PMAN 634 Group 1 Week 11 Deliverables

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PMAN 634 Group 1 Week 11 Deliverables Team Members: Antravious Brown, Shavonna Corprew, John Hardegree, Loni Ray, Mikale Smith, and Edith Tengen Professor Dr. Clifford Graham 26 March 2024

PMAN 634, Group 1 23 March 2024 I. Introduction Competence, organization, methodologies, methods, tools, and techniques are the main factors that contribute to a successful project management plan (Venczel et al., 2021). Identified in each section are the plans that are needed to address the knowledge area, the type of information that should be included, and how much of the information could be presented using visualization tools versus text. The intent is to showcase the group's overall understanding of project management and discuss how each section addresses the discussion topics in detail. In this paper, each sub-section focuses on the project management plan's communications, stakeholder, quality, and procurement management sections. II. Communications Communication is a critical ability that enables a project manager to complete their assigned tasks within a project. It is an essential tool a project manager should have through learning and skill building. Project Communications Management (PCM) includes the processes required to ensure timely and appropriate planning, collection, creation, distribution, storage, retrieval, management, control, monitoring, and the ultimate disposition of project information (Lewis, 2016). PCM refers to a group of processes that ensure the appropriate communications, which the relevant individuals transmit, are well received, and understood (Project, 2022). Learning and enhancing the skills of the project manager helps to lead the project more effectively. The success of a project starts and ends with communication. The information that should be recommended for inclusion into the project management plan for the communication knowledge area is the understanding of formal and informal types of communication, frequency, format, and purpose because this is the key to successfully working 1

PMAN 634, Group 1 23 March 2024 and completing the project as the team or project manager focuses. Practical communication skills are the foundation of a project manager's overall success. The level of detail included would be formal and informal due to the nature of a project regarding communication and the project. As an example, formal channels tend to have a predefined channel format in the organization, whereas informal channels usually have no preset rules. There are several ways to communicate during a project. They include meetings, emails, surveys, discussion boards, memos, project plans, and phone calls. When managing a project, communication is critical to interacting with the team. The average project manager could spend up to 90% of their time communicating through various forms of communication methods. Each project is time-sensitive and requires clarity and communication to help reach the deadlines for the overall project's success. The details and formality of the information are laid out in detail with a communication plan. The team should have an internal and external system to communicate in real-time to provide updates to all parties. Frequency of time, responsible parties, and their requirements are essential elements of what is essential to ensuring a project is completed to the expected standards. Communication information could be presented using visualization instead of text to provide the format and steps of communicating and its importance. Visuals will grab the audience's attention, enhance engagement, and help retain information longer. Conveying complex information through visuals allows for simplicity in displaying information. The use of graphs, charts, descriptive images, and help-timed videos helps supplement this. Visual tools are also a great way to communicate with customers and stakeholders. It can set an expectation that will be seen throughout the presented information. As an example, the use of a roadmap will provide a guide to reach short and long-term goals. 2

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PMAN 634, Group 1 23 March 2024 III. Stakeholder Section 13 of the PMBOK Guide sixth edition defines a stakeholder as an individual, group(s), or organization that could impact or be impacted by the project to analyze stakeholder expectations and their impact on the project (PMI, 2017). Depending on the project's measures, the quantity of stakeholders may vary, which is why communication is crucial. Communication will help address the needs and expectations of the project. Identifying stakeholders involves identifying project stakeholders regularly and analyzing and documenting relevant information regarding their interests, involvement, interdependencies, influence, and potential impact on project success (PMI, 2017). The result of a successful project begins with identifying and engaging with stakeholders. Furthermore, the project management plan should include a section that addresses stakeholders to ensure project deliverables and expectations align for a successful project. Leading a project without including stakeholders can impact the project. The project management plan would include a stakeholder management plan. The stakeholder management plan addresses the approach and actions that will increase support and decrease the negative impacts the project will have. Once we have identified our stakeholders, we will develop an approach that includes the names of each stakeholder based on their needs, expectations, interests, and impact on the project. Awareness of this information is crucial because it can potentially affect the level of impact on the project. For example, external stakeholders such as the Chicagoland community significantly impact the Gizmotron Product Rollout because we need their feedback through surveys, email, campaigns, etc., to focus on the activities in place to complete the project. External stakeholders play a significant role in influencing decision-making. External 3

PMAN 634, Group 1 23 March 2024 stakeholders are necessary for the project to be successful, as it would need suppliers, creditors, and the community to function. The company's employees, project managers, investors, and donors are internal stakeholders. It is important to include internal and external stakeholders as internal stakeholders play a significant role in the success or downfall of a project, while external stakeholders provide the funds to help the project stay on track. Stakeholder visualization can be presented through a stakeholder map derived from the stakeholder analysis. The stakeholder map will outline the list of stakeholders broken down into two categories: ones affected by the project and those who will contribute to it. The map will analyze stakeholder's expectations and impact on the project. It will prioritize stakeholders based on the influence one may have on the project. Furthermore, we will engage stakeholders through a communication plan to ensure that messages, documents, data, and reports are effective. Lastly, visualization can be developed through the Gant chart and assist with planning and scheduling projects. IV. Quality The process of defining quality standards for a project's deliverables and quality assurance that ensures that the standards are met is project quality management. I.T. is also considered quality planning, assurance, and control activities. Quality planning, quality assurance, and quality control are established in a Quality Management Plan document. The quality planning section has metrics for measuring the quality while the project is being managed. The quality planning section has a checklist of tasks to complete during the project. Quality control determines the quality requirements for deliverables and testing, inspecting, and reporting to ensure they are met, and quality assurance ensures that the process is working for the project deliverables to meet quality requirements. A project audit could be used to accomplish 4

PMAN 634, Group 1 23 March 2024 this. The main idea is to deliver a product or service to the customer or the stakeholder with the required specifications. The key elements will be customer satisfaction, work on continuous improvement, and the money spent on fixing any failures. Visualizations can be a more effective way to present a large amount of information in the project quality management plan than text. Visualizations can help stakeholders and the project team communicate more effectively, comprehend complex ideas better, and simplify them. The following are some illustrations of how various elements of the quality management plan can be represented visually: to Visually represent the quality criteria and objectives for different project components using a quality objectives matrix or a quality standards dashboard. Target quality metrics, thresholds, and performance trends over time may be displayed in charts or graphs in this manner. A flowchart or process diagram can illustrate the sequence of quality assurance activities and their interrelationships. This visual representation can help team members understand the steps involved in ensuring product or service quality and the roles/responsibilities of each stakeholder. Control charts or Pareto diagrams can visually represent performance metrics and quality control measures. These visuals can prioritize quality issues according to their impact, identify areas for improvement, and highlight trends. By improving the information's accessibility, engagement, and actionability for project stakeholders, the use of visualizations in the project quality management plan can increase its efficacy. Throughout the project lifecycle, visual aids like charts, diagrams, and dashboards can help people understand and make better decisions by providing complex quality-related concepts clearly and concisely. 5

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PMAN 634, Group 1 23 March 2024 V. Procurement A procurement plan is used to manage finding and selecting a vendor. This plan would justify the need for external suppliers and explain how to find a supplier. The procurement plan aims to increase the efficiency, transparency, and effectiveness of the procurement process. The plan details how products or services will be acquired and how vendors will be managed during the project. Our project management plan should include a section addressing procurement knowledge. The procurement knowledge area should identify the procurement needs and requirements of the project, define the project timeline, define change approval processes, identify vendor management techniques, pinpoint organizational standards that must be complied with, define risk management processes, and determine payment methods (Brush, 2023). The procurement section of the project management plan should start by identifying the project's procurement needs and requirements. This portion should define the products and services of the organization that need to be acquired externally. This section will explain why the company needs to procure these products and services internally rather than internally. The section should then define change approval processes. This section will describe the organization's change management processes, specifically how the organization can make changes to the procurement process and documentation. The section includes an explanation of how to make these changes and the processes needed to approve changes by the appropriate project sponsors (Brush, 2023). The procurement section should then identify vendor management techniques. This portion will explain the techniques used to manage vendors after signing a contract with the company. This portion would ensure that vendors fulfill their responsibilities and hold up their end of the deal by providing the organization with the products and services requested. Vendor 6

PMAN 634, Group 1 23 March 2024 management techniques include creating an SOW outlining project timelines and compliance and conducting frequent meetings. The section should also include a section that pinpoints organizational standards that must be complied with. This portion should identify the legal requirements for the project and ensure that the company and vendors comply with the laws. For example, all organizations should consider legislation such as the General Data Protection Regulation when operating with external companies. To elevate the comprehension of the project group, the procurement plan could include visual components. For example, an anchor chart visualizes what an acceptable supplier contract should look like and what components need to be included in the contract, such as organization compliance and compliance with legislation (Brush, 2023). The procurement section should also address risk management processes that address the potential risks of working with external suppliers. This section should detail risk tolerance, probability, severity, policies, procedures outlined in the supplier contracts, and approval processes for requirements. This portion could also include a visual component. There could be visual pictures of risk management issues such as data corruption (Brush, 2023). Lastly, the procurement section should determine payment methods and currencies that will be used and accepted during the procurement process. This portion should detail how often payments will be made (annually, quarterly, monthly, etc.) and the payment terms. This will ensure no payment conflict between organizations and vendors (Brush, 2023). 7

PMAN 634, Group 1 23 March 2024 VI. Conclusion In conclusion, key contribution factors executed in an organized way can lead to a successful project management plan and provide some very beneficial outcomes. Communication throughout the project, the stakeholder's level of involvement, quality assurance and checks, and procurement management were discussed as to how they benefit the project management plan. Communication is essential for effective communication with team members, stakeholders, executives, and clients. It requires clear and concise transmission methods to track goals, accountability, new developments, stakeholder engagements, and the use of an effective communication plan to help ensure the effectiveness of the project. Through stakeholder visualization, their requirements and concerns can be derived from stakeholder analysis. Quality management is achieved through continuous efforts by the project team to meet the customer's needs and expectations. Increasing the project plan's efficiency, transparency, and effectiveness by identifying the customer's requirements and needs helps meet the project's anticipated timelines. Understanding the known requirements of the project, timeline, approval processes, techniques for identifying vendor management, pinpointing organizational standards, defining the risk management processes, and determining payment methods helps this process throughout the project. 8

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PMAN 634, Group 1 23 March 2024 References Antony, J., Leung, K., Knowles, G., & Gosh, S. (2002). Critical success factors of TQM implementation in Hong Kong industries. International journal of quality & reliability management , 19 (5), 551-566. Bush, K. (2023). Procurement Plan. TechTarget. Retrieved March 15, 2024, from https://www.techtarget.com/searchcio/definition/procurement-plan Devanesan, J. (2019). Road-mapping Helps You Achieve Short and Long-term Strategic Goals . Retrieved March 20, 2024, from https://onlinepmcourses.com/visual-communication- better-project-results/ . Lewis, G. (2016, June 29). Projectmanagement.com - Project Communication Management. Project Management. https://www.projectmanagement.com/blog-post/21224/Project- Communication-Management Pheng, L. S., & Hwa, G. K. (1994). Construction quality assurance: problems of implementation at infancy stage in Singapore. International Journal of Quality & Reliability Management , 11 (1), 22-37. Project Communication Management (definition and steps). Indeed.com. (2022, September 30). https://ca.indeed.com/career-advice/career-development/project-communication- management Zagerman, J. (2022, March 7). The role of the project manager: Communication is key . Harrisburg University. https://www.harrisburgu.edu/news/the-role-of-the-project- manager-communication-is-key/ 9

PMAN 634 Group 1 Week 11 Deliverables

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