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Implementation of a communications plan and user training - Coggle Diagram
Implementation of a communications plan and user training
Principles
C (Connected) - connected: must be connected by the activities of the project participant as an employee of the organization or as a stakeholder in the project;
L (List next steps) - a list of necessary actions: what needs to be done in the near future;
E (Expectations) - expectation: a clearly formulated image of the success and failure of the project to understand what results are worth striving for and what outcome to avoid;
A (Ability) - capabilities: a list of ways, methods and means to achieve the goal;
R (Return) - return: what exactly the corresponding participant will receive from applying his efforts to the designated task.
Historical context
It is necessary to familiarize yourself with the previous professional history of the relevant stakeholder - this aspect has a significant influence on the content of the message and the way it is delivered.
Simple and concise messages
It is recommended to avoid long and cumbersome information messages, and preferably use short and succinct ones, containing one thought at a time.
Corporate vocabulary and terminology
When communicating, it is preferable to use terms and jargon accepted by the company; this will create the image of “your person”
Accurate formatting and layout of text
A neatly formatted message is more likely to be read, if only for aesthetic reasons.
Rules for implementing the communication plan
Purpose Is the purpose of the message clearly stated?
Reasons and need Does the message contain information about the reasons and need for the project?
Actions Has a set of actions been formulated that project participants must perform based on the results of familiarization with the information contained? Are their target behaviors described?
To whom (target audience) Who is and who is NOT the target audience of this information message?
Who (sender) Has the person best suited to initiate this message to the relevant target group been identified?
Channel Has the communication channel most appropriate for initiating this message to the relevant target group been identified?
Urgency How urgent is this information message?
Feedback How critical is receiving response/feedback? If yes, is the appropriate infrastructure organized for this?
Examples of typical roles implemented in ERP systems:
production operator;
responsible for the receipt of materials;
fixed asset accountant;
credit analyst, etc.
Examples of typical courses:
outgoing deliveries;
investment management;
logistics management - etc.
Determining the duration of courses
The duration of the course describes the amount of time the employee will be removed from his or her normal duties to complete the training.
Project Schedule Management
schedule compression rules
Compress only operations on the critical path.
Compress by one schedule time unit per step (for example, one day per step).
When there are multiple critical paths, compress them all at the same time.
Compress first those critical path operations that have the lowest compression cost (lowest cost/time slope).
Do not compress non-critical operations.
Results of the Schedule Management Process
Schedule Model Data (Updates) Approved changes to schedule information result in the construction of new project schedule network diagrams. In some cases, project schedule delays are so severe that they necessitate the development of a new schedule with revised project start and completion dates.
Schedule Baseline (Updates) Adjustments to the schedule baseline may be made as a result of approved changes. Before creating a new schedule baseline, the original schedule baseline and schedule model are preserved to avoid loss of historical data.
Efficiency measurements - values of deviations in terms and deadlines index, calculated for individual elements of the WBS; documented and communicated to project participants.
Requested changes to the project baseline may be caused by schedule variance analysis, review of performance reports, performance measurement results, and changes to the project schedule model. Requested changes are processed for review and approval as part of the overall change management process.
Recommended corrective actions are any actions taken to bring the expected future performance of the project schedule into conformity with the approved baseline schedule. Corrective actions often require preliminary root cause analysis of variances to identify the planned activities that are actually causing the variance.
Organizational process assets (updates) - accumulated knowledge about the causes of deviations, rationales for selected corrective actions and other types of accumulated knowledge.
List of operations (updates).
Operation parameters (updates).
Project management plan (updates).
Project Cost Management
planned cost of planned work (PV - Planned value);
planned cost of work performed (EV - Earned Value);
actual cost of work performed (AC - Actual Cost);
planned cost of the entire project (BAC - Budget at Completion).
Calculation of key indicators of the EVA method
Cost deviation (CV - cost variance). An absolute indicator characterizing how much more/less we spent compared to how much we should have spent on completing tasks that had already been completed
Time deviation (SV - schedule variance). An absolute indicator that characterizes how much more/less we have done compared to the volume of tasks planned for the current date in the basic project schedule.
Budget performance index (CPI - cost performance index). A relative indicator that characterizes how much more/less we spent compared to how much we should have spent on completing tasks that have already been completed. Used to compare different projects with each other.
Schedule performance index (SPI - schedule performance index). A relative indicator that characterizes how much more/less we have done compared to the volume of tasks planned for the current date in the basic project schedule. Used to compare different projects with each other.
Cost forecast at project completion (EAC - estimate at completion). The estimated value of the total costs of the project, subject to the current cost deviation characterizing the CPI.
Project risk control
Review of risks
Risk audit
Analysis of deviations and trends
Reserve analysis
Status meetings