PART 2: RESOURCE MANAGEMENT PLAN AND RACI CHART Part 2: Resource Management Plan and RACI Chart Sandra Orr MGT 6303 Columbia Southern University 04/06/21 1 PART 2: RESOURCE MANAGEMENT PLAN AND RACI CHART 2 Part 2: Resource Management Plan and RACI Chart 1. Who will I need to plan and execute this project? The new project is set to ensure successful office relocation. It will include all stakeholders being made aware of the project. The key person in the case will include the project manager, relocation coordinator, project team and organization management. The – project manager can still act as the coordinator of the entire project. The planning will include management to explain things that will move as the relocation occurs (Portny, 2007). Secondly, the team will include logistics personnel, an engineer, who will deal with the assembly of various equipment and machinery, transport personnel, auditors, and cleaners and casuals. 2. From where (and how) will I acquire these people? The project manager will have to follow the team development process to get the team members. Here, it will acquire the people, where the team is formed after a selection process. Generally, it will recruit successful applicants to the team. A project manager will consider the basis of their input. It's possible to post the adverts online to get potential applicants who will interview and assess selection (Project Management Institute, 2017). Then, forming, storming, norming, and performing processes will follow. 3. What the project needs; (a) Materials: relocation timeline document, branding style plan for the new office, desks needed, a budget document PART 2: RESOURCE MANAGEMENT PLAN AND RACI CHART 3 (b) Equipment: transport vehicles, power, new furniture, (c) Funding: the organization will fund every expense incurred by the project. (d) Tools and supplies: power sources, cabling, servers, cleaning services 4. From where (and how) will I acquire these resources? Acquiring the resources will be possible through good planning. In this case, the project manager needs to develop a relation checklist that considers the needs of the project (Marion, 2019). the project manager will acquire the resources through procurement. Generally, the project manager will present a budget of the needs and await the delivery. To promote the process, the project manager needs to offer a copy of the plan so that the organization man agreement can adhere to meet the set timelines. 5. What basic approach will be taken regarding teambuilding, team development, and team motivation? The teambuilding process aids the project manager in creating good groups that will serve the purpose of project development. In this case, the approach will consider establishing team building activities that include defining the goals and negotiating and assignment of roles and responsibilities. To effectively support the roles and responsibilities offered, there is a need to include other accepts that come with motivation and team development. Generally, team busing and development are continuous and ongoing processes (Project Management Institute, 2017). Team building will lower the possibilities of conflicts and enhance communication, collaboration, and commitment towards the project. PART 2: RESOURCE MANAGEMENT PLAN AND RACI CHART 4 The motivation of the team will come with a reasonable assessment of the recruited members. Also, the project manager needs to understand the diverse expectations, backgrounds and personal objectives to bring the entire team together quickly. In this regard, the manager will be promoted to align them towards the project commitment so that the process is successful (Portny, 2007). Having a sense of inclusivity makes them work together without consideration of the differences. RACI Table RACI Chart Person Activity Benson Bill Diana Lorna Planning R I C C Arrangement and packing I A A C Cabling and power R I C C A R I C Transportation A R I R Rearranging I A R I connections New office cleaning and preparation readiness PART 2: RESOURCE MANAGEMENT PLAN AND RACI CHART 5 References Marion, J. W. (2019). Project management: A common-sense guide to the PMBOK program, Part two–plan and execution. Momentum Press. https://libraryresources.columbiasouthern.edu/login?url=http://search.ebscohost.com/l ogin.aspx?direct=true&db=e000xna&AN=1918052&site=ehost-live&scope=site Portnoy. S. E. (2007). Project management for dummies (2nd ed.). John Wiley & Sons, Inc. https://libraryresources.columbiasouthern.edu/login?url=http://search.ebscohost.com/l ogin.aspx?direct=true&db=e000xna&AN=179650&site=ehost-live&scope=site Project Management Institute. (2017). A guide to the project management body of knowledge: PMBOK® Guide(6th ed.). Project Management Institute. PROJECT COMMUNICATION PLAN 1 Project Communication Plan Sandra Orr MGT 6303 Dr. Carol Locker 04/13/2021 PROJECT COMMUNICATION PLAN 2 To Whom to Communicate To foster a successful execution of the project, the people involved will be kept in the loop. In this case, there two sets of stakeholders; internal and external. The project's internal stakeholders include the relocation coordinator, project team, and the organization while the external ones are the organization's employees, customers, vendors, and the moving company. The criterion for communication is dependent on how each stakeholder impacts or gets impacted by the project (Marion, 2019). Therefore, the project manager will analyze the communication requirements to determine what information will be valuable to each stakeholder, avoiding bombarding them with unnecessary details. What to Communicate The three project constraints, scope, time, and budget, significantly guide the information generation. Essential details that require communication include project baseline, project status, action items, scope statements, risks, blockers, timeline reviews, and performance measures. To optimize resource usage in collecting and disseminating the information to the relevant stakeholders, much of these processes will be automated, utilizing an application that scraps data from a Project Management Information System (PMIS) and reports it (Marion, 2019). When to Communicate The nature of the intended communication will determine the when and the frequency of reporting. Whether good or bad news, the transmission will be early enough to shield the project management's reputation, particularly the project manager (Marion, 2019). Since the project's timeline is not long, the communication schedule will be bi-weekly, weekly, daily, or as needed. PROJECT COMMUNICATION PLAN 3 Some information like the project baseline will be shared once while the project status and timeline reviews will be weekly—others like blockers will be as needed. Where to Communicate Communication affecting internal stakeholders, the moving company, customers who need to access the office for services, and the employees will happen through meetings within the organization's premises. Regarding remote workers, there will be a virtual setup that will facilitate participation from their location. The information will be delivered to them through selected channels for the other stakeholders, including customers who never seek office services. Vendors will get informed through scheduled physical meetings. How to Communicate The communication channels will include face-to-face communication, especially when reporting to the team members and the organization's management. Besides, the project administration will leverage video conferencing convenience by facilitating virtual meetings whenever physical meetings are impossible. At times crucial data will be generated automatically to save on time and resources, and such information will be reported through an email to relevant stakeholders. However, the stakeholders will have an opportunity to stipulate the medium they prefer to minimize the risk of communication breakdown (Marion, 2019). Primarily, customers will receive the information through email notifications as they have limited interest in the project. PROJECT COMMUNICATION PLAN 4 Why Communicate It is expected that those who have interests in the project status and outcome will require information. Whenever stakeholders request information, the project management will inquire why they need that particular information to foster mutual respect (Pilkington, 2013). Besides, every communication will be geared towards increasing transparency while boosting the decision-making process. How the Planned Communications Close the Gap between Project Objectives and Stakeholder Expectations and Evaluation of such Gaps Considering the project deliverable reaches fruition because of people, the importance of communication cannot be overlooked. Providing information will reduce the stakeholders' uncertainty which may evolve into fear and concern, consequently resistance. Therefore, communication will promote support while minimizing resistance among the stakeholders, leading to successful project execution (Pilkington, 2013). There will be regular assessments of stakeholder's feedback and accordingly update the communication plan. Communication Plan Table Who Relocation Coordinator What • When Where How Why Status Daily at At his Office Face to To facilitate Updates 6.00 PM face monitoring, planning, and coordination PROJECT COMMUNICATION PLAN Project Team • • 5 Project Every Within the baseline Monday at Organization's and them of the information 9.00 AM Premises Virtual expectations Meeting and promote Action plans Physical To inform collaboration Organization's • Management • Every On-Premises Email Status Friday at understand Project 5.00 PM whether the project is statements within Performance budget, Measures timeline, and • Risks scope • Project Company • As Needed At the Face to To ensure it Status Company's Face is in line with Action Premises the project processes Items Vendors To scope • Moving Project • Risks At the • Project beginning Timeline and adjust to the towards the changes and On-Premises Physical To allow Meeting them to avoid PROJECT COMMUNICATION PLAN Customers 6 project negative completion repercussions Project Baseline Once at the From the Email To make Information beginning organization's them aware of the premises to of the project their location relocation and adjust accordingly. PROJECT COMMUNICATION PLAN 7 References Marion, J. W. (2019). Project management: A common-sense guide to the PMBOK program, Part two–plan and execution. Momentum Press. https://libraryresources.columbiasouthern.edu/login?url=http://search.ebscohost.com/logi n.aspx?direct=true&db=e000xna&AN=1918052&site=ehost-live&scope=site Pilkington, A. (2013). Communicating projects. Gower. Project Management Institute. (2017). A guide to the project management body of knowledge: PMBOK® Guide (6th ed.). Project Management Institute.
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