Stakeholder Engagement Plan For Sydney Airport Parallel

Analysing the risks and issues associated with the development of long runway at the airport.

The Sydney airport is facing problem in managing the aircraft organization at the airport due to the increasing number of flights. The government is looking forward to extend the runway of the Sydney airport for managing the overcrowding of the aircrafts. The congestion of the airport can be effectively managed by taking effective decision by the aircraft operator in relation to the take-off and landing of the aircrafts. The active participation of internal and external stakeholders brings coordination and synchronization in the planned activities and subsequent division of work among them. The working throughput of every stakeholder is equally important for improving the management of aircrafts systematically. The construction of Sydney airport runway will start from 12 Nov, 2018 and have to be completed within the period of 6 months. The focus should be given on analysing the risks and issues associated with the development of long runway at the airport such as noise pollution, employee’s capabilities and skills, and conflict and chaos among them.

The development of the Sydney airport can be impressively carried out by the active participation of internal and external stakeholders in carrying over the extension of the runway of the airport. It helps in improving the management of aircraft for timely take-off and landing to overcome the problem of congestion. The Sydney airport faces complexities in managing the aircraft. The figure below shows the congestion of the aircrafts at Sydney airport.

The engagement plan of the stakeholders should be developed for systematic completion of the given tasks in the direction of project success. The development of the stakeholder engagement plan focuses on three major areas which are classified as regulatory authorities, economic entities, and community and users. The stakeholder engagement plan should be developed for building strong relationship between them which helps in encompassing the legal and ethical principles for deploying the task effectively within the given time and cost. The framework of policies and principles should be developed by the government of to manage the associated funds required for the proposed projects. The stakeholder should signoff the project charter to analyse their role and responsibilities in the development process of airport runway at Sydney. The motive of developing the airport runway at airport is the systematic management of the aircraft so that the profitability can be improved. The systematic meetings should be arranged between the stakeholders so that the problems associated with the undertaken project can be highlighted with its effective mitigation plan such as increasing level of noise pollution, policies and framework for congestion control of the aircraft, and others.  The government of Australia had approved $ 419,683 for completing the construction of the runway so that complexities in the management of Aircraft can be effectively done. 

Project Aim

The aim of the project is to focus on developing the stakeholder engagement plan to systematic distribute the role and responsibilities among them so that the development of the airport runway at Sydney can be effectively completed on time.

The objectives of the project are as follows:

• Identifying the internal and external stakeholders associated with the project
• Development of stakeholder mapping program
• Development of stakeholder engagement method
• Identification of response for using the method
• Identification of problems and risks associated with the project
• Resource management plan

The decision making process and growth of the project depends upon the active participation of internal and external stakeholders. The development of the runway can be effectively improved by managing coordination through the placement of communication tools among them. The work efficiency and throughout of the stakeholders can be increased by providing them availability of resources, funds, authority, communication tools, and others. The project success depends on the management plan and synchronised activities of the stakeholders. The stakeholders are divided into two categories which are named as internal stakeholders and external stakeholders. The division of responsibilities and management of project activities are determined by undergoing four phases programs which is composed of Consultation process, Involvement in decision making program, shared responsibility, and transferred responsibility.

The internal stakeholders are directly related to the development of runway at the Sydney airport and external stakeholders keep control on the improving performance and completion time of the project. The table below shows the list of stakeholders which are directly and indirectly related to the project.

Stakeholders	Internal / External	Description
Sydney Airlines	Internal	The Sydney airlines proposes the project for developing the runway to resolve the congestion of the aircrafts
Passengers	External	Focuses on services and facilities retrieve from the Sydney airport
Freight forwarders	Internal	Making arrangements of Cargo facilities
Project Sponsors	External	Approval of the funds and cost required for completing th project
Project Manager	Internal	Development of the project schedule and stakeholder engagement plan
Government	External	Approved the project for the extension of the runway of Sydney airport
Employees	Internal	Skills and expertise should be according to the requirement so that take-off and landing can takes place on time
Regulatory bodies	External	The rules, laws, policies, and principles should be developed by the regulatory bodies for enhancing work flow
Project Partners	Internal	The development of the project requirement specification plan should be prepared with the active participation of the project partners
Service Facilitator	Internal	The designing of the service provided to the customers
Media Partners	External	The promotion of the airport depends on the association with the media partners
Internal Consultant	Internal	The internal consultants helps in improving the decision by providing different alternative to come up with the required proposal (Glinz, and Weiringa, 2007)
External Consultant	External	The external consultants focuses on providing information about market change and demands and the government policies
Banks and Insurance Companies	Internal	Provides funds for the project
Suppliers	External	Managing required resources for the project
Contractors	External	Agreement for managing the resources
Environmental Manager	Internal	Check the noise control

The stakeholder mapping helps in analysing the importance of the stakeholders associated with the business plan. The identification of the stakeholder requirement depends upon four processes which are classified as:

Identification phase: The phase of identification helps in analysing the grouping and organization of hierarchy required for completing the project (Alladi and Iyyuuni, 2015)

Analysing phase: The analysing phase focuses on measuring the requirement, capabilities, expectancy, and working ability of the stakeholders.

Mapping phase: The mapping phase focuses on visualizing the objectives of the stakeholder to complete the given task within the prescribed time and cost (SP Energy Networks, 2016)

Prioritizing phase: The ranking of the stakeholder should be allocated according to their given throughput.

The contribution of the stakeholders in completing the task and project activities helps in deciding their ranks and importance for the project (Sinclair, 2014). The following table gives the details of mapping of identified stakeholder for the undertaken project of constructing a runway for the Sydney airport.

Stakeholder	Role and responsibilities	Contribution	Legitimacy	Willingness to engage	Influence	Necessity of involvement
Sydney Airlines	The Sydney airlines proposes the project for developing the runway to resolve the congestion of the aircrafts	High	Medium	High	Low	High
Passengers	Focuses on services and facilities retrieve from the Sydney airport	Medium	High	Low	High	Medium
Freight forwarders	Making arrangements of Cargo facilities	Low	High	Low	Low	Low
Project Sponsors	Approval of the funds and cost required for completing th project	High	Low	High	Medium	Medium
Project Manager	Development of the project schedule and stakeholder engagement plan	High	High	High	High	High
Government	Approved the project for the extension of the runway of Sydney airport	Medium	Low	Low	High	Medium
Employees	Skills and expertise should be according to the requirement so that take-off and landing can takes place on time	High	Medium	Medium	High	High
Regulatory bodies	The rules, laws, policies, and principles should be developed by the regulatory bodies for enhancing work flow	Low	Low	High	Medium	Low
Project Partners	The development of the project requirement specification plan should be prepared with the active participation of the project partners	Medium	High	Low	High	Low
Service Facilitator	The designing of the service provided to the customers	Low	Medium	High	Low	Medium
Media Partners	The promotion of the airport depends on the association with the media partners	Low	Low	Medium	High	Low
Internal Consultant	The internal consultants helps in improving the decision by providing different alternative to come up with the required proposal	High	Low	Medium	High	High
External Consultant	The external consultants focuses on providing information about market change and demands and the government policies	High	Low	Medium	Medium	High
Banks and Insurance Companies	Provides funds for the project	Low	Low	Medium	High	Medium
Suppliers	Managing required resources for the project	Medium	Low	High	High	High
Contractors	Agreement for managing the resources	High	Low	Medium	Low	High
Environmental Manager	Check the noise control	Low	Medium	Low	Medium	Low

The identification of the stakeholder capabilities and operational efficiency helps in analysing the division of role and responsibilities according to their participation. The five step processes is used for defining the relationship between the internal and external stakeholders (Bal, Bryde, Fearon, and Ochieng, 2013). The relationship among the stakeholders helps in bringing coordination and cooperation to manage the process effectively. The active participation of the stakeholders can be developed by following the systematic arrangement of processes, authorities, control structure, and others.

Project Objective

Building partnership: The focus should be given on managing the partnership between the internal and external stakeholders so that the flow of information can be effectively managed between the organization hierarchical structures (Amaeshi, and Crane, 2014). It is a two way process which plays a significant role in taking required decision for the improvement of the project plan and working schedule. The sharing of authorities and responsibilities for completing the given tasks helps in getting better result of increased compatibility and output.

Developing participation: The project team members should actively participates in completing their work, providing new idea, opinions, and alternative solution for the betterment of the project. The responsibilities, authorities, and activity schedule should be synchronised so that the employees can be able to give their 100% capability (Dhakal, 2015).

Managing consultation from internal and external stakeholders: The decision for improving the business process should be based on consultation process which should be carried out between the internal and external stakeholders periodically so that the knowledge of market change and continuous improvement plan of the project can be highlighted (Ibrahim, Zaart, Adams, 2017).

Push Communication: The push communication is the one way process which is used for guiding the stakeholders to complete their work according to the requirement of the project. The push communication is carried out through the medium of email, newsletters, videos, written text, documentation, and others.

Pull communication: The pull communication is the one-way process which is used for measuring the efficiency of the stakeholders and their contribution in carrying over the project activity schedule effectively.

Stakeholders	Roles	Engagement Methods	Project Phase	Frequency	Whom
Sydney Airlines	Places the proposal and requirement of constructing the extension of runway for Sydney airport Brief description of the requirement	Face to face Formal Meeting Interviews Roundtable discussion Telephonic Audio conferencing Video conferencing Site Visit	In the project initialization	Monthly	Project manager Project sponsor Government
Passengers	Focuses on services and facilities retrieve from the Sydney airport (Rhodes, Bergstrom, Lok, and Cheng, 2014)	Face to face Formal Meeting Interviews Roundtable discussion Telephonic Audio conferencing Video conferencing Site Visit	In the project initiation and implementation phase	At the end of the project	Project manager
Freight forwarders	Making arrangements of Cargo facilities	Face to face Formal Meeting Interviews Roundtable discussion Telephonic Audio conferencing Video conferencing Site Visit	In the execution phase	Weekly	Contractors and suppliers
Project Sponsors	Approval of the funds and cost required for completing th project	Face to face Formal Meeting Interviews Roundtable discussion Telephonic Audio conferencing Video conferencing Site Visit	Project planning	Monthly	Project Manager
Project Manager	Development of the project schedule and stakeholder engagement plan	Face to face Formal Meeting Interviews Roundtable discussion Telephonic Audio conferencing Video conferencing Site Visit	Project planning	Daily	Project owner Government
Government	Approved the project for the extension of the runway of Sydney airport	Face to face Formal Meeting Interviews Roundtable discussion Telephonic Audio conferencing Video conferencing Site Visit	Project planning	Monthly	Project Manager
Employees	Skills and expertise should be according to the requirement so that take-off and landing can takes place on time	Face to face Formal Meeting Interviews Site Visit Emails Newsletter	Execution and operation phase	Daily	Project Manager
Regulatory bodies	The rules, laws, policies, and principles should be developed by the regulatory bodies for enhancing work flow	Face to face Formal Meeting Site Visit	In operation phase	Once	Project Manager Government
Project Partners	The development of the project requirement specification plan should be prepared with the active participation of the project partners	Face to face Formal Meeting Interviews Roundtable discussion Telephonic Audio conferencing Video conferencing Site Visit	Project initiation phase	Throughout the project	Project Manager
Service Facilitator	The designing of the service provided to the customers	Face to face Formal Meeting Interviews Roundtable discussion Telephonic Audio conferencing Video conferencing Site Visit	Project initiation phase	Throughout the project	Project Manager
Media Partners	The promotion of the airport depends on the association with the media partners	Face to face Telephonic Audio conferencing Video conferencing Site Visit	Project execution and operation phase	At the end of the project completion	Project Manager
Internal Consultant	The internal consultants helps in improving the decision by providing different alternative to come up with the required proposal	Face to face Formal Meeting Interviews Roundtable discussion Telephonic Audio conferencing Video conferencing Site Visit	Project Planning	Throughout the project	Project Manager
External Consultant	The external consultants focuses on providing information about market change and demands and the government policies	Face to face Formal Meeting Interviews Roundtable discussion Telephonic Audio conferencing Video conferencing Site Visit	In the project operational phase	Monthly	Project Manager
Banks and Insurance Companies	Provides funds for the project	Face to face Formal Meeting Interviews Telephonic Audio conferencing Video conferencing Site Visit	Project Planning	Once	Project Manager Government
Suppliers	Managing required resources for the project	Face to face Formal Meeting Interviews Telephonic Site Visit	Project Execution  phase	Periodically	Project Manager
Contractors	Agreement for managing the resources	Face to face Formal Meeting Interviews Telephonic Site Visit	Project Execution  phase	Periodically	Project Manager
Environmental Manager	Check the noise control	Face to face Formal Meeting Interviews Roundtable discussion Telephonic Audio conferencing Video conferencing Site Visit	Project Execution  phase	Periodically	Project Manager
Quality Manager	Develops quality standards Checks quality of the runway constructed at the airport	Face to face Formal Meeting Interviews Roundtable discussion Telephonic Audio conferencing Video conferencing Site Visit Use of Quality standards	Project Operation phase	Once	Project Manager

The deployment of different engagement tools according to the requirement of the project helps in managing the required purpose for setting operations for the expansion of the runway of the Sydney airport. It helps in focusing the completion of the project activities within the given period of time and cost so that the project can be successfully completed as desired (Isa, Hamid, and Tan, 2016). The transparency between the works of the stakeholders helps in providing effective information required for sharing of data and processes (Sokolova, 2016). The respect should be given to the innovative ideas provided by the stakeholders to improve the performance of the project and managing the complexities of the aircraft at the airport. The engagement tools focuses on:

• Think Strategically: The strategy should be developed for managing the business plan and completing the given task by identifying the issues associated with the project.
• Analyse and plan: The progress report of the stakeholders should be reviewed periodically so that their flaws and requirement can be effectively known.
• Resource management: The availability of resources helps in improving the capabilities of the stakeholders.
• Design and engage: The designing of the stakeholder engagement plan helps in managing the communication flow for systematic management of information and data.
• Review and Measure: The stakeholder engagement plan helps in measuring the performance of the stakeholder so that the forecasting of the output can be measured (Milano, 2009).

The development of the stakeholder engagement plan and deploying the effective engagement tools for the stakeholders helps in managing communication between them. The following table shows the significance of developing stakeholder engagement plan:

Stakeholders	Engagement Methods	Response
Sydney Airlines	Face to face Formal Meeting Interviews Roundtable discussion Telephonic Audio conferencing Video conferencing Site Visit	Helps in analysing the estimation of cost required for the project Develop preparation plan for the expansion of runway Alternative solution to the airport problems
Passengers	Face to face Formal Meeting Interviews Roundtable discussion Telephonic Audio conferencing Video conferencing Site Visit	Helps in increasing the level of satisfaction of the customers
Freight forwarders	Face to face Formal Meeting Interviews Roundtable discussion Telephonic Audio conferencing Video conferencing Site Visit	Helps in managing resources
Project Sponsors	Face to face Formal Meeting Interviews Roundtable discussion Telephonic Audio conferencing Video conferencing Site Visit	Helps in improving the level of funds and investments of the project sponsors
Project Manager	Face to face Formal Meeting Interviews Roundtable discussion Telephonic Audio conferencing Video conferencing Site Visit	Helps in developing effective project schedule Helps in developing effective stakeholder engagement plan Help in developing effective communication management plan (PPS Group, 2014)
Government	Face to face Formal Meeting Interviews Roundtable discussion Telephonic Audio conferencing Video conferencing Site Visit	Helps in developing laws and policies for the expansion of the runway of the Sydney airport
Employees	Face to face Formal Meeting Interviews Site Visit Emails Newsletter	Work in the direction of project plan
Regulatory bodies	Face to face Formal Meeting Site Visit	Helps in developing laws and policies for the expansion of the runway of the Sydney airport
Project Partners	Face to face Formal Meeting Interviews Roundtable discussion Telephonic Audio conferencing Video conferencing Site Visit	Provides innovative ideas for resolving the complexities and issues associated with the project
Service Facilitator	Face to face Formal Meeting Interviews Roundtable discussion Telephonic Audio conferencing Video conferencing Site Visit	Helps in providing effective services and facilities to improve the level of satisfaction of the customers and external stakeholders
Media Partners	Face to face Telephonic Audio conferencing Video conferencing Site Visit	Helps in promoting the operational plan of the airport
Internal Consultant	Face to face Formal Meeting Interviews Roundtable discussion Telephonic Audio conferencing Video conferencing Site Visit	Provides innovative ideas for resolving the complexities and issues associated with the project
External Consultant	Face to face Formal Meeting Interviews Roundtable discussion Telephonic Audio conferencing Video conferencing Site Visit	Provides information about the market change and market demand
Banks and Insurance Companies	Face to face Formal Meeting Interviews Telephonic Audio conferencing Video conferencing Site Visit	Provides funds to complete the project activities
Suppliers	Face to face Formal Meeting Interviews Telephonic Site Visit	Managing resources on time and according to the requirement raised by the internal participants
Contractors	Face to face Formal Meeting Interviews Telephonic Site Visit	Managing resources on time and according to the requirement raised by the internal participants (Craxton, Blacklock, and Ivanov, 2014)
Environmental Manager	Face to face Formal Meeting Interviews Roundtable discussion Telephonic Audio conferencing Video conferencing Site Visit	Checking measures for managing the environmental hazards due to the expansion process of constructing the runway for the Sydney airport such as noise pollution (Sunshine coast council, 2010)
Quality Manager	Face to face Formal Meeting Interviews Roundtable discussion Telephonic Audio conferencing Video conferencing Site Visit Use of Quality standards	Develops quality checklist for analysing the efficiency of managing the landing and take-off of the aircrafts from the Sydney airport (Wahab, and Dulaimi, 2014).

Identify Stakeholder

Expansion of Runway for Sydney Airport
Project Activities	Duration (Weeks)
Development of the requirement specification plan	Week 1
Analysis of the resources required	Week 2
Construction of project team	Week 3
Division of roles and responsibilities	Week 4
Development of Stakeholder engagement plan	Week 5
Distribution of Engagement tools	Week 6
Development of the Project execution plan	Week 6
Undergoing construction	Week 7 to Week 12
Testing of the runway	Week 13
Quality Report	Week 14
Implementation	Week 15
Project Handover and Closure	Week 16

Expected problems and Issues	Issues Severity	Issues Likelihood	Issues Ranking	Issues Impact	Use of engagement tools to resolve issues
Overall Time management	3	2	5	Medium	Project Schedule Stakeholder engagement plan
Overall cost management	2	4	6	High	Facts Sheets Budget
Scheduling of flights	4	1	5	Medium	Newsletter Emails Progress report
Environmental Hazard	1	2	3	Low	Progress Report of noise pollution (Stanley, 2014)
Incapability of managing resources	2	4	6	High	Project Schedule Telephonic conversation Signing of agreement
Construction of the flight path	3	4	7	High	Progress report
Framework of policies	3	1	4	Medium	Newsletter Progress report

Stakeholders	Engagement tools	Requirement
Sydney Airlines	Face to face Formal Meeting Interviews Roundtable discussion Telephonic Audio conferencing Video conferencing Site Visit (Mysore, Elmaulim, Kirytopoulus, 2016)	Infrastructure Development Water supply Power supply Network System Cost effective
Passengers	Face to face Formal Meeting Interviews Roundtable discussion Telephonic Audio conferencing Video conferencing Site Visit	Clean seating arrangement Effective timing of take-off and landing of the flights
Freight forwarders	Face to face Formal Meeting Interviews Roundtable discussion Telephonic Audio conferencing Video conferencing Site Visit	Project schedule Requirement of the resources
Project Sponsors	Face to face Formal Meeting Interviews Roundtable discussion Telephonic Audio conferencing Video conferencing Site Visit	Return on investment Profit earned by the project Progress report
Project Manager	Face to face Formal Meeting Interviews Roundtable discussion Telephonic Audio conferencing Video conferencing Site Visit	Efficiency of project plan
Government	Face to face Formal Meeting Interviews Roundtable discussion Telephonic Audio conferencing Video conferencing Site Visit	Progress report Management of the Aircraft complexities (Yip, Phaal and Probert, 2013)
Employees	Face to face Formal Meeting Interviews Site Visit Emails Newsletter	Job satisfaction Areas of growth Training and development program New opportunities
Regulatory bodies	Face to face Formal Meeting Site Visit	Compliance with the framework of policies
Project Partners	Face to face Formal Meeting Interviews Roundtable discussion Telephonic Audio conferencing Video conferencing Site Visit	New Business opportunities Progress report
Service Facilitator	Face to face Formal Meeting Interviews Roundtable discussion Telephonic Audio conferencing Video conferencing Site Visit	Clear scope Feedback of the customers
Media Partners	Face to face Telephonic Audio conferencing Video conferencing Site Visit	Clear scope Feedback of the customers
Internal Consultant	Face to face Formal Meeting Interviews Roundtable discussion Telephonic Audio conferencing Video conferencing Site Visit	Previous report of the airport Problem domain Market trends and technologies
External Consultant	Face to face Formal Meeting Interviews Roundtable discussion Telephonic Audio conferencing Video conferencing Site Visit	Previous report of the airport Problem domain Market trends and technologies
Banks and Insurance Companies	Face to face Formal Meeting Interviews Telephonic Audio conferencing Video conferencing Site Visit	Return on investment Profit earned by the project Progress report
Suppliers	Face to face Formal Meeting Interviews Telephonic Site Visit	Project schedule Requirement of the resources
Contractors	Face to face Formal Meeting Interviews Telephonic Site Visit	Project schedule Requirement of the resources
Environmental Manager	Face to face Formal Meeting Interviews Roundtable discussion Telephonic Audio conferencing Video conferencing Site Visit	Quality check report Progress report of the project

The development of the stakeholder engagement plan helps in managing the flow of information between the internal and external stakeholders which helps in improving the flow of information and data among them by utilizing the engagement tools. The systematic arrangement of engagement tools helps in bringing efficiency in the work breakdown structure of the project by completing the task within the given deadline and estimated cost. The development of the runway can be effectively improved by managing coordination through the placement of communication tools among them. The strategy should be developed for managing the business plan and completing the given task by identifying the issues associated with the project. The stakeholder engagement plan is the is a two way process which plays a significant role in taking required decision for the improvement of the project plan and working schedule. The sharing of authorities and responsibilities for completing the given tasks helps in getting better result of increased compatibility and output.

Conclusion

It can be concluded that the project of expanding the runway of the Sydney airport can be completed on the scheduled time so as to resolve the complexities of managing the landing and take-off of the flights by developing well-coordinated stakeholder engagement plan. It helps in specifying the roles and responsibilities, engagement tools, organization hierarchy structure for communication, required information, time, and cost of the participating stakeholders.

References

Alladi, A., and Iyyunni, C. (2015). Stakeholder management cross-sectional study. Ebook [Online]. Available at: https://www.researchgate.net/publication/261884400_A_framework_for_stakeholder_engagement_and_sustainable_development_in_MNCs [Accessed on 19 Sep, 2018]

Amaeshi, K. and Crane, A. (2014). Stakeholder engagement: A mechanism for sustainable aviation. International journal of corporate social responsibility and environment management, 15(5), pp. 245-260. Available at: https://www.researchgate.net/publication/227875888_Stakeholder_engagement_A_mechanism_for_sustainable_aviation [Accessed on 19 Sep, 2018]

Bal, M., Bryde, D., Fearon, D., and Ochieng, E. (2013). Stakeholder engagement: Achieving sustainability in the construction sector. International journal on sustainability, 6(2), pp. 695-710. Available at: https://www.researchgate.net/publication/261884400_A_framework_for_stakeholder_engagement_and_sustainable_development_in_MNCs [Accessed on 19 Sep, 2018]

Buhalis, V. (2010). Effective collaboration and cooperation among airport stakeholders. Ebook [Online]. Available at: https://www.aci-asiapac.aero/services/main/19/upload/service/19/self/YE201610_HYD.pdf [Accessed on 19 Sep, 2018]

Craxton, C., Blacklock, K., and Ivanov, I. (2014). Stakeholder engagement plan. Ebook [Online]. Available at: https://s21.q4cdn.com/589145389/files/doc_documents/EN/Stakeholder-Engagement-Plan.pdf [Accessed on 19 Sep, 2018]

Dhakal, S. (2015). Stakeholder engagement and asset management: A case study of the gold coast airport, Queensland. Ebook [Online]. Available at: https://eprints.qut.edu.au/115246/1/115246_6351956_hannah_stanley_thesis.pdf [Accessed on 19 Sep, 2018]

Glinz, M., and Weiringa, R. (2007). Stakeholder in requirement engineering. Ebook [Online]. Available at: https://www.cs.rug.nl/search/uploads/Teaching/RE2009Fall/paper/2007_Glinz_IEEE%20Software_Stakeholders%20in%20Requirements%20Engineering.pdf [Accessed on 19 Sep, 2018]

Ibrahim, M., Zaart, A., Adams, C. (2017). Stakeholder engagement in smart sustainable cities: a proposed model. International conference on computer and application. Available at: https://ieeexplore.ieee.org/document/8079773/ [Accessed on 19 Sep, 2018]

Isa, N., Hamid, N., and Tan, P. (2016). A Stakeholder analysis of the Klia2 airport terminal project. Ebook [Online]. Available at: https://www.researchgate.net/publication/305825147_A_Stakeholder_Analysis_of_the_klia2_Airport_Terminal_Project [Accessed on 19 Sep, 2018]

Milano, A. (2009). Stakeholder engagement plan. Ebook [Online]. Available at: https://www.sarajevo-airport.ba/EBRD/Stakeholder%20Engagement%20Plan%20-%20Final%20Report.pdf [Accessed on 19 Sep, 2018]

Mysore, K., Elmaulim, A., Kirytopoulus, K. (2016). Multistakeholder engagement in the face of stakeholder adversities among globally distributed ICT projects- A conceptual model and a research agenda. International Conference on Industrial engineering and engineering management. Available at: https://ieeexplore.ieee.org/document/7798066/ [Accessed on 19 Sep, 2018]

PPS Group. (2014). A second runway for Gatwick: Engagement strategy. Ebook [Online]. Available at: https://www.gatwickairport.com/globalassets/publicationfiles/business_and_community/all_public_publications/second_runway/airports_commission/gatwick_appendix_a23_engagement_strategy.pdf [Accessed on 19 Sep, 2018]

Rhodes, J., Bergstrom, Lok, P., and Cheng, T. (2014). A framework for stakeholder engagement and development in MNCs. Ebook [Online]. Available at: https://www.researchgate.net/publication/261884400_A_framework_for_stakeholder_engagement_and_sustainable_development_in_MNCs [Accessed on 19 Sep, 2018]

Sinclair, M. (2014). Developing a model for effective stakeholder engagement. Ebook [Online]. Available at: https://blogs.deakin.edu.au/apprj/wp-content/uploads/sites/33/2014/02/12-sinclair.pdf [Accessed on 19 Sep, 2018]

Sokolova, E. (2016). Stakeholder engagement: Shiphole airport case. Ebook [Online]. Available at: https://brage.bibsys.no/xmlui/bitstream/handle/11250/2432324/masterthesis.PDF?sequence=1 [Accessed on 19 Sep, 2018]

SP Energy Networks. (2016). Stakeholder engagement strategy. Ebook [Online]. Available at: https://www.spenergynetworks.co.uk/userfiles/file/Stakeholder%20Strategy%20Web.pdf [Accessed on 19 Sep, 2018]

Stanley, H. (2014). Airport planning and stakeholder engagement: An international comparison. Ebook [Online]. Available at: https://eprints.qut.edu.au/115246/1/115246_6351956_hannah_stanley_thesis.pdf [Accessed on 19 Sep, 2018]

Sunshine coast council. (2014). Stakeholder engagement. Ebook [Online]. Available at: https://eisdocs.dsdip.qld.gov.au/Sunshine%20Coast%20Airport%20Expansion/EIS/Volume%20A%20chapters/Chapter%20A7%20-%20Stakeholder%20engagement%2020Sep14.pdf [Accessed on 19 Sep, 2018]

Wahab, H., and Dulaimi, M. (2014). Design process and stakeholder management in airport construction. Ebook [Online]. Available at: https://www.irbnet.de/daten/iconda/CIB_DC27392.pdf [Accessed on 19 Sep, 2018]

Yip, M., Phaal R., and Probert, D. (2013). Stakeholder engagement in early stage product service system development. International conference on technology management. Available at: https://ieeexplore.ieee.org/document/6641683/ [Accessed on 19 Sep, 2018]