Discover what’s involved in managing communication, change, and quality while the project is underway.
- [Voiceover] During planning you created plans for managing communication, changes, and quality. Now that the project is in progress, it's time to put those plans to work. First, you and your team move communication from plan into action. Everyone creates and sends out information and retrieves and stores whatever info comes in, all according to plan. And while you're communicating, don't forget that you also need to implement your stakeholder management plan to maintain support for the project.
Let's take a minute to talk about reports. For example, sending out status reports once a week is typical. You might ask your team for status mid-day on Fridays. Status reports usually cover what's happened, the work that was scheduled, work that was completed, and work that didn't go according to plan. Include any variances and how you plan to correct them. In addition, include problems or issues, along with the steps you plan to take to resolve them.
Finally, produce and distribute reports for that week's accomplishments, the audiences you identified, and using the methods you chose. For the management team, you might prepare a cumulative status report that shows what's happened up through the status date. That way they can focus on the big picture of the project. If they ask for details, you can put together additional reports. Dashboards show information graphically and make it easier to see what's going on.
For example, you can flag progress or performance with stop lights. A green light says everything is fine. A yellow light shows a small variance, and a red light indicates a larger problem. While all this communication is occurring you need to monitor how it's working. Are stakeholders getting the info they need when they need it and using the best methods? If they aren't, go ahead and adjust the communication plan to reflect what they want.
Now onto change management. When change requests come in, follow the steps in your change management plan to determine whether you should add them to your project. Remember, you add every change request that's made to a change request log so you can track the request whether it's denied by the change review board or approved and added to the project. In addition, if added change requests affect the schedule and/or cost, update the baseline to reflect those adjustments.
That way, the change requests don't generate variances between the plan and actual performance. You also perform activities to measure quality and evaluate the level of quality your project is delivering. As you spelled out in the quality management plan, if quality isn't at the required level, figure out how to improve it. Even if quality is where it should be, review your quality processes to see if you can achieve that quality more easily.
Remember, managing communication, change and quality isn't a one-time effort. While your project is running, continuously monitor communication, watch for change requests, and measure quality. By keeping on top of these things, you'll deliver your project more successfully and with a lot less drama.
Bonnie Biafore has always been fascinated by how things work and how to make things work better. In this course, she explains the fundamentals of project management, from defining the problem, establishing project goals and objectives, and building a project plan to managing team resources, meeting deadlines, and closing the project. Along the way, she provides tips for reporting on project performance, keeping a project on track, and gaining customer acceptance.
- Defining the components of a project
- What it takes to be a project manager
- Using project management software like Microsoft Project
- Managing project scope, budget, and schedule
- Managing project resources, including people
- Managing project risk
- Initiating a project
- Identifying and managing stakeholders
- Identifying requirements and deliverables
- Developing a project plan
- Building a project schedule
- Assigning resources to tasks
- Understanding the critical path
- Running the project
- Managing teams
- Monitoring performance
- Closing a project
Skill Level Beginner
Project Management Foundations: Communicationwith Doug Rose1h 47m Appropriate for all
Project Management Foundations: Budgetswith Bob McGannon1h 11m Appropriate for all
1. Getting to Know Project Management
2. Exploring Project Management Knowledge Areas
3. First Things First
How to develop requirements4m 19s
4. Developing a Project Plan
5. Building a Project Schedule
6. While You Run the Project
7. Working with Teams
8. Monitoring and Controlling Progress and Performance
9. Closing a Project
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