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VoIP Project Presentation To The Board Of Directors

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    Suppose the VoIP project sponsor wants you to present the project to the board of directors. • Answer ---- 1 • Important --------------------- • If you want someone to do something, sending an email or leaving a voice message is not the same as getting something done. If you have an issue that’s delaying your project, you can’t afford to wait until the person you contacted decides to act. The most effective way to obtain a response to a request is to tell people up front what you want them to do and when. For example, an email that scrolls for pages before you get to the point will be deleted long before the recipient knows what you’re asking for. Put requests in the first paragraph of an email, memo, or other written communication. State requests in the first sentence of voice messages. You can follow up with the why’s and how’s after that. • After you’ve sent requests for action, you must follow up if you don’t receive a response when you expect. If a return email doesn’t arrive, follow up with another email or a telephone call. (Emails get caught in spam filters all the time, so don’t begin your follow - up with an accusation.) If a voice message goes unanswered, find the person or someone else who can help.

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    • Some folks don’t respond no matter what you do. One way to coax responses from people who do that is to tell them what you plan to do if you don’t hear from them by a specific time or day. If your contingency plan is something you know they don’t want, you’re almost guaranteed to receive a response when you need it. For example, “Hi, Dale. I really need the graphic for the brochure by tomorrow morning at 9:00 A.M. If I don’t have it by then, I’m going to use the photograph of the meerkat . Thanks for your help.” If someone still doesn’t respond, diplomatically escalate your request. If you do ask for help, it’s a good idea to tell the managers you ask what you would like them to do. Otherwise, they might apply more pressure than you intended. Of course, you must be willing to go with the picture of the meerkat if you still don’t get a response.

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    • When you choose communication options, opt forthe ones that get information to audiences with the least amount of effort. For example, don’t send hard copies of status reports if everyone on the project checks email every day. An email distribution list is much easier than printing and distributing dozens of hard - copy memos. However, for some information, such as reports that government agencies require, you have to use their format and transmission methods. • Tip: Although the ideal approach is to provide every audience with exactly what they want, some communication methods can be extraordinarily time - consuming. If communication demands threaten to consume every workday, try suggesting to stakeholders alternatives that require less time. • Building a Communication Plan

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    The communication plan begins with sections that list the audiences for the project, the information you plan to communicate, how you will compile the information, and the communication methods you plan to use. But the heart of the communication plan is a matrix that shows how you plan to communicate information to each project audience,

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    • Answer ----- 2 • Planning[ edit ] • After the initiation stage, the project is planned to an appropriate level of detail (see example of a flow - chart ). [26] The main purpose is to plan time, cost and resources adequately to estimate the work needed and to effectively manage risk during project execution. As with the Initiation process group, a failure to adequately plan greatly reduces the project's chances of successfully accomplishing its goals. • Project planning generally consists of [28] • determining how to plan (e.g. by level of detail or Rolling Wave planning ); • developing the scope statement; • selecting the planning team; • identifying deliverables and creating the work breakdown structure; • identifying the activities needed to complete those deliverables and networking the activities in their logical sequence; • estimating the resource requirements for the activities; • estimating time and cost for activities; • developing the schedule; • developing the budget; • risk planning;

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    • gaining formal approval to begin work. • Additional processes, such as planning for communications and for scope management, identifying roles and responsibilities, determining what to purchase for the project and holding a kick - off meeting are also generally advisable. • For new product development projects, conceptual design of the operation of the final product may be performed concurrent with the project planning activities, and may help to inform the planning team when identifying deliverables and planning activities.

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