that every stakeholder is well comfortable within the project environment. |
|
End Consumers |
The target being considered for the project delivery is to meet the needs and requirements of the Australian community that is facing drought. The end customers need to know about the benefits and outputs of the project considering their perspective in the current project environment. |
|
Engineers |
The engineers will be required for planning the technologies and the possible ways in which the project can be delivered to the end consumers in much effective and efficient way through efficiently using the technology. |
|
Farmers |
The agriculture production in Australia is the responsibility of the farmers and since, water is the most crucial object for the growth and development of the agriculture; draught is the serious concern regarding the production. The communication must discuss the ways through which the project will eliminate their problems and allow them to fit in the community. |
|
Logistics group |
The logistic groups need to understand the severity of the project and timeline for which the supplies need to reach at every corner of the project. The discussion should emphasize on the adoption of the routes, vehicles and other considerable objects for the successful and efficient delivery of the project. |
|
Sponsors |
The sponsors will need to know that where there investment is being made and whether is the contribution is worth something or not. The communication will discuss the achievements and success being delivered through the financial strategies adopted by them in the ongoing production and growth of the project. |
|
Government |
The government will need to be informed about the positive outcomes of the project with an assurance that the project will worth of capability for managing the necessary needs and requirements of the end consumers. |
|
Director |
The director of the Westend Events will be informed about the entire planning and estimation for the project delivery and hence, it will make sure that the proper and effective decision-making is delivered using the project management attributes in a professional way. |
|
Competitors including Australian Red Cross, Draught Angels, Foundation for Rural and Regional Renewal and the Salvation Army |
The entire project is for non-profit and hence, the cooperation by the competitors can be assumed and attempted considering the adoption of the better strategies and wide range of information that can ultimately lead the project towards success. |
|
Supervisors and managers regarding different operating sectors |
Supervisors and managers will need to be informed about the project better and bad sides considering the comparison between the deliveries being made and the estimated deliveries. |
|
Stakeholders |
Internal/ External |
Power |
Interest |
Strategy |
Communication Timing |
Message/Information |
Communication Vehicle |
|
PMO |
Internal |
High |
Low |
The strategy of the communication will be to make sure that the PMO are well informed about the adopted planning and final deliveries of the project and make sure they are satisfied |
At each stage |
Project progress; issues that impact on them; timing |
Newsletter; Focus groups; Face to face; Issues database |
|
Staffs or volunteers |
Internal |
Low |
High |
It was identified that the staffs or volunteers should have high interest in the project in manner to make sure that they take proper initiation and deliver the needs and growth of the project. Thus, they needs to be kept satisfied through informing about the availability of the resources, comforts and their rights throughout the project lifecycle. |
Communicate project specifications as required |
Ensuring proper handover of project to operations team |
Weekly meeting Face to face discussion Brainstorming Survey using questionnaires |
|
Supplier |
External |
Low |
Low |
Suppliers will be delivering the required resources as asked and discussed by the resource manager or project manager and their interest will be in the payment and so, minimum effort can be made on them about discussing the ongoing project growth. |
Communicate project schedule and material requirements ahead of time to ensure delivery |
Ensuring on time delivery of materials |
Telephonic Individual meeting |
|
End Consumers |
External |
Medium |
High |
These can be considered as the key players for the project as the ultimate goal of the project is to make sure that the end consumers get satisfied with the delivered project. |
Communicate test results and performance specifications and obtain feedback on customer requirements or any changes. |
Product performance must meet or exceed current product |
Frequent status reports and updates |
|
Engineers |
Internal |
High |
Low |
The discussion of the project growth must be satisfactory for the engineers in manner to adopt the best strategy that can manage the operational activities required for the necessary construction and project deliveries. |
Communicate resource requirements early and ensure resources are released back to engineering when they’re no longer required |
Concerns regarding resources to assist project team with product design |
Monthly Face to face Telephonic Mails |
|
Farmers |
Internal |
High |
High |
The farmers are one of the end consumers and hence, the communication should be effective enough for making them satisfied related to the project deliveries |
After the accomplishment of each milestone |
Growth and progress of the project and expected final delivery of the attempts |
Newsletter Newspaper Media Survey |
|
Logistics group |
External |
Low |
Low |
They will be delivering their sector of the job for the payment and thus, minimum effort can be driven for their assistance in this project |
Twice a month |
The routes and delivery time management regarding the product deliveries |
Newsletter Telephonic |
|
Sponsors |
External |
Medium |
High |
The sponsors will be informed about the ongoing investment and the overall budget of the project including their contribution in the management and delivery of the project |
Monthly |
Discuss about the investment being made and the ongoing progress of the project |
Emails Telephonic conference Face to face meeting |
|
Government |
External |
High |
High |
The communication strategy will be to make sure that government understands the positive impact of the project on the entire society and allow necessary approvals for the project. |
Twice throughout the project lifecycle |
Regarding the approval on certain progress and growth of the project |
Legal contract papers |
|
Director |
Internal |
High |
High |
The directors will be informed about the all necessary operations crucial for the project delivery and manage them in much efficient and effective way |
On every milestone of the project |
Ongoing progress and growth of the project including the necessary decision-making that can meet the final delivery of the project |
Telephonic face to face emails Conferencing either telephonic or video |
|
Competitors |
External |
Low |
Medium |
Contribution of the competitors can be requested however,, the developed planning should be capable of meeting the necessary project scope and objectives. |
- |
- |
- |
|
Supervisors and managers |
Internal |
High |
High |
The needs and requirements of the project should be discussed and well informed for further strategies of the project delivery |
Twice a month |
- |
- |
Emails, telephonic, meeting records, and survey with questionnaires are the types of the formal communication mediums those would be delivered for the management and delivery of the entire project.
The informal communication medium incudes meetings, brainstorming with rapid fire of the questioning and answering sessions, and newsletter are some of the informal communication mediums those will be adopted in the project for allowing large groups to be informed and associated with the project.
Role Play Observation Checklist – Assessment 2, Part B
|
Student name |
|||||
|
Unit name and code |
BSBPMG516 Manage project communications and information |
||||
|
Assessor name |
|||||
|
Date of observation |
|||||
|
During the role play, did the student: |
Check (X) |
Comments (How did the student demonstrate this?) |
|||
|
Yes |
N |
||||
|
Open the meeting and explain the purpose and agenda of the meeting |
ü |
||||
|
Brief the team about the outline of the communication management plan, including: · A brief description of the project · Mapping of audience and communication purpose · A stakeholder analysis Matrix detailing: o major internal and external stakeholders o the type of information to exchange and the timing of that exchange o power and interests of stakeholders for placement o at least one stakeholder management strategy per stakeholder o communication resources available to the project · Formal communications processes · Informal communications processes |
ü |
||||
|
Ask stakeholders for inputs for communication planning |
ü |
||||
|
Use active listening and questioning to confirm understanding and agreement |
ü |
||||
|
Seek approval to finalise communication management plan |
ü |
||||
|
Participate in verbal exchanges using clear language and appropriate non-verbal features |
ü |
||||
|
Feedback to student: |
|||||
|
ASSESSOR |
I have confirmed the responses given in this report. |
||||
|
Name and signature |
Date: / / |
||||
|
STUDENT |
I have read and agree with this report. |
||||
|
Name and signature |
Date: / / |
||||
In the existing scenario, Australia is facing the drought that is influencing the country’s economy despite of the rural or city areas. Various government and non-government organizations are looking forward to help the community to fight this drought. Westend Events group is developing and executing the project that can meet the needs and requirements of the drought facing individuals and assuring their safety and proper comfort for them in the present scenario. The organization is being handled by the director and he is the sole decision-making individual regarding the major decisions those could influence the entire project. Since, the project is big and the impacted audience is the entire Australian community, the stakeholder identification, and communication strategy will be playing major role in the successful deployment of the project with an assurance that the project meets the needs and requirements of the end users. The stakeholder analysis and strategies for every involved stakeholder is done and presented in the above two sections. This section will emphasize on the communication management as developed in the following:
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Communications Management Plan Defeat the Drought Westend events |
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Introduction/ Purpose |
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This communication management plan will emphasize on defining the needs and requirements of the feasible and sophisticated communication delivery among the involved stakeholders. The purpose is to make sure that the entire project ongoing activities and related information are cascaded to the respective stakeholders. It will make sure that every individual role is well-defined throughout the project lifecycle and every stakeholder contribute in the successful deployment of the project. A communication matrix is also proposed in this pan emphasizing on the clear description of the stakeholders needs and requirements. |
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Communications Management Approach |
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The project manager should always be available throughout the project lifecycle in manner to make sure that all the information regarding the project is well communicated and necessary decisions are being made for the delivery and management of the entire project. The project manager’s role is very crucial throughout the project as their role is to monitor manage and motivate the entire project activities towards the successful deployment and delivery of the project. This approach will make sure that the entire project activities are well communicated and all the involved stakeholders are well involved in the management and delivery of the project. |
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Communications Management Constraints |
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The proposed communication management plan will follow the legislative, regulatory, technology, and/or organizational policy requirements, throughout the communication or project lifecycle. The communication plan will cover the entire stakeholders either internal/external and will manage the stakeholders’ role throughout the project lifecycle considering the final deliveries and the management of end users’ needs and requirements. |
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Stakeholder Communication Requirements |
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The requirement will cover the necessary resources required for the delivery of the communication between the stakeholders such as meeting venue, telephone connectivity, network, computers, data analysis tool, and many more. Other than these, proper managerial and leadership style will be required in addition to the feasible and sophisticated plan that covers the entire project and its constraints. |
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Roles |
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Project Sponsor |
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The role of the project sponsor will be to analyse the summary of the project report and make sure that every objective of the project is being managed and delivered. Their responsibility and role is to provide necessary funding for the successful delivery of the project. |
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Program Manager |
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The most crucial stakeholder for the entire communication management and project management is the project manager and hence, it will be his or her responsibility to make sure that the developed communication management plan is being followed by every involved stakeholder and the entire project is being managed and delivered as per the planning. |
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Key Stakeholders |
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Key stakeholders of the project will have the responsibility to add their innovation and creativity and make sure to discuss all the vital aspects of the project to their supervisor targeting the successful and efficient delivery of the project. |
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Customer |
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Australian community will be the biggest targeted customers or consumers for this project and hence, their role will be to avail the services being introduced to them and make sure that they provide feedback for the welfare of the project. |
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Project Team |
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Their role will be to manage and deliver the operational activities of the project as planned or discussed by the project manager. |
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Steering Committee |
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The steering committee will have the responsibility to analyze the entire data and information of the project and take the decisions those are best for the successful delivery of the project. |
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Project Team Directory |
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Communication Methods and Technologies |
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The Gmail or Outlook can be used for communicating with the stakeholder, the newsletter and digital advertising approaches can be adopted for assuring that all the stakeholders are informed about the ongoing growth and development of the project.
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Communications Matrix The following table identifies the communications requirements for this project. |
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Reporting issues and problems There might the possibility of the agreements on certain decisions as it can be expected that a group of individuals can agree on the same context and thus, the project delivery can be altered. The stakeholders might not understand what the planning is trying to deliver and hence, feel in doubt whether they should follow the lead or not. There should be a documentation of the results and the topics raised during the communication every time and it must be discussed before and after the deployment of the meeting with the stakeholders. Information Management
Information validation processes |
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Communication Flowchart |
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Guidelines for Meetings |
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Meeting Agenda |
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Meeting Agenda will be distributed 5 business days in advance of the meeting. The Agenda should identify the presenter for each topic along with a time limit for that topic. The first item in the agenda should be a review of action items from the previous meeting. |
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Meeting Minutes |
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Meeting minutes will be distributed within 2 business days following the meeting. Meeting minutes will include the status of all items from the agenda along with new action items and the Parking Lot list |
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Action Items |
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Action Items are recorded in both the meeting agenda and minutes. Action items will include both the action item along with the owner of the action item. Meetings will start with a review of the status of all action items from previous meetings and end with a review of all new action items resulting from the meeting. The review of the new action items will include identifying the owner for each action item. |
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Meeting Chair Person |
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The Chair Person is responsible for distributing the meeting agenda, facilitating the meeting and distributing the meeting minutes. The Chair Person will ensure that the meeting starts and ends on time and that all presenters adhere to their allocated time frames |
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Note Taker |
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The Note Taker is responsible for documenting the status of all meeting items, maintaining a Parking Lot item list and taking notes of anything else of importance during the meeting. The Note Taker will give a copy of their notes to the Chair Person at the end of the meeting as the Chair Person will use the notes to create the Meeting Minutes. |
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Time Keeper |
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The Time Keeper is responsible for helping the facilitator adhere to the time limits set in the meeting agenda. The Time Keeper will let the presenter know when they are approaching the end of their allocated time. Typically a quick hand signal to the presenter indicating how many minutes remain for the topic is sufficient. |
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Communication Standards |
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The spreadsheets, excel, emails, status reports could be used as the standard reports for the delivery and management of the project. The documentation will include: project charter, project description, status reports, risk management, learnings, and project end status report. File sharing standard Web Portal can be used for sharing the necessary document among the different stakeholders. |
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Communication Escalation Process |
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The uncertainties and the risks are the tail of the project and hence, this could be covered and managed in the brainstorming section or at the meetings where the stakeholders are right in front of each discussing all the problems and possible remedies. There should be proper documentation of the project growth and development at the end of every phase of the project and hence, could be helpful and effective in developing the strategies those could meet the project scope and objectives. |
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Glossary of Communication Terminology |
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Sponsor Acceptance |
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Approved by the Project Sponsor: |
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Date: |
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<Project Sponsor> |
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<Project Sponsor Title> |
Performance Evidence
Performance Checklist – Assessment 2, Part C
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The student prepared a communication management that includes: |
Yes |
No |
Trainer/Assessor to complete (Comment and feedback to students) |
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Part C |
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A brief description of the project |
ü |
||
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Mapping of audience and communication purpose |
ü |
||
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A Stakeholder Analysis Matrix detailing: o major internal and external stakeholders o the type of information to exchange and the timing of that exchange o power and interest for stakeholder placement o at least one stakeholder management strategy per stakeholder o communication resources available to the project |
ü |
||
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· Formal communications processes |
ü |
||
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· Informal communications processes |
ü |
||
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· Communication management procedures including standards, escalation processes, version control, a systematic approach to storage, searching, retrieval and archiving of relevant information, process to update the communications management plan |
ü |
||
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· Glossary of terms, flowcharts for communication, communication constraints |
ü |
||
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Correct sequencing and scheduling of complex project activities |
ü |
||
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The use of vocabulary, structure (template) and conventions appropriate to the communication management plan |
ü |
||
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The use of digital tools to access, organise and analyse complex data |
ü |
||
The project is creating an event for drought relief activities. The concern is named as Defeat the drought. The project aims to complete the activities like relief matches, concerts as well as different initiatives. The milestones are selection of venue to ensure that it is ready for the event, signage, and arrangements of seating. In addition, it is required for gathering the equipment in order to organise the event. The equipment such as sound and light are required to be ready for the event. Hospitality is one of the major milestones that are required to achieve in the event. Sponsor liaison, reception of guest and hospitality services to the participants are important for the project.
In order to organize the project, an executive requires to be placed in charge of the committee. The project expense above normal production support activities are generally unbudgeted expenditures for the activities. An executive has budgetary authority that will allow the committee of the project acting quickly and decisively on requests as well as protocols, which will be made using present vision of the project.
In the committee charter, the steering committee is recommended for operating the charter.
- The initiatives require a partnership between the milestones
- Senior level-business management sponsorship is considered as prerequisite for the project activities.
- The priorities will be managed by the steering committee.
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Name of Project> |
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1. Project Progress Summary |
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The project initiation is completed including the stakeholder analysis, communication management and the responsibility allocation to every internal/external stakeholder of the project. The project is going as it was estimated to be delivered and hence, current status of the report is good however, the final delivery of the project needs to cover proper planning, execution, monitoring and closing of the project. |
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2. Milestones |
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Table 1 - Milestones scheduled for achievement since last report and performance against those milestones |
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3. Project Risk Management Statement |
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Comments |
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4. Issues |
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This section can be utilised for recording and monitoring of project issues. |
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5. Recommendations: |
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Follow the above mentioned and developed planning |
Ongoing progress and growth of the project and not meeting the expected benefits of the project. Development of the strategies those could be utilized for motivating the entire project growth towards the estimated planning or development estimation. The fundraising event should have enough availability of the sponsors and funds those could be allowed for better living of the end consumers (Australian community).
Performance Checklist – Assessment 2, Part D
|
The student prepared a communication management that includes: |
Yes |
No |
Trainer/Assessor to complete (Comment and feedback to students) |
|
Part C |
|||
|
A brief description of the project |
ü |
||
|
Mapping of audience and communication purpose |
ü |
||
|
A Stakeholder Analysis Matrix detailing: o major internal and external stakeholders o the type of information to exchange and the timing of that exchange o power and interest for stakeholder placement o at least one stakeholder management strategy per stakeholder o communication resources available to the project |
ü |
||
|
ü |
|||
|
· Formal communications processes |
ü |
||
|
· Informal communications processes |
ü |
||
|
· Communication management procedures including standards, escalation processes, version control, a systematic approach to storage, searching, retrieval and archiving of relevant information, process to update the communications management plan |
ü |
||
|
· Glossary of terms, flowcharts for communication, communication constraints |
ü |
||
|
Correct sequencing and scheduling of complex project activities |
ü |
||
|
The use of vocabulary, structure (template) and conventions appropriate to the communication management plan |
ü |
||
|
The use of digital tools to access, organise and analyse complex data |
ü |
||
References
Binder, J., 2016. Global project management: communication, collaboration and management across borders. Routledge.
Fleming, Q.W. and Koppelman, J.M., 2016, December. Earned value project management. Project Management Institute.
Harrison, F. and Lock, D., 2017. Advanced project management: a structured approach. Routledge.
Heagney, J., 2016. Fundamentals of project management. Amacom.
Heldman, K., 2018. PMP: project management professional exam study guide. John Wiley & Sons.
Kerzner, H. and Kerzner, H.R., 2017. Project management: a systems approach to planning, scheduling, and controlling. John Wiley & Sons.
Kerzner, H., 2018. Project management best practices: Achieving global excellence. John Wiley & Sons.
Larson, E.W., Gray, C.F., Danlin, U., Honig, B. and Bacarini, D., 2014. Project management: The managerial process (Vol. 6). Grandview Heights, OH: McGraw-Hill Education.
Leach, L.P., 2014. Critical chain project management. Artech House.
Lock, D., 2017. The essentials of project management. Routledge.
Marchewka, J.T., 2014. Information technology project management. John Wiley & Sons.
Martinelli, R.J. and Milosevic, D.Z., 2016. Project management toolbox: tools and techniques for the practicing project manager. John Wiley & Sons.
Mir, F.A. and Pinnington, A.H., 2014. Exploring the value of project management: linking project management performance and project success. International journal of project management, 32(2), pp.202-217.
Nicholas, J.M. and Steyn, H., 2017. Project management for engineering, business and technology. Routledge.
Schwalbe, K., 2015. Information technology project management. Cengage Learning.
Svejvig, P. and Andersen, P., 2015. Rethinking project management: A structured literature review with a critical look at the brave new world. International Journal of Project Management, 33(2), pp.278-290.
Turner, J.R., 2014. Handbook of project-based management(Vol. 92). New York, NY: McGraw-hill.
Turner, R., 2016. Gower handbook of project management. Routledge.
Verzuh, E., 2015. The fast forward MBA in project management. John Wiley & Sons.
Walker, A., 2015. Project management in construction. John Wiley & Sons.
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