Professional Documents
Culture Documents
Report - Comm
Report - Comm
Submitted to:
Submitted By:
Anshul Sharma
AP14049
Ashish Mishra
AP14067
Swapnil Gajghate
AP14145
Avinash Sharma
AP14177
Nikhil Bakane
AP14189
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Contents
1. Introduction
2. Current Status of the Project Communication
Case: Communication Failure
3. Communication Challenges
4. Stakeholder Identification
5. Change Management
Case: Resistance to Change
6. Risk Management
7. Communication Management Plan
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Introduction
The project discussed in this report is a residential project named CRESCENT BAY
situated in Parel, Mumbai. It comprises of three towers including G+22, G+32, and
G+ 21.
The first tower is currently under progress on 8th floor and the second one is on 30th
floor. The third tower is under Handing-Over Process.
The Client is L&T Realty, the real estate arm of the construction giant, L&T.
The Contractor is L&T IF&BC.
The project involved high end construction technology and the involvement of high
end customers which increases the credibility of the project. The project has seen
about 90% of flats got sold during the announcement of the project. This shows the
companys popularity in the market.
This report deals in the communication pattern seen during the process. The current
status of project communication is cited so as to make you visualize the actual
scenario and then followed by the challenges involved. The stakeholder management
is described with preparing a Power/Interest Grid. The Change Management was
found to be an integral part of project communication which needs urgent attention
on site. This is displayed with the messages followed by solutions. The Risk
Management strategy involves the most important proactive approach in project
communication to solve problems and gain successful project completion.
There are two cases described to support the report in order to have a practical
understanding of the bottlenecks and solutions to the same during the
communication process.
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***
Project Review Meeting is a place where one can actually see the causes and
effects of project communication failures. The boss is always ready to hit the
accused harder and make him on his knees.
This is the stage where there is organized communication as well as lot of
interdependency involved.
A diagrammatic view of the communication is shown below:
Progress,
Quality and
Safety
Reporting
Co-ordination
between the Client,
Contractor and JV
Partner during
Handing Over
Progress
Timely
execution of
Billing Process
Project Review
Meetings
***
***
Communication Challenges
Construction projects are complex and risky, requiring the active participation of all
contributors. Cooperation and co-ordination of activities through interpersonal and
group communication are essential in ensuring the project is completed successfully.
Poor communication, lack of consultation and inadequate feedback are to be found
as the root cause of defects in many constructed works. Poor co-ordination and
communication of design information lead to design problems that cause design
errors. Communication is the one aspect of the management of projects that pervades
all others.
The organization of human, financial and material resources: People are
very unpredictable and as such, require different skills and competencies if
they are to be managed effectively.
A unique scope of work and specification: This demands that project
managers generate a bespoken communication strategy for every project.
Constraints of cost and time: Rapid and precise communication strategy is
required.
Quantitative and qualitative objectives: The PM needs to meet stakeholder
needs and to communicate this effectively to them.
The inter-dependence of project participants such as VP >PM >SR ENG>JU
ENG.
Need to respond to sudden changes in workload.
The labour intensiveness of construction activity using of only regional
language
Jargon, semantics and the potential for misunderstandings-dont have
knowledge of symbols and technical meanings.
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***
Stakeholder Identification
Stakeholder
External
Internal
Client
Contractor
Project Head
Sub Contractor
Project Manager
Consultant
J V Partner
Structural
Sponsors
Project Manager
Line Managers
Architectural
Line Managers
Site Engineers
MEP
Supplier/
Vendor
Customer
Site Engineers
Supervisor
Govt. /
Regulatory
Bodies
Public/ Local
Body
Foreman
3. Sponsors
2. Consultant
Power
4. JV Partner
1. Customer
1. Public
2. Local Body
2. Contractor PM and
Team
3. Sub- Contractor
Interest
***
Change Management
Messages about the change:
At the very end with the change management saw the intervention of the project
manager then work force was willing to accept it at a better level than expected due
to the following things he did
Motivating the change so as to diversify their reach on project, explaining the
requirement of the current economic condition and also induction of positive fear to
perform as they may get left out with primitive skills.
Creating a vision of change and convincing them that this Change will initiate
clarification of goals and seeing through the allocation of resources and developing
alternative techniques to works to be done.
Explaining the takeaway for employees with respect to knowledge and skill
***
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Risk Management
Explaining in detail the nature of a risk, how it may affect your project, and
how you estimated the likelihood of its occurrence. The risks that are
associated with time overrun like penalty, overheads were discussed.
All the variances which were calculated by planning department were
communicated to the execution team so that they can take remedial measures
accordingly at the right time.
Encouraging people to think and talk about risks, meetings were
conducted every 15 20 days that included client, contractor, sub-contractor
and consultant. DELPHI and Brainstorming methods were used to find out
and mitigate the risks.
Maintaining a risk register in which all the risk related data is documented;
this is referred throughout the duration of the project.
Telling people the current chances that certain risks will occur, how
youre minimizing the chances of problems, and how they can reduce the
chances of negative consequences.
Delphi Technique:
The Delphi method is a structured communication technique or method, originally
developed as a systematic, interactive forecasting method which relies on a panel of
experts. The experts answer questionnaires in two or more rounds. After each round,
a facilitator or change agent provides an anonymous summary of the experts
forecasts from the previous round as well as the reasons they provided for their
judgments. Thus, experts are encouraged to revise their earlier answers in light of
the replies of other members of their panel. It is believed that during this process the
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range of the answers will decrease and the group will converge towards the "correct"
answer. Finally, the process is stopped after a predefined stop criterion (e.g. number
of rounds, achievement of consensus, and stability of results and the mean or median
scores of the final rounds determine the results.
Delphi is based on the principle that forecasts (or decisions) from a structured group
of individuals are more accurate than those from unstructured groups. The technique
can also be adapted for use in face-to-face meetings, and is then called mini-Delphi
or Estimate-Talk-Estimate (ETE). Delphi has been widely used for business
forecasting and has certain advantages over another structured forecasting approach,
prediction markets.
Brainstorming Technique:
Brainstorming is a group creativity technique by which efforts are made to find a
conclusion for a specific problem by gathering a list of ideas spontaneously
contributed by its members. The term was popularized by Alex Faickney Osborn in
the 1953 book Applied Imagination. Osborn claimed that brainstorming was more
effective than individuals working alone in generating ideas, although more recent
research has questioned this conclusion. Today, the term is used as a catch all for all
group ideation sessions.
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From
To
Purpose
Frequenc
Delivery
media
Document
At the
Hard copy
related
register/Recor
document
ds
project
Client / JV
Project
Daily
partner
progress
Communicati
on
Contractor
Contractors
Client
submission
Project update
Contractors
Email/Telepho
ne
update
Design change
Client/Archite Contractors
Design
When
Verbal update,
intimation
ct
change
received
Email, Memos
As needed
As needed
implementatio
n
Issues
Contractors
Client
Major site
issues
resolution
requests
Request for
Contractors
information
Contractor
Contractors
Architect/P
Design query
MC
resolution
Client
Invoice
Monthly/
Email, Hard
certification
As needed
copy
invoices
and payment
Site
Client/Archite Contractors
Minor query
instructions
ct
resolution
submission
As needed
Verbal, site
instruction
book
Handover
documents
Contractors
JV Partner/
Records,
At the end
Hard copy
Client
O&M
of project
submission
manuals
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