There are tables and tools provided here that you are to use to visually illustrate your engagement plan. They do not make up part of the word count and so you are required to provide the additional discussion expanding on what the tables suggest about your plan.
- Develop a stakeholder analysis for your example project. Identify as many stakeholders as you can using the example of Exhibit 5.3. List stakeholders by name and title where possible. Then prioritize the listed stakeholders as example of Exhibit 5.4. Be very specific regarding what each stakeholder is interested in. Recognize some stakeholders may have an interest in multiple aspects of the project process or results. Create a Stakeholder Matrix (register) as example of Exhibit 5.6.
- Describe the activities you are using to build relationships both within your core team and with other stakeholders. Create a project decision-making guide for your project as example of Exhibit 5.7. List specific examples of decisions to the extent you can.
- Create a stakeholder engagement assessment matrix as example of Exhibit 5.8.
- Develop a communications matrix for your project as example of Exhibit 5.11. Be sure to use considerations in Exhibit 5.10 for ideas regarding purpose, structure, method, and timing for each communication need.
- Document a project meeting with an advance agenda, meeting minutes, issues log, and Plus Delta form of evaluation like Exhibits 5.13 through 5.16. As you are not actually hosting the meeting, this is more of a role play whereby you anticipate whom would be involved and what issues such meetings might bring up.
1. Stakeholder Analysis
This particular project deals with the construction of a local hospital building in Australia. The project includes the development of appropriate plan, design and construction of the hospital building.
This report, deals with the identification and analysis of the stakeholders associated with the construction project. The identification of the potential stakeholders helps in determining the appropriate resources and expectation of the stakeholders from the construction of the hospital building.
The stakeholder identification matrix helps in evaluating and identification of the people who are directly and indirectly associated or impacted by the construction of the hospital building project. In this project, the stakeholder has been identified based on their association from within the internal or external area of hospital construction building.
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Examples of Project Stakeholders |
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Internal |
External |
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Affected by Project Process |
Sponsor (Garrett R. Amundson); |
Government (Australian Government) |
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Owner (David J. Green); |
Insurance Agencies (Joshua E. Bourdeau) |
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Project Manager (Beatrice M. Griffith); |
Electrical and Plumbing Services (Dennis S. Bunn) |
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Hospital Administrator (Lisa T. Harrison); |
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Planning Team (Carlton L. Cornwell); |
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Construction Team (Jeffery A. Sanders) |
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Financial Team (Jennifer S. Russell); |
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Affected By Project Result |
Doctors |
Public |
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Nurses |
NGOs (Arthur D. Ealy) |
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Hospital Staffs |
Medical Equipments Providers |
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The stakeholder priority matrix helps in evaluating the impact and association of the identified stakeholder with the hospital building construction project. The below table represents the power, influence, interest and impact of the stakeholder for the hospital construction.
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Stakeholder Identification and Prioritization Matrix |
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Sponsor |
Owner |
Project Manager |
Hospital Administrator |
Planning Team |
Construction Team |
Financial Team |
Government |
Insurance Agencies |
Electrical and Plumbing Services |
Doctors |
Nurses |
Hospital Staffs |
Public |
NGOs |
Medical Equipments Providers |
|
|
What is Important to the Stakeholder |
Provided the financial amount required for the developing the construction of the hospital. |
The owner of the project has initiated the project for developing the local hospital. |
The project manager is responsible for developing and managing the project within the allocated financial budget and time limit. |
The hospital administrator provides the detailed information for evaluating the requirement of the local hospital. |
The planning team provided detailed plan for structural and construction plan for the local hospital. |
The construction team develops the construction and structural element of the proposed hospital. |
The financial team associated with the project develops the financial plan and allocation for construction of the hospital. |
The government has provided sponsor and partial financial budget for project completion. |
The insurance company helps in providing regulatory business and licenses for the hospital. |
Develops the electrical plan and implement the appropriate electrical and plumbing design for the hospital. |
The doctors provide medical treatment to the patients. |
The nurses provide medical care to the patients admitted to the local hospital. |
The hospital staffs provide attention to the medical equipments used during treatment. |
The public is provided access to quality and standard medical treatment and care |
The NGOs are affected by the affordable and quality medical treatment for the people in need. |
Provides medical equipment to the hospital in need. |
|
Power |
5 |
5 |
5 |
3 |
4 |
5 |
4 |
5 |
4 |
3 |
3 |
2 |
2 |
4 |
4 |
3 |
|
Interest |
5 |
5 |
4 |
5 |
3 |
3 |
3 |
5 |
3 |
2 |
2 |
2 |
2 |
3 |
2 |
3 |
|
Influence |
5 |
5 |
5 |
5 |
4 |
3 |
3 |
5 |
2 |
2 |
1 |
1 |
1 |
1 |
1 |
3 |
|
Impact |
4 |
5 |
4 |
4 |
4 |
3 |
3 |
5 |
3 |
2 |
1 |
1 |
1 |
1 |
1 |
2 |
|
Urgency |
5 |
5 |
5 |
5 |
4 |
3 |
3 |
5 |
2 |
2 |
1 |
1 |
1 |
1 |
1 |
2 |
|
Legitimacy |
5 |
5 |
5 |
5 |
4 |
4 |
4 |
5 |
2 |
2 |
1 |
1 |
1 |
1 |
1 |
2 |
|
Total |
25 |
25 |
20 |
15 |
12 |
15 |
12 |
25 |
12 |
6 |
6 |
4 |
4 |
12 |
8 |
9 |
|
Priority (Key or Other) |
High |
High |
High |
High |
Medium |
High |
Medium |
High |
Medium |
Medium |
Medium |
Low |
Low |
Medium |
Medium |
Medium |
The stakeholder register helps in investigating and highlighting the priority and interest of the stakeholders associated with the hospital construction. In the below matrix, the support and mitigation strategies used by the stakeholders for the hospital construction has been demonstrated.
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Alternative Breaks Project Stakeholder Matrix |
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Stakeholder |
Interest in the Project |
Priority |
Support / Mitigation Strategies |
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Sponsor |
Providing Financial Budget for the Hospital |
High |
Supports the hospital construction |
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Owner |
Initiates the plan for hotel construction |
High |
Supports the hospital construction |
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Project Manager |
Success for timely construction and effective management |
High |
Guidance and constant improvement |
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Hospital Administrator |
Success for providing information for the developing the plan and medical requirement of the hospital |
High |
Supports the hospital construction |
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Planning Team |
Success for developing the appropriate plan and structural design for the hospital |
Medium |
Assist in completing the construction work |
|
Construction Team |
Success for completing the construction activities within the allocated time |
High |
Assist in completing the construction work |
|
Financial Team |
Success appropriate allocation and budget estimation for the hospital project |
Medium |
Developing budget plan and allocation for the hospital |
|
Government |
Success for establishment for the hospital construction |
High |
Supports the hospital construction |
|
Insurance Agencies |
Success for providing insurance for the hospital building |
Medium |
Supports the hospital construction |
|
Electrical and Plumbing Services |
Success for efficiently implementing the electrical and plumbing design for the hospital |
Medium |
develop appropriate design for the construction |
|
Doctors |
Hospital Construction Project facilitates medical treatment |
Medium |
Provides medical treatment to the patients |
|
Nurses |
Hospital Construction Project facilitates medical treatment |
Low |
supports the medical treatment |
|
Hospital Staffs |
Hospital Construction Project facilitates medical treatment |
Low |
supports the medical treatment |
|
Public |
Hospital Construction Project facilitates medical treatment |
Medium |
allows the public to get medical treatment |
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NGOs |
Success for providing standard medical treatment to the patients and poor |
Medium |
allows the public to get medical treatment |
|
Medical Equipments Providers |
Uses for providing appropriate and effective medical equipments for the hospital |
Medium |
Supports the hospital construction |
In this project, the development of the construction schedule and development activities has been used for developing the build relationship among the team members.
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Project Decision Making Guide |
|
|
Person / Method |
When |
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Sponsor Decides |
In case of risks identifies and need for significant modification in the construction plan. |
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Owner Decides |
in case of over budget or delay of the construction project progress |
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Project Manager Plans |
throughout the entire time schedule for the hospital construction project |
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Hospital Administrator Decides |
during the initiation period for the hospital construction project, the plan and requirement |
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Planning Team consensus |
During the construction planning and structural drawing of the hotel construction |
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Construction Team consensus |
While conducting the construction period for the hospital building. |
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Financial Team consensus |
While developing the budget prediction analysis for the hospital construction |
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Government Decides |
in case of additional financial budget requirement or change in scope for the hospital construction |
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Insurance Agencies Provides |
approval for conducting the construction of the project |
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Electrical and Plumbing Services |
while developing the plan for installing the electrical and plumbing services for the hospital building |
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Doctors gains access |
for providing medical assistance and treatment to the people |
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Nurses gains access |
for providing medical assistance and treatment to the people |
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Hospital Staffs gains access |
for providing medical assistance and treatment to the people |
|
Public gains access |
gains access for medical treatment from the constructed hospital |
|
NGOs gains access |
gains access for medical treatment from the constructed hospital |
|
Medical Equipments Providers Recommends |
provide assistance by providing medical equipments to the hospital |
The stakeholder engagement assessment matrix provides the evaluation for the various association level for the identified stakeholder in the project. In this project, the level of association has been identified based on five different levels including leading for defining active engagement and significant impact. The supportive for determining the awareness and engagement for changing project plan. The neutral showed that the stakeholder are neither resistant neither supportive. On the other hand, the resistant is used for defining that the stakeholder are resistant to change and unaware showed that the identified stakeholders are unaware of the activities in the construction project.
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Stakeholders |
Unaware |
Resistant |
Neutral |
Supportive |
Leading |
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Sponsor |
C |
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Owner |
C |
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Project Manager |
C |
D |
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Hospital Administrator |
C |
D |
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Planning Team |
C,D |
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Construction Team |
C,D |
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Financial Team |
C,D |
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Government |
C,D |
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Insurance Agencies |
C,D |
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Electrical and Plumbing Services |
C |
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Doctors |
C,D |
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Nurses |
C,D |
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Hospital Staffs |
C,D |
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Public |
C,D |
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NGOs |
C,D |
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Medical Equipments Providers |
C,D |
The communication matrix helps in developing a appropriate plan for defining the process, method and timing that needs to be followed for sharing of the information.
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Stakeholder |
Learn From |
Share With |
Timing |
Method |
Owner |
|
Sponsor |
Experience |
Project Manager |
At the project initiation phase |
Meetings |
Sponsor |
|
Owner |
Experience |
Project Manager |
At the project initiation phase |
Meetings |
Owner |
|
Project Manager |
Needs and project requirement |
Project Manager |
Once a week |
Meetings |
Project Manager |
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Hospital Administrator |
Owner expectation |
Sponsor and Owner |
Twice a week |
Meetings, Email, Voice |
Project Manager |
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Planning Team |
Risks and project requirement |
Project Manager |
Twice a week |
Meetings, Email, Voice, Bulletin Board |
Project Manager |
|
Construction Team |
Risks and construction requirements |
Project Manager |
Twice a week |
Meetings, Email, Voice, Bulletin Board |
Project Manager |
|
Financial Team |
Experience, study and analysis |
Project Manager |
Whenever Required |
Meetings, Email, Voice, Bulletin Board |
Project Manager |
|
Government |
Concern |
Owner |
Whenever Required |
Meetings, Email, Voice |
Project Manager |
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Insurance Agencies |
Concern, governmental laws and project needs |
Project Manager |
Whenever Required |
Meetings, Email, Voice |
Project Manager |
|
Electrical and Plumbing Services |
Construction needs and implementation strategies |
Project Manager |
Twice a week |
Meetings, Email, Voice, Bulletin Board |
Project Manager |
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Doctors |
N/A |
N/A |
N/A |
N/A |
N/A |
|
Nurses |
N/A |
N/A |
N/A |
N/A |
N/A |
|
Hospital Staffs |
N/A |
N/A |
N/A |
N/A |
N/A |
|
Public |
N/A |
N/A |
N/A |
N/A |
N/A |
|
NGOs |
N/A |
N/A |
N/A |
N/A |
N/A |
|
Medical Equipments Providers |
N/A |
N/A |
N/A |
N/A |
N/A |
The project agenda is used to show the particular need and outcome from the meetings conducted. The project minutes provides the documented format of the meetings.
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Project Team: Financial Team |
Date: 10/6/2017 |
Time: 15:30 hours |
Place: Meeting Room 3 |
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PURPOSE: |
to provide solution for over budget of the project |
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Topic |
Person |
Time |
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identifying the tasks having over budget |
Matthew Barraclough |
10 mins |
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Crashing the project |
Ruby Harries |
14 mins |
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solution for reducing cost |
Aidan Porteus |
8 mins |
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Project Team: Financial Team Date: 10/6/2017 Time: 15:30 hours Place: Meeting Room 3
Members Present: Financial Team, and Project Manager
Decision Made: Some of the activities in the construction critical path will be made parallel to reduce the time of cost, hence reducing the cost.
Issue Log: Crashing of the project critical activities has been made successful
Resolves Issue: The clarification and approval for extra cost for constructing the hospital project construction has not been resolved.
New Issue: Gaining approval for the
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Identifying the tasks has caused additional financial resource. |
Project Manager |
26/10/2017 |
The meeting issue log identifies the issue that has been resolved during the meetings and new issues that has been identified for the construction of hotel.
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Meeting Open Issue |
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Name |
date Opened |
Originator |
Potential Impact |
Progress |
|
Gaining approval for additional budget for completion of hospital construction |
27-Oct |
Project Manager |
The Construction Of The Hospital Will Be Delayed |
Ongoing |
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Closed Issue |
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Name |
date Opened |
Originator |
How Resolved |
Date Closed |
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Reducing the completion time for reducing the budget |
25-Oct |
Construction team |
The critical path has been successfully crashed |
27-Oct |
The application of the Plus Delta Evaluation method helps in capturing the ideas and information obtained from the meetings that can be utilized in later phase of the project. In the used template the plus sign indicates that activities and ideas have worked and delta symbol indicates what ideas and activities could have been improved.
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What Worked |
What Could Be Improved |
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Ideas for shortening the construction schedule for reducing the cost |
Late identification of the activities consuming more budget |
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Identification of the activities that are left to be done in the hospital construction project |
Proper prediction for allocation and need of financial resources |
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Efficiently allocating the remaining financial resources to the remaining construction work |
Proper management and monitoring of the construction activities |
Conclusion
This report has been successful in identifying and conducting analysis of the stakeholders associated with the construction of the hospital building. The activities identified in this report has allowed in defining the particular process for communication. Furthermore, this report has been able to highlight the detailed information required for managing the stakeholders associated with the construction of the hospital building.
References
Boud, D., Cohen, R. and Sampson, J. eds., 2014. Peer learning in higher education: Learning from and with each other. Routledge.
Burke, R., 2013. Project management: planning and control techniques. New Jersey, USA.
Kerzner, H., 2013. Project management: a systems approach to planning, scheduling, and controlling. John Wiley & Sons.
Larson, E.W. and Gray, C., 2013. Project Management: The Managerial Process with MS Project. McGraw-Hill.
Mir, F.A. and Pinnington, A.H., 2014. Exploring the value of project management: linking project management performance and project success. International journal of project management, 32(2), pp.202-217.
Nicholas, J.M. and Steyn, H., 2017. Project management for engineering, business and technology. Taylor & Francis.
Phillips, J., 2013. PMP, Project Management Professional (Certification Study Guides). McGraw-Hill Osborne Media.
Schwalbe, K., 2015. Information technology project management. Cengage Learning.
Verzuh, E., 2015. The fast forward MBA in project management. John Wiley & Sons.
Walker, A., 2015. Project management in construction. John Wiley & Sons.
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