Stakeholder Management Plan PDF

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Summary

Stakeholder Management Plan for Car Sharing project...

Description

Software4U

22/03/2019

Car4U Car Sharing Service

Project Stakeholder Management Plan The project stakeholder management plan is a component of the project management plan and identifies the management strategies required to effectively engage stakeholders. The level of details can vary based on the needs of the project.

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REVISIONS AND DISTRIBUTION Distributed to*

Revision

Clients

JV Main office (s)

All project mgmt. dept.

Sub -contractors

Milton Worthy, James Stevenson, Anna King Milton Worthy, James Stevenson, Anna King

David Owens

Release date

Rev. 0 (draft)

10/03/2019

Kevin Sanchez

Zackary Cook

Rev. 1

22/03/2019

Kevin Sanchez

Zackary Cook

David Owens

*) Detailed distribution lists shall be prepared for each distribution event. Further details as per the project communication plan

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PROJECT SPONSOR APPROVAL Prepared by:

Reviewed by:

Approved by Proj. Sponsor:

Toronto, 21/03/2019

Toronto, 21/03/2019

Toronto, 21/03/2019

Vadym Harkusha, Jigar Patel

James Stevenson Project Manager

John Smith Project Sponsor

Name

Name

Name

Designation

Designati

Designation

on

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TABLE OF CONTENTS Revisions and Distribution

2

Amendments

2

Project Sponsor Approval

3

Stakeholder Management Approach

5

Stakeholder Identification

6

Stakeholder Register

7

Power/Interest Grid

8

Stakeholder Management Strategies

8

Manage closely

8

Keep satisfied

8

Keep informed

8

Monitor

8

Control Stakeholder Engagement

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Attachments:

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STAKEHOLDER MANAGEMENT APPROACH The first stage is Initial Stakeholder Identification which will result in the first list of stakeholders to be analyzed for that specific project we're working on. This involves identifying the people, groups, or organizations that could impact or be impacted by a decision, activity, or outcome of the project. Many of the stakeholders who will be affected by our project, well, they will be obvious, such as the customer, the end-users, sponsor team members, vendors. However, there are certain times when stakeholders exist who may not be readily apparent. For example, on a project of a large bridge needs to be repaired. Obvious stakeholders will be the commuters who use the bridge, but not so obvious maybe the local transit authority who will have to device a system of bridge tolls to pay after the construction. In addition, there may be different stakeholders who will influence a project, who may be immediately apparent and others who may not. The analysis of stakeholders on a project also consists of the initial and ongoing stakeholder analysis. The Initial Stakeholder Analysis involves taking the basic information contained in the Initial Stakeholder Register for each of these stakeholders we have and analyzing it in further detail. In addition to the more general information such as internal, external, what is their role, what is the department of this stakeholder, it's important to go into much more detail and determine things like their interests, knowledge, expectations, influence level with regards to the project. Fo the Ongoing Stakeholder Analysis stage we'll be using the same tools and techniques again but we will be focusing more on re-analyzing our stakeholder information on the project. During the course of a project, stakeholder expectations, interests, and influence will constantly change based on a variety of different factors. This could be due to stakeholders taking on different roles, project priorities changing. We've indeed particular stage of completion in which the project is in. It's the project managers’ responsibility to continually identify, analyze these changes so that the project has the most up-to-date information on all project stakeholders. It's also quite common that the initial analysis of stakeholders may no longer be accurate as the project is being executed. Therefore, stakeholders must be re-analyzed so that the project manager and the project team have the most current and accurate information available concerning these stakeholders. Re-interviewing stakeholders at certain checkpoints during the project will help address issues as they arise, manage and resolve conflicting interests and foster continuous stakeholder engagement and satisfaction throughout the project. After each stakeholder on the project has been interviewed and the project manager, we have determined their potential impact or support on the project, they could generate, then there will be the need to classify them in order to define an appropriate engagement strategy for each of them. Ongoing stakeholder analysis and engagement are very closely linked and often require the use of an important stakeholder management tool which is the Stakeholders Register which includes Assessment Matrix. This tool allows us to assess the level of stakeholder engagement at any time on the project and to make necessary adjustment in stakeholder engagement as needed.

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STAKEHOLDER IDENTIFICATION Identify Stakeholders is the process of identifying all individuals or organizations that can be positively or negatively impacted by the project, and documenting their influence, impact, interest, and involvement on project success. This is a key area in the project management process, as many projects fail due to a lack of complete stakeholder identification. Most projects will have a large number of stakeholders, and it is a project manager's job to identify stakeholders and understand the impact of the project on their specific business areas. In this respect, the project manager's job amounts to a relationship management function. 1. The first action is to start making a list of anyone in a decision-making or management role that is impacted by the project, such as the: sponsor, project manager, and primary customer and to interview them. As a result of these interviews others will be added to list to interview. We continue with this activity until you have added all potential stakeholders. To ensure that the list is as comprehensive as possible you should also seek input from those with specialized training or knowledge of the subject area such as: senior management, project managers who have worked on projects in the same area, experts in the business area, industry groups, and professional & technical associations. 2. In the next step we will create a list of requirements and expectations for each stakeholder. Each list should contain at least 1 expectation or 1 requirements accordingly. 3. Next, it may be useful to measure the influence and power level in the project. Influence level can use scale from 1 to 5, where 1 is no influence and 5 in extremely high influence. And for Power we’ll use scale that’ll include Low, Medium, and High marking. 4. The fourth step involves defining a role for each stakeholder. For example, each project should have a Project Manager or someone with experience in developing projects from scratch to manage people and process in project boundaries. In addition it is important to identify owner of the project’s product. This list may include an individual, group, or organization that will accept the transfer of the project's product. Other roles may include consultant, decision maker, advocate, and so forth.

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Stakeholder Register Full name

Role in the project

Contact

Communication Type

Expectations

John Smith

Sponsor

666-555-1234 [email protected] m

Daily reports and issues if they arise

High

Supporter

Project Manager

678-444-2345 [email protected] m

High

Supporter

Jigar Patel

Team Leader

654-123-6789 [email protected]

Reporting to Sponsor and letting the leader know about the issues to be resolved Coordinating with the team members and doing daily scrum.

On time with the features required in the project and the budget is and important factor to be considered. Communication s

Anna King

Mediu m

Contributor

Dongwan Kim

Team Member

689-678-4321 [email protected] m

Daily activities related to Car Sharing

Mediu m

Contributor

Keumsung Hwang

Team Member

226-012-8765 [email protected] m

Daily activities related to Car Sharing

Creating work plan, with proper resources and communicating to the members and helping out overcome the issues., builds for testing. Developing, fulfil requirements, gathering necessary resources, testing, communicating. Developing, fulfil requirements, gathering necessary resources, testing, communicating.

Mediu m

Contributor

information

Influe

Power level

nce level

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Power/Interest Grid

P O W E R

H I G H

L O W

KEEP SATISFIED ● Meet their needs ● Organizational briefings ● Positive experience

MANAGED CLOSELY ● Personal briefings ● Presentations ● Offering add-on services and elaborating

MONITOR ● Inform progress via Email, cell phone ● No specific communication

KEEP INFORMED ● Showing consideration ● Inform via email the progress to the Project Manager and Sponsor.

Low

High

Influence

STAKEHOLDER MANAGEMENT STRATEGIES Manage closely The sponsor of the project will be openly communicating to avoid any issues or political landmines.

Keep satisfied The project team will be provided with sufficient resources and any barriers will be eliminated.

Keep informed The open communication will be thoroughly maintained with the team leader and progress regarding project will be updated on regular basis and the power of Project Sponsor will be used whenever required.

Monitor It will be very important to closely work and monitor with project team and stakeholders.

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CONTROL STAKEHOLDER ENGAGEMENT It is very important to engage the Stakeholders for the success of the project. The main reason behind this is it greatly influence the implementation of the project. Effective communication should be maintained with the Stakeholders throughout the life cycle of the project and it is the responsibility of the Project manager. The main aim of control stakeholder engagement involves the monitoring of the overall project and maintaining relationship with the stakeholder. This particular activity of project management requires inputs for the purpose of creating management plans. The inputs can be project documents, performance data, issues log, and the management plan. Adding more, using this inputs, changes and updating requests might be initiated. The control stakeholder engagement observes that during the entire project, the stakeholder is committed.

Figure 1 : Control Stakeholder Engagement Image Source : Project Management Institute. (n.d.). A Guide to the Project Management Body of Knowledge (PMBOK® Guide), Fifth Edition. Retrieved March 21, 2019, from https://www.oreilly.com/library/view/a-guide-to/9781935589679/sub13.4.xhtml

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ATTACHMENTS: Attachment 1

Documents of the Project : Car Sharing

Attachment 2

The management plan of Car Sharing

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