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Hint, you might discuss how stakeholder engagement on the actual project (back in the last century) compares with what you are now proposing!

Guiding information:

  • If you haven’t started researching and writing before now, you’re not in a good position!
  • The SCU library has lots of resources on how to do a report.  Hint look at the LIBGUIDE online.
  • Engineering department has been providing three Advanced Engineering Study Groups.   Similarly, SCU Learning Support has been providing students with numerous training sessions that have been addressing how to do assessments, academic writing, referencing, and so on, therefore there is no excuse for not producing a professional Report.
  • Your tutor, the library, and student support love students that seek their help so go to the advanced engineering study session, the library, and student support for help but book early.
  • As discussed in class, you can use your imagination by providing graphs, charts, and so on to support your position as these do not add to the word count.
  • Please ensure that your document is written clearly in good English.  If your tutor has to spend time trying to interpret your work frustration sets in and you will lose marks. Your work must be acceptable in academia and in the industry.

Stakeholder Engagement Plan importance for the development of Sydney Airport Parallel Runway Project

The perspective of the stakeholders about a particular project is essential for positive outcome and successful outcome. Stakeholder engagement is the method of interacting with the project stakeholders in order to convince them and their advocates about the benefit of the project (Andriofet al. 2017). However, stakeholder engagement is quite different from stakeholder management and it influences the variety of outcomes through relationship building, communication, consultation, negotiation and compromise. Stakeholder engagement plan is the list of activities along with timelines developed systematically to provide the stakeholders with relevant information from time to time so that success of the project assured (Cascettaet al.2015). Communication is a key to achieving success in major projects and the report has aimed to provide an effective stakeholder engagement plan for developing a parallel runway in Sydney Airport. The runway had already been developed two decades back but the report has made an assumption that runway would be developed in the upcoming year and the stakeholder engagement plan has developed based on the current requirement. Therefore, the current standards, legislations, knowledge, input and current reaction of the stakeholders will be taken into account while developing the project. The stakeholder breakdown will be addressed based on the current requirements and will provide a comparative analysis of the project stakeholder requirement changes in the past decades.

The stakeholder engagement plan is important for development of the Sydney Airport Parallel Runway Project.  Sydney airport is one of the international airports in the country and acts a gateway for both domestic and international flights.  The parallel runway project was executed in the 19th century but even in the present day the development of a parallel runway has to take various factors in consideration before proceeding with the project (Averyand Balakrishnan2015).  In the project almost two decades back, environmental concerns were one of the biggest issues and challenges that had to be taken into account while developing the parallel runway.  There has been strong growth over the last decade and the airline industry has grown significantly.

The major challenges faced by the organizations in such projects are environmental, efficiency, capacity and safety challenges.  The runway has to be developed based on the current requirement but the future requirements will also have to be taken into consideration while making investments. This investment will include updates in equipment, infrastructure and effective management of human resources for performing air traffic management functions.  The airspace is huge and it covers almost 11% of the overall airspace so improvement in surveillance, remotely piloted aircraft systems, environmental impacts, workforce capability, infrastructure and technology are key challenges and issues in the modern development of runways (Tangri2018). The safety requirement based on the legislations has changed from the past two decades where safety of the passsengers is given utmost priority. Therefore, abiding by the regulations of ICAO SARPs, harmonization of Civil-military ATM, recruitment and retention of effective workforce and environmental impact management are major issues (Tangri 2018).  These factors will have to be taken into consideration while developing a new parallel runway as environmental conditions have changed drastically in the past two decades.

Major challenges faced by organizations during the project

As stated by Rahmanet al.(2017), stakeholder engagement is a process of developing a two communication between the decision makers and stakeholders to exchange information regarding the project. This also facilitates in providing a better understanding of the issues addressed by the policy makers while addressing a particular project (Barrett, Oborn and Orlikowski 2016). The policy direction is better achieved using engagement plan and news methods of initiating a plan. Stakeholder engagement plan is one of the ways of maintaining transparency and take inputs from the stakeholders to get better results. The diverse range of issues can be identified using the engagement strategies and will provide the stakeholders the idea about the issues that will have to overcome and managed (Zavyalovaet al.2016). Projects will consist of both external and internal stakeholders. The internal stakeholders are personnel that are directly linked to the project and serving the organizations. The internal stakeholders include board members, staff members, former board members, investors, employees, managers and owners.  External Stakeholders are the ones that are not directly linked to the project but the operation of the project impacts them (Barrett, Oborn and Orlikowski 2016). The external stakeholders will consist of community partners, clients, suppliers, government and society.

The nature of working relationship between the project committee and the stakeholders will facilitate in establishing the requirements, constraints, deliverables, out of scope and milestones (Aragonés-Beltrán,García-Melón and Montesinos-Valera2017). The budget allocation and resources available for a particular project is also effective set based set on the stakeholder criteria. The information of the different phases assists in changing requirement if required and solve the issue faced during the project. However, the stakeholders’ identification process starts with stakeholder analysis where all the required stakeholders are initially identify the all the stakeholder with the project group and the leader. This is the most effective way of identifying all the stakeholders that will be affected by the project during the execution and launch of the project (Aragonés-Beltrán,García-Melón and Montesinos-Valera2017). This facilities in effective identification of the internal and external stakeholders in the project and measures can be developed based on this analysis process to align the involvement and the interest of the stakeholders (Barrett, Oborn and Orlikowski 2016). This is generally conducted by using stakeholder mapping which has been discussed in the following sections.

The stakeholders in the current project have been identified and the stakeholder design for the runway has been identified. The internal and external stakeholders in the project have been identified.

Internal and external stakeholders

Internal Stakeholders

The internal stakeholders in the project are as follows:

  • Project board, project manager: The project board and project manager are the key internal stakeholders deciding on the requirements and budget of the project.
  • Airport runway construction authority
  1. Engineering: Engineers are one of the key internal stakeholders in the project and will consist of civil engineers, electrical engineers and electronic engineers. These engineers will develop the design of the runway based on the requirement of the stakeholders decided by the project board and manager (Karanikas 2018).
  2. Infrastructure- The responsibilities of the infrastructure engineer includes architect, supervising and participating in technology and development implementation (Mordecai, Orhof and Dori 2018).

iii. Construction- The construction manager has the responsibility of overseeing the major aspects of the project that includes managing, working with other construction workers along with planning and budgeting process (Mata?Lima et al. 2016).

  1. Procurement- The procurement managers are responsible for purchasing necessary goods and services needed in the airport runway development process.
  2. Development and Master planning

1) Consultant- The consultant personnel has the responsibility of advising the management regarding certain compliance with policies and procedures.

2) Design Build Contractors- The personnel has the responsibility of delivering project within which the design and construction services are contracted by a particular design builder.

  • Airport management authority
  1. Ground Services- These stakeholders perform vita duties to make sure safety off airline passengers along with maintaining plane and runway between flights (Mordecai, Orhof and Dori 2018).
  2. Governmental Operation Authorities  

1) Police- Airport police units have a major role in carrying out law enforcement functions in cse of airport emergency.

2) Air carrier- This stakeholder group has responsibilities of flight deck checking, maintaining air navigators (Bows-Larkin 2015).

3) Customs- This stakeholder group is responsible for loading export goods needed for airport runway project.

iii. Airport Operation- This stakeholder group has the responsibility of managing the operations of local airline company, supervising duty fees compliance and abiding by rules set by the funding government in the runway project.

Mapping of Stakeholders

Ferretti (2016) stated that visual representation or pictorial depiction of the stakeholder analysis is represented by stakeholder mapping.  This constitutes organizing the people as per the key criteria for effective management of the stakeholders during the project.  The key criteria of stakeholder mapping are financial stake, interest, influence, emotional stake and others. It is essential to include all the stakeholders even those that are on the periphery for effective stakeholder engagement. The mapping of the stakeholders is broken into four phases to determine the key list of stakeholders from the overall stakeholder spectrum and they are identifying, analysing, mapping and prioritizing (Krupaet al. 2018).  The project process quality depends on the knowledge of the participants and so it is essential to gather a group that is cross functional in nature consisting of internal participants to contribute to the project. This facilities in identifying the external sources that may have the required knowledge or perspective on the issues for valid inputs.

The first step of the process is identification of the key stakeholders which will be dependent on the current engagement objectives, impacts and purpose of the project. This means that the stakeholder list would be dynamic and would evolve based on change in the surrounding environment (García-Nietoet al. 2015). The next step is analysis of the stakeholders to understand their perspective and relevance to the project in order to identify the usefulness of these stakeholders in addressing the issues in the project. The analysis is executed based on criteria such as contribution, willingness to engage, legitimacy, involvement necessity and influence (Fradkin, et al.2016). The next step in the process is mapping of the stakeholders based on the analysis which is used to determine the most useful stakeholders in the engagement process. The final step of the mapping process is prioritizing the stakeholders based on their level of importance. This is because of the fact that every stakeholder does not necessarily needed to be engaged at all times and with same amount of engagement. Therefore, the strategic perspective facilitates in conserving both money and time while engaging the project.

Stakeholder Name

Impact

How much does the project impact them? (Low, Medium, High)

Influence

How much influence do they have over the project? (Low, Medium, High)

What is important to the stakeholder?

How could the stakeholder contribute to the project?

How could the stakeholder block the project?

Project board

High

High

The purpose of the project board is to identify the requirement of the project based on the requirement of the other stakeholders.

The project board monitors the overall project and provides valuable guidance regarding the project processes. The project plan is developed in accordance to the project board.

The project has the power to stop the project as they are accountable for the overall project.

Project manager

High

High

The project manager will oversee the project and responsible for effective completion of the project.

The project manager will monitor the project based on the developed project plan, activities and manage the other stakeholders in the project

The absence of the project manager can deviate the project scope and increase the timeline.

Civil Engineer

Low

High

Civil Engineers is development of a modernized and effective runway.

Civil Engineers will be responsible for developing the civil requirements for constructing the runway

The civil engineer could go on strikes to hamper the fluidity, timeline and resources.

Infrastructure and concrete management engineer

Low

High

The infrastructure and concrete engineer aims to manage the use of the resources effectively.

The infrastructure and concrete engineer provides estimates and effective use of resources.                                                     

The Infrastructure and concrete management engineer could go on strikes to hamper the fluidity, timeline and resources.

Procurement engineers

Low

High

The procurement engineer aims to purchase all the materials at reasonable keeping the budget within the limit.

The procurement engineer can develop effective relationship with the suppliers and effectively manage inventory to keep the project on schedule without any hindrance

The procurement engineer can block the project by not purchasing the required inventory on a timely basis

Road designer engineers

Low

High

The road design engineer will design a suitable runway based on the requirement of the project.

The road design engineer will design the runway and can make changes to the design based on the evolution of the needs of the other stakeholders.

The road could block the project by not providing the runway design at the desired time.

Surveyor

Low

High

The surveyor will analyse the topography of the overall area of the project to provide the optimal area of use.

The surveyor could identify a suitable location for the parallel runway by keeping in mind the rules, regulations and restrictions posed by the governing bodies. The surveyor will develop the contour and will a detail of the land and its neighbouring which will help to identify the other external stakeholder.

The surveyor’s analysis of the area of the project is the initial step of the project and can block the project by not providing the contour timely and by delivering faulty contour. The faulty contour will cause the estimate to overshoot which delay the project.

Consultant

Low

High

The consultant’s objective is to provide optimal solution to the needs of the project stakeholder by adhering to the guidelines of the regulatory bodies.

The consultant will develop the strategy that has to be implemented in order to complete the project without any hindrance. Consultant is also responsible for providing the drawing and designing of the runway within the given time.

Consultant may block the project by develop strategies that are not in accordance to the requirement of the project which causes re-evaluation of the overall strategy of the project scope.

Design Build contractors

Low

High

The build contractors aim to execute the design developed by the consultant and other engineers

The design build contractors will develop the runway based on the requirements of the stakeholders.

The difference in negotiation of pay and not meeting the obligation of the timely payment may block the project

Geo technical Services

Low

High

  The geo technical services will commence with soil testing and measuring the flow of wind during the whole year along with the measurement of wind pressure.

The geo technical services will provide the detail analysis of the geographical condition of the chosen area of project to give recommendations on the measures and points that has been to kept in while designing and executing the project.

The overall design and development of the runway is dependent on soil and wind testing where faulty measurement will lead to scope creep in the project. It will also cause planning and infrastructure deficiencies.

Ground Services

High

Low

The ground services aim to provide facilities to the consumers while making their way frim the airport to the runway.

The ground services do not contribute to the project as they are the external stakeholders but provide requirement regarding the facilities they require for operating in the runway.

The ground services will not have any effect on the project processes and cannot block the project.

Police

Medium

Medium

The police will aim to protect the project sites and resources from illegal activities.

The police can protect the resources and expensive equipment from being stolen.

The police may block the project in case of illegal activities in project site.

Customs

High

Low

The customs department will inspect the site to check the suitability of the site for shipping and docking of exports and imports.

The customs can provide clearance regarding the execution of the project.

The customs can stop the project if they find out that all the rules and regulations are not being followed.

Air carriers

High

Medium

The air carrier department will inspect the feasibility and execution whether the runway is up to the standards for the flight take-offs

They can contribute by providing a green signal to the project so that it can proceed without any hindrance.

Air carriers can stop the project if they consider the design of the project not up to the standards mentioned by the government.

Airport operations

High

Low

The airport operations handle all the operations within the airport.

The airport operations are not directly related to the project and will not have any direct contribution to the project.

The airport operations can bring an objection regarding the construction of the runway by claiming that it is hampering the day to day operations.

Local Airline Company

High

Low

The local airline companies aim to provide the consumers with proper convenience for travelling for the consumers

They cannot contribute to the project.

They cannot block the project

Duty Fee

High

Medium

The duty fee commission collects taxes on the projects

They cannot contribute to the project

They cannot block the project

Funding Government

High

High

The government wants development of the runway by maintaining the rules and regulations.

The government body provides funding to the project and fulfils all the infrastructural requirements.

The government can stop the funding the project and block the project

Stakeholder mapping

Table 1: Stakeholder mapping and analysis

Source: (As created by Author)

The importance of stakeholder engagement plan and the reason of effectively engaging the stakeholders have to be analysed to understand its significance in modern day project management. The most aspect of a project is defining the scope of the project and aligning it with the needs of the stakeholders. The nature of working relationship between the project committee and the stakeholders will facilitate in establishing the requirements, constraints, deliverables, out of scope and milestones. The budget allocation and resources available for a particular project is also effective set based set on the stakeholder criteria. The information of the different phases assists in changing requirement if required and solve the issue faced during the project (Barrett, Oborn and Orlikowski 2016).  The two images show the role of stakeholders in developing the project scope, allocating resources and offering best solutions to the company. This is through implementing the processes based on the agreed design and analysing the final product. This shows that stakeholders are the key element of the project and the project has to be developed and executed as per their requirements in order to make them satisfied.  The most important aspect of the project is to identify the key stakeholders and the information that needs to be conveyed. The type of information conveyed is also an important aspect as it is essential to understand the relevancy of information to the stakeholders.

The potential engagement activities in a project consists of developing a communication plan where the all the stakeholders will be provided information regarding depending upon their needs and their importance in the project (Aragonés-Beltrán,García-Melón and Montesinos-Valera2017). The activities of engagement will depend upon the approach taken in order to address stakeholders based on their influence and interest. The partnership approach has to be taken with the project board, project manager and governing body. These stakeholders are engaged in regular meetings as they discuss the challenges and progress of the project. This enables them to be remaining up to date about the project. The stakeholders having high influence and low influence participation approach has to be considered (Concannonet al.2014.). The engineers will fall in this category and meetings will be conducted after key milestones as they will provide inputs about the project to the other key stakeholders. The stakeholders having low influence and high interest will be engaged using the consultation approach where their feedback will be taken at intervals through meetings and they will also be provided with updates so that their valuable feedback is considered (Aragonés-Beltrán,García-Melón and Montesinos-Valera2017). Push and pull communication is used for the stakeholders having low interest and influence on the project. The stakeholder engagement will consist of developing an effective communication plan where different forms of communication medium are used to make the stakeholders aware of the progress of the project.

Strategy for engaging the stakeholder

The project board will have to be provided with weekly reports and meetings have to be conducted after each fortnight of work.

Project manager will have to meet with the project board on regular basis and weekly meetings have to be conducted.

The project board and manager will have conduct monthly meeting to discuss issues and challenges in the project.

A monthly meeting has to conducted for discussing the infrastructure management issues.

A weekly meeting has to be conducted to discuss budget, inventory management, availability of resources and requirements.

Meetings have to be conducted every three months to discuss the scope creep and what necessary changes can be made to the design based on the change in needs of the stakeholders.

An initial meeting has to be conducted with the surveyor to make sure that the surveyor has the idea of the requirement of the project along with the rules, regulation and environmental concerns that has to be considered.

A meeting has to conducted among the project board, project manager and other relevant stakeholders so that the consultants has the clear idea of the work that has to be done.

A weekly meeting has to be conducted among the project board, manager and design build contractors to check on the project and discuss the next line of activities and difficulties faced while executing the project.

An initial meeting has to be conducted to discuss the results of the soil testing and re evaluation has to be conducted before starting the final design of the runway.

The ground services will be provided basic information regarding the progress of the runway one a month.

The police shall be given monthly update of the project activities.

The custom department should be provided a copy of the project along with the changes in the project scope, each month.

The air carrier department should be provided a copy of the project status along with the changes in the project scope, each month

The airport operations should be provided a copy of the project status along with the changes in the project scope, each month

The local airline companies will be provided quarterly status report and updates about the project.

The duty fee commission will be provided quarterly status report and updates about the project.

A weekly report has to be send to government about the progress of the project and monthly meeting has to be conducted to discuss the issues and progress.

Task Name

Duration

Start

Finish

Stakeholder Engagement Plan

105 days

Mon 10/12/09

Fri 3/5/10

1.0 Stakeholder Identification

20 days

Mon 10/12/09

Fri 11/6/09

1.1 Identify the area of influence

4 days

Mon 10/12/09

Thu 10/15/09

1.2 Regulations and requirements

4 days

Fri 10/16/09

Wed 10/21/09

1.3 Identify the stakeholders

3 days

Thu 10/22/09

Mon 10/26/09

1.4 Analyzing the stakeholders

3 days

Tue 10/27/09

Thu 10/29/09

1.5 Mapping of the stakeholders

4 days

Fri 10/30/09

Wed 11/4/09

1.6 Prioritizing the stakeholders

2 days

Thu 11/5/09

Fri 11/6/09

1.7 Milestone 1: Stakeholders identified

0 days

Fri 11/6/09

Fri 11/6/09

2.0 Stakeholder Engagement

28 days

Mon 11/9/09

Wed 12/16/09

2.1 Implement partnership approach for high influence and high interest stakeholders

7 days

Mon 11/9/09

Tue 11/17/09

2.2 Implement participation approach for high influence and low interest stakeholders

5 days

Wed 11/18/09

Tue 11/24/09

2.3 Implement consultation approach for low influence and high interest stakeholders

4 days

Wed 11/25/09

Mon 11/30/09

2.4 Implement push and pull approach for low influence and low interest stakeholders

4 days

Tue 12/1/09

Fri 12/4/09

2.5 Review the stakeholder engagement strategies

3 days

Mon 12/7/09

Wed 12/9/09

2.6 Make changes if necessary

1 day

Thu 12/10/09

Thu 12/10/09

2.7 Implement the corrected strategies

4 days

Fri 12/11/09

Wed 12/16/09

2.8 Milestone 2: Stakeholders engagement plan developed

0 days

Wed 12/16/09

Wed 12/16/09

3.0 Implementation phase

45 days

Thu 12/17/09

Wed 2/17/10

3.1 Develop communication plan

5 days

Thu 12/17/09

Wed 12/23/09

3.2 Review the communication plan

4 days

Thu 12/24/09

Tue 12/29/09

3.3 Sent the communication plan to all the stakeholders

6 days

Wed 12/30/09

Wed 1/6/10

3.4 conduct meetings as per the schedule

30 days

Thu 1/7/10

Wed 2/17/10

3.5 Milestone 3: Implementation phase completed

0 days

Wed 2/17/10

Wed 2/17/10

4.0 Closure phase

12 days

Thu 2/18/10

Fri 3/5/10

4.1 review the overall stakeholder engagement process

2 days

Thu 2/18/10

Fri 2/19/10

4.2 Identify the risk associated with the plan

4 days

Mon 2/22/10

Thu 2/25/10

4.3 Develop risk management strategies

5 days

Fri 2/26/10

Thu 3/4/10

4.4 Close the engagement plan

1 day

Fri 3/5/10

Fri 3/5/10

4.5 Milestone 4: Closure phase completed

0 days

Fri 3/5/10

Fri 3/5/10

Identification and analysis of stakeholders

The engineering designer’s labor and employee cost is anticipated to be $27,000. This attains runway construction engineers an overall yearly expense of $97,200 (Cuppen et al. 2016). The employee cost per production hour to the organization is observed $ 59.49 for each production/ hour ($ 97200/ 1634) or $ 0.99 for each minute. In order to compute the engineering labor burden rate (5) for per work hour, subtracted from engineering designer’s labor burden rate (%) per production (work) hour, deduct the engineer’s hourly rate from, the individual’s fully burden cost ($59.49 - $28 = $31.49). This indicates that the additional cost to have the electrical engineer on the job, when computed as a percentage, add 113% ($31.49/$28 * 100) to the electrical engineer’s base hourly rate (Connelly et al. 2016).

The internal activities cost that is anticipated to be experienced in the airport project runway project is indicated below:

TABLE 12-4  Illustration of a Job Status Report

Factor

Budgeted Cost

Estimated Total Cost

Cost Committed

Cost Exposure

Cost To Date

Over or (Under)

Labor
Material
Subcontracts
Equipment
Other
Total

$99,406
88,499
198,458
37,543
   72,693
496,509

$102,342
88,499
196,323
37,543
   81,432
506,139

$49,596
42,506
83,352
23,623
   49,356
248,433

---
45,993
97,832
---
            ---
143,825

$52,746
---
15,139
13,920
   32,076
113,881

$2,936
0
(2,135)
0
   8,739
5,950

The external costs experienced in developing the airport runway are explained below:

Activity

Expenses (AU$)

Expenses (AU$)

10,023,486

Member Training

3,819,787

Member Training

1,489,540

Technical Infrastructure

1,556,879

Technical Infrastructure

1,556,879

Community Engagement

4,904,670

Regional Technical Development

427,711

Corporate

1,533,562

Facilities

3,531,857

Finance & Administration

614,257

Human Resource Management

886,763

Legal & Governance

522,538

Total Expenses

30,867,929

The expert costs include the expenses offered to the personnel offering expert services in completion of the project (Kivits and Charles 2015). This includes design, consultation and development costs related with the airport runway project in Sydney.

Expert service

Budget

Noise Expert

3000

Facilitator

6000

Development

20000

Total

29000

Conclusion

The report has provided a descriptive analysis of all the key stakeholders engaged in the development of the parallel runway at Sydney Airport.  The key stakeholders have been identified in accordance to the modern-day requirements and overall engagement plan has been developed based on the stakeholder mapping and analysis. The report shows that legislative frameworks have also been followed as per the modern-day requirements. It was gathered from the report that the policy direction is better achieved using engagement plan and news methods of initiating a plan. Stakeholder engagement plan is one of the ways of maintaining transparency and take inputs from the stakeholders to get better results. The diverse range of issues can be identified using the engagement strategies and will provide the stakeholders the idea about the issues that will have to overcome and managed.

References

Andriof, J., Waddock, S., Husted, B. and Rahman, S.S., 2017. Unfolding stakeholder engagement. In Unfolding stakeholder thinking (pp. 19-42). Routledge.

Aragonés-Beltrán, P., García-Melón, M. and Montesinos-Valera, J., 2017. How to assess stakeholders' influence in project management? A proposal based on the Analytic Network Process. International journal of project management, 35(3), pp.451-462.

Avery, J. and Balakrishnan, H., 2015. Predicting airport runway configuration: A discrete-choice modeling approach.

Barrett, M., Oborn, E. and Orlikowski, W., 2016. Creating value in online communities: The sociomaterial configuring of strategy, platform, and stakeholder engagement. Information Systems Research, 27(4), pp.704-723.

Bows-Larkin, A., 2015. All adrift: aviation, shipping, and climate change policy. Climate Policy, 15(6), pp.681-702.

Cascetta, E., Carteni, A., Pagliara, F. and Montanino, M., 2015. A new look at planning and designing transportation systems: A decision-making model based on cognitive rationality, stakeholder engagement and quantitative methods. Transport policy, 38, pp.27-39.

Concannon, T.W., Fuster, M., Saunders, T., Patel, K., Wong, J.B., Leslie, L.K. and Lau, J., 2014. A systematic review of stakeholder engagement in comparative effectiveness and patient-centered outcomes research. Journal of general internal medicine, 29(12), pp.1692-1701.

Connelly, E.B., Lambert, J.H., Asce, F. and Sra, F., 2016, April. Resilience analytics in systems engineering with application to aviation biofuels. In 2016 Annual IEEE Systems Conference (SysCon) (pp. 1-6). IEEE.

Cuppen, E., Bosch-Rekveldt, M.G., Pikaar, E. and Mehos, D.C., 2016. Stakeholder engagement in large-scale energy infrastructure projects: Revealing perspectives using Q methodology. International Journal of Project Management, 34(7), pp.1347-1359.

Demir, S.T., Bryde, D.J., Fearon, D.J. and Ochieng, E.G., 2015. Three dimensional stakeholder analysis–3dSA: adding the risk dimension for stakeholder analysis. International Journal of Project Organisation and Management, 7(1), pp.15-30.

Ferretti, V., 2016. From stakeholders analysis to cognitive mapping and Multi-Attribute Value Theory: An integrated approach for policy support. European Journal of Operational Research, 253(2), pp.524-541.

Fradkin, B., Vargas, J.C., Lee, O.A. and Emperador, S., 2016, December. Engaging Stakeholders through Participatory Mapping and Spatial Analysis in a Scenarios Process for Alaska's North Slope. In AGU Fall Meeting Abstracts.

García-Nieto, A.P., Quintas-Soriano, C., García-Llorente, M., Palomo, I., Montes, C. and Martín-López, B., 2015. Collaborative mapping of ecosystem services: The role of stakeholders? profiles. Ecosystem Services, 13, pp.141-152.

Hubbard, S. and Lopp, D., 2015. A Case Study Reflecting Successful Industry Engagement: Utilizing Industry Projects as a Mechanism for Discovery and STEM Education in Aviation Technology. Journal of Education and Human Development, 4(2), pp.175-181.

Karanikas, N., 2018. Engineering safety recommendations: Results from a survey in aviation. In Safety and Reliability–Safe Societies in a Changing World (pp. 1775-1781). CRC Press.

Kivits, R. and Charles, M.B., 2015. Aviation planning policy in Australia: Identifying frames of reference to support public decision making. Journal of Air Transport Management, 47, pp.102-111.

Kivits, R. and Charles, M.B., 2015. Aviation planning policy in Australia: Identifying frames of reference to support public decision making. Journal of Air Transport Management, 47, pp.102-111.

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