Project Management for Developing New Services for Older People in Care Providing Organization

This project is about developing new services for older people in care providing organization, Australian Red Cross. The stakeholders, approach and communication with them, dissatisfaction of stakeholders and causes and impacts of communication among different types of stakeholders are analyzed.

Running head: PROJECT MANAGEMENT
Project Management
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1PROJECT MANAGEMENT
1.0Background of the project
The project is based on developing new services for older people in care providing
organization, Australian Red Cross. It is an old facility located in Melbourne, Australia. In
order to develop new services in the organization, there is required to have new rehabilitation
tools and equipment, implementation of technological options to monitor older people with
special needs and providing feedback to nurses and finally increasing the older people's, their
family members' and the care providing organization’s satisfaction.
The case is based on analyzing the stakeholders into the project, approach and
communication with them by investigating the causes of the level of dissatisfaction of the
customers (Turkulainen, Aaltonen, & Lohikoski, 2015). It also analyzes the causes and
impacts of communication among different types of stakeholders.
2.0Stakeholders into the project
The primary stakeholders in the project are a project manager, donors, volunteers,
employees, participants and sponsors.
The secondary stakeholders in the project are suppliers, vendors, media and business
partners.
2.1 Approach and way to communicate with stakeholders
The approaches which are used to communicate with the stakeholders are meetings,
conference calls, emails and newsletters.
New and advanced technologies are used to communicate the ethical values with the
stakeholders internally. Wearable technology can be used among the stakeholders only so
that no other person can involve in the conversations (Marchewka, 2014). Personal meetings
with each stakeholder individually are also a way to communicate.

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3.0Dissatisfaction of stakeholders and causes and impacts of
communication on stakeholders
The causes of dissatisfaction of stakeholders are ineffective supervision, poor project
planning and control, poor communication and delayed instructions for the project. Those are
the factors because of which the stakeholders are not happy (Larson & Gray, 2015). When
perceptions, as well as expectations of stakeholders, are not realised, then it will cause
dissatisfaction. It causes the project work to not getting success in the market.
The impacts of communication among the stakeholders are to spend more time to define
the project plan so that each and every one should understand the project requirements. An
effective communication management plan is required to relate the brand, mission, values
and goals of the employees so that all the problems are to be solved (Heagney, 2016). It
drives employee understanding related to employee expectations, adherence to paid time
policy and ethics along with compliance training. The impact of communication among the
stakeholders is helping to keep the project work on the track, meet with the scheduled time as
well as meet with the estimated project budget. The main benefit of communication is to
align with the expectations of the client and also stakeholders.
4.0Conclusion
It is concluded that in order to successfully complete the project on time, a
communication plan is required for the project manager. The communication plan sets of
standards of how the communication has been taken place among the primary and secondary
stakeholders. The main purpose of this plan is to meet with the stakeholder’s expectations
and goals. In order to do regular communication, meetings are mostly used communication
channel to share ethical information with each other.

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References
Heagney, J. (2016). Fundamentals of project management. Amacom.
Larson, E. W., & Gray, C. F. (2015). A Guide to the Project Management Body of
Knowledge: PMBOK (®) Guide. Project Management Institute.
Marchewka, J. T. (2014). Information technology project management. John Wiley & Sons.
Turkulainen, V., Aaltonen, K., & Lohikoski, P. (2015). Managing project stakeholder
communication: The Qstock festival case. Project Management Journal, 46(6), 74-91.