Just a couple of slides with speaker notes.  This is a continuation of the attached paper.

Create a Microsoft® PowerPoint® or Prezi® presentation on the quality-improvement plan for the organization chosen by the Learning Team for the Influencing and Controlling the Project assignment.

  • Identify external and internal environmental factors that the company must consider to manage projects successfully.
  • Perform a gap analysis to identify any gaps in relation to the company’s current business processes and factors identified in the environmental analysis.

Influencing and Controlling the Project


Influencing and Controlling the Project

The project reviewed in this scenario is the construction of the Emergency Department building in Arizona. Members of the consulting team have reviewed and discussed strategies to facilitate an effective implementation process. Analysts have previously reviewed company goals and objectives. The plan is to create this project to align with company mission statements and values. The construction process has a timeline of approximately one year, and must be managed in a timely manner. The following outlines a project in which the consulting team develops appropriate strategies. In this analysis, the consultants will review organizational change and stakeholder communication. The analysts will also discuss methods of informal communication and reward systems. Within this, the analysts will emphasize importance of project evaluation, project schedule, and budget control. Input and output qualities are also key components discussed. Throughout the project plan, the consultants will include discussions about strategies for change management and scope management.

Organizational Change

Project Evaluation

The project will need the resources from various providers to ensure the emergency department is completed within the scheduled timeline. Most importantly, the project will need a daily monitoring and evaluation team to ensure the project is on slated for appropriate completion, (Gido, & Clements, 2014). The contractors must be supervised to ensure all the designs are completed as discussed. The project will be evaluated based on the effective use of budget estimates, timelines and designs. The project manager must ensure the evaluation has been completed.


After the planning phase, the implementation phase becomes the key to success of the project. The project manager must ensure there is a schedule in place to guide the evaluation team on the progress of the construction. The schedule will simply give the evaluation team a chance to verify everything is on schedule. At this stage, the organization must ensure every event is completed within the specified timelines as indicated in the schedule below:

Task namedurationResource name
Gathering information and analysis2 months
Design and documentation2 monthsLaullaKaloeng
Developing2monthsPot contractors
construction4 monthsPot contractors
Finishing2 months

Budget Control

The project must be evaluated depending on the budgetary figures presented in the initial stages of the project-planning phase. The budget is a sensitive area and needs a keen team to understand how the money will be spent. The project manager does reserve the right to amend where he or she sees fit, however this must be discussed with the remainder of the consulting team as well. The 4 million dollar budget must be accounted for to avoid any cases of fraud during the implementation phase. Monitoring the budget is a critical step in this phase.The evaluation team must have an independent auditor who will determine how the cash inflow and outflow are taking place. Where there is wastage, the management team must discuss ways of avoiding it. Here, the consulting team will create appropriate contingency plans. If there is a shortage, the management will discuss and inject more money as the project continues. Resources will be allocated as needed.

Input and Output

The project needs to be monitored, and the management team must ensure that the inputs and outputs make sense (Gido, & Clements, 2014). The project may need more material or labor. If this is the case, it would require an injection of a higher value on the expenses on wages and salaries. The outputs from the project implementation should be monitored to ensure that they are exactly what the management had expected. The cash injection into the project is the input, and the output includes the resultant building and amenities. The workforce is also an important input to the project.

Change and Scope of the Project

Change is vital in any project. However, the project manager should come up with a change strategy where a specialist can propose some changes and present to the team for vetting. For example, the organization can choose to hire an independent specialist in construction to test the construction designs and quality. When the report is tabled, the management can initiate any necessary changes (Gido, & Clements, 2014).

Finally, the scope of the project is listed down to ensure that everything is working as planned. The scope also helps put deadlines, goals, and deliverables on a project. The management will consider a checklist that will regularly be monitored to avoid a stalling project. For example, the project is supposed to take two months. The management will draft a sheet of milestones to be achieved and check if they are completed within the given deadlines. This will help reduce laziness and dragging of the project. The goal of the project management team is to avoid delay, or unnecessary halts within the implementation phase at all costs.

Stakeholder Communication

To influence the project success of the Emergency Department Construction in Arizona, communication to all stakeholders should model the behaviors and beliefs of the organization. Maintaining the integrity of the organization and brand is critical to the organization’s long-term success. Applying the organization’s primary principals and ethical codes will determine the future state of the organization. The elements include: the organization is knowledgeable of the critical need of the Emergency Department Construction and complies with all pertinent laws and legal regulations; the organization provides comprehensive and timely company information to the public and investors; the staff and board members at organization represent the company with integrity and honesty; and the organization provides a working environment that advocates fairness and respect at all times. In this case, communication will place emphasis on roles leaders play regarding company values.

How each of the cross-functional departments/stakeholders within the organization work together is critical to the success of delivering a final product that reflects the quality that is both beneficial to the consumer and the organization (Bossidy, L., Charan, R., & Burck, C., 2002). Profit is no substitute for maintaining a positive relationship between the organization and its consumers.

Management and the laborers are critical components of the newly launched business strategy. It is about delivering a quality Emergency Department building. Developing an Emergency Department Construction of quality increases the opportunity, preserving internal resources, and meeting the needs of the communities in which the organization serves. With that in mind, the organization would benefit by underpinning the entire campaign. They may do this by starting with a frequency of meetings that will include pre-implementation/during implementation and post-implementation progress. In addition, updated communication will be executed with key stakeholders such as management, laborers/pot contractors. Based on the project timeline, after the two (2) month schedule of gathering initial information and analysis, after the design and documentation; each month during the developing stages and between the construction phases; finally after the finishing stage of the “Emergency Department Construction” the post results including the recap of the project analysis and final project completion to the stakeholders will be communicated.

Organizational transparency will be acknowledged via the consumers by a marketing campaign. The campaign message will contain information identifying the Emergency Department construction need in Arizona. It will also encompass the evolution of Emergency Department construction, showing the power of a new reliable leadership.

Informal Communication

Although formal communication is a key component in delivering information to members of the project, informal communication also plays a role. Informal communication is a strategy project managers utilize in their implementation plans. Informal communication must be communicated with a distinct purpose, if at all, (Project Management Skills, 2015). For the construction of the emergency department building in Arizona, the project manager will utilize e-mails and social media platforms.

The project manager will appoint communication coordinators to facilitate communication of all processes. Within these teams of three, each coordinator will be responsible for three platforms, which include Facebook, Twitter and Google Plus. These outlets will be used to communicate status, strategy and important deadlines the investors, sponsors, and members of the team will be made aware of. FAQ’s will be posted with budget information. The social media posts will be sent out on a weekly basis. This means the informal communication will continue for the duration of the construction process.

Members of the communication coordinators will also monitor e-mails. E-mails are drafted promptly Monday mornings of each week, and sent out to all teams and executive members. They will contain specific and detailed information while social media posts will contain general updates of the project.

Content coordinators analyze input and output quality for the informal communication strategies. The role of the content coordinator is to review information prior to release. The input quality into social media platforms is edited first, and then posted. The change management process is to communicate promptly with the project manager so he or she may adjust the implementation schedule, Should there be any changes needed prior to posting. Budgeting is monitored and reviewed with the project manager and investors and sponsors are encouraged to discuss any updates of the project via e-mails as well. The overall purpose of the informal communication strategy is to graze minor details as formal communication reviews steps in higher detail.

Reward Systems

Since many organizations are set up in a functional manner, project support systems rarely seem to exist. For a project manager to have the necessary tools and systems at his or her disposal, they should include a tracking system, evaluation system, a budgeting system, and a reward system. The reward system in the organization should be examined and updated as needed. Reward systems typically encourage employees to maximize their performance, unfortunately, sometimes it is at the expense of others or other groups. The reward should be aimed at supporting projects and not just for functional performance. By using this method the reward system will support projects rather than just individuals and their goals.

External incentives, such as only pay can cause members to lose interest at the detriment of the project activities. So if pay incentives are used up, individuals lose interest and become less involved. This can have serious negative implications for the project. By keeping individuals properly motivated, with proper rewards and with work that they enjoy and are interested in, there is a greater likelihood of total project success.

When external incentives are used (pay, and so on), people lose interest in an activity. This means that as soon as those external rewards are no longer available, individuals will no longer engage in the activity. This has profound implications for organizations, including projects.

To return to the central premise of this section, a negative environment will not produce good project results. And, while project managers are limited in how much influence they exert over the work environment, they should be aware of those factors that contribute to the environmental climate and do their best to make the project environment as positive as they can. In general, the most important thing they can do is try to match team members with work that they find enjoyable and challenging. And they should strenuously try to create a climate of mutual respect and cooperation. For this project, the reward systems will include incentives. Each quarter, when a deadline is made, incentives will be activated and bonuses will be awarded to the team so they can continue to perform according to schedule. Budgets will be set aside to ensure this cost will be covered. Should there be any discrepancies, the project manager will communicate this with members of the HR department.


A reoccurring theme throughout the discussed plan was building suitable communication strategies. It also involved creating effective organizational habits. Throughout the project, consultants have identified the need for consistent communication. This helps foster an open environment where teammates are able to function cohesively. With this in mind, the project manager can see to it the project will be successful. The consulting team has identified organizational change, along with stakeholder and informal communication strategies. The team has also provided adequate means for appropriate reward systems and reviewed various types of strategies. The project manager needs to determine the best way to handle the attempts of communication and how to uphold organizational values. It is with this company-focused approach, the project manager can see to a finished project management process.


Bossidy, L., Charan, R., & Burck, C. (2002). Execution: The discipline of getting things done. New York: Crown Business.

Gido, J., & Clements, J. (2014).Successful project management.Cengage Learning.

Lewis, J. P. (2011). Project planning, scheduling, and control: A hands-on guide to bringing projects in on time and on budget. (5th ed.). New York, NY: McGraw-Hill.

Different Types of Communication for Effective Project Management. (2015). Retrieved from http://www.project-management-skills.com/different-types-of-communication.html