Devry PROJ 330 week 7 Course Project
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Devry PROJ 330 week 7 Course Project
Objective
To create a
Communication Plan based on the Denver Airport Project.
Guidelines
The template for the
Communications Plan is located in Doc Sharing. Based on the information you
learned about the project, develop a recommended Communication Plan for the
project.
The Case Study can be
found in the DeVry online library, Books 24×7. The name of the book isAdvanced Project
Management by Harold Kerzner. It is Case 23, Denver International Airport.
Click.equella.ecollege.com/file/0414a184-2212-4279-aa5d-700b9d2be4e6/1/documents–Accessing_the_DeVry_Online_Library_PROJ330.docx”>here
for detailed instructions on accessing our library for this case.
Milestones
·
Week 3: Begin Initial
Draft (not turned in)
·
Week 5: Final Draft
Complete (not turned in)
·
Week 7: Submit Completed Communication Plan to your Dropbox.
Grading Rubrics
|
Category
|
Points
|
%
|
Description
|
|
Documentation and
Formatting
|
25
|
10
|
The plan is
professionally presented with formatting that aids the reader in
understanding the content. Proper citations are included.
|
|
Organization and
Cohesiveness
|
75
|
30
|
Entries are clear
and consistent with the categories of the Communications Plan template.
|
|
Editing
|
25
|
10
|
The plan is free of
spelling and grammatical errors.
|
|
Content
|
125
|
50
|
The content of the
plan addresses all elements of the assignment.
|
|
Total
|
250
|
100
|
A quality
Communications Plan will meet or exceed all of the above requirements.
|
Best Practices
·
Fill out the template
in its entirety.
·
Use the information
you gather to answer the Week 3 Checkpoint (which uses the same case study) to
help you begin your plan.
·
Do not wait until the
last minute to read the Case Study. You need to work a little on the document
each week, and follow the suggested milestones for completion.
·
There are several
books in the DeVry online library on project management that can be a source of
reference for helping you determine the information that should be included in
the plan.
Your Name here.
|
What
(The Content of
the Communication) |
Why
(Communication Purpose; then
description.See purpose codes below) |
Who
(Responsible, in
italics, then Audiences) |
When
(Timing
or Periodicity) |
How
(Typical Methods
of Communication) |
|
A. Initial Communications
|
||||
|
What
(The Content of
the Communication) |
Why
(Communication Purpose; then
description.See purpose codes below) |
Who
(Responsible,in
italics, then Audiences) |
When
(Timing
or Periodicity) |
How
(Typical Methods
of Communication) |
|
|
B. Recurring Communications
|
|||||
|
What
(The Content of
the Communication) |
Why
(Communication Purpose; then
description.See purpose codes below) |
Who
(Responsible,in
italics, then Audiences) |
When
(Timing
or Periodicity) |
How
(Typical Methods
of Communication) |
|
C. Close-out Communications(assignment, phase
or project)
|
||||
Based on Goff, The
Project Guide; 1990
Comments? Questions?
Contact Stacy Goff,
Key to the abbreviations in the above table
|
Why:
Communication
Purpose codes |
Who:Responsible,in
italics, and Audiences |
When:
Timing or Periodicity
|
How:
Methods of
Communication |
|
C Collect
Information from others, while increasing their ownership stake in the
project
D Decide: Action
Required; persuade others to take action: to influence a manager to decide to
resolve an issue
E Exchange
Information:Dialogue, to arrive at mutually agreeable ways to respond to
Issues or Risks
G Govern: Project
Governance, to meet legal, regulatory, enterprise policy or standard process
requirements
I Inform others, and
get their commitment, causing all interested parties or stakeholders to
engage in the project, to want it to succeed, and to help assure that it
meets their needs
|
TheWho’s in italicsare Responsible. The others are the target
audiences.
Additional
Notes:
Sponsor could be
multiple persons, from multiple enterprises; or they could be a Steering
Committee
Auditors could be
Internal or External
Key Decision Makers
include managers of internal team members within or beyond the Sponsor’s
control, or mangers in the Seller organization
Executives include
Management in the top several levels of the enterprise
Interested Parties
include Stakeholders and internal Customers
Leadership Team
includes Program and/or Project Managers, Team Leads, and captive PMO’s
PMO is an
independent Project or Program Management Office
Sellers also include
any Subcontractors
Experts are Subject
Area Experts
|
The majority of the
items are recurring, with as-needed updates after initial establishment
|
The methods depend
on whether a topic is formal or informal, and within or beyond the team.
Communications may have retention requirements.
Formal
Reports and Proceedingscan
use paper, or be electronic with access and tracking controls. They usually
must leave an audit trail.
Informal
Reportscan be paper or
electronic; if electronic, project wikis or collaborative software can be
useful.
Meetingscan be virtual or onsite; depending on their
purpose, their results are either Formal or Informal.
DiscussionsandPhone Callsrarely leave a documentation trail unless
they are part of a formal event.
Emailsleave a trail and have retention
requirements, while text messaging typically does not (currently).
|
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