Stakeholder Identification Exercise - Need Answer Attached

Q1 Stakeholder Identification Exercise Need Answer In Attached Temp

Use the project you selected for the Week 2 Business Case/Elevator Pitch exercise to complete the Stakeholder Identification Exercise in the attached document. Fill in each of the quadrants for internal and external stakeholders impacted by the project progress and the project results. List up to ten stakeholders per quadrant, being specific in your identifications. For example, if the project involves repurposing a fast food restaurant during the COVID-19 pandemic, instead of listing “Customers,” specify “Dine-In Customers,” “Drive-Through Customers,” “Walk-In Customers,” and “Delivery Customers.” Copy and paste the Business Case/Elevator Pitch from Week 2 onto the second page of the document.

Paper For Above instruction

The stakeholder identification process is crucial in project management, as it helps define the individuals and groups that influence or are affected by the project. Properly identifying these stakeholders ensures effective communication, minimizes resistance, and enhances project success. When selecting a project for this exercise, specific stakeholder identification becomes integral, particularly when considering the diverse interests and impacts involved in real-world scenarios.

Internal Stakeholders

Internal stakeholders are those within the organization or project team directly involved in or affected by the project's execution and outcomes. For example, in a project to repurpose a restaurant during a crisis such as the COVID-19 pandemic, internal stakeholders could include:

  • Project Managers responsible for overseeing the transition
  • Operations Team adjusting daily workflows
  • Kitchen Staff and Cooks adapting to new menu or service models
  • Delivery Personnel coordinating new logistics
  • Customer Service Representatives managing client inquiries
  • Senior Leadership providing strategic guidance
  • Finance Department managing budgets related to the repurposing
  • Marketing Team promoting the new services
  • IT Support staff implementing new ordering systems
  • Human Resources managing staff adjustments and compliance

External Stakeholders

External stakeholders are individuals or entities outside the organization impacted by or involved in the project. For a restaurant repurposing scenario, external stakeholders could include:

  • Local health authorities ensuring compliance with health regulations
  • Suppliers providing ingredients and materials for new menu offerings
  • Customers from various segments, such as dine-in, takeout, and delivery
  • Community members affected by the restaurant's new operations
  • Local government agencies overseeing permits and licensing
  • Media outlets covering the change and community impact
  • Logistics and delivery companies involved in order fulfillment
  • Competitors observing market shifts
  • Neighborhood residents expressing support or concern
  • Insurance providers managing risk and coverage during transition

Reflection on Chapter 6: Stakeholder Analysis and Communication Planning

Chapter 6 emphasizes the importance of stakeholder analysis in the overall success of projects. One of the most significant concepts I found was the stakeholder mapping technique, which allows project managers to categorize stakeholders based on their influence and interest. This step guides targeted communication strategies and resource allocation, which are critical for managing expectations and gaining support. Understanding the different levels of stakeholder influence helps anticipate potential resistance and informs proactive engagement tactics.

Another crucial element from the chapter is the communication plan's purpose. Clear purposes, such as informing, consulting, and involving stakeholders, facilitate transparency and trust. Effective communication ensures everyone is aligned with project objectives and progress, reducing misunderstandings and conflicts. Recognizing the importance of tailored messages for different stakeholder groups was a particularly valuable insight, as it enhances engagement and fosters collaboration. Learning the systematic approach of stakeholder analysis and its integration into communication planning has deepened my appreciation for strategic stakeholder management in project success.

Q2 Reflection on Chapter 6

The core takeaway from Chapter 6 is that comprehensive stakeholder analysis and structured communication planning are foundational to project success. The stakeholder mapping process helps prioritize efforts by distinguishing high-impact, high-interest stakeholders from those with less influence. This enables more efficient resource allocation in communication activities. The chapter also emphasizes the significance of defining clear communication purposes—such as informing, persuading, involving, or consulting—to foster transparency and stakeholder buy-in.

Furthermore, I appreciated the emphasis on customizing communication strategies according to stakeholder needs and influence levels. For example, high-influence stakeholders require more personalized and detailed communication, whereas less influential stakeholders might need only general updates. Incorporating feedback mechanisms allows project managers to gauge stakeholder sentiment and adapt strategies accordingly. Overall, this chapter has underscored the importance of deliberate stakeholder engagement as a vital aspect of project management, encouraging me to prioritize relationship building and transparent communication from the outset.

Q3 Stakeholders for a Project Demolishing a Neighborhood Basketball Court

In the scenario where a new grocery store is being erected that will demolish a neighborhood basketball court, stakeholders can be categorized as follows:

  • Internal stakeholders:
    • Project management team overseeing construction
    • Store developers and construction workers involved in building the grocery store
    • Company executives and shareholders interested in project completion and profitability
    • Marketing and sales team planning for store launch
    • Operations staff preparing for store management and logistics
  • External stakeholders:
    • Local residents and community members who use the basketball court and are affected by its demolition
    • Neighborhood associations advocating for community interests
    • Local government authorities issuing permits and regulating construction
    • Youth sports organizations and local schools utilizing the basketball court
    • Environmental groups concerned about the ecological impact of construction
    • Potential customers and shoppers in the area
    • Local media reporting on the project and community concerns
    • Adjacent property owners and businesses impacted by construction
    • Legal entities overseeing property rights and zoning regulations
    • City planning departments involved in urban development strategies

Q4 Communicating During a Hotel Construction Project

As a project manager tasked with building a new hotel, considerations under "purposes" in the project communication plan would include:

  • Informing: Providing stakeholders with updates on project progress, timelines, and milestones.
  • Consulting: Gathering feedback from community members, local authorities, and potential hotel patrons to understand expectations and concerns.
  • Involving: Engaging key stakeholders such as city planners, local government officials, and business partners in decision-making processes.
  • Coordinating: Ensuring that internal teams are aligned on project goals, schedules, and responsibilities.
  • Managing risks: Communicating potential issues or delays proactively to mitigate misunderstandings and foster stakeholder trust.
  • Promoting transparency: Sharing relevant information openly to build confidence among investors, community members, and regulatory bodies.
  • Facilitating collaboration: Encouraging stakeholder participation to leverage local insights, optimize design, and enhance project acceptance.
  • Ensuring compliance: Keeping stakeholders informed about adherence to zoning, safety standards, and environmental regulations.
  • Crisis communication: Preparing to communicate effectively in case of unforeseen issues or emergencies during construction.
  • Building relationships: Establishing ongoing communication channels to foster long-term stakeholder engagement beyond project completion.

References

  • Bourne, L. (2015). Stakeholder Relationship Management: A Maturity Model for Organisational Implementation. Gower Publishing, Ltd.
  • Freeman, R. E. (2010). Strategic Management: A Stakeholder Approach. Cambridge University Press.
  • Mitchell, R., Agle, B., & Wood, D. (1997). Toward a theory of stakeholder identification and salience: Defining the principle of who and what really counts. Academy of Management Review, 22(4), 853–886.
  • PMI. (2017). A Guide to the Project Management Body of Knowledge (PMBOK® Guide). Project Management Institute.
  • Lee, K. (2008). Stakeholder influence strategies. Business and Society, 47(1), 23-44.
  • Bryson, J. M. (2004). What to do when stakeholders matter: The case of analysis of stakeholder impact. Public Management Review, 6(1), 21-53.
  • Olander, S., & Landin, A. (2005). Evaluation of stakeholders influence in the implementation of construction projects. International Journal of Project Management, 23(4), 321-328.
  • Ulrich, D., & Barney, J. B. (1984). Perspectives in organizations: Resource dependence, efficiency, and population. Academy of Management Review, 9(3), 471-481.
  • ISO 21500:2012. (2012). Guidance on project management. International Organization for Standardization.
  • Robert, L. P., & Marjolijn, P. (2003). The importance of stakeholder management for successful project execution. Journal of Business Research, 56(9), 701-708.

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