Project Communication Plan and ducumantaion

Using the paper started in Week One, add an additional 3 to 4 pages (1,050 to 1,400 words) describing your strategies for managing the project as follows:
•    Develop a project communication plan to describe how stakeholders and managers will be kept informed regarding project progress. This will include the form of communication (status reports, meetings, etc.), frequency, and specific project milestones that will aid in determining where the implementation stands.
•    Describe the various kinds of documentation that will be required to support the future system operation, including both user and technical documentation.
•    Describe the Change Control Process that will be employed on the project to properly manage any disruptions to the progress of the project.
•    Evaluate out-sourcing of implementation tasks, using consulting services versus performing them in-house, describing the costs, benefits, and challenges associated with each option.

What the meeting is about

Recipients or the Target Audience Objectives Update frequency Method of Communication
 Initiation or the Start- up Meeting

Project Sponsor, Team, Stakeholders, i.e. Mark Brewton, William Hunter, Barbara Scharer, Jennifer Morales, Nancy Davis, Mike Benson, Jim Travis, Gary Holmes, Roger Tomlinson

The status of the project will be reported, which will include the activities relating to progress, costs and various other issues.

Monthly Skype or any Video Conferencing
All the information relating to Project All the Stakeholders, i.e. Mark Brewton, William Hunter, Barbara Scharer, Jennifer Morales, Nancy Davis, Mike Benson, Jim Travis, Gary Holmes, Roger Tomlinson Project plan and the information in relation to project is notified here. The stake holders having access to the website through subscription will receive email notifications at the release of new update. Regularly Website related to project
Status Report Excluding the HR and the Admin, i.e. Gary Holmes, Roger Tomlinson, all the remaining major stakeholders The update on project status will be provided by the Project Manager on the items so completed and also information about accessing the completed items. Monthly Through E- mail
Status Update Excluding the HR and the Admin, all the remaining stakeholders, i.e. Mark Brewton, William Hunter, Barbara Scharer, Jennifer Morales, Nancy Davis, Mike Benson, Jim Travis, being the major Stakeholders. Follow-up meeting for deciding on whether the project needs any sort of modification, or whether, the project can be carried on. Monthly Skype or any Video Conferencing
The major Stakeholders are: -
Mark Brewton, William Hunter, Barbara Scharer, Jennifer Morales, Nancy Davis, Mike Benson, Jim Travis
The minor Stakeholders are: -
Gary Holmes, Roger Tomlinson
It is important that all the decisions or any ideas so taken must be made available to all the stakeholders (Ronald K. Mitchell, 1997), since they are considered to be the one who gets affected and also can cause effect to the actions of the organization. So, the stakeholders being the most important part must be aware of all the situation within the company itself (Bourne, 2016)


The various kinds of documentation that are required are described below:
Feasibility Report is the document which will investigate and determine worthwhileness and feasibility of a project to decide on further progress (Li-yin Shen, 2010).
Project Charter document or the overview statement is inclusive of planning components and lays foundation and is treated as a project approval (Frolick, 2007)
Requirement Specification document provides description about the required developments of the system.
Design Document describes the design part of the project and is mainly related to the architectural strategies.
Work Estimate document will plan the implementation or the sets out the phases for delivering the project along with the necessary timeframes.
Issue Tracker document will track down the multiple issues and thereby will also act as the place to showcase the resolution to any identified issues.
Change Management Document will capture progress and will also record the changes so made, which will possibly identify the adverse effect of the change (Eric T.G.Wang, 2008).
Technical Document will define the product along with the specification and the design with the quality assurance, and also the product liability, by describing the features and the related safety measures to be taken for its use.
Functional Document demonstrates the potential system’s inner workings, but do not include specification about the implementation of how the system will function.
User Manual will describe the operating procedure.
Transition Plan will provide detailed instructions about schematic implementation of the system within the organization.
Contract Closure is the overall process, about how the tasks are completed, but these are often used for the outsourcing projects.

Change Control

The Change control part of the project management process is the foremost and the most crucial part of the full process, since in this stage the demand for change is implemented and executed for the betterment (Eric T.G.Wang, 2008). The change ensures the alignment of the project with business needs, but, steps must be taken to consider each change minutely with full integrity. The process of the change control defines the proposed change and is reviewed and then it is requested for approval, before implementation of it in the business. This process helps to have a preset and pre- defined path, which do not support any unnecessary or unplanned disruptions causing negative impact on the business (Eric T.G.Wang, 2008). The Change control phase is basically divided into five stages, and starts with the proposition for the change, then the next stage is the possible impact which will happen due to the change and then is the decision followed by the acceptance or the rejection of the request for change, and finally the implementation of it, if approved and the closing the change after it is effectively executed with the system.
The change is the inevitable constant. So, controlling change for the smooth running of the project is vital for the business to move forward (Eric T.G.Wang, 2008). The change control is the formal process, in which the project teams modifies the scope with certain controls and various other policies. Change can create impact on anything from time to scope and also the budget, and ultimately the quality of the product or the services so offered is also impacted.
 So, it is crucial to employ the Change Control on the project for proper management of any disruptions to the progress of the project (Eric T.G.Wang, 2008). The Change Control process starts with the initiation of the Change request, where the actual change is requested, with the possible reasons for requesting the change and the success which might be possible if the change is executed, and nevertheless the expected period of completion must also be attached with the request along with the desired value which is expected from the change. After, the request is sorted, the project team must be delivered with it along with the options for providing the response from the project team. Upon decision of the project manager or the change control authority if any, the approval or the rejection will depend on it and then only the change can be implemented or reviewed as the case may be (Eric T.G.Wang, 2008).

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Outsourcing or In- house

The outsourcing is the process through which, an expert is hired from outside, i.e. not anyone within the organization, and the task is delivered to them with a defined time to perform on the given project. It is usually work basis and can be lengthier depending on the nature of the project (S Chakrabarty, 2016). Through this process of outsourcing, skills and operating efficiencies are gained without any requirement from the in- house team. On the other hand, there are disadvantages too, in hiring an expert for outsourcing, and it is often time consuming to find the right person for the project, on top the expert quality service providers are expensive to hire and they are too busy at times, to start on a new project (Mary C. Lacity, 2009). The organization concentrate and lay their entire focus on the core business and the operational costs are reduced by the process of outsourcing, which creates a competitive advantage. It is entirely possible to outsource a certain part or function of the full process or the full system itself, for example if the organization so wishes, they can outsource certain functions of the IT system, but at the same time can keep in- house, the end user support of it (Mary C. Lacity, 2009).
Most organizations are engaged with offshore development, and outsourcing business forms has caught prospect. Small and medium-sized organizations have embraced worldwide sourcing as well, and a rising number of organizations have tested this technique (S Chakrabarty, 2016). Be that as it may, offshoring isn't generally fruitful and numerous organizations have had blended outcomes (S Chakrabarty, 2016). In any case, couple of disappointments have really surfaced, and a large portion of the associations which have moved outsourcing procedures, have not yet have accomplished expected money related advantages. It is frequently observed that the organizations end their outsourcing connections, since they have failed to reduce expenses and increase vital preferred standpoint of strategic advantage (Mary C. Lacity, 2009). But, most of the times an organization seeks to terminate their outsourcing contracts due to the low quality of the software which are deployed to make their work done, which have made them face employee resistance and consumer dissatisfaction. So, the drawback is lack of domain knowledge and also lack of commitment from the external developers, which led to cultural clashes, summed up with poor communication and loss due to high turnover, and it resulted in amplified problems. So, the companies must rethink about formulating their outsourcing strategies wisely, before venturing on to it (Mary C. Lacity, 2009). So, successful outsourcing requires a change from a cost-driven focus to an intellectual capital-driven focus, where the companies need get prioritized through their processes, based on the value it creates for customers along with the degree of the capturing ability-based value or the objective of the organization. If the companies keep their core processes and label it as the highest- priority to the in-house and consider outsourcing their low-priority commodity processes, then the contracts that are destined to fail, will escalate commitments (S Chakrabarty, 2016).
In- house experts are started by creating own team within the organization, which controls the time and also the productivity. But, it cannot be said that the in- house personnel are less expensive when compared to the service providers from outside sources, again, if the recruitment is not for the right person, then the organization will have to pay twice, one in paying the salary to the in- house personnel and also to make the project done, the organization often hire resources from outside (Mary C. Lacity, 2009).

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