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MGT201A Project Management For Construction Of A Small Restaurant In Saudi Arabia

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  • Course Code: MGT201A
  • University: International College Of Management Sydney
  • Country: Australia

Questions:

1. Develop a stakeholder analysis for your example project. Identify as many stakeholders as you can using Exhibit 5.3. List stakeholders by name and title where possible. Then prioritize the listed stakeholders as in 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) like exhibit 5.6.
 
2. 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 yourproject like Exhibit 5.7. List specific examples of decisions to the extent you can.
 
3. Create a stakeholder engagement assessment matrix like Exhibit 5.8.
 
4. Develop a communications matrix for your project like Exhibit 5.11. Be sure to use considerations in Exhibit 5.10 for ideas regarding purpose, structure, method, and timing for each communication need
 
 

Answer:

Develop stakeholder analysis for the project

Identification of stakeholders

 

 Internal

External

 Affected by project process

· Owner

· Project managers

· Project plan

· Supervisor

· Contractor

· Architect

· Plumber

· Carpenter

 

 

· Suppliers

· Competitors

· Creditors

 

Affected by project result

· Sponsors

· Users

· Internal Customer

· Client

· Public

 

Prioritization of stakeholders

 

 Stakeholder: Project manager

(James Watson)

Stakeholder:

Contractor

(Alfred Hazel)

Stakeholder:

Supervisor

(Marcos Alonso)

Stakeholder:

Architect

(Frank Lampard)

 What is important to this stakeholder

 The project manager is the person who is mainly responsible of planning, executing, designing as well as monitoring in order to complete the entire project within estimated budget and time.

 A contractor is the person who mainly engages in construction work for managing the entire work of restaurant construction.

 A supervisor is the person who mainly involves in the construction project as a mentor or coach so that the restaurant construction can be completed successfully within the estimated budget and time.

 Architect is the person who mainly designs structure for the restaurant. In addition to this, they also thought about the style, safety as well as sustainability of the project in order to meet the needs as well as requirements of the occupants.

Power

High

High

Low

Low

Interest

Positive

 Positive

Positive

Positive

Influence

 High

Medium

High

Medium

Impact

High

High

High

Medium

Urgency

 High

Low

High

High

Legitimacy

Individual

Organizational

Individual

Organizational

Priority (Key or other)

Key

Key

Key

Key

Creation of stakeholder matrix

Stakeholder

Interest in project

Priority

Supporting/Mitigation strategies

 Project manager

 The project manager mainly have interest in managing the entire project for completing it within assumed time.

Key

Develops the entire plan for the project.

Project planner

The project planner have interest in planning the project within the determined timeframe.

Key

 Provides idea about the completion date

 Contractor

 They generally have interest in providing material, labor as well as equipment for the construction of restaurant.

Key

 Provides materials, labor for construction of restaurant.

Supervisor

 The supervisor have interest in supervising the performance of the project as per the performance standards for jobs, roles as well as tasks.

Key

Constant improvement

Architect

 The architect is interested in designing, planning as well as developing the integral tasks of the project.

Key

 Shares ideas for constructing the restaurant.

Advisor

 The advisor advices on the success of the project.

Other

 Constant improvement

Description of the activities that are needed for building relationships with the core team and other project stakeholders

The activities that are generally undertaken in order to build proper relationship with the core team as well as with other stakeholders of the organization are elaborated below:

Understanding the stakeholders of the project: The project manager does not able to spend equal amount of time with each stakeholders of the project. Therefore, it is very much necessary to engage as well as learn about the various groups that are identified. The stakeholders lists must accessed in order to identify the most important stakeholders of the project. The project manager must put their effort on the stakeholders that have highest power as well as influence. 

 

Engaging in one-to- one conversation: It is identified that great relationships can be built with the stakeholders of the organization by engaging in one to one conversation. As stakeholders are busy people, therefore it is very much important to respect their time by keeping the discussion short.

Proper communication: In order to deepen the trust level between various stakeholders, it is quite necessary to communicate properly with clarity as well as with honesty with the team members. It is necessary to send weekly status report with appropriate executive summary as well as milestone review for overcoming various types of communication related issues as well as challenges.

Demonstrating competence: In order to create proper relationship with the stakeholders of the project, it is necessary to deliver as per the promises that are made. This can be generally done by demonstrating reliability as well as competence of the project manager who is mainly skilled in defining the scope of the project, creating realistic plan as well as capturing various requirements.

Creation of project decision making for the project

Person/Method

When

 Sponsor decides

 Critical decision about the financial budget of the project that is needed

Project manager decides

 Time is very much critical therefore completion of project must be within estimated time

Core team  discusses

 The input of team members is useful

Architect informs

The designed infrastructure will be executed within the estimated time.

Creation of stakeholder engagement matrix

Stakeholder

 Unaware

Resistant

Neutral

Supportive

Leading

 Project manager

 

 

 

 D

C

Project planner

 

 

 

C

D

Architect

C

 

 

D

 

Supervisor

C

 

 

D

 

Contractor

 

C

 

 

D

Developing communication matrix

Stakeholder

Learn from

Share with

Timing

Method

Owner

 Project manager

 The project manager generally learns from outcome of the project

 The project manager generally shares information about the budget as well as timeframe of the project with team  leaders

Weekly basis

Email

Team leaders

Team leaders

 The project planners generally learns by involving within a specific situation

 The team leaders provides information about the status of the project to the project managers.

Whenever needed

 Email, fax, Telephonic conversations

Project managers

Architect

 The  architect learn from various project demands

 The architect discusses information about the design of the restaurant building with the project team leaders

Whenever needed

Email, telephonic conversation, video conferencing

Project team leaders

Supervisor

The supervisor learns from various situation of the project

The supervisors discusses about the status of the project with the project manager

 Weekly basis

Email, telephonic conversation, video conferencing

Project manager

Contractor

The contractor generally learns from the demand of the client.

 The contractor provide information about the resources as well as labors that are delivered.

 Whenever required

Email, telephonic conversation

 Human resource manager

 Financial manager

 The financial manager learns from the financial need of the project

The financial manager discusses about the needs of the project budget with the project sponsor

Weekly

Email, telephonic conversation, video conferencing

Sponsor

 5. Project meeting with an advance agenda

Project meeting agenda:

 Project team: Core project team     Date:3/29/2018     Time:   3.16Pm      Place: Saudi Arabia

 Purpose: The meeting was arranged in order in order to discusses about the budget crisis within the project

Topic

 Person

Time

 

2min

 Review agenda

 Project manager

 Summary

Financial manager

5min

 

 

2min

Meeting evaluation

 Project planner

Project meeting minutes

Project team: Core project team     Date:3/29/2018     Time:   3.16Pm      Place: Saudi Arabia:

 Members present: Financial manager, project manager, project planner and contractor

Decisions made: The project manager decided to avoid spending of money on unnecessary resources as well as tracking the budget that is used on a weekly basis.

Issues log:

Resolved issues: Budget related issues are resolved

New issues: Schedule slippage occurs

 Action item             Person responsible: Project manager                Completion date: (3/29/18)

 Project issues log

Open Issues

 Name

Data opened

Originator

Potential impact

Progress

Schedule slippage

3/10/18

 Project manager

High

In progress

Budget risk

3/22/18

 Financial manager

High

In progress

Closed Issues

Name

Date opened

Originator

How resolved

Date closed

 Quality of material that is used in appropriate

3/12/18

 Quality analyst

 The quality of the project must be checked before it is used in the project

3/18/18

 Project meeting plus delta evaluation table

+

?

· Estimation of budget

· Proper arrangement of meetings

· Proper architect design

· Communication between the team members

· Quality of the project

 

 

Bibliography

Boud, D., Cohen, R. and Sampson, J. eds., 2014. Peer learning in higher education: Learning from and with each other. Routledge.

Joslin, R. and Müller, R., 2015. Relationships between a project management methodology and project success in different project governance contexts. International Journal of Project Management, 33(6), pp.1377-1392.

Kerzner, H., 2017. Project management metrics, KPIs, and dashboards: a guide to measuring and monitoring project performance. John Wiley & Sons.

Marcelino-Sádaba, S., Pérez-Ezcurdia, A., Lazcano, A.M.E. and Villanueva, P., 2014. Project risk management methodology for small firms. International journal of project management, 32(2), pp.327-340.

Snyder, C.S., 2014. A guide to the project management body of knowledge: PMBOK (®) guide. Project Management Institute: Newtown Square, PA, USA.

Svejvig, P. and Andersen, P., 2015. Rethinking project management: A structured literature review with a critical look at the brave new world. International Journal of Project Management, 33(2), pp.278-290.

Too, E.G. and Weaver, P., 2014. The management of project management: A conceptual framework for project governance. International Journal of Project Management, 32(8), pp.1382-1394.

Walker, A., 2015. Project management in construction. John Wiley & Sons.

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