GNB INFO 461 Ch09

GNB INFO 461 Ch09 - 1 The Critical Chain Project Schedule A...

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Unformatted text preview: 1 The Critical Chain Project Schedule A B C D E 10 Days 10 Days 10 Days 10 Days 10 Days A B C E D 5 Days 5 Days 5 Days 5 Days 5 Days 10 Project Schedule with Safety in Each Task Critical Chain Project Schedule 2.5 Days Buffers 2 Project Communication, Tracking, and Reporting Chapter 9 3 Learning Objectives • Knowledge (PMBOK®) of area called project communications management, which includes project communications planning, information distribution, performance reporting, and managing stakeholders. • Describe several types of reporting tools that support the communications plan. • Apply the concept of earned value and discuss how earned value provides a means of tracking and monitoring a project’s scope, schedule, and budget. • Describe how information may be distributed to the project stakeholders and the role information technology plays to support project communication. 4 PMBOK® Guide Project Communications Management • Communications planning • Information distribution • Performance reporting • Managing stakeholders 5 Project Communications Planning • A ttempts to answer: – How will information be stored? – How will knowledge be stored? – What information goes to whom, when, and how? – Who can access what information? – Who will update the information and knowledge? – What medium of communication is best? 6 Information Distribution ocuses on getting the right information to the right people in the right format. Moreover, information distribution should also include organizing minutes from meetings and other project-related documents. 7 Performance Reporting ocuses on the collection and dissemination of project information to the various project stakeholders. • Includes status reports, progress reports, and forecast reports. 8 Managing Stakeholders nsuring that clear, consistent, and timely communication satisfies the information needs and resolves any issues of the project stakeholders. 9 Monitoring and Controlling the Project • Regardless of how well a project is planned, unexpected situations will require adjustments to the project schedule and budget. • A project manager will not lose credibility because an unexpected event or situation arises. He or she will, however, lose (or gain) credibility in terms of how they handle a particular situation. 10 The Project Communications Plan • Can be formal or informal • Supports all of the project stakeholders – Who has specific information needs? – What are those needs? – How will these needs be met? – When can they expect the information? – What will be the format? 11 The Project Communications Plan Stakeholder Report ing Requirem ent s Report / M et ric Reason Sponsor or Client During periodic review meet ings....
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This note was uploaded on 10/31/2010 for the course BUSINESS S INFO taught by Professor Xx during the Spring '10 term at VCU.

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GNB INFO 461 Ch09 - 1 The Critical Chain Project Schedule A...

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