Stakeholder Analysis And Engagement Strategies For Tele-Health Monitoring System

Stakeholder Analysis: Internal and External

Question:

Discuss about the Tele-Health Monitoring System for Stakeholder Analysis.

Technology has provided numerous benefits to the business units and organizations all across the globe. One of the industries that has gained immense benefits with the application of technology is the healthcare industry. Tele-health monitoring system is an automated system for providing tele health services and facilities to the patients. The system has provided benefits to the medical professionals and teams as well.

Stakeholders are the entities that have an interest in the project and the ones that influence and contribute in the project as well. These stakeholders may be internal to the organization or may also be external. They may be kept under the operational or executive category (Missonier & Loufrani-Fedida, 2014).

The report analyses the stakeholders that are associated with the project and analyzes these stakeholders in terms of their type, priority, interest etc. There are a number of tables that have been included to specify the details and matrix associated with the stakeholders of the project.

There will be a number of stakeholders that will be associated with the project. These stakeholders will be grouped in two categories as internal and external stakeholders. There will be some of the internal stakeholders that will be impacted by the progress of the project, such as Project Sponsor, Project Owner, Project Manager and Project Team. There will also be certain stakeholders impacted by the project results as Project Sponsor, Project Owner, Project Manager, Medical Team and Professionals and Project Team (Boesso & Kumar, 2016).

There are also many of the external stakeholders that will be associated with the project. The external stakeholders affected by the project progress will include patients, suppliers, competitors, partners and medical agencies. Patients, competitors and partners will also be affected by the end result of the project. The following tables classifies the stakeholders on the basis of their type. 

Stakeholders are the entities that have a certain stake or interest in the project and have the power to make changes or influence the project.

The following matrix depicts the areas of importance to the stakeholders along with the power, interest, influence, urgency etc. (Jepsen, 2009).

On the scale of 1 to 5, there are values that have been assigned wherein 1 is the lowest and 5 is the highest.

The stakeholders have been prioritized on the basis of the values that have been assigned to the different categories as power, interest, influence, impact, urgency and legitimacy. Project Sponsor has been kept on the top of the priority list and the competitors have been placed at the bottom of the list.

Prioritization of Stakeholders

The interest and the contribution of the stakeholders in the project will vary from one stakeholder to the other. The following matrix depicts the interest and the priority of the stakeholders along with the applicable support or mitigation strategies (Rajablu, Marthandan & Yusoff, 2014).

The stakeholders have been prioritized on the basis of the values that have been assigned to the different categories as power, interest, influence, impact, urgency and legitimacy. Project Sponsor has been kept on the top of the priority list and the competitors have been placed at the bottom of the list.

Decision making is one of the essential activities that are required to be carried out in the projects. There are several decisions that the project stakeholders will be required to take at different times during the project life cycle (Johansen, Eik-Andresen & Ekambaram, 2014).

There may be many changes that may emerge during the project life cycle. Not all of these changes will be entertained by the project team as these changes will come along with specific cost and effort requirements. However, the ones that will be decided to be implemented by the Project Sponsor will be undertaken.

There will be many deliverables that will be provided by the team members. The acceptance and sign offs on these deliverables and associated decisions will be made by the Project owner.

There are a number of internal and external stakeholders that are associated with this project. There are also a number of members that are present in the project team. This may lead to the emergence of numerous conflicts and disputes during the project. Handling and resolution of these disputes will be carried out by the Project Manager and the decision of the manager shall be considered as final in such cases (Levin, 2014).

There may also be certain low priority and low severity risks that may come up that may be resolved by the team members internally. The decisions around such risks will be taken up by the project team members.

Tele-health monitoring is a system that comes under the healthcare sector and there are certain features and functionalities that might demand the need of medical feedback and perspective. This feedback will be provided by the medical team along with the medical agencies.

The decision around the risk associated with technical tools and equipment will be provided by the suppliers. The competitors may decide upon the market trends with their set of business operations and functions. The patients will provide their feedback which would assist in the determination of the corrections and improvements that must be made (Davis, 2014).

Engagement Strategies for Stakeholders

Engagement of the stakeholders will be extremely significant in this project as the success or failure of the project will be highly dependent upon the same.

The following matrix showcases the engagement of the stakeholders wherein C denotes Current and D specified Desired.

Communication is one of the key activities that is required to be carried out in all the projects. There are a number of different mechanisms that may be used for the purpose.

In case of tele-health monitoring system, there will be a number of stakeholders that will be associated with the project. These stakeholders will be grouped in two categories as internal and external stakeholders. There will be some of the internal stakeholders that will be impacted by the progress of the project, such as Project Sponsor, Project Owner, Project Manager and Project Team. There will also be certain stakeholders impacted by the project results as Project Sponsor, Project Owner, Project Manager, Medical Team and Professionals and Project Team. There are also many of the external stakeholders that will be associated with the project. The external stakeholders affected by the project progress will include patients, suppliers, competitors, partners and medical agencies. Patients, competitors and partners will also be affected by the end result of the project (Ponnappa, 2014).

Communication is the link that will bind these stakeholders and will keep them connected with each other.

The project team will be required to submit daily and weekly status reports to the Project Manager and the Project Sponsor. In this manner, it will become easier to track the project status. The project manager must communicate the decisions and processes being carried out for the resolution of conflicts and disputes.

The project will be carried out in a series of phases as initiation, planning, execution, control and closure. These phases will have their own set of deliverables and these deliverables will be required to be submitted at specific intervals of time (Eskerod, Huemann & Savage, 2015).

The project team will be required to communicate these deliverables and the progress of each of these phases to the senior management and the project owner and sponsor.

The primary methods of communication that will be followed in the project will include the use of emails or SharePoint location for information sharing. There will also be meetings that will be organized in the meeting rooms and with the aid of tele conferencing mediums (Jakhar, 2016). 

Project Team: Tele-Health Monitoring System

Date: 31^st October 2017

Time: 13:43 PM

Purpose: Discussion of Project Progress

Project Team: Tele-Health Monitoring System

Date: 31^st October 2017

Time: 13:43 PM

Members Present: Project Manager, Project Leader, Project Team

Decision Made: Use of alternative tool for system design

Issue Log:

Resolved Issues: Technical issues with the design tool

New Issues: Security loopholes in the sub-system

Meeting Evaluation: Success

References

Boesso, G., & Kumar, K. (2016). Examining the association between stakeholder culture, stakeholder salience and stakeholder engagement activities. Management Decision, 54(4), 815-831. https://dx.doi.org/10.1108/md-06-2015-0245

Davis, K. (2014). Different stakeholder groups and their perceptions of project success. International Journal Of Project Management, 32(2), 189-201. https://dx.doi.org/10.1016/j.ijproman.2013.02.006

Eskerod, P., Huemann, M., & Savage, G. (2015). Project Stakeholder Management-Past and Present. Project Management Journal, 46(6), 6-14. https://dx.doi.org/10.1002/pmj.21555

Jakhar, S. (2016). Stakeholder Engagement and Environmental Practice Adoption: The Mediating Role of Process Management Practices. Sustainable Development, 25(1), 92-110. https://dx.doi.org/10.1002/sd.1644

Jepsen, A. (2009). Stakeholder analysis in projects: Challenges in using current guidelines in the real world. International Journal Of Project Management, 27(4), 335-343. https://dx.doi.org/10.1016/j.ijproman.2008.04.002

Johansen, A., Eik-Andresen, P., & Ekambaram, A. (2014). Stakeholder Benefit Assessment – Project Success through Management of Stakeholders. Procedia – Social And Behavioral Sciences, 119, 581-590. https://dx.doi.org/10.1016/j.sbspro.2014.03.065

Levin, G. (2014). Managing Stakeholder Expectations for Project Success: A Knowledge Integration Framework and Value Focused Approach. Project Management Journal, 45(6), e3-e3. https://dx.doi.org/10.1002/pmj.21464

Missonier, S., & Loufrani-Fedida, S. (2014). Stakeholder analysis and engagement in projects: From stakeholder relational perspective to stakeholder relational ontology. International Journal Of Project Management, 32(7), 1108-1122. https://dx.doi.org/10.1016/j.ijproman.2014.02.010

Ponnappa, G. (2014). Project Stakeholder Management. Project Management Journal, 45(2), e3-e3. https://dx.doi.org/10.1002/pmj.21400

Rajablu, M., Marthandan, G., & Yusoff, W. (2014). Managing for Stakeholders: The Role of Stakeholder-Based Management in Project Success. Asian Social Science, 11(3). https://dx.doi.org/10.5539/ass.v11n3p111

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