Week 4 Assignment: Stakeholder Register

Week 4 Assignment Stakeholder Register

Develop a stakeholder analysis to facilitate the development of a communication plan for a project within your organization. The project involves implementing a training program for project-based workers, with options for internal or external trainers, and requires identifying stakeholders, their roles, expectations, interests, and influence on the project. Complete the stakeholder register by considering stakeholders from the case study, previous assignments, and any additional information, making reasonable assumptions where necessary.

Include detailed entries for each stakeholder, considering their position/role, stakeholder type, expectations, interests, influence, and management strategies to maximize positive influence and mitigate negative impacts.

Paper For Above instruction

Introduction

Effective stakeholder management is a cornerstone of successful project implementation. It involves identifying all parties affected by the project, understanding their expectations and interests, and developing strategies to engage them constructively. In the context of developing a training program for project-based workers at a hypothetical organization, a comprehensive stakeholder analysis provides the foundation for a tailored communication plan that ensures stakeholder support and minimizes resistance. This paper presents an extensive stakeholder register for this project, crafted through detailed analysis and informed assumptions, aligned with project goals and organizational dynamics.

Background and Project Overview

The organization aims to enhance its project management maturity by delivering a series of training sessions over eight weeks. The initiative is designed to upskill project personnel and embed consistent project management practices throughout the organization. Key stakeholders include internal project professionals, trainers, organizational leadership, and external vendors if outsourcing is considered. Each stakeholder's role, expectations, interests, influence, and management strategies are critical to the project's success. Understanding these factors allows for deliberate engagement to facilitate smooth project execution.

Stakeholder Identification and Analysis

Internal Stakeholders

  1. Ms. Jackson – CEO
  • Position/Role: Chief Executive Officer
  • Type of Stakeholder: Internal, Primary
  • Expectations: Successful implementation of training to improve project management capabilities across the organization.
  • Interests: Organizational growth, efficiency improvement, strategic alignment.
  • Influence on Project: High; decision-making authority, resource allocation, and strategic support.
  • Management Strategies: Regular updates, strategic alignment discussions, demonstrating ROI.
  • Ms. Smith – Senior Project Professional
    • Position/Role: Senior Project Manager, Trainer
    • Type of Stakeholder: Internal, Supporter
    • Expectations: To effectively deliver the training and support organizational project management maturity.
    • Interests: Professional growth, recognition, contributing to organizational success.
    • Influence on Project: Medium to High; expertise in training and project management influence.
    • Management Strategies: Recognition, involvement in planning, clear role definition.
  • Mr. Lopez – Veteran Project Manager
    • Position/Role: Project Management Professional (PMP), Trainer
    • Type of Stakeholder: Internal, Supporter
    • Expectations: To leverage his experience to improve training outcomes and organizational project maturity.
    • Interests: Career development, recognition, contribution to organizational excellence.
    • Influence on Project: Medium; his experience and certification lend credibility.
    • Management Strategies: Collaborative engagement, emphasizing his leadership role.
  • Other Project Staff
    • Position/Role: Various functional leads participating in training
    • Type of Stakeholder: Internal, Supportive/Neutral
    • Expectations: Gaining skills, improving project delivery.
    • Interests: Professional development, better resource management.
    • Influence on Project: Low to Medium; direct participants in training.
    • Management Strategies: Engaging communication, integrating feedback.

    External Stakeholders

    1. External Trainer (if outsourced)
    • Position/Role: External subject matter expert and instructor
    • Type of Stakeholder: External, Supporter/Neutral
    • Expectations: To deliver effective training and coaching sessions.
    • Interests: Reputation, contractual fulfillment, professional impact.
    • Influence on Project: Medium; key delivery partner influencing training quality.
    • Management Strategies: Clear contractual agreements, performance feedback.
  • Board of Directors
    • Position/Role: Oversight Authority
    • Type of Stakeholder: External, Supporter
    • Expectations: To see organizational growth, efficient resource utilization, and timely project completion.
    • Interests: Strategic risk management, organizational reputation.
    • Influence on Project: High; approval and potential funding additional initiatives.
    • Management Strategies: Providing concise progress reports and aligning project benefits with organizational goals.

    Assumptions and Considerations

    Given the limited project timeframe and organizational complexity, assumptions include the availability and willingness of internal stakeholders to participate actively, and the feasibility of leveraging existing personnel’s expertise. It is also assumed that the external trainer selected will meet quality standards and align with organizational objectives. Communication channels will be open and transparent to facilitate engagement, and stakeholder influence levels will be monitored throughout the project to adapt strategies as necessary.

    Conclusion

    The stakeholder register outlined provides a comprehensive map of internal and external actors crucial to the success of the training project. By understanding their roles, expectations, interests, and influence, project managers can develop tailored communication and engagement strategies. This proactive approach is essential for ensuring stakeholder support, managing resistance, and ultimately achieving the project's strategic objectives of enhancing project management maturity within the organization.

    References

    • PMI. (2017). A Guide to the Project Management Body of Knowledge (PMBOK® Guide) (6th ed.). Project Management Institute.
    • Kerzner, H. (2018). Project Management: A Systems Approach to Planning, Scheduling, and Controlling (12th ed.). Wiley.
    • Schwalbe, K. (2018). Information Technology Project Management (9th ed.). Cengage Learning.
    • Reynolds, A., & Holwell, S. (2010). Strategic change management. Business Expert Press.
    • Wysocki, R. K. (2014). Effective Project Management: Traditional, Agile, Extreme (7th ed.). Wiley.
    • Meredith, J. R., & Mantel, S. J. (2017). Project Management: A Managerial Approach (9th ed.). Wiley.
    • Turner, J. R. (2014). The Process of Project Management (6th ed.). Routledge.
    • Heldman, K. (2018). Project Management JumpStart (4th ed.). Wiley.
    • Larson, E., & Gray, C. (2017). Project Management: The Managerial Process (7th ed.). McGraw-Hill Education.
    • Cooke-Davies, T. (2019). The Stakeholder Management Framework. International Journal of Project Management, 37(4), 545-558.

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