PRJ5002 Enterprise and Resource Planning Report 1 Sample

PRJ5002 Enterprise and Resource Planning Report 1

This mid-term In-class Assessment will assess your knowledge of key content areas (Week 1 to Week 6 contents). It is also to identify further support needed. For successful completion of mid-term assessment, you are required to study the material provided (lecture slides, tutorials, videos and reading materials), engage in the unit’s activities, and in the discussion forums. The prescribed textbook is the main reference along with the recommended reading materials. By completing this assessment successfully, you will be able to identify key aspects of Human Resources, Stakeholders and Communications in Project Management.

Solution

1. Stakeholder analysis (identification/Stakeholders register)

Stakeholder analysis is a process to identify the important stakeholders in the project. All the individuals that can affect the project are prioritised in the communication process. Different strategies are undertaken to improve the effectiveness of the project. In the stakeholder register, monitoring the project, tracking and understanding involvement is analysed (Prebanić and Vukomanović, 2021). The stakeholders of the project are categorised as internal and external stakeholders. In this construction project at Bradfield Park, different stakeholders are identified with different powers and interests. Stakeholders within the project include internal project personnel and external ones which include local authorities and many others who use the parks. It is possible to communicate with each stakeholder based on their role, authority level, and level of concern and project engagement. The following stakeholder register gives a general standpoint of the core stakeholders involved.

Table 1: Stakeholder register
(Source: Self-Developed)

2. Stakeholder Analysis (Power/ Interest Matrix)

Figure 1: Stakeholder matrix
(Source: Self-Developed)

The power/interest matrix categorises stakeholders according to their level of power, and their interest in the project. The decision rules indicate that the low-power interest stakeholders such as the public, the Project Manager, and the Local Council should be “Managed Closely” which can be done by providing them with details of the project and involving them in decision-making (Pidgeon and Dawood, 2023). The stakeholders who are highly interested but moderately powered are the Environmental Agency and the Cyclists Association. They should be notified regularly but less often they should “be kept satisfied”. Local Community Members and Nearby Residents are interested stakeholders with the least amount of power (Nguyen et al. 2021). They should be managed by “informing” them to gain their support. The low-power and low-interest stakeholders as the Park Maintenance Staff can best be addressed by the “Monitoring” method that requires only occasional adjusting of expectations.

The power interest matrix for MBA Assignment Expert of the project helps to improve different aspects such as prioritisation, communication, conflict identification, risk mitigation, decision-making and engagement. As per the power interest matrix, most impactful stakeholders in the project are understood. In this way, more focus on time and resources can be put. The communication process effectiveness also belongs to the matrix (Osei-Kyei et al. 2022). This matrix shows which category needs to be put more focus on. In such projects as Harbour Bridge Cycleway Ramp risk management should be done proactively. Potential resource allocation and taking future steps to deal with the market changes are forecasted by the stakeholder matrix.

3. Stakeholder Analysis (Engagement analysis)

Stakeholders are critical in the construction project, and hence they must be engaged properly. Powerful and Interested groups, including the Project Manager & Local Council. They should be communicated often through formal and informal meetings to monitor the workflow against the agreed parameters & legal compliance of the project (Kiani Mavi et al. 2021).

Stakeholders with access to moderate power and high business interest, such as the Environmental Agency and Cyclists’ Association, should be given ongoing communication or consultation, especially on environmental or design aspects (Cityofsydney, 2024). In the case of low power and high interest, like in the Local Community and Nearby Residents, keeping communication open is a priority (Owojori and Okoro, 2022). Informing the public about construction activity, noise effects and timeline may also go a long way in discouraging people from unduly opposing construction. The regular progress update of the construction projects needs to be given to the suppliers and construction team (Terzioglu et al. 2021). The availability of resources and schedule adherence are also improved through this process. By segmenting the stakeholders by their power and interest, the project team can minimise the risks and negativity of some individuals on the project since they are engaged and informed on what the project entails.

4. Control Stakeholder Engagement

Stakeholder management control allows the measurement of project goals with emerging project issues. In the construction project in Bradfield Park, regular monitoring of the stakeholders helps to understand their concerns, needs and feedback. This process involves monitoring communication and engagement efforts which is a way of keeping high-interest/high-power stakeholders engaged. Some available tools include a stakeholder communication plan to track, record, or identify new concerns from engagements, or a project management tool to record engagements (Nguyen et al. 2021). The regular status meetings, feedback sessions, and email updates help to maintain the influential stakeholders such as the local council, project manager and environmental agency. In the project development, all the necessary adjustments can be made by monitoring stakeholder engagement.

Furthermore, feedback from the Local Community or Cyclists Association toward construction should be collected periodically to discuss their opinions. The understanding of the effect of the construction on the park’s environment and people’s concerns are also impacted by the stakeholder concerns. Strategic feedback management reduces conflict chances and eliminates compliance risk while enhancing public acceptance during various phases of the programme implementation (Owojori and Okoro, 2022). At the time the stakeholder's engagement is controlled in the project then the pre-set key performance indicators are also measured effectively. The engagement efforts and communications also track the stakeholder reports through which the relevant modifications in the project can be made. As per the stakeholder control, a clear feedback loop can be made. The stakeholder's inputs can be gathered and action can be set. The regular risk assessment is also monitored through stakeholder control. In case of any unexpected issue in the project, the project team can take measurable action based on the control measures. The town hall meetings and increased frequency of direct communication provide a structured approach to stakeholder engagement. The values of stakeholders and project tracking are fostered in the cooperative project environment.  

References

Cityofsydney, 2024. Planning works of Sydney Harbour Bridge cycleway. Available at: https://www.cityofsydney.nsw.gov.au/building-new-infrastructure/planning-works-of-sydney-harbour-bridge-cycleway [Accessed on: 14-11-2024]

Kiani Mavi, R., Gengatharen, D., Kiani Mavi, N., Hughes, R., Campbell, A. and Yates, R., 2021. Sustainability in construction projects: a systematic literature review. Sustainability, 13(4), p.1932. https://www.mdpi.com/2071-1050/13/4/1932/pdf

Nguyen, B.N., London, K. and Zhang, P., 2022. Stakeholder relationships in off-site construction: A systematic literature review. Smart and Sustainable Built Environment, 11(3), pp.765-791.https://drive.google.com/file/d/19R3G_6jXtq9MeudrDflFmPzE8fhH0-BP/view

Osei-Kyei, R., Narbaev, T. and Ampratwum, G., 2022. A scientometric analysis of studies on risk management in construction projects. Buildings, 12(9), p.1342. https://www.mdpi.com/2075-5309/12/9/1342/pdf

Owojori, O.M. and Okoro, C., 2022. The private sector role as a key supporting stakeholder towards circular economy in the built environment: a scientometric and content analysis. Buildings, 12(5), p.695.https://www.mdpi.com/2075-5309/12/5/695/pdf

Pidgeon, A. and Dawood, N., 2023. BIM adoption issues in infrastructure construction projects: analysis and solutions. Digitalization in Construction, pp.173-200.https://www.researchgate.net/profile/Andrew-Pidgeon-3/publication/351941649_BIM_Adoption_Issues_in_Infrastructure_Construction_Projects_Analysis_and_

Solutions/links/60b0f2a745851557baa69a74/BIM-Adoption-Issues-in-Infrastructure-Construction-Projects-Analysis-and-Solutions.pdf?origin=journalDetail&_rtd=e30%3D

Prebanić, K.R. and Vukomanović, M., 2021. Realizing the need for digital transformation of stakeholder management: A systematic review in the construction industry. Sustainability, 13(22), p.12690.https://www.mdpi.com/2071-1050/13/22/12690/pdf

Terzioglu, T., Polat, G. and Turkoglu, H., 2021. Analysis of formwork system selection criteria for building construction projects: A comparative study. Buildings, 11(12), p.618.https://www.mdpi.com/2075-5309/11/12/618/pdf