respond to classmate  Communication of the project is generally seen as the correct and timely provision of appropriate project information (Parker, Kunde, & Zeppetella, 2017).  Communication is more than a message exchange but a way that project managers generate the grounds for a project (Parker, Kunde, & Zeppetella, 2017).   The literature emanates two senses of contact. Firstly, communication is seen as a skill needed by project managers to be successful (Parker, Kunde, & Zeppetella, 2017).  Communication is a crucial element, and, of course, a leading factor of project management (Parker, Kunde, & Zeppetella, 2017). Communication is not about exchanging details, but constitutive of the direction and outcome of projects (Ziek & Anderson, 2015).   Each phase in a project-based intervention requires different styles of communication (Ziek & Anderson, 2015). A strong communications planning strategy ensures successful coordination within the project (Ziek & Anderson, 2015).  The "right persons" to communicate with for the project are board members, the chief executive officer, who leads the facility strategy—the chief financial officer, facilities director, and the vice president of operations. The director of the emergency room and manager, along with the director of engineering and the chief nursing officer, are key stakeholders to communicate information. It is essential to talk with the lead ED physician and a charge nurse from the emergency room, also the director of materials management to establish a list of equipment and other items needed. Informational technology needs to be part of the communication to determine the computer equipment needed. Security for security equipment; plant operations/facilities; telecommunications is also essential to be part of the conversation. Other individuals should include infection control, marketing, patient access/registration to communicate patient workflow for registration during construction. Environmental services would be needed for assistance with moves during, before, and after department transitions—also, emergency preparedness coordinator. The "right information" is required to be disseminated to top leadership and the team a strategic assessment of the project and the process necessary to facilitate the project.  The "right route" of the project is communicated with each stakeholder's direction of the project, along with the different layers involved. The communication process will help each stakeholder to understand potential areas of focus for strategy development while communicating the "right time" to begin the project after a field assessment of the emergency department. The "right dose" of the project would communicate to stakeholders of the budgetary constraints and how much each stakeholder of essential departments will be allotted for spending while communicating staying within budget and not overspending. Each project has a distinctive collection of characteristics and si.

1. respond to classmate
Communication of the project is generally seen as the correct
and timely provision of appropriate project information (Parker,
Kunde, & Zeppetella, 2017). Communication is more than a
message exchange but a way that project managers generate the
grounds for a project (Parker, Kunde, & Zeppetella, 2017).
The literature emanates two senses of contact. Firstly,
communication is seen as a skill needed by project managers to
be successful (Parker, Kunde, & Zeppetella, 2017).
Communication is a crucial element, and, of course, a leading
factor of project management (Parker, Kunde, & Zeppetella,
2017). Communication is not about exchanging details, but
constitutive of the direction and outcome of projects (Ziek &
Anderson, 2015). Each phase in a project-based intervention
requires different styles of communication (Ziek & Anderson,
2015).
A strong communications planning strategy ensures successful
coordination within the project (Ziek & Anderson, 2015). The
"right persons" to communicate with for the project are board
members, the chief executive officer, who leads the facility
strategy—the chief financial officer, facilities director, and the
vice president of operations. The director of the emergency
room and manager, along with the director of engineering and
the chief nursing officer, are key stakeholders to communicate
information. It is essential to talk with the lead ED physician
and a charge nurse from the emergency room, also the director
of materials management to establish a list of equipment and
other items needed. Informational technology needs to be part
of the communication to determine the computer equipment
needed. Security for security equipment; plant
operations/facilities; telecommunications is also essential to be

2. part of the conversation. Other individuals should include
infection control, marketing, patient access/registration to
communicate patient workflow for registration during
construction. Environmental services would be needed for
assistance with moves during, before, and after department
transitions—also, emergency preparedness coordinator.
The "right information" is required to be disseminated to top
leadership and the team a strategic assessment of the project
and the process necessary to facilitate the project. The "right
route" of the project is communicated with each stakeholder's
direction of the project, along with the different layers
involved. The communication process will help each
stakeholder to understand potential areas of focus for strategy
development while communicating the "right time" to begin the
project after a field assessment of the emergency department.
The "right dose" of the project would communicate to
stakeholders of the budgetary constraints and how much each
stakeholder of essential departments will be allotted for
spending while communicating staying within budget and not
overspending.
Each project has a distinctive collection of characteristics and
situations that determine how each method of communication
could very well work. Still, really the primary objective is the
same across all projects: to support everyone within the team—
the right decisions. Decisions require open channels of
communication so that information can flow back and forth as
needed (Ziek & Anderson, 2015). A discussion board may be a
mode of communication where everyone on the project can
participate. Chat tool like snapchat would allow dispersed
teams to have short, less formal project discussions, email for a
one-on-one conversation that does not need to be shared with
the entire group may be a means of communication. Planning
meetings to gather the whole team weekly in-person or by video
conferencing, if the unit is dispersed—to report on project

3. progress and prepare the work for the week are also other
methods of communication with stakeholders. Projects facilitate
collaboration at several distinct stages, and identifying the
appropriate resource for each form makes sure the smoothest
practicable sharing of information will all essential stakeholders
(Ziek & Anderson, 2015). Effective communication
demonstrates that various types of interaction must take place,
and is conducted out much more efficiently with the proper
tools, enables the project to move ahead with much less stress
and confusion (Ziek & Anderson, 2015).