Communications SESW 108: Program Development and Management Dr. Kazi Abdur Rouf Instructor Settlement Services Worker Certificate Social Service Worker Part-Time Diploma Program School of Social and Community Services Humber College Institute of Technology and Advanced Learning Building C, Lakeshore Campus, Toronto Tuesday, November 6, :30 - 9:30 PM (10 th class lesion)

Communications Project Communication Lines of Communication Communication medium What information should be communicated Project Information and control system Hanover Meeting Project Progress Meetings Project Reporting Reporting period Transmittal Note

Project Communication The project Management body of knowledge (PMBOK) defines project communication as “…the project required ensuring timely and appropriate generation, collection, dissemination, storage and ultimately disposition (disposal) f project information”. It provides critical links among people,, ideas, and information that are necessary for success.” Project Manager is in the key position to develop and maintain all the communication links, both inside the organization and project team, and outside the organization with clients, funders and other stakeholders. PM are usually spend 90% of their time in communication: meetings, writing memos, ing, faxes, reading reports, talking with team members, senior managers, clients, and other stakeholders. Communications could be overlapping, and complex interfaces. So systematic communication can be well managed if carefully plan it for determining quality, efficiency, productivity and satisfaction. Burke, Rory (2001). Project Management: Planning & Control Techniques. Chichester: John Wiley & Sons Ltd.

Lines of Communication The following lines of communication tend to follow the organization chart, but also responsibility, authority, and who reports to whom. Client Vendors Contractors Project Team General Manager Office Manager Finance Manager Program Coordinator

Communication lines It is important include all key people in the project’s lines of communication. Be careful: to leave a key person in the list could result a hostile and negative attitude to the project. Communication medium Formal medium Informal medium Written or verbal Planned or ad-hoc Formal written: letters, faxes, mail, memos, minutes, drawings, specifications and reports. Usually written communications are encouraged with team players. Informal verbal: causal discussion between friends Non-verbal: body language

What information should be communicated If PM give everyone same information to all, they will be overloaded Give information to only concerned people Certain information should be controlled-instructions, memos The frequency of reports and turnaround time for responses should be discssed and agreed The reporting format and content should be discussed with the team players in advanced The information presented should be in an easy understandable format

Project Information and control system Project Information and control system complements the lines of communication and the project control system by focusing on the flow of information. For effective flow of information, all arties must be aware that they are part of the linked system Control data capture function Data Capture Work Execution Project Meetings Data Processing Progress Reports Information

Hanover Meeting The purpose of the handover meeting is to formally commence the project, project phase or sub-contact and establish how to manage it The attendance would normally include the client, senior management, the project team members, and other concerned parties; and other stakeholders A typical agenda may include: Project charter: outline the purpose of the project Project OBS (operation body stakeholders): Identify all relevant project participants and stakeholder. Discuss the score of the work and contracts-who does what, responsibilities and authority Communication: Discuss the lines of communication and information and the control system Build method; Discuss how the product will be made, quality and hold points Schedule: Discus project schedule and milestones Reporting; Discus progress reporting-format, content, frequency and circulation Meetings: Discus schedule of meeting, attendance, venue agenda and minutes Instructions: Explain procedure for issuing instructions, format and who has authorization. These could be drawings, schedules, minutes, memos, letters, faxes and

Hanover Meting-continue Document control: Discuss what documents will be controlled and how they will be transmitted Configuration management: Discuss how changes will be incorporated and communicated. Outline procedures for scope changes and identify the people with approved signing power Payments: Discuss how progress will be measured and payments will be made Contract: Discus how progress will be measured and payments will be made Contract: Discuss contractual requirements, retention, bonds, penalties and warranties List of client supplied item List of inclusions and exclusions Commissioning: Discuss how product will be run-up, tested, accepted or rejected.

Project Progress Meetings Progress meetings are generally held every weeks to monitor progress and guide the project completion. Progress meetings provide an effective forum for the project manager to coordinate, integrate and manage the project’s participation Meetings provide interactions of information and innovations among project team members The meeting is for decision making if any problem need to resolve A typical progress meeting would contain the following: Agenda: The agenda should be circulated before the meeting Minutes: approve minutes of previous meeting Action: Report on actions from previous meeting Progress: Report progress by work packages Configuration management: Discuss scope changes-their implications and approval Document Control; List controlled document Claims: Discuss any claims since the last meeting Quality: Discuss NCRs and quality issues Payments: Approve invoices for payment Minutes: The minutes should be approved at the following meeting

Project Reporting Project data can be collected, processed and reported in may ways Project reporting format Frequency of reporting Circulations of reports The report should be designed to assist problem-solving and decision-making by the various levels of management Status report: simply quantify the position of the project. Subsequent evaluations are based on this data. Status report may be specific and focus on the key areas of the project, like time, cost, and quality. ActivityDescriptionStatus TypeWork phase-… Material ordered-work start on Monday

Trend reports, exception reports and monthly reports The Trend Report: The status report tells us the manager where the project is The trend report uses historical data and direction of the project Exception Report: This report guidelines for the planner to follow and filter out the important information All activities within 5 days All the services hat has missed The services not attained Monthly reports: The monthly reports give the project manager an excellent forum to quantify what is happening on the project and report it to senior managers and stakeholders It contains weekly progress reports, and meetings and overall pictures of the project It contains trend of the project progress or variance Identify all major events happening in the next month

Reporting period The timing reports should be linked with a schedule of the meeting and report roll-ups Weekly reports not include milestones of the project deliverables It is good use structured reports Ad-hoc reports may not include all information Report should be quick, easy to prepared and read The managers should not spend too much time reporting- about an hour per reporting period Document control: includes contract, specifications, drawings, schedules, reports and letters Transmitted Note: A transmitted notes or delivery note is sent every controlled document. The addresses must be sign the transmitted note and return a copy to the project office to conform the document has been received

Transmittal Note Number: Date Issued From: To: Received By: Date Content: Source: Burke, Rory (2001). Project Management: Planning & Control Techniques. Chichester: John Wiley & Sons Ltd. HD 69P75B872001(Schulich Business School)