Project Stakeholder Management Management Essay Paper
Overview-hello, please follow by the rubrics and use templet for the respond :)
For this Performance Task Assessment, you will develop a project stakeholder engagement management plan based on a case study that simulates an authentic business environment context. Your plan will include the key components of stakeholder management for a complex, global project.
Professional Skills: Written Communication and Critical Thinking and Problem Solving are assessed in this competency. You are strongly encouraged to use the Academic Writing Expectations Checklist when completing this Assessment.
Your response to this Assessment should:
• Reflect the criteria provided in the Rubric.
• Adhere to the required assignment length.
• Conform to APA style guidelines.
This Assessment requires submission of one (1) document that includes your response to the Assessment. Save this file as PM011_firstinitial_lastname (for example, PM011_J_Smith). When you are ready to upload your completed Assessment, use the Assessment tab on the top navigation menu.
Instructions
Before submitting your Assessment, carefully review the rubric. This is the same rubric the assessor will use to evaluate your submission, and it provides detailed criteria describing how to achieve or master the Competency. Many students find that understanding the requirements of the Assessment and the rubric criteria help them direct their focus and use their time most productively.
Rubric
To begin to prepare for completing this assessment, read Lessons Learned From Managing the Design of the ‘Water Cube’ National Swimming Centre for the Beijing 2008 Olympic Games (Zou, P. X. W., & Leslie-Carter, R. (2010) and review the Stakeholder Engagement Plan Template. Directions to guide you in completing the Stakeholder Engagement Plan are included in the template.
Access the following to complete this Assessment:
o Stakeholder Management Plan Template
o Lessons Learned from Managing the Design of the 'Water Cube' National Swimming Centre for the Beijing 2008 Olympic Games
Overview
For this Performance Task Assessment, you will develop a project stakeholder engagement management plan based on a case study that simulates an authentic business environment context. Your plan will include the key components of stakeholder management for a complex, global project.
Professional Skills: Written Communication and Critical Thinking and Problem Solving are assessed in this competency. You are strongly encouraged to use the Academic Writing Expectations Checklist when completing this Assessment.
Your response to this Assessment should:
- Reflect the criteria provided in the Rubric.
- Adhere to the required assignment length.
- Conform to APA style guidelines.
This Assessment requires submission of one (1) document that includes your response to the Assessment. Save this file as PM011_firstinitial_lastname (for example, PM011_J_Smith). When you are ready to upload your completed Assessment, use the Assessment tab on the top navigation menu.
Instructions
Before submitting your Assessment, carefully review the rubric. This is the same rubric the assessor will use to evaluate your submission, and it provides detailed criteria describing how to achieve or master the Competency. Many students find that understanding the requirements of the Assessment and the rubric criteria help them direct their focus and use their time most productively.
Rubric
To begin to prepare for completing this assessment, read Lessons Learned From Managing the Design of the ‘Water Cube’ National Swimming Centre for the Beijing 2008 Olympic Games (Zou, P. X. W., & Leslie-Carter, R. (2010) and review the Stakeholder Engagement Plan Template. Directions to guide you in completing the Stakeholder Engagement Plan are included in the template.
Access the following to complete this Assessment:
-
- Stakeholder Management Plan Template
- Lessons Learned from Managing the Design of the 'Water Cube' National Swimming Centre for the Beijing 2008 Olympic Games
Stakeholder Engagement Plan
(Project Name)
Student Name
University Date
Table of Contents
TOC \o "1-1" \h \z \u Stakeholder Management Strategy3Stakeholder Management Plan3Stakeholder Register3Stakeholder Analysis3Stakeholder Engagement Strategies4Stakeholder Conflict and Ethical Behavior4Stakeholders and Change Management4
Stakeholder Management Strategy
Stakeholder Management Strategy
Stakeholder Management strategies are developed by organizations to manage stakeholders effectively. Stakeholders are influential on the project in various ways. Therefore, the purpose of strategies to manage stakeholders is to analyze needs, interests, and the potential effect on the project.
Correspondingly, Stakeholder Management indicates the identification and organization of people into groups (Elias, 2016). Later on, the developed groups are analyzed based on their influence on the project. Similarly, lessons learned from the Water Cube project plan aims to create a positive relationship with the associated stakeholders. Besides, stakeholder management strategies also exercised adequate management measures. Subsequently, stakeholders can manage a balance between agreed objectives and expectations.
Altogether, the objective of the Water Cube project’s stakeholder management strategies is to identify the roles of stakeholders and rate their importance (Zou & Leslie-Carter, 2010). Based on the interest and role in a project, specific management is used. Eventually, the project management team can develop momentum between agreed objectives and shareholder’s expectations.
Methods for Stakeholder’s identifications
For developing an effective stakeholder management plan, their identification is the essential step. Methods for identifying stakeholders include project association, role in the project, influence on project resources, skills, and impact on the project (Sapapthai et al., 2020).
The Water cube project used all the stated measures for identifying the stakeholders. In general, the project team highlighted stakeholders who are directly and indirectly associated with the project (Zou & Leslie-Carter, 2010). Secondly, their role in the project was denoted. Thirdly, the required skills for the project were also highlighted. Lastly, the project team computed a communication plan by dividing stakeholders into the internal and external interfaces.
The Water Cube project also used stakeholder analysis as a core method to list them. Besides, a stakeholder analysis register is also an effective method used by the team for listing Stakeholders.
Communication Requirement
According to Zwikael and Smyrk (2019), the flow of information from project teams to different stakeholders is determined as the communication requirement. Organizations use different methods for determining communication requirements.
The first method to determine the communication requirement is to identify and invite the potential audience. During the invitation, the project management team documents the communication requirement. Secondly, project teams sometimes align communication requirements with the project problems.
For the Water Cube project, the team used the identification and invitation method for determining communication requirements (Zou & Leslie-Carter, 2010). Correspondingly, the team divided communication requirements into four methods, namely, physical, functional, operational, and organizational.
Stakeholder Management Plan
Community Stakeholders
Community stakeholders indicate roles in the project that are designed for a thriving community. Generally, community stakeholders are a group of people and organizations that are concerned about the community. In general, when a community unanimously designs a project, all the direct and indirect individuals are termed as community stakeholders (Whitaker, 2016). Some key examples of a community stakeholder include government workers, neighborhood leaders, community groups, business owners, and commission members. Shared goals are fundamental to community projects.
Correspondingly, when communities share a project goal, equal power among the community shareholders is developed. Thus, the development of community stakeholders is neither dependent on proscribed history nor the enormity of the task. Instead, community stakeholders are developed on the basis of project goals, usability, and overall outcome. Additionally, the role of community stakeholders is considered significant because they have a direct and indirect association with the project as well as the community.
Specifically, community stakeholders are divisible into three categories, namely, people, groups, and organizations. People who use the project for a purpose make up the fundamental part of the stakeholder community. For example, athletes, broadcasters, and visitors are indirect community stakeholders of the water cube project. On the other hand, ARUP, PTW, and CCDI are the direct community stakeholder groups of the Water Cube project (Zou & Leslie-Carter, 2010). Lastly, the organizations that compose community stakeholders are determined by their role in the project. For example, all the sponsors of the Water Cube project make up the organizational band of community stakeholders.
Roles, Expectations, and Communications Requirement
People in a community get involved in the projects for solving their problems (Sanghera, 2019). This is the reason; no enforcement is required to call people to participate in project communities. People, groups, and organizations develop the stakeholder community for a project. Correspondingly, the role of each division is different from the other.
At first, projects influence the lives of people associated with it. For example, residents of a new building are key community stakeholders of it. Similarly, athletes, visitors, and broadcasters of the Water Project makes up the people aspect of the stakeholder community. The role of people is significant as they are the key users of the project. Besides, these users also set expectations such as the outstanding performance of the project. Correspondingly, the project team developed a communication requirement plan. The element of communication requirement includes the social process.
Another critical component of the stakeholder community is the project group (project teams). Correspondingly, ARUP is the critical project team of the Water Cube project. The team has actively overlooked the vision of the project and implemented it accordingly. The role of the project team is most significant as they are responsible for delivering expected value to the users of the project. The project team’s expectations are associated with the expectations of the people of the stakeholder community (end-users). Based on this, the project team used the product approach for designing the communication requirement plan.
In the end, the team of the Water Cube project used the community voice method to engage different organizations in the project. Specifically, the community voice method is a stakeholder engagement strategy used for fostering community projects. About the Water Cube project, the role of influential organizations is to sponsor the project as well as the event. Thus, they expect to get a productive return on investment (Zou & Leslie-Carter, 2010). Altogether, the project team collected user insights from the human and product approach to design the Water Cube project based on the roles and expectations of the stakeholder community.
Stakeholder Register
Stakeholder Name
Type
Organizational Position
Role in Project
Expectations
Communications Requirements
ARUP, PTW, and CCDI
Internal
Designer and Developer
To lead the project with a combination of project managers, structural engineers, and specialist designers.
To treat the needs, desires, and expectations received from the customers.
A continuous record of lessons learned during the project
Implementation plan workshops
Communication through the parallel stream of activities.
Athletes
External
Users
To use the swimming venue
To get a swimming venue suitable for Olympics, leisure, and training.
Internal sessions with Chinese teams