Stakeholder Regimes in Higher Education - Essay Example

Introduction A project is defined by Pinto , as a temporary effort to make a rare product or service as project are means through which we can change our surroundings and this world. In undertaking a project, it is to be remembered that projects cannot be accomplished by a single entity. They have relationship with various other organizations as well as individuals. In this part of the assignment those various relationships will be discussed and various factors affecting the performance of the project. Stakeholder analysis When a project is undertaken, various stakeholders need to be identified. They can be defined as groups or individuals having interest in the project and that interest can be good or bad influence the results of the project Pinto (2010) . In that case stakeholder analysis can be used to identify and resolve some of the conflicts that arise while introducing any new project. This analysis is used to make strategies to make the stakeholders’ impact positive on the project. Some stake holders can have varying impacts on projects ranging from drastic impact to little impact. For example Pinto (2010), gives an example by explaining that government can strictly limit the sales of any tobacco project by implementing different rules and regulations while on the other hand a software development company may not face that strict rules and regulations by the same stakeholder. Issues confronted by project managers Every stakeholder has own demand which may be in conflict with other stakeholder’s demand and the conflict of demands may prove to be challenging for the project manager (Kuenkel et al, 2011). For example, a team of any project working to repair a new software across organization can go for many revisions to check the satisfaction of their customers and in doing so may make other stakeholders uneasy by rescheduling the deadline again and again that might be a challenge for the project manager. In these cases, the project manager needs to balance the demands of all the stakeholders by maintaining supportive relationship among all the stakeholders. Identifying project stakeholders There are two types of stakeholders i.e. internal stakeholders such as top management, accountant, project team members and other functional managers. External stakeholders such as clients, competitors, suppliers, environmental, political and other invervenor groups (Pryke, 2006). Internal stakeholders are important in a stakeholder analysis and usually they affect the project positively because in most cases the internal stakeholders want the project to be successfully completed (Poonia, 2010). External stakeholders, however, may have conflicting demands undermining the performance of the project. It is to be noted that there are some stakeholders that are external to the project but have the control to interrupt and in some cases upset the performance of the project (Bjorkquist, 2010). For example, in 2008 when the oil prices rose dramatically mostly groups in United States wanted to decrease their dependence on oil asking for establishment of more nuclear power plants. However some environmentalist groups resisted this initiative strictly. These resistant groups can be named as intervenor groups that are external to the project but still have power to affect the project (Pinto, 2010). Project managers must consider these internal and external stakeholders (pinto,1996). The relationships between them are illustrated in Figure 1. Figure 1 Project Stakeholder Relationships (Source: PPT) Stakeholders’ Management Managers of the project as well as the teams should realize the vitality of stakeholders. In this regard, Block has suggested six stages. First step, evaluate the environment whether the project will attract attention or not. Then, detect the objectives of the principal actors and evaluate the need of each also try to find out the hidden goals of different stakeholders. Thirdly, assess your own capabilities organizations must ponder what they do well. For example, everyone does not have the links to top supervision that can be essential for safeguarding a firm’s support and capitals (Pinto, Cleland & Slevin, 2003). Fourthly, outline the problem it should pursue to describe issue both in terms of own view points. The key to keeping good stakeholder relations is in knowing that some parties can propose very dissimilar but likewise genuine point of view on issue. When problem is described, stakeholder’s point of view should also be kept in view (Pinto, Cleland & Slevin, 2003). Fifth step, develop solutions first, evolving solutions means exactly to make an action-plan to address there quirement of the numerous take-holder groups as compared to the other stakeholder groups. Secondly, it is essential to understand the political context before making solution. Finally, test and refine the solutions Project team along with the manager should realize that application of solution is an iterative job. Beside that, many of your concepts about the wants and prejudgments of numerous stakeholder groups must be sophisticated too. In a few senarios, you made precise valuations. The last period in the stakeholder management procedure makes the task manager to do self-evaluation. Flexibility is needed to do precise analyses and suitable midcourse alterations (Pinto, Cleland & Slevin, 2003). Figure 2 illustrate alternative model as recommended by Cleland show the management operations. Figure 2 Project Stakholder Management Cycle Source: D. I. Cleland, Project Stakeholder Management(1998) Projects and organizational Approach Strategic management is art of applying and formulating and estimating cross functional judgements that allow firm to fulfil goals (Pinto, 2010). Strategic management consists next elements Firstly, developing vision statements and mission statements found what firm and top management wish to achieve for example some company provide its vision and mission if project do not support such as Fluor-Daniel Corporation. Secondly, formulating, implementing, and evaluating an organization dedicate important time and resources to estimating its business chances. Thirdly, creation cross functional decisions business strategy is a corporate vast project needing the keenness and mutual assets of all practical fields to accomplish goals. Finally, achieving purposes in organisation involves leadership quest which could be attained through product optimisation, reduced prices etc. A means of achieving these objectives is through projects with external market and internal effective processes (Pinto, 2010). Figure 3 illustrated how projects link to organizational strategy. Figure 3 Relationship of Strategic Elements ( Source PPT) The impact of organizational structure on project performance Projects might be implemented more efficiently in a few kinds of administrative structure as compared to other organizations. Depending on the kind of project being started, some organizational forms gives more rewards in encouraging effective accomplishment of the plan. Gobeli and Larson’s (1987) work is significant in emphasizing that the type of structure an organization has will have either a helpful or harmful effect on the project’s feasibility. Larson and Gobeli (1987) have contrasted ventures accomplished in a variation of structural forms, functional, matrix, and pure project are included. They are divided in to three subsections of matrix assembly, known as functional matrix, balanced matrix, and project matrix constructed on the insight that organization’s matrix structure rested further on a functional tactic or one extrapromising toward projects. Figure 3 is illustrated an example of functional structure. Figure 4 Example of a Functional Orgnizational Structure Source: Pinto, 2010 Organizational culture and project management Cultures can impact on project management in four methods. Initially, it sets in what way sections are likely to interrelate and back each other in search of task aims. Secondly, it affects worker’s commitment level to the purposes of the task. Thirdly, the administrative beliefs effects project planning procedures foe example the method task is projected or in what way capitals are allotted to schemes. Last, principles can strongly affect the way in which sections within an organization opinion the procedure of project management. Culture also affects the way in which employees obligate themselves to the objectives of their projects as contrast to other opposing objectives. Through symbols, stories, and other ciphers, organizations hint their obligation to project supervision. Noticeable culture symbols that promote cross-functional collaboration might make employees ready and interested to put effort (Pinto, Cleland & Slevin, 2003). Assignment Task Two Project initiation A project initiation includes the aims, structure and scope of the project followed by appointment of a project manager and his team and lastly approval is taken to move to the planning phase. The focus of this discussion is that it can be analysed the way that a project team can use planning tools to cover project risk and to prevent against its impact on success (Pinto, Cleland &Slevin, 2003). Building the project team & the project manager’s role The WBS establishes the detailed outline of work. The project team needs to gain the abilities and practical exposure essential to do the work. The project team should be well-matched with the organization’s culture where it will work. This point to some of the characteristics its members must have. The project team can be built by setting up the roles and kinds of team members needed to provide the necessary abilities and qualities. The project manager then recognizes possible persons to fit in these positions. These may be individuals already in the company or from outside. As the team forms the shape, the project manager need to identify how it can affect the project by considering that the original budgets and plans may require to be changed if the actual team is mismatched with them. Furthermore, any impact the real team may have on the completion of the project should be made obvious to pertinent stakeholders (Kerzner, 2013). Challenges for project managers and how to cope with them Project managers have to make their team strong whilst completing the project’s goals. They have to get themselves ready for the closing of the task and breaking up of the group at the same time as it is working. Furthermore, they have to put together a multi-disciplinary people into an effective team using a distinguishing focus. When team is appointed, the project manager can develop it to be successful in quite a few ways such as establishing an understandable and mutual sense of purpose, defining the team’s structure, roles and responsibilities, motivating and inculcating enthusiasm in the team, creating an environment which is characterized by solidity and confidence and ensuring that the team is stable and workable (Pinto, 2010). Project planning Haugan (2002) outlines the vital elements that form the building block for project planning and determine actions, tasks, relationships and timeframes of the project which are : Resource Plan which includes the listing of the labor, equipment and necessary materials Financial Plan in which labor, equipment and material costs are identified. Quality Plan consists of making available quality targets, guarantee and control measures Risk Plan highlights the possible risks and activities taken to alleviate them Acceptance Plan lists the standards to be met to achieve customer acceptance Communications Plan is listing of the information required to notify stakeholders Procurement Plan is recognizing the products to be obtained from outside suppliers Scope Definition It Involve dividing the main project deliverables into reduced, more manageable constituents It practices the scope statement to make foundation of project definition. By forecasting outputs used by the company with the help of past projects’ information, the result is Work breakdown structure (Haugan, 2002). Work breakdown structure It is the deliverable-oriented alignment of project apparatuses. Work breakdown structure is six levelled structure; including Total Program, Project, Task, Sub Task, Work Package and Level of Effort (LOE) (Gray& Larson, 2006). Work breakdown structure is originally established in the scope definition stage of the project and it should be used as an accountability building instrument. It makes sure that all work in a project is recognized and defined within a mutual framework. Work breakdown structure helps as the outline on which project is constructed and as the “diagram” for project implementation. Work breakdown structure emphasizes attention on project aims and inspires comprehensive planning and documentation. Itexplains responsibilities and recognizes elements for assessing work assignment. It is used all over the project; it needs to be reviewed in event of any variations. Work breakdown structure is the keystone of excellence in project planning. A project guarantor should assert on a complete and efficient work breakdown structure to safeguard that a project manager can respond to all main questions relating to project activities and position (Haugan, 2002). In order to develop work breakdown structure all project-related materials need to be collected that define solution, method and significance and work breakdown structure for similar projects needs to be reviewed for this (Norman et al, 2008) Project scheduling The objective of project scheduling is to show the alteration of project goals into achievable methodology , also clarify the sequence logic for the project activities in a timely manner (pinto,2010).The significant methods and tools comprises of Gantt charts, critical chain scheduling, critical path analysis, and PERT analysis. Gantt charts are a feasible way of demonstrating the starting and ending dates of the various aspects of a project; this is done in a calendar form to avoid confusion and for ease of understanding (Kerzner, 2009). The symbols include: Events or milestones are depicted in the form of a black diamond Tasks are summarized in Black colored thick bars Tasks are signified by horizontal bars of light color Relationships between tasks are portrayed by the use of arrows.  Contract Statement of Work (SOW) A declaration of work is a report of the work obligatory for the procurement. If a SOW is used as portion of an agreement to define only the work compulsory for that specific contract, it is named as contract statement of work. A SOW is a kind of scope statement. A good SOW gives buyers a good understanding of the buyer’s hopes (Schwalbe, 2010). A statement of work is significant because summary of conceptual development of the project plan, manger can moving from the general to the more specific, matching the steps important to adequately answer to details SOW (Pinto, 2010). Organizational breakdown structure Organization Breakdown Structure is a hierarchical model unfolding the recognized organizational structure for the project scheduling, source allocation, budgeting and time & revenue controlling. OBS groups same project activities and relate these activities to the firm’s structure. In addition, is used to describe the responsibilities for project, cost coverage and budgeting. It provides a managerial perspective of the project. The hierarchical arrangement of the OBS lets the collection of project information to advanced levels. When project tasks are defined and work is assigned, the benefit using WBS and OBS are linked providing the option to gauge project and workforce performance at a very advanced level. In order to develop an Organization Breakdown Structure following steps are usually followed: organogram of the entire organization, depict all departments and project teams, identify functional and approval groups for each client (Pinto, 2010). Risk Management Chapman and Ward (1997) describe project risk as a "threat to [the] success" of the project. Further, they tell that the objective of risk management is to recover project performance via a systematic identification, assessment, and administration of project-related risk Kangari and Boyer (1989), Pinto, Cleland & Slevin (2003) describe risk management as a methodical approach to risk identification, goal explanation, risk sharing and distribution, risk evaluation, risk reduction and response planning. In this context, Huchzermeier and Loch (2001) identified different kinds of risk such as financial risk, cost risk, scheduling risk, planning risk and performance risk. Since project works in uncertain environment its necessary for project manager to apply risk mitigation strategies when risk occurs, also project manager has to identify, assess and respond to the risk to mitigate losses. Risk can be mitigated by minimise risk, share risk and accept risk. Each of these strategies require highly collaboration and exssessive communications between the project parties. Budgeting Projects are successfully managed, when the issue of cost is taken into account. The plan of the business, the statement that states the mission, strategic objectives and the cost reflects the organization of the project in terms of management. According to Bakouros and Kelessidis (2000), the process of controlling the costs, the account expenses, and the collection of data are the elements that define a management cost. In addition, the achievements of projects are determined by an effective budget. Creation of the project plan and budget should be done simultaneously. The definition of activities involved in the project should be coordinated with the expenditure of the project because the planning relies on it to enhance achievement of WBS standards. The plan is supported by the available resources assigned by the budget. Furthermore, the plan of the project is established by the WBS. According to DOE (1994), the unexpected costs are covered by extra finances that are provided with budget developers. Pinto (2010) states that poor planning and estimation will lead to high expenditure of group funds however, fewer funds, will be required when there is proper planning and estimation of cost. Resource Planning and Management The effective management of project resources has demands. Managers need to recognize the varied constraints of efficient project planning and scheduling which includes technical, resource and physical constraints. Resource loading is used to assign resource requirements for each project activity across the baseline schedule, while resource leveling is used to address difficult project constraints and develop systems to minimize demands across the project life. (Pinto, 2010).. Example of task two, referring to the case study 2.4 of WRU’s problem with widgets selling, it can be linked with all the steps discussed above. The company needs to make some important changes in its organizational culture and structure. It needs to change the culture of blaming others and initiate ownership of the processes. It needs to change the operational structure from functional to Functional Matrix structure to improve the communication and information gap. It is vital for the organization to assess its internal as well as external clients and build harmonious relationships with them. Next proper planning and scheduling is needed to remove the obstacles being faced in the market with the help of WBS, SOW, proper Budgeting & evaluation and last but not the least project manager need to come up with proper risk management plan to avoid any hindrance in the completion of the projects undertaken regarding selling of widgets in the market. Conclusion planning, controlling and monitoring are the guidelines that help project manager to complete project on the right time on the right cost, with the higher quality. Creating a detailed work plan and monitoring resource, schedule and budget aims to increase the possibilities for project success. Moreover, understand the stakeholders needs and maintain clear communication throughout the project will reduce complexity and improve timely and cost consuming. Project is interconnected with change. Therefore, project manager has to anticipate to any problem that occur within the project and deal with it professionally, however this require highly support from the top management by increasing the project manager authority. Successful project manager has to accurately assess and evaluate the steps of the project life cycle also recognise the host organisation structure, culture and strategy in order to develop the plan accordingly, and avoid any clashes that could occur in later stages. Understanding the critical success factor for project is required by the project manager in order to mitigate risk and eliminate any non- adding value activities. References Bjørkquist, C. (2010). Stakeholder Regimes in Higher Education. s.l.: WaxmannVerlag. Chapman, Chris B., & Stephen C. Ward. (1997). Project Risk Management: Processes, Techniques and Insights. Chichester, UK: John Wiley & Sons, Inc. Chin, G. 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