Stakeholder Management In The Sydney Parallel Runway Project

Definition and Types of Stakeholders

The project is aimed at evaluating stakeholder management in the Sydney parallel runway project through the evaluation and analysis of different stakeholder processes including stakeholder identification, mapping, and engagement. The Sydney parallel runway is an important project to the country as it helps in terms of developing the country’s transportation capacity such as increase in the volume of goods from other countries to Australia. It is expected to ease trade both at the national and international level. According to the government plans of improving its airline services, the airport has been designed to be constructed in this area. When this project is completed the Australia will be considered as a premier in the national airline sector.

The Sydney parallel runway project will also provide an affordable and ample space for parking of customer cars and provide services like transport for people who have got know cars but are the passengers to the airport. Additionally, according to the study done, opportunities at the airport are likely to expand such as hotel and residence for passengers that will help to provide jobs for the people in the country.

Accessibility of people to the services like transport, medical, security among others services will also emerge as a result of this project. According to the study objectives, the project will help to ensure that transportation and communication, trade, international relations, and the airline sector in the country is advanced in the country (Swanson and Robbins, 2014, p.15)

This project seeks to explain the insights for the Sydney parallel runway project in the Australian aviation sector and its relevance in the economic development of the country. The project is approximately anticipated to take three months of its design and development. The Australian government has engaged its nationals to accept the proposal for this project and all the management of the Australian airport system has endorsed the bid for the construction of this runway project in western Sydney. Through environmental analysis has been made to ensure that the project does not encroach on the natural beauty of the country. Continuous risk identification and unbiased research has been made for the design of this project in the country (Tangri, 2018, 185)

Sydney parallel runway is an international airport in the western Sydney of Australia serving as both an aviation program and a hub for the people in western Sydney. Due to the government program to advance the aviation program in the country, people in this region were engaged to collect their views about the construction and designing of this airport. This airport was designed to three runways which include the third runway, north-south and east-west runways. According to the world’s rankings, Sydney airport is one of the longest and advanced operated airports in the world and the most busy airport in the country handling about 42.6 million passengers and 348,904 aircraft movements. Plans to construct the Sydney parallel runway project started in 1919. The airport plans were initiated after the first world war to construct this national airport in the land that was formerly occupied by the Kensington Race Club. This land could be used for animal rearing especially goats and sheep because it was perfectly flat for this practice (Nero. and Black, 2000, 461)

Overview of Sydney Parallel Runway Project

In 1933, the first runway was constructed and by 1949, reports shows that the airport had succeeded in establishing three runways in this area with a wide coverage of metres across the region.  In 1947, there plans were made to avail more land for expansion where cooks river was diverted as  a means to get quite bigger land for expansion. Way back in history in 1920 when the aerodrone was declared, the airport originally was known as Sydney but in honour of the famous Australian aviator Charles kingford smith the airport was renamed Sydney kingford smith. It took time up 1960’s whereby the biggest section of people in Sydney referred the airport as mascot (Matthews Nielsen Schade Chan and Kiniry, 2014, p.4b31)

In 1960s the Australian government had finished plans for a new international terminal in the area which its implementation started in 1966 under the management and operation of Dixon and painter industries. This terminal was officially launched in 1970 by the queen of England Elizabeth II. Expansion of the runways was witnessed up to the year 2000 where the country had re-invented aims to finish the aircraft so as to ensure effective passenger movements. In 2010, there was need for the airport to undergo another development in order to expand its transit zone. This was done to promote trade across the area. shops, resting/ leisure areas have been established around this airport. The episode for the Sydney parallel runway project continued by opening up three international airport terminals by 2013. This has helped to ease trade and transport in Australia (Haddow 2015, p.241)

Stakeholders have been defined in a number of ways by different project managers and academic scholars and the basis of their definition vary mostly depending on the profession or area of expertise. Nonetheless, it is possible to have a primary and basic definition upon which a general definition upon which consent can be reached among all. In this essence, stakeholders refer to any individual or a group of people who have an influence in either the success of the failure of a particular project. in other words, any individual or a group of people who may be affected by the occurrence of the project or may affect the existence/ manifestation of a particular project, either negative or positive are referred to as project stakeholders. It therefore implies that any person who has the influence to contribute towards the project success or failure is a stakeholder (Aparicio and MartÍN 2017, p.420)

Importance of the Sydney Parallel Runway Project

The levels of influence of stakeholders vary from one to another, and likewise, interests of stakeholders towards a given project vary. The level of influence and interests are usually determined by whether the stakeholder is an internal of external. In simple terms, there are typically two types of stakeholders, the internal and external stakeholders. The internal stakeholders are the ones who have direct influence into the occurrence of the project. reflecting this insight in the parallel runway project, the internal stakeholders include but not limited to the contractors of the project, the suppliers of the required equipment for project execution, the project team members (the employees of the contracting company), the CEO of the parallel runway project and the board members. On the other hand, the external stakeholders also include the government of Australia, the community members, other airports within the country and abroad, the and the aviation authorities among many others.

Precedingly, it is typical and substantial that the mentioned parties may have an influence in the effective implementation and success of the parallel runway project. as recommended by senior project managers, stakeholders’ engagement is a very vital issues to look into when planning a project management activity. With such an insight, it therefore becomes typically important to ensure a well-defined stakeholder engagement strategy. However, in order to have a well and strategized stakeholder engagement, it requires a logical perquisite of identifying the responsible stakeholders, then after, an engagement strategy can be done. This is done in the subsequent section (Fan 2015)

Stakeholder identification is an important but challenging issue to manage. It therefore needs a careful and predetermined strategies when undertaking. In other words, project success is solely dependent on the how well the stakeholders was selected. All the work input, coordination, interests and powers are integral parts of effective project execution. Wrongly identifying the stakeholders o a project may imply pursuing personal interest rather than the project goals and objectives, assigning responsibilities to unskilled personnel, and poor project execution, which may all lead to the failure of the parallel runway project.

From the preceding insight, the parallel runway project will use a well-planned and strategized criterion for stakeholder identification

Delineation of the geographic influence. First and foremost, it is important to clearly understand the environment in which the project will operate. When taking stakeholder’s identification, the site or the location which the runway parallel project is being undertaken is an important factor, as it influences the operation of the project as a whole. Some of the variables to consider when evaluating the site location include the available facilities in the site, connection to other transport and communication routes. The evaluation of the site location helps in understanding the type of environment in which the project will be running and how best adjustments can be made in response to the context. This is in consideration of expected effects to the environment and the community. Undertaking parallel runway project will have effects like land usage (displacement of some individuals from their homes), noise pollution as well as air pollution. In addition, the consideration of the site location is he first step in identifying the initial external stakeholders who of which are the community members staying around the site location. As it was noted earlier, the external stakeholders may necessarily have a direct influence in a project but can affect its success or failure in the area. in this essence, the definition of the demographic contexts will help in identifying priority individuals who will directly be affected by the project (Harrington 2014, p.35)

Stakeholder Identification Process for the Sydney Parallel Runway Project

Identifying those groups and individuals with interest in the project. in undertaking the parallel runway project, there is a class of people who will be interested in the project. in project management, all individuals interested in a particular project are deemed stakeholders. Reflecting this in the runway project, different organizations, authorities, the local community, and opinion leaders. The step identifies interest-based stakeholders. Most often, the interest-based stakeholders are the internal stakeholders who tend to have a direct effect in the project success. This level phase of identification may single out the

Stakeholder mapping is a process through which all the project stakeholders are identified and assessed to determine their interest and powers in the project. it is a logical process of examining all the identified stakeholders and evaluating how each of the stakeholder will impact on the project’s viability or be impacted on by the project. this is important as it helps in evaluating each of the stakeholders’ interest and responsibility towards achieving project goals and objectives. Based on different methodologies, it is important to that there is no one unified way of conducting stakeholder mapping. However, the following procedures are applicable for the parallel runway project (Guenter and Dennis 2015, p2)

in order to define the stakeholders of the parallel runway project, the list of all relevant stakeholders will be noted including different groups of people, organizations and individuals. In other words, all people who will/ may be affected by the project, interested in the project or may have influence in the project execution. This can be done as follows

NB: it is important to note that in step one, defining of the internal and external stakeholders follows the same procedures

Prioritization of the project;

after defining the parallel runway project stakeholders, all the individuals and organizations who have interests or can be affected by the project, an evolution is conducted to determine the level of interests and powers by each identified stakeholder, both internal and external. Some of the stakeholders may have the authority or power to block the continuation of the project while others may be of less authority. On the other hand, some may have high interest into the project while others les. With the help of the preceding chart, prioritization criterion can be created

• Highly interested individuals with high powers take the top position in ranking (manage closely)
• Less interested people with high powers over the project take the second position in the raking (keep satisfied)
• Those individuals with high interest and low powers over the project take the third position in ranking (keep informed)
• Low interest and lower power individuals take the least position in ranking (monitor)

After ranking the stakeholder, it becomes imperatively important to understand how they feel about their influence in the parallel runway project. the key questions to help in understanding the stakeholders could include;

• What are their opinions in regard to the works at the project
• what are the motivations to all the stakeholders
• what are the types of information that they require from the project
• what emotional or financial interest could they cause in the project

NB: it is important to note that the preceding methods explained apply for both internal and external stakeholder mapping.

Stakeholder engagement is the process by which organizations seeks the involvement of people that can be affected by the activities of the organization. People who may influence the implementation of the project, are very significant and organizations must engage them in any development and plans on board (Freestone. and Baker, 2018, p.10)

Stakeholder engagement is referred as a key factor in corporate social responsibility of organizations. Since organizations do practice many activities within the environment, its substantive to engage its stakeholders in any business idea generation to understand their take in the activities of the organization. Stakeholder engagement is not only part of corporate social responsibility but also a vital tool for solving complex challenges that people are facing as a result of organization’s activities.

This is a chronological process through which an organization should follow before engaging its stakeholders.

Identification of stakeholders of the Sydney parallel runway. This study research will first draw up a list of the stakeholders and inform them on the plans to begin the project. After this has been done the project will go ahead to identify the specific category to engage.

Stakeholder assessment. This project will analyse its stakeholders by putting in consideration and asking questions like.

What are they currently thinking about the project?

Are they likely to support the project in the area?

How shall they be managed?

What will motivate them to support the project?

This strategy will help to identify the key stakeholders and hence putting attention on them.

Prepare for engagement. This project will set out engagement goals and clearly define what the practice of the engagement will yield both on the short-term and long-term basis.

Identification of the engagement activities. Before this project begins, clear understanding of the stakeholder’s activities will be made. A detailed plan for engagement will be done whereby all the groups will be informed on the activities to be made. At this stage, engagement methods will be applied like brief meetings, workshops, e-mail, mails, and interviews.  

Feedback on the progress. At this stage, plans have been made to ensure that stakeholders know the benefit of their involvement in the project. Relevant engagement methods will be used to update stakeholders on how their effort in the process is benefiting the success of the project.

Sydney as a national aircraft for time has managed to apply various methods in engaging stakeholders and these methods and motives why they will be used have been discussed below.

Through use of e-mails and mails. This project will engage stakeholders in decision making by always sending all the deliberations on their e-mails especially the community members around, local councils and other concerned citizens of the country. Using e-mails and mails is an effective method of reaching information to those stakeholders who be unable to attend meetings in person.

Meetings. This project will be designed to engage stakeholders through regular briefings and meetings. Any development and change in the program will be communicated by direct discussion between the airport managers and the stakeholder. Through this, stakeholder are expected to clearly express their challenges to the management and a lasting solution can be reached (Lewis and King 2014, 150)

Workshops, group discussions and public meetings will be held in order to ensure that the stakeholders are at the same pace.

Use of the media and press. Many literature reviews has shown that for any urgent and important information to reach the public, broadcasts and publications should be made on the national televisions, newspapers among others. in order to earn stakeholder involvement, this project will use the press and media to reach communication to its stakeholders. This method is recommended as the best channel of communicating urgent information due to the fact that it covers a wide area.

Use of interviews. This research report will make use of interviews to clearly know the needs of the stakeholders. Different people, community groups and will be contacted to collect their views on this project.

Timeline is an important tool for planning time management and project life cycle. With the help of project timeline, a well defines breakdown of project activities can be drafted with their respective expected time of execution. It is through the timeline that the parallel runway project can evaluate its performance based on the initial planning. With the integration of technology, timeline drafting has been made easy. There has been development of many computerized application to ease the process as well as improving timeline efficiency. Some of the applications include Microsoft project.

In the preceding table, runway timeline has been drafted

This project will require a team of trained and experienced staff for execution. This will be charged with full responsibility of driving to ensure that it is accomplished within its expected timeline.

Budgeting in stakeholder refers to the total financial costs required to effectively manage, engage, and map all the stakeholders. All the stakeholder processes must be well funded to avoid constraints that could project failure

Conclusion:

Research reports have indicated that stakeholder management is one of the core determinants for a project success. However, stakeholder management can be quite challenging and complex more especially for big projects like the parallel runway project of Sydney. Based on the relevancy of stakeholders’ management in project success, It is typically important to direct more attention towards effective stakeholder identification, engagement and mapping as a strategy of ensuring project success. The coordination of the various stakeholders involved in a project helps in achieving and simplifying communication, conflict management and streamlining efforts towards organizational goal (project goals and objectives).

References:

Aparicio, F.L. and MartÍN-Cejas, R.R., 2017. The economic and environmental benefits of runway capacity optimisation: The case of Gran Canaria Airport. Journal of Airport Management, 11(4), pp.420-435.

Fan, Z., 2015. A Computer Model to Predict Potential Wake Turbulence Encounters in the National Airspace (Doctoral dissertation, Virginia Tech).

Freestone, R. and Baker, D., 2018. Negotiating the Problem of Airport Noise: Comparative Lessons from the Australian Experience. The Political Quarterly.

Guenter, D. and Dennis, J., 2015, April. Initial operational experience with CAT I ground based augmentation system (GBAS). In Integrated Communication, Navigation, and Surveillance Conference (ICNS), 2015 (pp. S1-1). IEEE.

Haddow, G.D., 2015. 8 International Case Studies in Climate Change Adaptation. Living with Climate Change: How Communities Are Surviving and Thriving in a Changing Climate, p.241.

Harrington, A., 2014. Understanding the second Sydney airport debate: the consequences for limited airport capacity of a government policy lacuna. J. Air L. & Com., 79, p.35.

King, M., Whitby, W. and Hanshaw, G., 2015, August. Designing the World’s Largest Dome The National Stadium Roof–Singapore Sports Hub. In Proceedings of IASS Annual Symposia (Vol. 2015, No. 31, pp. 1-16). International Association for Shell and Spatial Structures (IASS).

Lewis, C. and King, M., 2014. Designing the world’s largest dome: the National Stadium roof of Singapore Sports Hub. The IES Journal Part A: Civil & Structural Engineering, 7(3), pp.127-150.

Matthews, B., Nielsen, D., Schade, J., Chan, K. and Kiniry, M., 2014, October. Automated discovery of flight track anomalies. In Digital Avionics Systems Conference (DASC), 2014 IEEE/AIAA 33rd (pp. 4B3-1). IEEE.

Nero, G. and Black, J.A., 2000. A critical examination of an airport noise mitigation scheme and an aircraft noise charge: the case of capacity expansion and externalities at Sydney (Kingsford Smith) airport. Transportation Research Part D: Transport and Environment, 5(6), pp.433-461.

Swanson, H. and Robbins, P., 2014. For more information. Indicator, p.15.

Tangri, K., 2018. Planning and delivering Brisbane Airport’s new runway. Journal of Airport Management, 12(2), pp.169-185.

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