Managing Information Essay Example for Free

Managing Information EssayIntroductionWith n early 40 years experience has seen the industry change many convictions, and has al appearances unplowed itself at the forefront of thatchange. Its re dictateation is a source of pride for each(prenominal) who prevail here, and its roughlything were keen to preserve and develop the only way possible through satisfying our clients. We study developed into a leading multidisciplinary contractor wrap upering a truly comprehensive, integrated service to clients in development, construction, zip and many other sectors. ( sympathize appendix 1 for Organisational charts of company)My mull over role inwardly the organisation is still a varied one in that my day to day activities ar never quite the corresponding, but to summarise my main duties include submitting monthly applications in melodic line with the various contracts worked on for utilization NEC and JCT to name but a few, attending situate communicate meetings with a ra nge of clients from the commercial / technical and construction departments, submitting internal applications and working progress, attending internal financial meetings with the Financial Director / Demolition Director and worry Accountant and producing a report with the inclusion of monthly forecasts, attending meetings with Contracts Managers and Estimating music director to handle and defecate budget and tooshie sheets, completion of contract sum analysis and end life forecasts which atomic number 18 then discussed and agreed by the Demolition Director, overseeing a wide variety of sub contractors from different construction disciplines used which requires the use up to send out tender packages, facts of life and awarding sub contract regulates, raising of sub contract payments after assessing applications received. All the above assists in the monitoring of various contracts and ensures shake offs argon lurched on time at heart budget and the client receives ma ximum satisfaction to secure future work opportunities.1.0 Understand the Management of Information within the organisation 1.1 Critically assess training come down through a number of different channels within the organisation Throughout the organisation thither is various different types of culture used which is transferred throughout the organisation in several capacities. Information generally described as at a lower placeProduction and Operational Information on assets / quality / standards Financial Information Profit / be / Margins / Cash Flow / Targets Internal Documentation Purchase Orders / Delivery Notes / Invoices Applications / Credit Notes / departmental reports / Department Meetings and minutes / Hire Sheets / go under Sheets and Information / Allocation Sheets and Plant Re period of plays / Employees Records / Cost Books Tender Information / Applications and Invoices (Client) All the above is aided with an Integrated Management SystemThis Integrated Manag ement System outlines how Cuddy plans to satisfy the Quality requi put of ISO90012008 (Quality Management System Specification) wellness safety requirements of OHSAS180012007 (Occupational Health sentry go Assessment Series 18001) Environmental requirements of ISO140012004 (Environmental Management Systems Specification) by operating a framework establish on these requirements This Integrated Management System is intended to directly meet the requirements of the interest legislation and regulations Health Safety at Work Act 1974 component 2(3) requires organisations to have a Health Safety policy which should include Statement of Intent (i.e. Health Safety mission)Organisation (i.e. structure, roles responsibilities)Arrangements (i.e. map and guidance)Management of Health Safety at Work Regulations 1999 Regulation 5 requires organisations to have arrangements for undertaking effective planning, organisation, control, monitoring and review of the preventive and protecti ve health and safety measures. HSG65 Successful Health Safety Management This guidance outlines the focussing system requirements for implementing the arrangements need within regulation 5 of the Management of Health and Safety Work Regulations 1999. This Integrated Management System exit provide the mechanism for managing other legislative, regulatory and other policy requirements (e.g. risk assessment, training, etc). Above abstract taken from CuddyTo be read on board the IMS as an aid is the adjacentStandard proceduresForms and Guidance NotesStandard Operating ProceduresCertificates, Insurances, LicencesPolicy StatementsStandard COSHH and Risk AssessmentsAs touched on there be various different ways in which the info is transferred throughout the organisation with the use of electronic, hard copy and spoken for the various types, all this aids us to capture the different types of hard and soft culture we need in order to ensure a project is a successful one. Soft schoo ling includes feelings, perceptions, opinions values on the other hand hard study includes verifi able-bodied information and intimacy. http//onemind.com/2010/03/07/hard-and-soft-information/I have touched on how information is transferred internally and itemally in the office and from a managers point of view through various different capacities but havent gone into attainment how information is transferred to the boys on the front line on station. As I currently see it within the company there is clear breakdown in communication from when we tender and win a hire out to what information is received on send and in particular how the grade force play are managed on that specific clientele In relation to what exactly we priced.This I believe is impacting on the duration we are taking to complete the job and impacting on the conjecture of reservation the job as successful as possible, also this may have a negative effect on the company as hale whilst tendering for works in the future. As part of the IMS there are procedures in place (listed below), but neither allows for the manner and information to be transferred to site. To summarise from the information that is transferred needs to be clear, simple and set out in the way in which the site supervisor understands what is required in order to ensure the project is successful. Place for Enquiry, tender and contract reviewProject DeliveryAs a brief understanding in reference to specifically the Demolition Department we have an estimating director who entrust visit the sites which require pricing and produce a cost keep document which is passed to thedemolition director and managing director for small talk forwards submitting what they believe to be our most competitive tender and or bid. If we are lucky enough to be successful in winning that specific job the cost book along with the tender information go forth be passed to the relevant contracts manager and quantity surveyor in order to gener ate a budget / target sheet and an extent of works sheet. This is when the halfway managers have the opportunity to raise any queries regarding the job with the estimating director or the demolition director on what exactly has been allowed and priced for.The next step in the current process is for the tender information to be copied and a site file produced and passed to the supervisor in order to carry out the works. The cost book, target / budget sheet is non passed onto site and this is just for reference between the middle managers and directors of the company for the rampart of vital information. Therefore I propose we come up with a procedure that depart allow the smooth transfer of information to site and offend a clear indication of what exactly has been allowed in the tender. In place this procedure I hope to keep going the gap between site and the information held at the office, and in doing so hold regular meetings with agendas, minutes disturbed.1.2 Propose impro vements to the ascend of information within your area of office, based on your organisational assessment collect to my job role being one in which I try to minimise cost and enhance value you for money, I believe in setting clear and simple targets to the Supervisors on site this testament empower them and prove them incentives and a clear understanding on what needs to be achieved in order to ensure the job awarded becomes a successful and profitable one. As mentioned previously in the current situation the Supervisors are given the tender information and briefly explained the job but in about senses are left to run the job with open ended targets and no clear sense of direction or management, this is turn is causing jobs to run over and us not maximising profitability.Currently the transfer of information from tender stage stops at the middle managers point. The reasons being for this is due to confidentiality of the information contained within the cost book and target / budget sheet and as managers there is information we do not pauperization the site operatives to see. Therefore the first action in the procedure would be to hold a pre start meeting orinitial meeting or the like on site with the following being in attendance. The reason I have listed the below as characteristicly they bequeath be deciding factor on how well a job goes Relevant Contracts ManagerRelevant Quantity SurveyorRelevant Site SupervisorWithin this meeting the job as a whole would be discussed briefly only. In demolition for example it is possible to break a general job up into the following categories Site set upAsbestos RemovalSoft StripDemolition to top of slabRemoval of slabs and foundationsCrush materialClear SiteAs you loafer see from above generally there are a few different categories of work required to be carried out on a typical demolition job. Therefore I believe we should not choose to discuss the whole job in detail but targets given for each soul work act ivity only, as if we discuss the job in detail this may cause the supervisor to go into his / her shell and be intimidated before the job has even commenced. Therefore within this procedure it will be broken down into the specific work activities and depending on the size of the job these work activates could even be broken up into phases if need be. For example in the first pre start meeting or initial meeting the general site set up would be discussed and particular what is required in love of cabins / welfare / heras fencing to name a few items and the location of where we intend to site up site.As it currently stands the contracts manager usually sets up the site but I believe if we have the supervisor on board early doors and allow him to have an input of the set up required / location this will give him a sense of pride and authority that he is in charge of the site. What site set up thats required usually depends on the size of the site but typically this usually takes a w eek or longer and under current HS and CDM Regulations 2007 no works are to commence unless the following are in place Flushing toilets and running water and drainpipe systems.Washing Facilities with hot and cold water.Soap or other suitable means of cleaning.Towels or other suitable means of drying.Sufficient ventilation and lighting.Sinks immense enough to wash expect, hands and forearms.Drinking Water.Changing rooms and lockers.Rest Facilities and heating.After initial site set up has been completed another progress meeting will be held on site with a specific target laid out for the work activity in question. Generally on a demolition site Asbestos Removal usually has to take place before we can commence soft rifle depending on what type of asbestos and in line with the specific site asbestos report in place. But for example if we take the job as a linear project and the soft strip cannot commence until after the asbestos, then within this meeting we discuss in length the asb estos removal and set a clear target with the input from the supervisor. veritable(prenominal) of example of this target could be again depending on size of the site but take for arguments sake we take it as the site is split up into 5 phases.Phase 1 -10 Men x 6 WeeksPhase 2-5 Men x 3 WeeksPhase 3 -8 Men x 5 WeeksPhase 4 -8 Men x 2 WeeksPhase 5 -6 Men x 6 WeeksThe groundwork will put in by the middle managers to ensure the target above is in line with the cost book and or target / budget sheet, and in line with this procedure it will attempt to set it out as basic as possible in order to attempt to take as much pressure off as possible. Weekly progress meeting will be held after the initial meeting in order to reflect on the previous weeks activity. Within this meeting it will be an opportunity for the supervisor to assess his performance and the performance of his team on site, in doing so will be a self appraisal tool for the supervisor without knowing. It will also give the mid dle managers an update of current position in rate of the targets set out and give an opportunity to amend or changeanything that is not quiet working fabricately and keep the things that are. The meetings will continue on a periodical basis with clear targets and open and frank discussions with input from all parties to create a sense of a team as I believe this will help with the running of the job.Constant communication will be held throughout on a occasional basis to ensure all parties are cognizant of constant ongoing on site. When works have been completed the final action in the procedure would be to have a post contract meeting again with all parties where all the information is discussed /analysed / targets reviewed and the like. This will be handy in going forward and used as a tool to gather date / information. This information could be fed back to the estimating director and demolition director in order to have the well(p) circle should a similar job arise in the fu ture. The above will be written out in a clear procedure therefore should someone leave the company, or the job being transferred to someone else then everyone will be aware what is required of them. SeeAppendix 4 for proposed new ProcedureBy putting in place the above procedure it will aid with spoken, electronic and hard information and the transfer of. communicate delinquent to the nature of the procedure it encourages the daily dialogue between managers and the site supervisors. Hard Copies Agendas and Minutes will be taken of all meetings taken placed, which will be updated electronically and distributed accordingly. Electronic Targets will be collated and circulated, along with copy of the minutes.2.0 Gather and try out information to create lasts to solve problems in your area of responsibility 2.1 Collect information from a wide range of sources to support management decision-making Site Managers / SupervisorsVerbal examples from site managers / supervisors stating t hat the lack of information in admire of the area / tender inclusions is having a negative impact on the overall performance of our jobs. As mentioned this is transferred verbally therefore we will have to take into account of its dependableness and validity.As mentioned previously there is a clear breakdown in the flow of informationfrom when we price and win a job to the information passed onto site and the management of that information in order to make the job as successful as possible. This is readily backed up from verbal conversations with the site supervisors themselves who are unsure of what the extents of works are and the possible impact this is having on the duration of the projects? Specifically within the Construction Industry as a manager the below is at the forefront of every decision we make.The triangle illustrates the descent between three primary forces in a project. Time is the available time to deliver the project, cost represents the amount of money or res ources available and quality represents the fit-to-purpose that the project must achieve to be a success. http//www.projectsmart.co.uk/project-management-scope-triangle.html But ultimately the decisions we make from site level up the chain to the managing directors determine the outcome. Below is evidence that everyone makes decisions.Above it shows the impact and importance of decisions with regards to the Cuddy Group it is possible to split the three groups up into the following High Value -Managing Directors and DirectorsMedium Value-Middle Managers e.g. Contracts Managers and Quantity Surveyors Low Value-Site Managers and Site PersonnelQuiet often when making a decision we use past familiarity in order to aid and assist us. Past noesis or the information that is generally contained within the brains of individuals is generally known as tacit familiarity. This knowledge is continually getting updated and revised depending on learning, experiences and insight. There are various different types of knowledge and this is summarised in various molds. One of the widely accepted approaches to summarising knowledge management is the Nonaka Takeushi, (see appendix 9 for web location) Below are a couple of diagrams showing the matrix.Nonaka Takeuchi model the process of organisational knowledge creation as a spiral in which knowledge is amplified through these four modes of knowledgeconversion.Quote taken from class notes.Along with the specific project management matrix / flow and knowledge diagrams there is general management information available that will aid in decision making see below. dependableness and severeness object lesson (see appendix 9 for web location)Knowledge Classifications Model (see appendix 9 for web location)Good decisions make good projects, so what makes a good decision (and, hence, a good project)? The answer is, one thats well planned. But then you run into the question of how long the decision-making process should take. Well, the last thing we need is a new formal methodology for decision-makingnothing would ever get done. Thats why Id like to propose several useful rules you can apply to decision-making moot the importance of the decision. To determine the importance of a decision, ask yourself What are the consequences for both the project and for you? In reality, how urgent is the decision? (Note that theres a difference between big and urgent.) Ask yourself if there are much options. In other words, if youre choosing between three options, ask yourself if theres also a fourth option. Think about stakeholders opinions. declare you listened to the opinions of stakeholders in the decision? You should. Even though they may not like your ultimate decision, theyll have to live with it. Concede the fact that youre going to make some irrational decisions. We often make decisions almost by reflex, using a combination of experience, data analysis, gut feelings, fear, personal preference, and peer pressure.Im n ot saying that you shouldnt take into account your sense of self-preservation, the views of your team, or your recollections about why a previous project caused you grief. You just need to be aware that each new situation demands a clear point of view and a fresh decision otherwise, the same mistakes will recur. look on that even some small choices can have big consequences. Dont underestimate the possibility that major consequences could result from seemingly insignificant choices you make along the way.http//www.techrepublic.com/ article/decisions-decisions-make-them-timely-wisely-and-responsibly/1049740 Along with the information above collated from the web I have also read the following text books / Management books.natural language processing Pocketbook (see appendix 10) lovely Employees, A practical guide for busy leaders managers (see appendix 10) Both books aid management and in particular with decision making. In respect of the NLP Pocketbook it produmitaly focus on yours elf and your actions, It works on a SMART address setting strategy. SMART goal setting is Specific Measurable realizable Realistic and within a outlined Time Frame.SSpecific and positiveM Measurable and meaningful to youAAchievable and covering all areas of your life, stated in the present deform as if you have achieved it now RRealistic and right for youTTimes and targeted, towards what you want.In addition to SMART goal setting, NLP incorporates a process called creating a well-formed outcome. Creating a well-formed outcome involves request a series of questions that will help you clarify your goal. They will help you to ascertain how important the goal is to you, how (if necessary) to revise it and make it more achievable.Well formed outcome questionsIs the goal stated positively? What do you want? (Eg, wanting to increase company profits rather than a avouchment about reducing the loss) Can you start and maintain the process of achieving the goal by yourself, and keep it in your control? Does the goal include all the senses? How will you know you have achieved it? What will you feel, see and hear when you have achieved it? What will other people fee, see and say when you have achieved it? Is the context clearly defined? How long will it take? Who will be involved? Where will it take place? How will it be achieved? When do you want it? Have you suss out that it is ecological or meaningful for you, ie is it worth the investment in time and money? Does the outcome fit in with your life and who you are? Does the goal keep those aspects of the present situation you want to preserve, ie are there positive elements you wish to maintain? Does it identify the resources you need those you already haveor those you need to acquire? What first step must you take? What are the next steps?Abstract directly taken from the NLP Pockebook.But in contrast to the above the Engaging Employees, A practical guide for busy leaders managers text book focuses predominately o n how to get the best out of your team. See contents page taken from the text book to back this up.Is starts with youPlanning to communicateUnderstanding your audienceEngaging people in change facet to face mattersTeam meetings getting it in concertHigh Impact presentationsChecking youre getting throughEffective email at lastThe write stuff.2.2 Analyse the information collected from a wide variety of sources, to inform decision-makingProject Management ModelsWhen project managing a job in construction there are various different types of models that we are able to follow some of which I have given examples of but ultimately the primary focus specifically within the construction industry is the triangle between the three primary forces. Delivering the job on time, within budget to a high standard.Decision making modelWith the triangle in mind we all have to make decisions of variable impact and volume as is set out in the decision making model. With this in mind managing information and the decisions we make are cay. By not making a decision youre making a decision to not make a decision taken from the ILM class notes. The decisions we make as a business ultimately determines how successful the outcome is, and in particular the flow of information within the company to aid our decision making is critical. Therefore before we makeany decisions we have to take into account the impact of the decisions we are making. Nonaka takeuchi modelWhen making a decision we usually take into account past experiences / doing otherwise defined as Tacit Knowledge. Under the Nonaka Takeuchi model it explains the relationship and how we can turn Tacit Knowledge into hardcore knowledge which can be readily transmitted to others. Most common forms of graphic knowledge are manual, documents and procedures in our organisation we can relate to the ILM system and the various procedures in place. Please see below which makes good reading. The patent had attempted to be bought by a buyer in other words the tacit knowledge had attempted to be turned into explicit knowledge but due to it peradventure not being documented correctly or the manner in which it was presented not being explained correctly it failed.Therefore the tacit knowledge that had been turned into explicit knowledge was little or no use to the buyer. We must bare this in mind if we are relying too heavily on explicit knowledge and in particular how reliable the knowledge is? In the same sense its possible to categorise Wikipedia as explicit knowledge but we have to take into account the source and what past experience or where the information originated from before using it to make a decision. Bessemer steel process Bessemer sold a patent for his advanced steel making process and was sued by the purchasers who couldnt get it to work. In the end Bessemer set up his own steel company because he knew how to do it, even though he could not convey it to his patent users. Bessemers company became on e of the largest in the world and changed the face of steel making.15 http//en.wikipedia.org/wiki/Tacit_knowledgeMeasuring Validity and Reliability modelWhen gathering information to make a decision we must take in the validity and dependability of what we looking to achieve. Especially within the construction industry there is specific ways in which to measure or calculate something and this can be best described as the below.ReliabilityReliability refers to how consistent a cadence device is. A measurement is said to be reliable or consistent if the measurement can produce similarresults if used again in similar circumstances. For example, if a speedometer gave the same readings at the same speed it would be reliable. If it didnt it would be pretty abortive and unreliable.Importantly reliability of self-report measures, such as psychometric tests and questionnaires can be assessed using the split half method. This involves splitting a test into two and having the same participa nt doing both halves of the test. If the two halves of the test provide similar results this would suggest that the test has internal reliability.http//www.holah.karoo.net/reliabilityandvalidity.htmIn respect of validity this refers to the extent of what we are measuring and what we hope to measure.ValidityThis refers to whether a study measures or examines what it claims to measure or examine. Questionnaires are said to often lack validity for a number of reasons. Participants may lie give answers that are desired and so on. It is argued that qualitative data is more valid than quantitative data.http//www.holah.karoo.net/reliabilityandvalidity.htmBoth the reliability and validity have categories in themselves in which we can use to measure if they are achieving what we set out to achieve. To summarise we need to be mindful if we are using specific data or gathered information if its reliable and valid in terms of what we are hoping to achieve and fit for purpose.Information to Know ledge ManagementWith respect of the next model it gives us an insight of how the ever evolving computer industry and in particular the capacity to store and distribute data / information is modify personnel learning and also the capacity to make correct decision in going forward. Given an example that is relevant to the Cuddy group is the below. We are able to save / store and distribute raw facts and figures on a particular job and in doing so we are able to see if a job was successful in respect of profit? We then can moveon to give meaning to the obtained data in respect of information and give reasons why that job was successful?We then can analyse the derived information and understand what we did well on that job. This will then give us the wiseness going forward to know what to do for the best on other jobs. As mentioned evolving technology is aiding us with the transfer and storing of this information and aiding us with the capability of personnel learning. There are vario us examples and models that differ slightly some of which I have given examples but all cover the above. General Management ToolsAs the assignment is targeted at middle managers I have looked into the impact that decisions have and what to consider before making decisions? As a rule the following applies study the importance of the decisionAsk yourself if there are more optionsThink about stakeholders opinionsConcede youre going to make some irrational decisionsRemember that even small choice have big consequencesI also looked into how SMART goal setting and how to engage with employees.2.3 Use this analysis of information to make and justify a management decision Using the analysis and the information collated along with the procedure I believe this will better the flow of information throughout the company.The triangleThe procedure will aid with delivering the job on time within budget and to a high standard. Delivering the job on time By having weekly meetings on site and the co nstant daily dialogue this should alter any problems to be caught at an early stage and thus swelled time to nip in the bud the potential to impact on progress and in particular the end date which quiet often is key to a job being a successful one from a clients point of view. Within Budget Due to the procedure allowing for a review of the target v actual on a weekly basis this will enable weekly monitoring of the budget to ensure everything is on track, atm there if only an allowance of monthly account and its possible for any job to change dramatically from month to month. High Standard Again as the procedure allows for the contractsmanager / quantity surveyor to visit site at least once a week with the supervisor having chance to put his / hers views across together this should raise standards.Decision making modelIn reference to the procedure this will reiterate the fact that everyone makes decisions especially as minutes will be keep, actions assigned and closed out as and when this occurs.Nonaka Takeuchi ModelWith the procedure in place it will allow for smoother transfer of tacit knowledge into Explicit Knowledge. This will be done by taking minutes monitoring progress against targets and reporting this information back to directors / managing directors in order to have the beat cycle.Validity and ReliabilityUnder the procedure progress meetings will be held on site this will allow us to audit and monitor the reliability and the validity of the information we are being told by the site manager / supervisor. This will be used as a checking tool before information is transferred around the company to directors and managing directors alike.Knowledge ManagementWith the procedure set in place where minutes are taken / targets are monitored it will allow for us to save / store and distribute raw facts. Also with the weekly minutes we will be to give meaning to the obtained data for example why we disoriented out specific targets? Why we bettered targe ts? From this then we can analyse the information and understand how and why? This will then enable us to make the correct decisions in going forward. Along with the analysing the above models and information, I have taking account of why from a managers point of view why the procedure in place will aid with the running of jobs on site and the transfer of information.With regards to the current situation of producing the cost book that is translated to a target / budget sheet, this information will be little or no use to the supervisor for a number of reasons listed below Information Overload Due to the nature of the document this may cause confusion in the way the document is set out, therefore as set out in the procedure by disruption things the whole job down into specific tasks this will more thanlikely take the pressure off and give a clear understanding of what is required and expected off of them. This is likely to make them less intimated and more confident as if they are clear More hands on and practical The schoolman level of a supervisor generally is not the same as what we would normally expect from a middle manager in that the cost book / target and budget sheet will not be fit for purpose if passed onto the supervisor, therefore the information should be broken down so it is easily understood. Team ethos As it currently stands the information is passed to the supervisor with no clear direction and management give, therefore by employing the proposed procedure this will then bridge the gap and increase the we are in it together approach. Why will meetings be held face to face?Sense of Importance By making the safari to travel to site, as typically our sites are all of the United Kingdom then this will instil into the supervisor the effrontery he needs in that he got your support should he need it. Ability may not be able to use the computer therefore face to face will enable supervisors to have an opportunity to contribute their input wit hout feeling intimidated Sense of importance By holding the meetings face to face this will enable them to feel like they got you in their corner and in doing so should create a clear divide from site operatives to supervisors. Meetings more personnel Generally meetings face to face are more personnel and can be structured better with agendas / minutes and the like assisting Why will the supervisor in respect of the site operatives be the only site member to be part of the meeting?Clear level of management between site operatives / supervisors and middle managers This will empower the site supervisors and in doing have a clear barrier between the site operatives and himself. Self Worth It will also give the site supervisor the self worth and mutual respect between himself and the middle manager, hopefully this should increase productivity as he is likely to want to do more for the middle manager if he believes he has the respect. Respect earns respect Company generally uses agen cy Labour As touched on previously due to the company operating throughout the company there is the need to employ agency labour, by having weekly meetings with the supervisor in attendance again this is creating a clear structure. How the meetings should be conducted?Ability plenty of discussions questions to ensure supervisor gets points youre making. Allow supervisor to have their say and input By asking questions this will allow supervisor to have their say and input. Informally rather than formally, dont want supervisor to feel under spotlight Due to the nature of the construction industry and especially on site it is rather informal, therefore if the meetings are held in the same manner this should enable the middle line managers to get the most out of the supervisors. From analysing the various different models and combining with general middle management responsibilities I believe the procedure I have put in place will significantly help with the transfer of information from site to board level alike.3.0 Disseminate information on a management decision, through the right organisational channels 3.1 Communicate information to team member or other colleagues to meet business objectives, using appropriate organisational channels In reference to the procedure set up this should allow for the constant communication of how a specific job is performing from site level to the board of directors and in particular through the correct organisational channel. To elaborate on the aboveSite Supervisors will have constant dialogue with middle managers on a daily basis, with a weekly progress held on site to discuss performance. Munities of the meeting with be typed up and performance analysed with knowledge added to explain how performance is operating? be we going to hit our target? Be on time? Within budget? To name a few of the questions answered? This will then in turn be disrupted to the relevant director, finance director and the management accountant. Thi s will then be discussed on weekly basis in the departmental weekly progress meeting, and the fortnightly Trading Review meeting with finance with the relevant directors.This in turn then can be reported back to the MD by the relevant directors when board level meeting happens. As you can see from the procedure put in place we will allow for the reporting from site to board of directors level to be on a weekly basis rather than a monthly as is currently in place, this in turn will give us every opportunity possible to achieve the best possibleoutcome in respect of the construction triangle. Delivering the job on time, within budget to a high standard.3.2 Communicate information to stakeholders or customers to meet business objectives In reference to the procedure as mentioned previously this will allow for the constant flow of information from site to managing directors (stakeholders) to be done on a weekly basis. In respect of customers or clients quiet the construction triangle is key, therefore by having weekly progress meetings this information will be able to be fed back to the client, giving them the confidence that we are putting their needs first the customer is always right ethos