Communication is an integral aspect for the success of a given project as it provides the fuel for effective management of programs. Based on this premise, the Green Team will adopt an effective communication plan in order to fast-track project activities. An approach in the management of communication in the Green Team varies on three considerations. The first aspect inclines to the persons who need to be informed about the project activities (Kerzner & Kerzner, 2017). In the dissemination of information about the Green Team, priority in communication will be given to the top executives and project sponsors. The group owns the project and every activity undertaken by the Green Team needs to be concisely addressed to these senior stakeholders. Team members and employees are as well informed about the project so that they own up program activities to realize intended outcomes (Wysocki, 2011). Other stakeholders such as clients will be informed about products and services provided by the Green Team since their purchases contribute revenue that sustains the project. Communication will focus on informing customers about terms of services provided by the Green Team quality of products developed compared with those stocked by competitors.
The second perspective of communication fate inclines to the type of information to be communicated to the stakeholders. The Green Team’s top executives will be informed about the status of the project in terms of finances in addition to variances in program cost and time. Functional managers, on the other hand, will need to know information about employees, project schedules and time so as to establish accountability (Wysocki, 2011). However, details about communication demands will not only be achieved through the recording of meeting and progress notes but also through assessing problems and success of Green Team’s program activities.
However, communication for the Green Team will also take into account schedule matrix in terms of the right time to disseminate information. Essentially, daily, weekly, bi-weekly and monthly communication will be achieved based on project conditions and the urgency of programs for the Green Team. Memos will be availed weekly to constantly remind employees and other stakeholders about their role in ensuring that the Green Team realizes its intended goals. Notably, the communication schedule plan will be as per the table below:
1. Communication Type: Project Team Meetings.
Objective of Communication:
Medium: face-to-face.
Frequency: monthly.
Audience:
Owner: project manager.
Deliverable:
Format:
2. Communication Type: Stakeholders meeting.
Objective of Communication: to deliberate on the project progress.
Medium: face-to-face.
Frequency: weekly.
Audience:
Owner: project manager.
Deliverable:
Format: written documents archived in the company files.
3. Communication Type: Executive sponsor communication.
Objective of Communication: to assess and evaluate financial expenditures in the project.
Medium: face-to-face.
Frequency: bi-weekly.
Audience:
Owner: project sponsor.
Deliverable: status report review.
Format: written documents archived in the company files.
4. Communication Type: Communication to departments.
Objective of Communication: to assess communication schedule matrix in the project.
Medium: e-mail.
Frequency: daily.
Audience: employees.
Owner: functional manager.
Deliverable:
Format: soft copy archived on Google Drive and project website.
Closure phase is the last step in the life cycle of a project. The Green Team’s project closure phase will incorporate records retention and closing of all finances. With respect to record retention, the Green Team’s project manager will ensure that project component such as files are archived and retained before closeout (Kerzner & Kerzner, 2017). Certainly, effective document storage systems for the Green Team will be developed throughout the project before closeout. Conversely, at the end of the Green Team program, the project manager will be responsible for ensuring that invoices, work orders, and all purchase orders are consolidated to provide a picture of expenses and incomes. Apparently, deliverables will be handed over to both loyal and new clients to the programs. Besides, contracted staffs and project equipment will be released as a way to inform stakeholders on the closure of the project (Wysocki, 2011). Intrinsically, after dissolving the project, post-implementation review will be undertaken to ascertain Green Team’s project success. Besides, the completed review will also provide lessons learned about Green Team’s success or failures to establish validity for future adoption.
1. Kerzner, H., & Kerzner, H. R. (2017). Project management: a systems approach to planning, scheduling, and controlling. John Wiley & Sons.
2. Wysocki, R. K. (2011). Effective project management: traditional, agile, extreme. John Wiley & Sons.
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