Stakeholder Register Communication Exercise Instructions
Stakeholder Registercommunication Exerciseinstructions Using Your We
Using your Week 2 Business Case complete the following Stakeholder Register Exercise (Exhibit 6.4 on page 183 of the Kloppenborg text) and Project Communication Matrix (Exhibit 6.9 on page 192 of the Kloppenborg text). Templates based on these exhibits have been provided below. Copy and paste your Business Case in the space below (ensure it is single spaced, Times New Roman 12-point font). Fill in ten (10) identifiable stakeholders from your selected project. At least six (6) of the ten (10) need to be specific stakeholders that must be key and internal within the overall execution and completion of the project.
This means that they will be a primary part of completing the project and will be integral to the planning and execution phases of the project as well as doing the actual work. Then fill in the required information as provided in the Kloppenborg text for the Register and the Matrix. Your identified stakeholders need to be specific. For example, listing City Government is not specific enough. What department of the city government are you referring to?
Is it several? A construction project could include engineering, planning and zoning, public works and even mayor/council. However, these may not be key and internal unless in is a project being specifically completed by that organization or an agency of that organization. If you can breakdown an identified stakeholder group into smaller groups then you have not been specific enough. Do not leave out obvious stakeholders.
Be thorough and be specific. Be sure each tool starts on its own page. Ensure no row is split between two pages. Adjust row height and column width as needed to format properly.
Paper For Above instruction
The effective management of stakeholders is a vital component of successful project management. As outlined by Kloppenborg (2015), tools such as the Stakeholder Register and Communication Matrix are instrumental in identifying and engaging stakeholders throughout the project lifecycle. This paper develops a detailed Stakeholder Register and Communication Matrix for a hypothetical construction project: the development of a new urban community park in the city of Springfield. By clearly defining specific stakeholders and their informational needs, interests, and communication strategies, project managers can foster collaboration, mitigate risks, and ensure project success.
Stakeholder Register
| Stakeholder | Interest in Project | Priority | Support/Mitigation Strategies |
|---|---|---|---|
| Springfield Department of Public Works | Ensure proper construction, infrastructure, and management of utilities | High | Regular updates, inclusion in planning meetings, trainings |
| Springfield Planning and Zoning Department | Compliance with zoning laws, landscape planning, and permitting processes | High | Frequent consultation, timely submission of documents, collaborative planning |
| Springfield City Mayor’s Office | Ensure community development goals align with city vision | Medium | Periodic briefing, strategic alignment meetings |
| Local Environmental Conservation Agency (Springfield Chapter) | Protection of local ecosystems and sustainable development | High | Environmental impact assessments, ecological consultations |
| Springfield School District Facilities Department | Use of nearby school land for community events, safety during construction | Low | Coordination on event scheduling, safety protocols |
| Local Residents (Community Associations) | Access to parks, safety, minimal disruption during construction | High | Public meetings, feedback channels, transparency |
| Contractor XYZ Construction | Timely project completion, quality standards, safety compliance | High | Clear scope, regular oversight, performance incentives |
| Springfield Police Department | Traffic control, safety enforcement during construction and post-completion | Medium | Coordination meetings, safety plan implementation |
| Springfield Parks and Recreation Department | Design, development, and maintenance of the park facilities | High | Regular updates, inclusion in design decisions, resource allocation |
| Local Business Community (Springfield Chamber of Commerce) | Economic development through increased foot traffic & tourism | Medium | Partnership opportunities, promotional events |
Project Communication Matrix
| Stakeholder | Project Info Needs | Stakeholder Info Needs | Methods | Timing |
|---|---|---|---|---|
| Springfield Department of Public Works | Construction schedule, utility connections, infrastructure plans | Progress reports, technical specifications, safety updates | Email, weekly meetings, project portal updates | |
| Springfield Planning and Zoning Department | Design plans, permit status, zoning compliance reports | Application updates, consultation feedback | Formal reports, meetings, online submissions | |
| Springfield City Mayor’s Office | Overall project progress, community impact | Strategic alignment, project milestones | Biweekly briefings, executive summaries | |
| Local Environmental Conservation Agency | Environmental assessments, ecological mitigation strategies | Environmental monitoring results, compliance reports | Reports, stakeholder meetings, field visits | |
| Springfield School District Facilities Department | Construction schedule, safety procedures | Timeline updates, cooperation for events | Email updates, coordination meetings | |
| Community Residents & Associations | Construction disruptions, park features, safety measures | Project status, community engagement opportunities | Public meetings, community newsletter, social media | |
| Contractor XYZ Construction | Work schedule, scope of work, safety protocols | Performance feedback, issue resolution | Daily briefings, project management software, onsite meetings | |
| Springfield Police Department | Traffic management plans, safety enforcement schedules | Traffic flow updates, safety alerts | Coordination meetings, email alerts | |
| Springfield Parks and Recreation Department | Design and development updates, maintenance plans | Facility usage, budget updates | Regular briefings, email updates | |
| Local Business Community | Economic opportunities, project progress | Partnership prospects, event invitations | Networking events, newsletters, social media posts |
References
- Kloppenborg, T. J. (2015). Contemporary project management. Cengage Learning.
- PMI. (2017). A guide to the project management body of knowledge (PMBOK® Guide). Project Management Institute.
- Meredith, J. R., & Mantel, S. J. (2014). Project management: A managerial approach. John Wiley & Sons.
- Kerzner, H. (2017). Project management: A systems approach to planning, scheduling, and controlling. John Wiley & Sons.
- Heldman, K. (2018). Project management jumpstart. John Wiley & Sons.
- Schwalbe, K. (2015). Information technology project management. Cengage Learning.
- Gido, J., & Clements, J. P. (2016). Successful project management. Cengage Learning.
- Wysocki, R. K. (2014). Effective project management: Traditional, adaptive, extreme. John Wiley & Sons.
- Heldman, K. (2018). Project management: Creating value through communication. John Wiley & Sons.
- Mir, R., & Pinson, L. (2018). Project management for dummies. Wiley Publishing.