Stakeholder Management, computer science homework help

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Question Description

Stakeholder Management

Part of being an effective project manager is communication and representing the interests of the different stakeholders regarding the project. Stakeholder interests can often fluctuate during a life cycle of the project. Maintaining contact and effective communication with all stakeholders is vitally important to successful conclusion of a project.

Address stakeholder needs in a progress report that will be sent to the client team by addressing the following items:

  • Address the needs of different project stakeholders
  • Restate the mission and purpose of the project
  • Recap what has been agreed upon for this project in order to minimize scope creep

The following requirements must be met:

  • Write between 1,000 – 1,500 words using Microsoft Word in APA 6th edition style.
  • Use an appropriate number of references to support your position, and defend your arguments. The following are examples of primary and secondary sources that may be used, and non-credible and opinion based sources that may not be used.
    1. Primary sources such as government websites (United States Department of Labor - Bureau of Labor Statistics, United States Census Bureau, The World Bank), peer reviewed and scholarly journals in EBSCOhost (Grantham University Online Library) and Google Scholar.
    2. Secondary and credible sources such as CNN Money, The Wall Street Journal, trade journals, and publications in EBSCOhost (Grantham University Online Library).
    3. Non-credible and opinion based sources such as, Wikis, Yahoo Answers, eHow, blogs, etc. should not be used.
  • Cite all reference material (data, dates, graphs, quotes, paraphrased statements, information, etc.) in the paper and list each source on a reference page using APA style. An overview of APA 6th edition in-text citations, formatting, reference list, and style is provided here.

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Running Head: RISK ASSESSMENT TOOL Risk Assessment Tool Harold Sanders Grantham University RISK ASSESSMENT TOOL 2 Risk Assessment Tool Introduction Risk assessment is a crucial or significant section of risk management and includes the process of identifying risks, analyzing and evaluation of risks. Risk management is integral in every business setting of all levels. The risk assessment tool is crucial for this project as it covers the safety of service users such as staff and employees, business financial safety and environment safety through legal compliance. Risk assessment and the use of the risk assessment tool for the project Risk identification According to Choo and Goh (2015), a risk is anything that happens in a project setting that has an impact on accomplishment or achievement of the project objectives or other, the effect on the uncertainty in project objectives. This initial step of a project risk assessment involves identification of the risks being managed. Risk assessment may focus on one or more fields of the effect that are relevant to the project or organization. It is crucial that all employees identify the potential risks and are aware of every policy, process, service area and activity being reviewed. Description of risk includes the Impact, Cause, Context approach, whereby, the risk is integrally negative, implying the probability of adverse impacts. The potential impact is described in the event the risk was to materialize. The causal factors for the materializing of risk are described and lastly, the context of the risk ought to be vivid and well defined for instance, financial, physical loss, safety and perception. RISK ASSESSMENT TOOL 3 Risk Analysis This involves the understanding of the already identified risks. The existing control measures that are put in place for reduction and elimination of risks and include policies, process, procedures, team working, preventative maintenance, emergency arrangements. The risks are then rated through determination of probability and impact of its occurrence. In this risk assessment tool, two chief aspects are considered in the assessment of the level of risk posed by identified risk and secondly the impact of harm to involved staff, service users, environment or organizations. The likelihood scoring The likelihood scoring is grounded on knowledge, expertise as well as the actual assessment of the group scoring the likelihood. Rare, 1 Unlikely, 2 Possible, 3 Likely, 4 Actual Probabilit Actual frequency y frequency Occurren 75% Occurrenc Actual Proba Actua Probab Actual frequency bility l frequen ility ility frequ Probab Almost certain, 5 Probability cy ency Occurrenc 1% Occur 10% Occurr 50% e in 5 rence ence in ce in e in every years or in 2-5 1-2 every 2 month more years years months 99% RISK ASSESSMENT TOOL 4 In the assessment of likelihood, it is crucial to consider the nature of risk whereby, the risks are assessed on the possibility of the future occurrence, and the likeliness of the risk occurrence (Ho, Leroi & Roberds, 2000). The probability of a certain risk materializing relies on the effectiveness of existing controls in a risk assessment. High degrees of controls lead to a lower probability of risk occurrence. The assessment of the probability of the risk is assigned the number, 1-5. 1 shows that the probability of a rare occurrence while 5 that the certainty of the risk occurrence is high. Impact scoring The development of a risk matrix a range of types of harm are outlined that may occur in the course of the project (Loosemore, Raftery & Reilly, 2006). The areas of risk management include: a. Injury to service users such as staff and public risks that involve physical or psychological harm of the individual. b. The financial loss risk: These involve risks that relate to procedures, accounting or system records that pose a risk to the project especially the assets. c. Environmental risks: These are those that threaten the limitation, elimination, prevention or reduction of environmental pollution as well as the preservation of a quality environment. d. Compliance with standards risks: These risks comprises of threats that relate to standards set e. Objectives/project risk: These are related to technology, procedures that are employed for the achievement of objectives. RISK ASSESSMENT TOOL 5 The impact of harm caused is also determined through assigning of descriptors over five levels. The levels range from extreme harm to negligible. Impact scoring table Score Impact 1 Negligible 2 Minor 3 Moderate 4 Major 5 Extreme Injury Negligible Minor Moderate Major Extreme Adverse Minor injury Significant Long term Fatal event first aid injury for disability that incidence causing needed. medical needs medical treatment treatment minor injuries that do not need first aid Service user Reduced Unsatisfactory Unsatisfactory Unsatisfactory Completely quality of due to less due to less user unsatisfactory service user than optimal than optimal experience services, RISK ASSESSMENT TOOL 6 experience treatment, treatments in due to less extreme poor due to inadequate short-term treatment experience inadequate information, impacts resulting to and thus long information treatment with long term term impacts honesty, impacts equality, dignity and respect and readily resolvable Objectives Barely Minor Reduction in Significant Incapacity to noticeable reduction in project project meet project scope, quality, scope objectives, overrun objectives. quality or or schedule scope, quality Reputation of or schedule company schedule reduction damaged <€1k €1k-€10k €10k-€100k €100k-€1m >€1m The Nuisance On-site On-site Release Toxic release environment release release release impacting, impacting controlled by controlled by minimal off- off-site with company company site area injurious needing impact Financial loss RISK ASSESSMENT TOOL 7 external needing assistance external such as fire assistance brigade Project Service Short term Disruption Sustained Permanent continuity interruption disruption with service loss loss of chief with no with a minor unacceptable with serious services or impact on effect on effect on effect on facility service service user service user. service delivery of Temporary delivery thus service user. loss of involvement capacity to of major offer service contingency plans Compliance Minor non- Single failure with compliance for meeting standards Repeated Gross failure failure for of non- with internal internal external compliance standards standards of external standards Repeat failure standards with financial implications and major reputation RISK ASSESSMENT TOOL 8 Initial risk rating After the establishment of impact and likelihood, the scores are plotted on the Risk matrix. The risk matrix in this risk assessment tool combines the impacts and likelihood of risks. Risk matrix Negligible, 1 Minor, 2 Moderate, 3 Major, 4 Extreme, 5 5 10 15 20 25 Likely, 4 4 8 12 16 20 Possible, 3 3 6 9 12 15 Unlikely, 2 2 4 6 8 10 Rare/remote, 1 2 3 4 5 Almost certain, 5 1 Risk evaluation The risk evaluation consists of decision making that is grounded on the results of the risk analysis regarding the risks which require treatment and priority of the treatment. The evaluation about the rating and adequacy of the risk is made ion grounds of if to accept the risk or treat it through controlling it, avoiding it or transferring the risk. The decision-making criterion is made about treating and accepting the risk, which ought to be consistent with the already defined external, internal and risk management contexts as well as taking account of the objectives and goals of the project. RISK ASSESSMENT TOOL 9 Accepting the risk Risks are accepted in the event they would not be treated. The risks in this project will be accepted in case the level of risk is low that certain treatment is inappropriate within the available resources for instance based on cost analysis. The second reason for acceptance of a risk is in the event the threats outweigh opportunities. Treatment of risks The risks will be treated through three main approaches which include: evading the risk through for instance choosing alternative methods to achieve the objective and goals of the project. Transferring the risks external parties This will involve purchasing of insurance whereby the costs will be dependent on the level of assurance the project provides to the insurer regarding the likelihood of claim occurrence (Song et al., 2012). The third measure is in control of the risk which focuses on the reduction of risk occurrence or reduces impact in the event it occurs. Additional control modes will involve a hierarchical structure which applies elimination of risks if applicable or combating the risks at their source. In the event elimination does not apply, risks are reduced at the source through alternative methods or substitution. Risk reduction through administrative controls and safe work system, for instance, using a guideline for protective procedure and equipment. As part of the normal or usual project process, to ensure that the treatment plan is implemented, the following ought to be documented and subjected to the ongoing monitoring and review of the project where risks are treated: Proposed actions, the person responsible, resource requirements and timeframes. RISK ASSESSMENT TOOL 10 References Choo, B. S., & Goh, J. C. (2015). Pragmatic Adaptation of the ISO 31000:2009 enterprise risk management framework in a high-tech organization using Six Sigma. International Journal of Accounting & Information Management, 23(4), 364-382. doi:10.1108/IJAIM12-2014-0079 Ho, K., Leroi, E., & Roberds, B. (2000, November). Quantitative risk assessment: application, myths and future direction. In ISRM International Symposium. International Society for Rock Mechanics. Loosemore, M., Raftery, J., & Reilly, C. (2006). Risk management in projects. Taylor & Francis. Song, X., Peña-Mora, F., Menassa, C. C., & Arboleda, C. A. (2012). Insurance as a Risk Management Tool for ADR Implementation in Construction Disputes. Journal of Construction Engineering & Management, 138(1), 14-21. doi:10.1061/(ASCE)CO.19437862.0000401 Running head: MICROSOFT PROJECT PROFESSIONAL Microsoft Project Professional Harold Sanders Grantham University 1 MICROSOFT PROJECT PROFESSIONAL 2 Table of Contents Abstract ........................................................................................................................................... 3 Project Management ....................................................................................................................... 4 Microsoft Project 2013 Professional ............................................................................................... 4 Microsoft Project Professional: Project Schedule........................................................................... 5 Microsoft Project Professional: Work Breakdown Structure (WBS) ............................................. 6 Summary ......................................................................................................................................... 7 References ....................................................................................................................................... 8 MICROSOFT PROJECT PROFESSIONAL 3 Abstract By utilizing Microsoft Project Professional, J. Smith & Associates supply chain expansion project increases achieving desirable results for the Furniture and Equipment Supply Proposal. The primary objective of integrating phased deliverables within Microsoft Project Professional is to obtain Total Quality Management (TQM) throughout the project developmental life cycle. Microsoft Project Professional offers two powerful graphical functions, the project schedule and the work breakdown structure, which allows the process of a project to be visually conceived rather than cognitively perceived. The project schedule list the Furniture and Equipment Supply Proposal milestones, activities, and deliverables that J Smith & Associates Company intends on achieving. MICROSOFT PROJECT PROFESSIONAL 4 Project Management Project Management (PMI, 2017) strategies and techniques utilizing collaborative applications such as Microsoft Project 2013 Professional provide projects leaders with rational assessment and evaluation project tool. Project management draws upon industry body of knowledge, management concerns and project strategies that align project activities with project requirements. Regular challenges facing project managers is managing projects that inadvertently includes the absences of project organizational alignments between operational objectives and project gaps. The aim of undertaking projects is the timely implementation of integrating advanced organizational objectives., managing scope changes and reducing scope creeps. By incorporating Microsoft Project 2013 Professional, J. Smith & Associates project manager or managers have the ability to administer the complexity of phasing out the smaller deliverables by phasing larger packages or task/subtasks. What Microsoft Project 2013 Professional offers J. Smith & Associates Furniture and Equipment Supply Proposal project is the ability to solve unique business and project concerns or problems. Microsoft Project 2013 Professional Microsoft Project 2013 Professional (Corp., 2017) is a project tool used to monitor, deliver and track each deliverables initiation, progress and accomplish scheduling. Project management is a complex practice, however, when utilizing Microsoft Project 2013 Professional, the complexity of managing projects becomes achievable through built-in Lync features. For example, Microsoft Project 2013 Professional generate customizable project reports, analytically interpreted realistic visuals and produces forecasted project results. MICROSOFT PROJECT PROFESSIONAL 5 Microsoft Project 2013 Professional provides scheduling options that ensure J. Smith & Associates of project specifics of obtaining the desirable outcome. The project management interface that Microsoft Project 2013 Professional provides breaks down the complexity of larger deliverables into the easy task, increasing timely initiation and completion time frames of subtask. Determining a project schedule to be created is initialized as a task that is organized by human resources and collaboratively communicates project intentions. Microsoft Project Professional: Project Schedule The project schedule is a visually interpretive graph that works as a communicational tool addressing phased project performances with a task or sub-task deliverable resources while adhering to project timeframes (Jack R. Meredith, 2011, p. 17). J Smith & Associates Company would benefit from Microsoft Project 2013 Professional project scheduling by tracking forecasting desirable results, identifying scheduling bottlenecks, manage critical paths while reducing management risk, and limiting wasteful timeframe constraints. The scheduling process would include package deliverable start and end times, task and sub-task dependencies and projected completion dates. The project schedule developed by J Smith & Associates Company includes an emphasis on defining the work and developing a team outlined steps and coordinate all activities, coordinate the activities of their team's equipment and furnishings and ensure that key performance indicators maintain project compliance. Contractors, vendors and distribution channel developments would also include task with new sub-task with deliverable packages. Complimenting project management standards, Microsoft Project Professional delivers a powerful application designed with strategic planning risk characteristics (Papke-Shields, 2017, pp. 169-79). MICROSOFT PROJECT PROFESSIONAL 6 Microsoft Project Professional: Work Breakdown Structure (WBS) A work breakdown structure (WBS) is a visual rendering that displays the hierarchical process and project scope by which packaged deliverables managed throughout the projects life cycle. The Microsoft Project Professional Work Breakdown Structure (WBS) shows the projects decomposition of the executable task and sub-task t needed for a given phase. The work breakdown structure helps projects managers to visual the needs of the project that managers inadvertently overlooked during the development of initiation phase. managers An example would include the initiation phase in which different individuals, departments, and managers tasked to particular requirements or packaged deliverable. An example of a decomposition package would include a hierarchy display of vendors, distribution channels, and office relationships. The project's work breakdown structure is a tool that displays customizable graphs ranging from project initiation to project completion. Within each phased task or sub-task information become auto populated visual of work package deliverables, generates predictive timelines and simplifies the fundamental needs for that task or sub-task. MICROSOFT PROJECT PROFESSIONAL 7 Summary The purpose of utilizing Microsoft Project 2013 Professional for J Smith & Associates Company Furniture and Equipment Supply project is to provide a defined outline governing the project life cycle. Designed and built for project managers, Microsoft Project 2013 Professional’s project schedule and work breakdown structure enable J. Smith & Associates project managers with innovative tools for delegating effective and efficient resources during the deliverance of project packages. The analytical tool also provides method os uncovering roots causes of project restraints that would reduce successfully implementing the purchase, supply, and installation of furniture and other equipment in a way that fits into J. Smith & Associates criteria and the projects needs. By utilizing collaborative, innovative project management tools such as the Microsoft Project 2013 Professional applications, J Smith & Associates Company equips project managers with strong opportunities of accomplishing the project in a timely risk reductive manner. MICROSOFT PROJECT PROFESSIONAL References Corp., M. (2017, April 22nd). Project Professional. Retrieved from Microsoft Corp.: https://products.office.com/en-us/project/project-professional-desktop-software Jack R. Meredith, S. J. (2011). Projects in Contemporary Organizations. In S. J. Jack R. Meredith, Project Management: A Managerial Approach (p. 17). Hoboken, NJ: John Wiley & Sons. Papke-Shields, K. E. (2017). Strategic planning characteristics applied to project management. International Journal of Project Management Volume 35 Issue 2, 169-179. PMI. (2017, April 22nd). What is Project Management? Retrieved from Project Management Institute: https://www.pmi.org/about/learn-about-pmi/what-is-project-management 8 Running head: DEVELOPING THE PROCESS OF A PROJECT Process of a Project: Furniture and Equipment Supply Harold Sanders Grantham University 1 DEVELOPING THE PROCESS OF A PROJECT 2 Abstract Following the approval by J. Smith & Associates of the proposal for furniture and equipment supply to their divisional office in Scottsdale, Arizona; the work of supplying and installation of the furnishings is now ready for commencement. The project will follow some steps from the implementation until the end of the works; the steps that will be followed will be initiating, planning, execution, monitoring and control and finally end with the closing phase before handing back the project to the client. The purpose of this report will be to assess ...
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Running head: STAKEHOLDER MANAGEMENT

Stakeholder Management
Name
Professor
Institution
Course
Date

1

STAKEHOLDER MANAGEMENT

2

Stakeholder Management
Project management is vital for every organization, and the project managers should
always ensure that the needs of each of the stakeholders affected by the project become achieved.
Every project in an organization should aim at bringing changes and making the organization
better than before. Most of the stakeholders, however, expect that an organization will meet their
demands by implementing a new project to improve on its operations (Young, 2013). When an
organization's project manager fails to meet all the needs of the different stakeholders, conflicts
arise, and an organization may collapse where some speakers withdraw their relationship with
the company. The paper focuses on the management of stakeholders ensuring that their needs are
met when implementing projects in an organization.
The project leader- the head of a project has his expectations on a project and guides the
project developers through the process to ensure that the project meets his expectations. The
director of a project is the main character whose decision on the project will affect all the other
stakeholders since he or she will determine the outcome of the project in an organization
(Harrison & Lock, 2004). When the project head makes the wrong decisions, every other
stakeholder will not achieve his or her expectations on a project since their needs will be...

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