The projects objectives define in specific what needs to be accomplished. The project objectives will include:
Project justifications: There several reasons that justified the choice of the project (Petronila, 2014). The first reason is that an associated organizational centre closely related had closed down leaving a gap to be filled. Secondly, there was increasing pressure from David’s senior executives to have a centre that can produce high quality research. Lastly the increasing developments in Information technology and students (PHD & Masters) for research work prompted for the centre to be developed.
Project activities/deliverables: Deliverables provide key activities that need to be accomplished (Heagney, 2016). The project deliverables will include: development of project plan proposal, designing a website application system, information group formation (registrations of members), documentary storage of learning materials, and implementation of social media platform.
Project milestones: Milestones represents key events with specific time of commencements (Kerzner, 2013). The deliverables of the project are as follows:
Project benefits: The centre will provide high quality research through social media networks. The image of the unit will improve from the social networks.
Project limitations: Fear of hosting non scholarly research output and challenges of controlling social media activities.
Project exclusions: Training the members on its usage and stocking of e-library with learning materials.
Ranking: Provision of learning materials through social media networks
|
1. |
Strategic-the unit will be competitive |
|
2. |
Customer-offer interactive learning materials |
|
3. |
Financial- less costly infrastructure |
|
4. |
Operational-easy accessibility through logins |
|
5. |
Social- creation of social scholarly networks |
Value: One value the project will bring is growth. The project growth is explained as follows:
The project will be accepted if it meets the following: plagiarism free, formal materials, accessible, less costly, scholarly in nature and interactive.
Constraints: lack of proper control of social media usage, materials can be patent preventing accessibility (Haimes, 2015).
Assumptions: Clients will positively embrace the centre and lower cases of informal events through the media
List of Stakeholders
The stakeholders will include: Sonia (application manager), David Wright (project sponsor), Craig Bamworth (expert consultant), David units staff, social media project clients, senior executive members.
Lessons Learnt
Non scholarly events in the media should be avoided. Plagiarisms of learning materials stored should be avoided. Proper usage of the social media should be encouraged.
Plan purpose
The communication plan is a useful tool in ensuring information sharing among stakeholders (Eskerod & Huemann, 2013). The project is prepared to focus on project performance and the needs of the stakeholders. The social media research centre library project communication plan will serve the following aims:
Communication plan philosophy: Social media will be a primary part of communication that will enhance sharing of ideas to enhance project performance. The project is based on the use of social media platform.
Communication tools and techniques: The project employed communication techniques based on the assessments of techniques, frequency of usage of the techniques, nature and purpose of the information, and stakeholder characteristics (Eskerod & Jepsen, 2013). The methods employed will include formal & informal meetings, telephone calls and social media.
Project change affects implementation process it can affect the triple three constraints of scope, schedule and resources. Project managers need to have a good procedure to ensure changes are factored in. The project manager of Social media research centre library project will follow the following procedure in change management: Report the change to relevant persons (change request), assessments of effect of change, recording of change in change management log, approving change request, and communication and reporting (Snyder, 2014). Table 1 shows change management log template to be used.
Table 1 change management request
|
Changes in: scope, resources and schedule |
|||
|
Date it occurred |
Type of change |
Impact of change |
Mitigation measures |
Different meetings conducted in projects have varying agenda, goals and objectives (Knutson & Webster, 2014). The period and audience of the project meetings will also differ. Table 2 shows a summary of meeting agenda, audiences and goals of the social media research project.
Table 2 meeting agenda
|
Type of meetings |
Types of audiences |
Agenda/goals/objectives |
|
Short status meetings |
David unit staff, project team |
Check progress, identify challenges and new developments |
|
Project variance meetings |
Project managers & technical staff |
Report on actual versus planned performance |
|
Project management meetings |
Project manager, senior executive staff, project sponsor |
To report on progress and performance. Make approvals and decisions |
|
Project technical reviews meetings |
Project managers, and team members |
Focus on project performance, clarifying new developments, encourage team work |
A communication plan is an overall schedule summary of information management in projects. The plan defines the type of information to be shared, frequency and location of the information, purpose and communication mechanism (Streun, 2014). Table 3 shows a summary of social media research centre library communication plan.
Table 3 communication plan summary
|
Stakeholder |
Information to be shared |
Frequency of information exchange |
Location of information exchange |
Purpose of communication |
Mechanism of communication |
|
Sonia (application software manager) & David’s unit staff |
Website and operative updates |
Daily basis |
Work stations |
Explain any changes in technical/operative functions |
Emails and formal meetings |
|
Project sponsor |
Project needs and progress |
Periodic (twice/week) |
Project office |
Explanation of project performance and needs |
Formal meetings, reports and phone calls |
|
Project expert (Craig Bamsworth) |
Expertise opinion |
Periodic (Thrice/week) |
Project office/work stations |
Obtain expertise opinion/help |
Formal/informal meetings |
|
Senior executive members |
Executive decisions |
Occasionally (Once/week) |
Boardrooms |
Seek approvals and status progress updates |
Formal meetings/reports |
|
Social media clients |
Awareness & update information |
More often |
Media usage/open forums |
Creation of awareness of the project |
Informal meetings and social media networks |
Project closure occurs when the project deliverables have been met. Once the social media research centre library project is fully operational and reviews have been done with agreement with the project sponsor and senior executive members the project will be closed off (Phillips, 2013). The David’s unit will be handed over the project.
References
Eskerod, P., & Jepsen, A. L. (2013). Project stakeholder management. Gower Publishing, Ltd. Retrieved on 16/04/2017 from: https://scholar.google.com/scholar?q=project+stakeholder+management&btnG=&hl=en&as_sdt=0%2C5&as_ylo=2013
Eskerod, P., & Huemann, M. (2013). Sustainable development and project stakeholder management: what standards say. International Journal of Managing Projects in Business, 6(1), 36-50. Retrieved on 16/04/2017 from: https://scholar.google.com/scholar?q=project+stakeholder+management&btnG=&hl=en&as_sdt=0%2C5&as_ylo=2013
Haimes, Y. Y. (2015). Risk modeling, assessment, and management. John Wiley & Sons. Source 0n 16/04/2017 from: https://scholar.google.com/scholar?q=project+risk+manament+&btnG=&hl=en&as_sdt=0%2C5&as_ylo=2013
Heagney, J. (2016). Fundamentals of project management. AMACOM Div American Mgmt Assn. Source on 16/04/2017 from https://scholar.google.com/scholar?as_ylo=2013&q=project+management+plan&hl=en&as_sdt=0,5
Kerzner, H. (2013). Project management: a systems approach to planning, scheduling, and controlling. John Wiley & Sons. Retrieved on 15/07/2017 from:
https://scholar.google.com/scholar?as_ylo=2013&q=project+management+plan&hl=en&as_sdt=0,5
Knutson, J., & Webster, F. (2014). What Is Project Management?: Project Management Concepts and Methodologies. In DINSMORE P. & CABANIS-BREWIN J. (Eds.), The AMA Handbook of Project Management (pp. 1-10). New York; Atlanta; Brussels; Chicago; Mexico City; San Francisco; Shanghai; Tokyo; Toronto; Washington, D.C.: AMACOM Division of American Management Association International. Retrieved from https://www.jstor.org/stable/j.ctt1d2qzkc.6
Petronila, A. (2014). Project Management Plan. Docs. School Publications. Retrieved on 15/04/2017 from: https://scholar.google.com/scholar?as_ylo=2013&q=project+management+plan&hl=en&as_sdt=0,5
Phillips, J. (2013). PMP, Project Management Professional (Certification Study Guides). McGraw-Hill Osborne Media. Retrieved on 16/04/2017 from: https://scholar.google.com/scholar?q=project+scope+management&btnG=&hl=en&as_sdt=0%2C5&as_ylo=2013
Snyder, C. S. (2014). A Guide to the Project Management Body of Knowledge: PMBOK (®) Guide. Project Management Institute. Retrieved on 16/2017 from:
https://scholar.google.com/scholar?as_ylo=2013&q=project+management+plan&hl=en&as_sdt=0,5
Streun, G. (2014). Project Management Integration in Practice. In DINSMORE P. & CABANIS-BREWIN J. (Eds.), The AMA Handbook of Project Management (pp. 79-84). New York; Atlanta; Brussels; Chicago; Mexico City; San Francisco; Shanghai; Tokyo; Toronto; Washington, D.C.: AMACOM Division of American Management Association International. Retrieved from https://www.jstor.org/stable/j.ctt1d2qzkc.14
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