Communication Plan and Summary for Project Priorities Analysis

This report analyzes a case study focused on project priorities and develops a communication plan to address identified challenges. The project involves the implementation and alignment of R&D management within an organization, specifically focusing on the introduction of a new large computer and its impact on project efficiency. The analysis highlights conflicts between the R&D director and management regarding the computer's effectiveness, and the project's struggle with time and quality constraints. The communication plan outlines stakeholder roles, interests, communication frequencies, and methods, ensuring effective information flow and conflict resolution. Stakeholders include the client, project manager, quality analyst, and contractor, each with specific communication needs and responsibilities. The plan aims to facilitate successful project completion by managing stakeholder expectations, resolving conflicts, and ensuring timely and quality outcomes. The report includes a detailed communication plan in a tabular format and a summary of the rationale behind the plan.

Communication Plan and Summary:
The Problem with Priorities
Name of the Student:
Student ID:
Name of the Universities:
Author’s note:

Summary
The project is of implementing the works and alignment of the successful management of
the R&D for the organization of the Kent. The alignment of the activities had been supported by
the conversion of two dimensional solutions to the organization’s operations to three dimensional
solutions for the organization’s operations (Marchewka 2014). The larger computer had been
installed in the organization and it had been largely induced with the formation and development
of the factors. The comparison of the works have been managed with the analysis of the
innovative technology implication. Hence, the director of R&D would be responsible for taking
care of the factors and development of the works aligning with the smart management works.
However, the director of R&D were not in support of the decision of the bringing in the new
large computer for improving their work. The director of R&D believed that the theoretical and
practical values of experiments are not optimum. It is possible that in the theoretical concepts the
large computer is effective but in real life it can produce minimum work efficiency.
The expected number of projects that can run simultaneously at Kent was 100. The
project planning was done considering the expected schedule of 11 months from 2nd Jan, 1991 to
20th Dec, 1991. The work would involve the management of the effective conflict and
communication management planning (Mir and Pinnington 2014). The final deliverable for the
project would be supported by the independent formation of the activities. The compilation of
the work has been eased with the formation of the effective work development and alignment.
The project work would bring about the better and improved functional development for the
users (Kerzner and Kerzner 2017). However, the project had been facing problems in terms of
quality and time. If the project team decided to complete the project in time, the quality would be

compromised and if the quality is managed, the time would be delayed in completion of the
work.
Communication Plan
The communication plan is a well-structured document developed for making sure that
effective communication can be formed between the project stakeholders and the team (Larson
et al. 2014). The communication plan for the project would be implied. The management has
been implied with the listing of the smart communication management and the listing of the
works for taking care of the innovation and development. The communication plan for the
project is given below,
Stakeholder Power Interests Communication
Vehicle
Frequency
Client The client have
highest power in
the project and the
management of
the activities
would be implied
with the facility of
the management.
The client have the
interest in developing
the use of the outcome
and the formation of the
successive work
development. The value
brought by the project
completion would be
the key beneficial
interest for the users.
Emails, Phone,
Documents, Face
to Face Meetings
Once
Project
Manager
The project
manager is
responsible for
making sure all the
activities of the
project is
completed in the
estimated time and
budget so that the
alignment of the
works is
completed
successfully.
Project manager has the
key role in developing
and managing the
project for the
completion of the
effective work
development. The work
distribution is a major
factor for making sure
that the work and
alignment management
is executed successfully.
Emails, Phone,
Documents, Face
to Face Meetings
Daily
Quality
Analyst
The quality
analyst would
The quality analyst
would be responsible
Emails, Phone,
Documents, Face
Weekly

ensure that the
quality of the
output work is
implied with the
proper
management
processing. The
alignment would
be improved with
management
works for making
sure that the work
is evaluated and
fixation of the
works is aligned
specifically.
for extracting the
quality issues and make
specific
recommendations for
the users in improving
the quality. The various
quality tests and
methods would be
implied with the
continuation of the
works and ensuring the
listing of the works
specifically. The
management of the
works had been largely
impacted by the listing
of the work
development.
to Face Meetings
Contractor The contractor is
responsible for the
final delivery of
the supplies or
works. The
alignment would
be improved with
management so
that the alignment
of the works is
completed
successfully
processing.
The contractor would
also have the power for
making sure that the
work is aligned
successfully. The work
distribution is a major
factor for making sure
that the work and
alignment management
is executed successfully
Emails, Phone,
Documents, Face
to Face Meetings
Monthly

Bibliography
Kerzner, H., and Kerzner, H. R. 2017. Project management: a systems approach to planning,
scheduling, and controlling. John Wiley and Sons.
Larson, E. W., Gray, C. F., Danlin, U., Honig, B., and Bacarini, D. 2014. Project management:
The managerial process (Vol. 6). Grandview Heights, OH: McGraw-Hill Education.
Marchewka, J. T. 2014. Information technology project management. John Wiley and Sons.
Mir, F.A. and Pinnington, A.H., 2014. Exploring the value of project management: linking
project management performance and project success. International journal of project
management, 32(2), pp.202-217.