Stakeholder Identification and Management - Case Study Example

MANAGEMENT by Student’s name Code+ course name Professor’s name University name City, State Date Stakeholder Identification and Management In each and every organization, there are stakeholders in it. They play a big role in the affairs of the organization they belong to. A stakeholder or stakeholders can be people or a person, groups or even another organization or organizations that holds any interest in another organization. An organization can affect or be affected by its stakeholders. In any organization it is more likely that not all stakeholders are equal and they are not subjected to similar considerations like the employees in the same company. A good business or organization is one that is able to meet not just the needs of its stakeholders but also their expectations and wants as well. The south Wales Golf Club is a prestigious golf club found in Australia. The club has come up with some management system and in the system it has put its stake holders in mind. The club has to effectively ensure that there are proper processes when it comes to managing its stake holders. Management of stake holders is more of a process of managing or controlling the prospects or expectations of any person, group or 0rganizations that may have an interest in an organization or project. There are three main processes that are proper or necessary when it comes to managing stake holders. The three processes are: identifying stake holders, analyzing stake holders and lastly prioritizing stake holders (David 2002). Stake holders are people who have some interests on a certain project. They may be people who want the project to either succeed or fail. The first process of managing stake holders has to be identifying them. It is not a good idea to start stake holders’ management without first having to know who they really are. Identifying stakeholders should not be a process that is carried out in a “vacuum”. This is because one needs a team that can help in the identification process. Stakeholders can be either internal or external. This means that even employees within an organization or project can be stakeholders. Internal stake holders include departments and people within a business. They may include business owners, suppliers, customers and employees etc. external stake holders on the other hand neither work nor own an organization or business. They however, hold some interest in the business. The government can be or forms part of external stake holders (Dennis 2001). Stakeholders are analyzed depending on their attitudes towards the organization or project. Analyzing of stakeholders will enable the golf course club to recruit stake holders as part of the project. The main aim will be to develop team work among the “project team” and the stake holders. When the team in charge of the project analyses stake holders, they will have to consider five key points. They will have to consider the interests of stake holders. They will also have to come up with mechanisms that they can use to enact influence on other stakeholders. They will have to consider the risks involved with analyzing of stake holders. They will also have to consider chief people who need to be highlighted on the phase of execution. Lastly, they have to consider or put in mind the unpleasant effects of stake holders who are harbor a negative approach towards the project (Joan 2006). The club must then prioritize the interests of stake holders. They must also prioritize their influence to the project. When it comes to prioritizing stake holders, there must be an “influence/impact matrix” for stakeholders. This is how the matrix looks like: High Influence Low Low Interest High Stake holders whose influence is high and impact is high should be well satisfied. Stake holders whose influence is high but have low impact should enjoy limited satisfaction compared to stake holders with high impact and influence. Stake holders whose influence is low but with high impact should be sufficiently informed and involved in the project in order to address key issues. Stake holders whose influence is low and have low impact should be monitored when it comes to consultations and considerations (Marion 2008). Below is a table of stake holders in the project Stakeholder Interest Influence Objective CEO Close management Primary Stakeholder (Positive) Managing Director for the project Board of Directors Close management Primary Stakeholder (Positive) Over see the whole project CEO of PMP consultants Managed Closely Primary Stakeholder (Positive) Adviser to the project team Project Manager Managed Closely Primary Stakeholder (Positive) Mange the project Team Leaders Managed Closely Primary Stakeholder (Positive) Manage project teams System Architects Managed Closely Primary Stakeholder (Positive) Establish the Patron management system and design it I.T Experts Managed Closely Primary Stakeholder (Positive) Handle communication systems and install necessary software and hardware required for the project Programmers Managed Closely Primary Stakeholder (Positive) Handle the software and hardware installed including coding the necessary systems Installers Managed Closely Primary Stakeholder (Positive) Install the patron management system Human Resource Managed Closely Primary Stakeholder (Positive) Provide support to the project team Account Officers Managed Closely Primary Stakeholder (Positive) Handle records and money set for the project City of Sydney Local government Keep informed Secondary Stakeholder (Positive) Check if the project is in line with certain specifications according to the law NSW state government Keep Informed Secondary Stakeholder (Positive) Check if the project is in line with certain specifications according to the law Professional Golfers Association Keep Informed Secondary Stakeholder (Positive) Approve the project for PGA golf tour Patrons Keep Informed Secondary Stakeholder (Positive) Complement and comment on the project Employees Keep Informed Secondary Stakeholder (Positive) Help in the implementation of the project System development Approach Water Model This is a “sequential design” process that is frequently used in processes of developing software. In this case, progress flows like a waterfall that is, progressively downwards through several phases. It generally allows the project to entail these stages: requirements introduction, implementation designs, authentication and maintenance. The water fall model is also known as the “linear sequential model”. It is the oldest and most commonly used software process. The model however, has some advantages and disadvantages. Its advantages include: it is simple to put into action and requires less resources for its implementation. In each stage in the model, output is spawned. The visibility of the model is thus high. The model provides a platform in which several methods such as analysis, coding, testing, design and maintenance are placed. The model is also good in that it can be used in projects where quality is more vital in comparison to cost and schedule. The model also enables managers of a project to evaluate the project often or after each phase is completed (David 2002). Its disadvantages include: iterations in the model are indirectly handled. This may lead to confusion as the project progresses. It is also hard to explicitly get requirements for all stake holders in the project when the model is used. The model cannot be used if the project is set to be long term. This is because the model freezes hardware and software. Should members of the project not be IT enabled, it is not right to use the model since getting specifications might become difficult. Another disadvantage is that any changes done in any preceding phase or stage can lead to problems for consequent phases. This is because all phases depend on each other. It is also hard to refer to two phases or one phase as it can be costly (Marion 2008). Agile This is a software development that is based on two developments: incremental and iterative. In agile, necessities and solutions progress through cooperation between “cross functional” and “self organizing” teams. Its main advantages include: it encourages hasty and supple response to change. It also promotes anticipated interactions throughout the cycle of development. Agile also promotes delivery, evolution and effective planning. Agile methodology can be ineffective when used in organizations or businesses that are big and also in some projects. The software method also lacks any prominence on important documentations and necessary designs. When using the method in any project, it is easy for the project to lose its focus if representatives are not clear on the absolute outcomes they wish for (Joan 2006). The Best Alternative The best alternative or method is agile methodology. This is due to the following reasons: once a phase is done with in Waterfall, there is no turning back. This is because it is difficult to change almost all software that has been designed and put into practice. Turning back is only possible by starting a fresh which becomes costly. Agile method unlike waterfall method adapts to change and allows for changes to be easily made without having to start a fresh. Agile method also has an advantage over waterfall method since it offers products or a product at the end of each verified stage. The products are launch able which helps in making sure that bugs are captured and eliminated in the cycle of development. This is not possible with waterfall method since products or a product is only tested after every thing has been completed. This means that if nay bugs are found, then the entire program has to be re done. Agile method also ensures stakeholders satisfaction sine it ensures that there are requirement changes as per anticipated requirements. This is not possible with waterfall method since any changes like I stated mean that the whole projected has to be re done again. Agile’s nature is one that is meant to incorporate preferred object leaning programmes and designs. This definitely means that the project team has a model that serves the main purpose of timely release. This is however. Not the case with waterfall since it has just one chief release and hence any delays may mean or lead to dissatisfaction (Joan 2006). Communication Needs, Management and Planning Communication is vital in any organization. It ensures team work and better understanding among everyone. Good communication leads to success. In this project, there has to be proper and effective channels of communication. The project generally has to incorporate effective and essential communication management and planning. Communications management involves methodical planning, execution, supervision and revision of all available communication channels in the project. The following questions have to be addressed: What information is required in the project? Who requires what information? When in particular is the information required? The information is under what format? Who is or who are responsible for transmitting and emitting information that has been provided? When the above questions are addressed then efficient and effective strategies in communication are developed. Aspects of management communication have to be considered. They include developing strategies in business communication, designing of directives in both internal and external communication and management of dissemination of information which entails even “online” communications. Managers or project managers must be dynamic and embrace new technologies that may have an impact in communication within the organization or in the undertaking of the project. In conclusion, effective communication will ensure success in the project. This is because there will be good team work and cooperation among all persons involved (Marion 2008). Below is the communication analysis table: Stakeholder Communication Name Delivery Format Producer CEO Status Report Report Project Manager Meetings Weekly meetings Steering Committee Project analyse Meeting / Report Project Manager Board of Directors Status Report Report CEO Meetings Monthly meetings CEO Project briefing Meeting / Report CEO CEO of PMP Consultants Status Report Report Steering Committee Meetings Weekly meetings Steering Committee Project adviser Meeting / Report Project Manager Project Manager Reports on project progress Report Project Teams Project Status Update Meetings Team Leaders Internal Change Request Report Project Manager External Change Request Meeting CEO Project Team (includes Team Leader, System Architects, I.T Experts, Programmers and Installers) Project Status Update Meeting Project Teams Group Discussion Group engagement Group Emails / Online Discussion Board / Group Meeting Project Teams Human Resource Project Status Update Report/ Meeting Human Resource Manager General Meetings Report Human Resource Manager Account officers Board Meetings Report/ Meeting Chief accountant General Meetings Report Chief accountant Scope Management Scope management entails processes that are required in characterizing what work is necessary and also ensures that the project has incorporated that work that is needed to end the project. Scope management planning provides assistance on how the scope of the project will be characterized, documented, confirmed, managed and manipulated by the team in charge of managing the project. Scope management planning entails four main processes which are: scope definition, creation of a work break down structure, verification of scope and controlling of scope. Scope definition is a method that is used in the preparation of in depth statements of scope projects based on prelude “project scope statement”. Scope definition basically involves dividing the main deliverables in the project into small and more controllable mechanisms. This helps in developing the accuracy duration, estimates of resources and cost accuracy. It also helps in ensuring smoothness in the progress of patent accountability assignments. It also helps in forming a baseline for measuring or evaluating performance and control (Dennis 2001). Work breakdown structure abbreviated as WBS is a process that helps in defines responsibilities linked to each scope piece and affirms their deliverables. Creation of a work breakdown structure helps in breaking down the project into stages or phases that have tasks and milestones to achieve. WBS can be generally used to highlight to members of the project team when packages of work are bound to start and also sets a to-do list for milestones. A work break down structure does not indicate any dependencies and should thus be available in the project. It is more of a graphical representation of all components in the project in their pecking order. In conclusion on this, “work packages” form the minimum level of work breakdown structures. WBS helps in building strong team work. It also provides team members with an insight on where their pieces would fit in the entire process of managing the project and the impact the pieces of work have on the entire project. It thus helps in ensuring that work being done does not shutter as it generally provides a basis through which all types of estimates are can be proved (David 2002). Verification of scope Scope verification simply involves official verification and approval of the deliverables that have been completed. It is a process that entails acquiring acceptance on the project from the stake holders. It generally requires having a review of results of work and deliverables in order to ensure that quality work has been done and there is satisfaction. Its main importance is to ensure that the work that was carried out satisfies the project scope. It is usually carried out after quality control has been done. Scope verification must be carried out after the completion of each stage or phase in the lifecycle of the project. The main tool or technique in verification of scope is inspection or review. The inputs include: project plans, product documentation, WBS, results in works and the plan of the project. The output is official acceptance and satisfaction (Marion 2008). “Scope change control” is a process that is aimed at managing changes that occur in the scope project. It is directly connected to incorporated change control. It is more concerned with controlling the necessary factors that generate changes in scope. It helps in ensuring that the changes in the project scope are agreed on by everyone involved in the project. It also ensures that any change or changes in the project scope have occurred or take place. “Scope change control” helps in controlling changes when they occur. It also controls changes if they occur. The tools or techniques include: additional planning, systems that control changes in the scope and measurement of performance. The inputs include scope plans, requests of change, WBS and reports on performance. The main outputs include baselines that have been adjusted, lessons that have been learned, actions that have been corrected and changes in the scope project (Dennis 2001). Reference List David, S., 2002. Project Management: Getting it Right. Carlisle Publishers: Boulevard. Dennis, A., 2001. Contemporary Project Management. John and Wiley Sons: New York. Joan, S., 2006. Project Management. Open University Press: Buckingham. Marion, J., 2008. Project Management: A Practical Guide for Success. Oxford University Press: Oxford. Read More