Project Communications Management
Project communication management is the sum total of six major communication procedures that are required for the timely and appropriate generation and collection of project information. The components include generation, collection, storage, decimation and the ultimate disposition of valid project information. Those that are involved in the project need to take active interest in the overall process of communication and they need to both send as well as receive bits and pieces of communication in the appropriate project language. They also need to realize that the betterment of the project is directly linked with their performance. There are four major processes in project communications planning. The first process is communications panning and it determines the amount of information and communication which is required by stakeholders. Questions like what, when and how are answered here. Information distribution, the second process, is needed to make information available to stakeholders. The third process is performance reporting and it includes collecting and disseminating. It includes stats reporting, forecasting and progress measurement. Administrative closure is the last process which involves generating, gathering and disseminating information in order to formalize the final phase for the project or for the project completion. All the four processes are interrelated with each other. They interact with processes of other knowledge areas as well. Likewise, each process requires effort from one or more individuals and these requirements are based on the requirements of the projects. The communication model includes the sender receiver model, which has feedback loops, barriers to communications etc, the choice of media, which tells a user when to communicate orally and when to communicate through writing, the style of writing, in relation to active, passive, sentence construction, choice of word etc, and finally management techniques such as preparing an agenda, dealing with conflict etc. Project communications management is therefore considered of vital importance for the smooth functioning of an organization.
Project Procurement Management
Project procurement management, as the name well suggests, refers to the process of procuring goods and services that are beyond the jurisdiction of the performing organization. In order to simplify the explanation, the goods as well as the services are generally referred to as a product. Project procure management consists of six processes, which are interlinked with each other and with related processes. The first process is termed as procurement planning and it includes determining which goods are supposed to be procured and at what time. The second process is termed as solicitation planning. Here, product requirements are documented and the potential resources are identified with a systematic approach. The solicitation process is the third process wherein quotations, bids, offers and proposals are deemed as appropriate or inappropriate and action is taken according to the final decision. The fourth process is termed as source selection. Here, a choice is made amongst various potential sellers. The contract administration is supposed to be the fifth process wherein the management tries to establish a long term relationship with the seller. The contract close out is considered to be the final process in the project procurement management section and it involves the completion and settlement of the contract. It also provides resolution to any problem. These processes involve the effort of one or many individuals. The processes here are discrete with well defined elements. Nonetheless, in reality, these processes may overlap and react in a manner which has not been defined through the means of bookish knowledge. In the buyer –seller relationship, the project procurement management is defined and discussed from the perspective of a buyer. According to the application process, a seller may either be called a vendor, a contractor or a supplier of goods and services. Likewise, the seller is considered external to the performing organization.