Week 13 Lecture 13a_Project Stakeholder Management PDF

Course Title PROJECT MANAGEMENT Course Code 0404438 Course Leader: Prof. Alex Opoku (PhD, MSc, BSc (Hons), PGCHE, FHEA, MCIOB, FRICS) Professor of Sustainable Built Environment  Lecture overview Project Stakehol...

Course Title PROJECT MANAGEMENT Course Code 0404438 Course Leader: Prof. Alex Opoku (PhD, MSc, BSc (Hons), PGCHE, FHEA, MCIOB, FRICS) Professor of Sustainable Built Environment  Lecture overview Project Stakeholder Management Course Learning Outcomes covered: 1. Understand what a Project is, what Project Management is, and the role and responsibilities of the Project Manager within the construction team. 2. Understand how Project Managers manage projects by integrating scope, time, cost, quality, human resources, communications, risk and procurement of a project. 3. Learned to apply methods for estimating time and cost and managing quality in a construction context. 4. Learned theories of leadership, communication, motivation, conflict management within teams. 5. Understand Procurement and Risk management and how they are related. An Introduction to Project Management, Sixth Edition Copyright 2016  STAKEHOLDER MANAGEMENT Stakeholders are all those who have an interest or role in the project or are impacted by the project Managing Stakeholders Stakeholder management is the systematic identification, analysis and planning of actions to communicate with, negotiate with and influence stakeholders Stakeholder identification should occur as early as possible in the project and continue throughout its life The stakeholder analysis and strategy should be reviewed periodically throughout the project and updated as needed The process of listing, classifying, and assessing the influence of these stakeholders is termed stakeholder analysis The analysis could also be used to identify the role the stakeholder should take, if any, on the project team Stakeholders can be divided into two main groups:  Direct (or primary) stakeholders  Indirect (or secondary) stakeholders Direct (or primary) stakeholders People or organizations directly involved in all or some of the various phases of the project  client  project sponsor  project manager  members of the project team  technical and financial services providers  internal or external consultants  material and equipment suppliers  site personnel  contractors and subcontractors  end users Indirect (or secondary) stakeholders Those indirectly associated with the project such as internal managers of the organization and support staff not directly involved in the project;  HR department  accounts department  secretariat  senior management levels not directly responsible for the project,  families of the project manager and team members Those representing the regulatory authorities such as:  national and local government  public utilities  licensing and inspecting organizations  technical institutions  professional bodies  personal interest groups such as stockholders, labour unions, and pressure groups  Stakeholder Groups Key stakeholders should be identified early within the project life cycle, mapped and analysed  Stakeholder Analysis  Identify the stakeholders, perhaps through a workshop or other brainstorming activity Establish stakeholder main interest in the project – e.g. time, cost, scope, benefit or quality Establish stakeholder power and interest rating on a scale of low, medium and high. It should also be established whether stakeholders has a positive or negative attitude towards the project The results of the power/interest analysis can be plotted on a grid Stakeholder Influence/Interest You can classify the power and influence of each stakeholder on a simple four-square grid classification models such as:  Power/Interest grid  Power/Influence grid  Influence/Impact grid Stakeholders with high power who are “for” the project can be used to influence those who are “against” the project Those who are “against” must be carefully managed to either change their perspective, or minimise the adverse effect  REFERENCES  Serra, C.E.M and Kunc, M. (2014), Benefits Realisation Management and its influence on project success and on the execution of business strategies, International Journal Project Management  Melton, T., Iles-Smith, P. and Yates, J. (2008), Project Benefit Management: linking projects to the business, 1st edition, Oxford: Butterworth-Heinemann  Association for Project Management/APM Body of Knowledge, 6th edition (2012)