Recommendations for Project Sponsor
The Government of St. Helena Island is looking forward to develop a Marina Beach in the Jamestown for increasing the tourist facility for the growth of the nation economy. The project should focus on the development of hotels, Beach, harbours, and apartments in the St. Helena. The sustainability of the construction program depends on the stakeholder management plan. The activities of the stakeholders should be designed for improving their performance and optimizing the efficiency of the project life cycle program, legislations laws should be followed for developing the stakeholder engagement program, and others (Molwus, 2013). There are various issues of the stakeholders which can affect the functional program of construction design. The purpose of this paper is to focus on requirement gathering tools which are used for presenting the stakeholder engagement program.
The stakeholder engagement plan helps in managing smooth flow of operations in the completion of project life cycle. It helps in increasing the decision making capabilities of the stakeholders (Alladi, and Iyyuni, 2015). The major objectives of the stakeholder engagement program are to develop a course of responsibilities under the government legislation of St. Helen Island, the International standard of construction should be met to get the approval of Budget from the UK government, the impact of stakeholders on the completion of project development phases should be identified, transparency in the statement of work should be managed, it helps in developing health relationship among stakeholder by managing coordination among their duties and portfolios, the planning ad designing of the Marine beach harbour project is influenced by stakeholder management program, scheduling of activities, assignment of work, and authorisation control on the statement of work
The benefits of the stakeholder management program helps in following ways
|
Benefits |
Description |
|
Lowering down the cost of the project |
The hidden and the extra cost can be minimised by managing the flow of information between participating units |
|
Risk management |
The proactive identification of the risks can be effectively managed before their occurrence |
|
Increasing value of the project |
The completion of project within mentioned time and budget helps in improving the value of the project |
|
Minimizing chaos and conflicts |
The distribution of resources, authorities, and statement of work helps in reducing the chaotic behaviour at site location |
|
New Opportunities |
The stakeholders are provided by new opportunities to enhance their talent and skills |
The different engagement techniques are used for analysing need, requirement, and expectation of the stakeholders from the undertaken project (Eskerod, and Jepsen, 2013). Some of the techniques are highlighted below in the table:
|
Requirement Gathering tools |
Description |
|
Phone and E-mails |
It helps in gathering details from the government offices and agencies Managing meeting between stakeholders |
|
Face to face interview |
It helps in analysing the expectation of the stakeholders Their areas of skills and expertise Ideas and Perception on the undertaken project Grievance Handling |
|
Initialization of formal meeting |
The formal meetings were arranged with the stakeholders to analyse their perception on the undertaken project which helps in providing new innovation in the project. |
|
Initialization of public meeting |
The public meetings were called for managing the relationship between internal and external partners, government employees, and others. |
|
Arrangement of Workshops |
The workshops were arranged for managing the group discussions on proposing the baseline for the undertaken project schedule |
|
Meetings with top Executives |
It helps in managing the risks associated with the project by taking effective action plan proactively for the smooth flow of operation which helps in effective development of the construction site |
The stakeholder engagement strategy is helpful for managing the division of work among the stakeholders which helps in achieving the project plan effectively without any chaos and conflicts. The appropriate authorisation and authentication should be provided to the stakeholders so that they can complete their work with efficiency and excellence (Morris, 2013). The purpose of the stakeholder strategy is to indulge various participating parties in some productive work so that the project can be completed within the given time framework. The stakeholder engagement strategy is composed of following steps:
Stakeholder Engagement Plan
The analysis of the talent and expertise helps in providing fruitful duties and statement of work so that they can complete with excellence and efficiency (Morris, 2009). The positive and negative feedback from the stakeholders opens new opportunities for indulging training and development program to prepare them for the new project.
The division of work is takes place according to the stakeholder segmentation. The segmentation of the stakeholders helps in managing the efficiency of the project outcome in terms of high, medium, and low. In this project, the stakeholders are divided into three segment which are classified as Internal stakeholders, connected stakeholders, and external stakeholders (Liberatore, Johnson, and Smith, 2015). The internal stakeholders are comprised of project manager, employees, construction team, construction designer, architect, risks manager, quality manager, financial manager, and others. The connected stakeholders are categorised as shareholders, project sponsors, suppliers, contractors, and purchase manager, and others. The external stakeholders are categorised as UK government, Press/Media, Local communities members, and society (Lock, 2013).
The efficiency of the construction project can be measured by analysing the effectiveness of the stakeholders in finishing their work (Owolana, and Booth, 2016). The work of excellence helps in achieving the quality of the project which in turn facilities and services to the tourists invited from all over the world in the St. Helen Island.
The effective communication management plan should be developed among the stakeholders for managing the flow of information so that the work can be completed within the prescribed deadline of constructing the project on time (Haron, Devi, Hassim, alias,Tahir, Harun, 2014).
The stakeholder engagement strategies help in providing effective strategic reports from the stakeholders so that the project of constructing marine harbour beach at St. Helena with efficiency and effectiveness.
|
Stakeholder Name |
Role |
Responsibilities |
Stakeholder Type |
Type of Communication |
Expectation |
Project Involvement |
|
KM William |
Project Owner |
Requirement specification plan |
Internal |
Face to Face Communication |
Increasing the economy of the nation with the increasing of tourist activity |
High |
|
S. Jonnes |
Project Manager |
Development of the project schedule for activities |
Internal |
Face to Face communication |
Managing project activity schedule |
Very High |
|
W. Wang |
Project sponsor |
Approval of the project budget |
External |
Face to face communication and video conferencing |
Approving the budget of the project |
Medium |
|
KD Brown |
Development of the construction design |
Internal |
Telephonic And Face to face communication |
Developing the effective construction design for the development of marine harbour (Alladi, and Iyyuni, 2015) |
High |
|
|
Hu Tsang |
Architect |
Implementation and construction work |
Internal |
|
Deploying the implementation and construction of the marine harbour beach |
Low |
|
X. Chin |
Contractor |
Managing Supply of resources and completion of work |
External |
Face to face |
Managing workers and other resources for the completion of the project |
High |
|
T. Liang |
Supplier |
Managing of Resources |
External |
Face to face |
Managing supply and demand of resources |
Low |
|
D. Koovs |
Risk Manager |
Identification of risks and development of risks management plan |
Internal |
On site location Face to face |
Identifying the risks associated with the project |
Medium |
|
M. Thomson |
Developing quality standard and framework |
Internal |
On-site location Face to face |
Managing the quality of services provided to the tourists |
Very High |
|
|
L. Buhalis |
Communication Manager |
Communication plan |
Internal |
Face to face |
Deploying effective communication platform between the participating units |
Medium |
|
M. Chiang |
Purchase Management report |
External |
Video conferencing Telephonic |
Purchasing of the raw material to manage the demand of labour at construction site |
Low |
|
Categories of risks and issues |
Type of risks and Issues |
Impact |
Probability |
Mitigation plan |
|
Stakeholder Risks |
Location of site |
Poor working and capabilities of the employees |
Medium |
Good and healthy working condition to increase the suitability of the site location |
|
Poor working environment |
Inefficiency in completing work on time and budget |
Low |
Good and healthy working condition to increase the suitability of the site location |
|
|
No Safety measures |
Increases the rate of accident occurrence during the working hours of the labour |
High |
Providing effective safety measures for minimising the occurrence of risks |
|
|
Chaos and conflicts |
It can degrade the work efficiency of the employees, completing the work of construction, and providing qualities and facilities to the tourists. |
Medium |
Effective communication platform |
|
|
Unavailability of required resources on time |
It can affect the working of the employees |
Low |
Service level agreement with the supplier for managing flow of resources |
|
|
Lack of training and development program |
It can degrade the performance of the employees |
Medium |
Effective training and development program should be arranged for increasing the efficiency of the working staff |
|
|
Loss of Productive work |
Improper management of resources can affect the working performance of the employees |
Low |
Resources should be supplied according to the demand raised by the employees |
|
|
Inefficiency in handling given responsibilities |
No proper distribution of responsibilities can affect the work performance of the employees (Moodley, Smith, and Preece, 2007) |
High |
Training and development program should be arranged |
|
|
Limited authorities related to the assigned work |
The employees are not able to complete their work on time |
Low |
Required authorities should be provided for completing the assigned tasks within the approved time and budget |
|
|
Changes in the scope management plan |
The employees are not able to manage the changes in the scope of the project which can affect their capabilities and efficiency in providing quality of services |
High |
The statement of work should be signed so that the employees should be satisfied with their assigned tasks according to their capabilities |
|
|
Communication Risks |
Inefficiency in managing Communication with internal partner |
It effects the flow of required information and decision in the internal workers (Bal, Bryde, Fearon, and Ocheing, 2013) |
High |
Effective communication platform for managing flow of information and resources |
|
Inefficiency in managing Communication with External partner |
The approval of the working process from the external authorities get affected the process life cycle of the project |
Medium |
Effective communication platform for managing flow of information and resources |
|
|
Inefficiency in managing communication with governmental agencies |
The legal issues can arise with the agreement with the governmental agencies |
High |
Effective communication platform for managing flow of information and resources |
|
|
Inefficiency in managing Communication with Contractors |
Contractor may not provide complete service of project Development |
Low |
The service level agreement should be signed with the contractor for providing complete service till the project come into operation |
|
|
Inefficiency in managing Communication with Quality Manager |
The quality manager is not able to develop effective quality standards and framework for providing effective services and facilities to the tourists. |
Medium |
The effective quality standards can be prepared by analysing the literature review, market analysis of the competitors nation, evaluation of the customers feedback, and other |
|
|
Inefficiency in managing Communication with Financial Manager |
The setting of market price to the required commodity can affect the budget of the project. The over budgeting problem may arise |
High |
The market analysis of the commodity prices should be undertaken so that the actual price can be set to the budget plan which in turn helps in completing the project within budget and problem of over-budgeting can effectively resolved |
|
|
Inefficiency in managing Communication with Purchase Manager |
The purchase manager can purchase extra amount of required inventory which can increases the budget of the project |
Low |
The purchase manager should be provided with the list of items to be purchased by mapping the available inventory and the required inventory to resolve the problem of over-stocking and under-stocking condition. |
|
|
Inefficiency in managing Communication with Construction Designer |
The ineffective design of marine harbour can be developed which is not able to attract the tourists from all over the world which in turn results in degradation of the nation growth |
Low |
Periodic meetings of the construction manager should be arranged with the government of St. Helena and the project manager to know exactly the requirement of the project placed so that the effective design can be developed (Hampus, 2015) |
|
|
Inefficiency in managing Communication with Architect |
The architect will not be able to implement the construction design in the real scenario which can result in the failure of the project |
Medium |
The effective communication should be managed between the contruction designer and the architect so that the architect can portray the same design in the construction of the marine harbour to get the fruitful results (Baharuddin, H., Wilkinson, and Costello, 2015) |
|
|
Political Risks |
Project Funding from the UK government |
The rejection of project funding from the UK government can affect the project proposal from the completion |
High |
The agreement should be signed between the Government of St. Helena and UK so that the flow of cash cannot be a hurdle in the completion of the construction site |
|
Follow up of Government policies |
The failure of project can happen if the construction design is not developed within the framework of government policies |
High |
Government policies, standards, and framework should be taken under-consideration to resolve the legal obligations associated with the project |
|
|
Ineffective Service Level agreement |
No clarity in the responsibilities and funding process can affect the supply of fund which can breakdown the flow of construction activities |
Medium |
Clear statement of financial funding and related agreement should be signed between the two government so that the flow of funds can be managed for the successful completion of the project within approved budget and time |
The project should focus on the development of hotels, Beach, harbours, and apartments in the St. Helena to provide facilities to the tourist. The purpose of constructing the marine harbour beach is to increase the profitability and economic growth of the nation through the inclusion of tourist activities. It is recommended that the stakeholders’ issues and identified risks should be solved at top priority for effective deployment of proposed construction project.
The Government of St. Helena Island is looking forward to develop a Marina Beach in the Jamestown for increasing the tourist facility for the growth of the nation economy. The project should focus on the development of hotels, Beach, harbours, and apartments in the St. Helena. The development of the new plans seeks financial helps from the UK government for its implementation. The additional cost is required for reshaping the surrounding area of the Jamestown to increase the tourist activity in the Island
Benefits of Stakeholder Management Program
Government of St. Helena
Government of United Kingdom
development of hotels, Beach, harbours, and apartments in the St. Helena
reshaping the surrounding area of the Jamestown by developing flat lands
Increasing tourist activities
Increasing the nation economy
Focuses on attracting new customers from all over the world (Craxton, Blacklock, Ivanov,2014)
The inscope activities are categorised as development of the design for constructing hotels, beach, harbours, and apartments in the St. Helena Island (Collinge, 2016), development of estimated budget, development of Quality Management plan, development of Stakeholder registers, development of risks Management plan, to complete the project within approved budget and time limit, development of Communication plan
The out-of-scope activities are categorised as maintenance program of the tourist side, services provided to the tourists, and project Budget approval process elaborate
The benefits which are provided with the development of the project are it helps in increasing the tourist activity in the Island, helps in increasing the economic growth of the nation, provides new opportunities for employment, and new sources of earning livelihood
Some of the stakeholder issues which are found from the research are location of site, poor working environment, no Safety measures, chaos and conflicts, unavailability of required resources on time, no training and development program arranged for increasing the efficiency and effectiveness of the working employees, inefficiency in handling given responsibilities, and limited authorities related to the assigned work
The stakeholder management plan are composed of deployment of Effective communication, maintenance effective program for grievance handling, maintenance of good and healthy working conditions, provide effective safety measures, and arrangement of training and development program
Milestone 1: Completion of the requirement specification plan
Milestone 2: Approval of the project fund from the UK government
Milestone 3: Completion of the Designing phase of Marine harbour
The proposed budget of the project is $ 18000000 Million
The risks should be identified associated with the stakeholders, communication, and political issues. It helps in developing effective risks mitigation strategies for getting expected outcome with excellence.
The assumptions which are undertaken for the project are approval of project Funds from the UK government and managing demand and supply of the resources on the site locations
The constraints which are associated with the project is that project should be completed within the approved budget of $ 18 Million and completed on February 12, 2019
The criteria on which the success of the project depends upon are stakeholder management plan, cost estimation plan, approval of the budget from the UK government, completion of the project within the approved time, coordination and cooperation among the working procedures of the employees, and division of roles and responsibilities (Gower Handbook of project Management)
|
WHO |
WHAT |
WHEN |
HOW |
WHOM |
|
Project Manager |
Communication plan Requirement specification plan Division of Role |
During the project initiation phase |
Face to face meeting should be arranged |
Project Owner |
|
Project Owner |
The government of St. Helena proposes a plan for developing an effective Marine harbour for the Island |
During the project initiation phase |
Face to face meeting should be arranged with the project manager |
Project Manager |
|
Project Sponsor |
Approval of the proposed estimated cost |
In the requirement gathering and analysis phase, |
Face to face meeting |
Project Owner Project Manager |
|
Construction Designer |
developing a construction design of developing a Marine harbour |
In the designing phase |
Face to face conversation |
Project Manager Project Owner |
|
Architect |
Implementation program for the construction design of the marine harbour program |
In the construction phase for developing the tourist site |
Telephonic Conversation |
Construction manager Project Manager Risks Manager |
|
Financial Manager |
Market analysis for estimating the cost of the resources |
In the requirement gathering phase |
|
Project Manager Construction Designer Risks Manager |
|
Quality Manager |
Quality standard framework polices |
In the Designing phase |
Face to face conversation |
Risks Manager Construction designer |
|
Risk Manager |
Responsible for developing a risks registers and associated risk mitigation plan |
In the designing phase |
Face to face conversation |
Project Manager Quality Manager Construction Designer |
|
Construction Team |
Implementing the construction design |
In the Construction Phase |
On site Location |
Construction Designer Architect |
- Project Plan should be approved for the Implementation and construction of the Marine harbour at off shore
- Project Plan should be completed in two phase
- Project Plan should not be approved for implementation
Categories of Risks and Issues
Option 1 is to be preferred for the development of marine harbour to provide the facilities of transportation with the use of small boats, berthing facilities for the boats and Yachts, residential facilities, restaurants, bar shop, taxi stand, post office, car parking, fuel stations, and others.
It is recommended that the marine harbour should be developed for the St. Helena Island to increase the tourism in the nation which helps in attaining increase in the GDP of the nation. The local people of the island will get their source of income by providing services and facilities to the tourists by developing the effective use of small boats, berthing facilities for the boats and Yachts, residential facilities, restaurants, bar shop, taxi stand, post office, car parking, fuel stations, and others
References:
Alladi, A., and Iyyuni, C. (2015). Stakeholder management cross sectional study. 1st ed. Retrieved from https://www.researchgate.net/publication/280232629_Stakeholder_Management-cross_sectional_study
Baharuddin, H., Wilkinson, S., and Costello, S. (2015). Evaluating early stakeholders engagement as a process of innovation. 1st ed. Retrieved from https://www.irbnet.de/daten/iconda/CIB_DC27242.pdf
Bal, M., Bryde, D., Fearon, D., and Ocheing, E. (2013). Stakeholder engagement: Achieving sustainability in the construction sector. 1st ed. Retrieved from https://www.researchgate.net/publication/275769628_Stakeholder_Engagement_Achieving_Sustainability_in_the_Construction_Sector
Collinge, B. (2016). Stakeholder management strategies during construction project work. 1st ed. Retrieved from https://centaur.reading.ac.uk/66732/1/BJHMfullpaperamended.pdf
Craxton, C., Blacklock, K., Ivanov, I. (2014). Stakeholder engagement plan. 1st ed. Retrieved from https://s21.q4cdn.com/589145389/files/doc_documents/EN/Stakeholder-Engagement-Plan.pdf
Eskerod, P., and Jepsen, A. (2013). Project Stakeholder management. Farnahan, Surrey, England: Gower.
Gower Handbook of project Management, 5th ed. Burlington: Gower Publishing company
Hampus, P. (2015). Corporate responsiveness to drivers of change. 1st ed. Retrieved from https://www.diva-portal.se/smash/get/diva2:448649/FULLTEXT01.pdf
Haron, N., Devi, P., Hassim, S., alias, A, Tahir, M., Harun, A. (2014). Project Management practice and its effects on project success in construction industry. 1st ed. Retrieved from https://iopscience.iop.org/article/10.1088/1757-899X/291/1/012008
Liberatore, M., Johnson, B., and Smith, C. (2015). Project Management in construction: Software use and research direction. 1st ed. Retrieved from https://www.researchgate.net/publication/245283314_Project_Management_in_Construction_Software_Use_and_Research_Directions
Lock. D. (2013). Project Management. 10th. ed. Burlington, VT: Gower
Molwus, J. (2013). Stakeholder management in construction projects: A life cycle based framework. 1st ed. Retrieved from https://www.ros.hw.ac.uk/bitstream/handle/10399/2877/MolwusJJ_1014_sbe.pdf?sequence=1&isAllowed=y
Moodley, K., Smith, N., and Preece, C. (2007). Stakeholder matrix for ethical relationships in the construction industry. 1st ed. Retrieved from https://www.tandfonline.com/doi/abs/10.1080/01446190801965368
Morris, P. (2009). Research and future of project Management. 1st ed. Retrieved from https://www.emeraldinsight.com/doi/abs/10.1108/17538371011014080
Morris, P. (2013). Reconstructing project management. Chichester, England: Wiley-Blackwell
Owolana, V., and Booth, C. (2016). Stakeholder perception of the benefits and barriers of implementing environmental management system. 1st ed. Retrieved from https://www.tandfonline.com/doi/abs/10.3846/16486897.2015.1127251
Project Management Institute. (2017). A guide to the project management body of knowledge. 6st ed. Newton Square, PA: PMI Turner, J.R. Retrieved from https://www.cs.bilkent.edu.tr/~cagatay/cs413/PMBOK.pdf
Order an Essay Now & Get These Features For Free:
Turnitin Report
Formatting
Title Page
Citation
Outline
