Project Stakeholder Management Plan

This template is downloaded from project-management.magt.biz
Physio-Control
[Company Address]
Tel:
Fax:
[Company Phone]
[Company Fax]
[Company E-mail]
January 8, 2017 [Ref. number]
LARRY
50th Anniversary celebration of EI
[Sub-Project, phase, etc.]
Project Stakeholder Management Plan
In project management, the stakeholder management is an important aspect. Project stakeholder
management plan is a formal document which is used for the purpose of outlining the ideas of
engaging the stakeholders who are involved in the project. The positive impact of the stakeholder
on the project can be increased with the help of this.

This template is downloaded from project-management.magt.biz
50th Anniversary celebration of EI
Project Stakeholder Management Plan
REVISIONS AND DISTRIBUTION
Revision Release date
Distributed to*
Client
Consultant
JV Main office(s)
All project mgmt. dept.
Sub-contractors
Suppliers
Rev. 0 (draft) 01/08/2017
*) Detailed distribution lists shall be prepared for each distribution event. Further details as per the project
communication plan
Amendments
The Project Stakeholder Management Plan from time to time may require updates. Any
amendment to this plan shall be informed to the change control board by use of the change
request form and approved by the project change control board prior to distribution. Only revised
parts of the plan will be distributed along with the approval and shall be accompanied by
instructions how to implement the changes.

This template is downloaded from project-management.magt.biz
50th Anniversary celebration of EI
Project Stakeholder Management Plan
The initial page numbering system (to be added upon initial approval) will be a normal continuous
numbering displayed in the lower right corner of each page. In the event that pages have to be
added, characters shall be added to the number. In case entire pages are deleted, the
corresponding page shall be replaced by a blank page stating “page removed”.
Each added/changed page shall have the revision number and date of approval displayed on the
bottom of the page.

This template is downloaded from project-management.magt.biz
50th Anniversary celebration of EI
Project Stakeholder Management Plan
PROJECT SPONSOR APPROVAL
Prepared by: Reviewed by: Approved by Proj. Sponsor:
Place, dd/mm/yyyy Place, dd/mm/yyyy Place, dd/mm/yyyy
LARRY
Designation
Name
Designation
Name
Designation

This template is downloaded from project-management.magt.biz
50th Anniversary celebration of EI
Project Stakeholder Management Plan
TABLE OF CONTENTS
Revisions and Distribution....................................................................................................................2
Amendments....................................................................................................................................2
Project Sponsor Approval.....................................................................................................................3
Stakeholder Management Approach...................................................................................................1
Stakeholder Identification....................................................................................................................2
Stakeholder Register........................................................................................................................3
Power/Interest Grid.........................................................................................................................4
Stakeholder Management Strategies...................................................................................................5
Manage closely.................................................................................................................................5
Keep satisfied...................................................................................................................................5
Keep informed..................................................................................................................................5
Monitor.............................................................................................................................................5
Control Stakeholder Engagement........................................................................................................6
Attachments:........................................................................................................................................7

This template is downloaded from project-management.magt.biz
50th Anniversary celebration of EI
Project Stakeholder Management Plan
STAKEHOLDER MANAGEMENT APPROACH
Approach of stakeholder management focuses on system approach through building the strategic
constituencies. Electronics International must be concerned with strategic constituencies within
environment which could threaten the survival of Electronics International. Such approach
recognises that EI should deal with the internal and external publics who could enhance or
constrain the behaviour of EI. For being effective, Electronics International should be aware of the
environmental publics like suppliers, customers, communities and governmental agencies and
interact with them successfully (Huemann, Eskerod & Ringhofer, 2016). EI should be aware also of
internal publics like labour and employees unions, who could be affected or affect by EI.
Relationship among EI and its stakeholders is known as interdependence. Though such
interdependent relationships are limited to good relationships and autonomy with the
stakeholders limit this less than the bad relationships. When the organizations collaborate along
with the stakeholders, end results are often increase in autonomy. The good relationships could be
developed when EI would interact voluntarily with the stakeholders for finding beneficial solutions
mutually. Poor relationships could result as forced compliance to regulations and restrictions.
When EI establish relationships voluntary with its stakeholders, they have much more autonomy
as there is no pressure for those relationships. Stakeholder management of EI centres on process
of six steps (van Niekerk & Getz, 2019). The process needs that functions of public relations
identify the key stakeholders first, describe stakes of the stakeholders within EI and determine if
the stakes are efficient. Once the steps are accomplished by EI, challenges and opportunities
should be evaluated the responsibility of EI should be determined to stakeholder and the
relationship strategies are created finally.
1

This template is downloaded from project-management.magt.biz
50th Anniversary celebration of EI
Project Stakeholder Management Plan
STAKEHOLDER IDENTIFICATION
People who would be involved directly in this project of EI are the one who are included in the
active planning. The stakeholders for this project are IT director, marketing manager, chief
operations officer (COO), security manager and information director. They would be involved
actively in per day planning of this event along with the other managers who would be planning
the specific parts for this project of EI. People involved in this project indirectly are mayor,
industrial representative, representative of creditor and police inspector. Success for this project
is not dependent on them directly (Bartel, Baldi & Dukerich, 2016). Though, contribution of theirs
is key for success for this project of EI. This event might affect few communities like the people
having businesses around Electronics International. They might be affected by lighting, fireworks
or noise during this event of EI. Their interests would be represented by community represented
within planning of this project. The creditors might be affected as well by event as several
resources would be used in execution and planning of this project. Their interests would be well
represented also in planning of this project. The outcome of this project would not be adverse if
planning is done properly. EI would have positive publicity after this project. Shareholders could
praise CEO for successful event (Burrows, Jaskiewicz & Deephouse, 2018). Sales would be
increased rapidly after this event, thus leading in higher profitability. Project manager would be
promoted also after success of this project. The shareholders for this project include vendors and
creditors.
2

This template is downloaded from project-management.magt.biz
50th Anniversary celebration of EI
Project Stakeholder Management Plan
Stakeholder Register
STAKEHOLDER
REGISTER
Project Name: Electronics International (EI)
company’s 50th anniversary celebration
Project Objective: Stakeholder management
Prepared by: (Name)
Sumitted to: (Professor Name)
Date Prepared: 17/1/2020
Utilize Discussion Board 1 for Content Utilize Stakeholder Analysis Tool for Content
I
D Name Title
Functional
Organizatio
n
Intern
al/
Extern
al
Project
Role
Contact
Information
Communicatio
n
Types
Preference
Communicat
ion
Vehicles
Preferences
Perspective
Regarding
Project
(Activity/Attit
ude)
Attitude/
Activity
Analysis
Comments
Influence on
Project
(Power/Inter
est)
Power/
Interest
Analysis
Comments
0 John
Doe
Manager Finance Interna
l
Financier 425-555-2123
[e-mail]
Internal Status
Meetings
E-Mail Neutral Supportive of
project has
minimal
involvement
Keep
Satisfied
Has low
interest in
the project
but has the
responsibilit
y of funding
the project.
Is most
critical
3

This template is downloaded from project-management.magt.biz
50th Anniversary celebration of EI
Project Stakeholder Management Plan
during the
initiation
phase.
1 Kelivin
Prince
Manager Operations Interna
l
Finding an
appropriate
location for
the event.
[e-mail]
Contact 425-555-
1312
Internal Status
Meetings
Email Neutral He is
always
following
orders
from other
stakeholde
rs.
Monitor has the
reponsibility
of guinding
operations
department
and guests
2 Harry
Goose
Director Managemen
t Consultant
Interna
l
cordinating
the
department
al sitting
positions
and the
VIP
section.
[e-mail]
contact 425-555-
2579
Internal Status
Meetings
Email, In
person
Supportive
He is the
boss,
always on
the loop
Keep
Informed
His main
dream is
seeing the
being a
success.
3 Jake
Teal
Manager PA and
contract
administrato
r
Interna
l and
extern
al
advertising
the
celebration
on social,
print and
mainstrea
m media.
[e-mail]
contact 425-555-
3452
Calls on his his
desk office
between 10
and 11
Email, In
person
Supportive
She knows
and well
versed
with her
duties.
Keep
Informed
She is part
and parcel
of the
project's
success in
all duties
she is doing.
4 Donald
Cockbur
n
Director IT director Interna
l
organizing
for the
entertainm
[e-mail]
m Contact 425-555-
Prefers
Handwritten
notes
phone call
before 1 pm
and Email. supportive
He wants
a smoooth
Manage
closely
All systems
of the
project are
4

This template is downloaded from project-management.magt.biz
50th Anniversary celebration of EI
Project Stakeholder Management Plan
ent and
lighting
manageme
nt on
lighting on
the event.
8738
completion
of the
project.
under him
so there is
need for
close
supervision.
5 Jean
Daley
Director Managing
director
Interna
l
Cordination
g with
various
brach
managers
on making
sure the
event is a
success.
Jean@saley,.com
Contact 425-555-
6734
Prefers calling
and email
Phoe call and
emailing
Netural
He always
like doing
a good job
whenever
in such a
position.
Keep
Satisfied
He has
been
pushing the
achievemen
t in his
department.
6 Jacob
Danies
Non-
executive
director
Represents
Vendors
Association.
extern
al
Co-
ordinating
the
vendors
and ensure
they well
represente
d.
[e-mail]
Contact 425-555-
2738
Prefers
intagrams chats
or powerpoint
presentations
Email and in
person
Supportive
He is a
results
oriented
person
Keep
Informed
His main
interest is
seeing the
project
plannining is
a success.
7 Ernie
Tyson
Non-
executive
director
M&A
Banking
group
Manager
extern
al
Speak and
represent
the
interests of
the
creditors' in
the event.
Ernie@M&A.com
Contact 425-555-
3782
prefers twitter
DMs, email and
phone calls
Email and in
person
Supportive He is
interested
in clear
process
towards
acheving
Keep
Informed
His main
interest is
seeing the
project
plannining is
a success.
5

This template is downloaded from project-management.magt.biz
50th Anniversary celebration of EI
Project Stakeholder Management Plan
goals
8 Alexis
Banks
Manager Human
Resource
Manager
interna
l
Manage
employees
to attend
and the
ones who
will be
working
that day
[e-mail]
Contact 425-555-
2792
Internal Status
Meetings
Email and in
person
Neutral
She
follows the
set rules of
the project
in all its
aspects. Monitor
She is not
innovative
person so
the needs
to close
monitoirng.
9 Terry
Halis
Manager Security
Manager
Interna
l
Maintain
the security
during the
event at all
levels.
[e-mail]
Contact 425-555-
4546
Prefers calls on
her desk any
time on a
working day.
Email and
Phone call
Supportive
Interested
in making
sure
everyone
is satisfied
Keep
satisfied
He is
supportive
to the
project and
looking
forward for
the prjects'
scuccess.
1
0
Mitchel
collins
manager Marketing
department
Manager
Interna
l
Liase with
the PA
director
and ensure
that the
event is
well
advertised.
[e-mail]
Contact 425-555-
0983
Prefers Phone
calls and
Internal status
meeting
Email and
Phone call
Supportive
Very
innovative
in all
duties the
marketing
departmen
t.
Keep
Informed
She should
be aware of
every
changes in
other
departments
and the
project at
general.
1
1
Diana
Flecher
Manager Customer
relations
Manager
Interna
l
Decide on
how
customers
will be
[e-mail]
Contact 425-555-
She prefers
facebook and
Twitter Dms
and
Email Supportive She
always
wants
Keep
satisfied
Should be
sastified in
every
decision she
6

This template is downloaded from project-management.magt.biz
50th Anniversary celebration of EI
Project Stakeholder Management Plan
invited for
the event
3637 departmental
meetings.
satisfied
customers
makes
concerning
customers'
welfare.
1
2
Moses
Durey
Administra
tor
security
operations
Administrato
r
Interna
l
Liase with
various
external
security
firms to
beef up
security
during the
event
[e-mail]
Contact 425-555-
5363
He prefers calls
on his desk
between 10
and 12.
Email, phone
call and in
person
Neutral
he follows
and
executes
duties
asssigned
from top
managers Monitor
manager
should
monitor him
closely to
ensure
security is
maitained in
every
corner.
1
3
Barrack
pence
Director Wages and
Remuration
s Director
Interna
l
Decide on
how
workers
and
managers
involved in
active
planning
will be
compesate
d as
bonuses
[e-mail]
Contact 425-555-
2929
He prefers
phone calls and
emails
Email and
Phone call
Supportive
Ensures
that
managers
are
compesate
d
proportion
ally with
junior
employees
Keep
Informed
Barrack
should be
informed of
all
achievemen
ts made by
managers to
be
compesated
accordingly.
1
5
Margret
clinton
Non-
Executive
director
Government
officer
Extern
al
Ensure the
event
meets the
required
rules
[e-mail]
Contact 425-555-
8932
She prefers
phones calls
and status
meetings
Email and
Phone call
Supportive She is
willing to
see the
project be
Keep
Informed
Margret
should be
made aware
of all actions
and plans
7

This template is downloaded from project-management.magt.biz
50th Anniversary celebration of EI
Project Stakeholder Management Plan
before
kickoff.
in line with
the
jurisdiction
laws.
made by the
managers
1
6
Hellen
william
Director Information
Office
Director
Interna
l
Ensure that
any change
of
information
orrequirem
ent is
immediatel
y
comunicate
d to all
stakeholder
s.
[e-mail]
Contact 425-555-
2387
She prefers
instagram,face
book and
Twiiter DMs.
Phone call
Email, phone
call and in
person
Supportive
She loves
having
setting a
standard in
her roles
Keep
satisfied
she should
be satisfied
with the
information
coming and
going out of
the project
which is vital
for the
success of
the project.
1
7
Dominic
pence
Non-
executive
director
Mayor extern
al
Provide
permit for
holding the
event.
[e-mail]
m Contact 425-555-
8292
Prefers informal
communication
Email
Supportive
Success of
the project
will be joy
of the him
and town
Keep
Informed
Without the
permit, the
event will
not be held.
There is
need to
work closely
with him.
1
8
Roberts
on
Maguire
Non-
executive
director
Police
Inspector
Extern
al
Guide the
security
office
director
and
Robertson@muguire
.com Contact 425-
555-2780
He is in
Linkedin and
Facebook
Email and
Phone call
Neutral His main
aim is to
esnure
that the
Monitor All his
security
concerns of
the project
should be
8

This template is downloaded from project-management.magt.biz
50th Anniversary celebration of EI
Project Stakeholder Management Plan
administrat
or in
ensuring
security is
maintained.
project is
not a
security
threat.
addressed
properly.
1
9
Larry
Jessy
Director Board
representati
ve
Interna
l
Oversseing
the
execution
of Board's
meeting.
[e-mail]
Contact 425-555-
6353
He prefers calls
on his desk
between 10
and 12.
Email and
Phone call
Supportive
The
success of
the project
are the
wishes of
the board
Keep
Informed
Should be
informed of
all the
actions
executed by
managers
on daily
basis.
2
0
Clement
Rooney
Non-
executive
director
Shareholder
s
representati
ve
extern
al
oversseing
the
execution
of
shareholde
rs in the
event.
[e-mail]
m Contact 425-555-
2028
He prefers
phone calls and
emails
Email and
Phone call
Supportive
All
sharholder
s are
looking
forward for
the
projects
success
and that’s
the wish
Clement
too.
Keep
Informed
He should
write a
consise
report to the
shareholder
s abouth the
event.
2
1
Collins
Peters
Director Employees
Welfare
interna
l
Liase with
the
[e-mail]
Contact 425-555-
He prefers
phone calls
Email
Supportive
Every
employee
Keep
satisfied
He should
be satified
9

This template is downloaded from project-management.magt.biz
50th Anniversary celebration of EI
Project Stakeholder Management Plan
Director remunarati
ons
director
comesate
employees
who do not
manage tto
attend be
fully
compesate
d for
working
during the
event.
9688
has
interest in
having an
hand in the
success of
the project,
collins has
the similar
wish.
with all the
operations
within the
project to
esnure
employees
are
productive.
Shalian
a
Mallard
Director Managing
Director
(MD) (CEO)
Interna
l
To approve
the budget
allocation.
Shaliana@mallard.c
om Contact 425-
555-7674
Internal Status
Meetings,
Phone calls
and emails
Email and
Phone call
Supportive
Success of
the event
will be joy
to her.
Keep
Informed
She should
be informed
of all the
plans and
departmenta
l decisions
to esnure
that
everything
runs
smoothly.
2
2
Dwyne
Curry
Director Chief
Opertions
Officer(COO
)
Interna
l
To provide
relevant
materials
which will
be used for
[e-mail]
Contact 425-555-
6272
Internal Status
Meetings,
Phone calls
and emails
Email, phone
call and in
person
Supportive Success of
the event
is joy to
him.
Keep
Informed
The project
should keep
him aware
of any
operational
10

This template is downloaded from project-management.magt.biz
50th Anniversary celebration of EI
Project Stakeholder Management Plan
the event. changes to
impliment.
2
3
Stephen
Johnson
Director Board
Chairman
Interna
l
To ensure
that all the
board
members
are aware
of the
event.
Stephen@johnson.c
om Contact 425-
555-2928
Internal status
meeting and all
informal
communication
means
Email and
Phone call
Supportive
The board
has an
interest of
seeing an
event
being a
success.
Keep
Satisfied
He should
be statisfied
by project's
progress at
every stage.
2
4
Rebecc
a Pelosi
Non-
executive
director
Indusry's
representati
ve
extern
al
Represent
the
industrila
body in the
event.
[e-mail]
m Contact 425-555-
2019
she in
Instgram,Linke
dIn and
Facebook. She
also prefers
Phone calls
Email and in
person
Supportive
The wish
of the
industry is
to see the
success of
the project
and it's
represente
d by
Pelosi. Monitor
All
suggestions
made my
her should
keenly
followed.
2
5
Rosema
ry
Sanders
Non-
executive
director
Community
respresentat
ive
Extern
al
Represent
the
interests of
the
community
in the
event.
Rosemary@sanders
.com Contact 425-
555-8276
She is in
Instagram,Link
edIn and
Twitter. She
also prefers
phonecalls and
all other
Email, phone
call and in
person
Supportive The
community
's wish is
to see the
event
Keep
satisfied
and
informed.
The
community
should not
be left out in
planning
and
execution of
11

This template is downloaded from project-management.magt.biz
50th Anniversary celebration of EI
Project Stakeholder Management Plan
informal means
of
communication
being a
succcess
and that’s
what
sanders
represents
.
the event.
12

This template is downloaded from project-management.magt.biz
50th Anniversary celebration of EI
Project Stakeholder Management Plan
Power/Interest Grid
0 2 4 6 8 10
0
2
4
6
8
10
RS
RP
SJ DC
SM
CP
CR
LJ
RM
DP
HW
MC
BP MD
DF
MC
THAB
ET
JDJS
DC
JTHG
KP
AD
Interest / Power Plot
Interest
Power
Manage Closely
Keep Informed
Keep Satisfied
Monitor
13

This template is downloaded from project-management.magt.biz
50th Anniversary celebration of EI
Project Stakeholder Management Plan
-10 -5 0 5 10
0
2
4
6
8
10
RSRP
SJ DC SMCPCR
RM
DP
HW
MC
BP
MD
DF
MC
TH
Attitude / Activity Plot
Attitude
Activity
Supportive
14

This template is downloaded from project-management.magt.biz
50th Anniversary celebration of EI
Project Stakeholder Management Plan
STAKEHOLDER MANAGEMENT STRATEGIES
Explain how you will effectively engage the stakeholders throughout the project life cycle, based
on their needs, interests, and potential impact on project success.
Manage closely
In order to manage the stakeholders of a project they need to be engaged well and effectively. The
success of a project is only achieved by meeting the de ands of the stakeholders as well as keeping
track of their needs closely. The stakeholders are the people who gets affected positively or
negatively by the success or failure of the project. The involvement of the stakeholders are the
most crucial for the success of the event planned by the company. The direct and the indirect
involvement of the stakeholders are needed to be managed differently (Mir & Pinningto, 2014).
The direct stakeholders are the marketing manager, chief operation officer, IT director,
Information director and the security manager have to be attended closely as they are the direct
participants of the event and involve in important portions of the project. They are the people
who influence the activities of the events mostly. The strategies to manage them closely will be
attending their inputs in the project, questioner on the ongoing activities of the events, keeping
update of the activities, taking feedback from them about the activities taking place in the project,
facilitating conversation between them and with them (Silvius & Schipper, 2014. The indirect
stakeholders that have been associated with the project are the police inspector, representative of
creditors, mayor and representative of industry.
Keep satisfied
The undertaken project of event planning for the 50th anniversary of the company involves several
stakeholders some of them have the direct impact and involvement with the project and some
have the indirect involvement. However, both the type of the stakeholders are important in the
entire project. As the direct stakeholders are the mostly influential in the event for being with the
company for several years hence their presence matters the most in the entire event (Kerzner,
2019). The chance of bringing change by the direct stakeholders are possible and it can affect the
15

This template is downloaded from project-management.magt.biz
50th Anniversary celebration of EI
Project Stakeholder Management Plan
event directly too. Hence, in order to keep stakeholders satisfied it is the duty of the project
manager that he keep them updated with all the details of the project as well as take all the
feedback they provide about the event (Biesenthal & Wilden, 2014). Their judgment are also
important for setting all the activities regarding the event and place the final decision to everyone
participating for the arrangement of the event. The customer relationship manager can keep all
the list lot the people involved and fulfil their requirement to keep them satisfied.
Keep informed
One of the important strategy in the effective management of the stakeholders is keeping the
stakeholders inform of all the activities that are taking place in the project. This will show them
that they are given importance and the will have the interest in involving with project more. The
changes in the event of the 50th anniversary must be informed to the direct stakeholders at least
and along with them the indirect stakeholders too. The sharing of the changes with the
stakeholders at the right time will the project manager to have good impressing of him and engage
them better in the activities of the event (Hyväri, 2014). The involvement of the stakeholders are
most in any project, they are the close watcher of all the process and activities undertaken a
project. The indirect stakeholders of the project will be informed with the opportunity of all the
amenities of the event and keeping them satisfied by allowing them to have some say that can be
included in the event can be a good way to maintain a good relationship with all the members.
Monitor
The last strategy to engage the stakeholders are developing the variable ways to monitor them. If
the stakeholders are monitored well then their needs and demand can be understood well. This
will help the project manager to deliver the service centric to them only. This will eventually retain
them and make them involved in the future events of the company (Altamony et al., 2016). Their
contribution in the project and being present in the event is the most important factor for the
success of the project. The management of stakeholders are more effective if their demand and
needs are identified well and fulfilled. The people have the impact from the project and keeping
hem satisfier in order to take the project its success in crucial.
16

This template is downloaded from project-management.magt.biz
50th Anniversary celebration of EI
Project Stakeholder Management Plan
Stakeholder Concerns Quadrant Strategy
A Ensuring proper handover
of project to operations
team
Minimal Effort Communicate project
specifications as required
B Resource and scheduling
constraints for production
once project is transitioned
to operations
Key Player Solicit stakeholder as member of
steering committee and obtain
feedback on project planning.
Frequent communication and
addressing concerns are
imperative
C Ensuring on time delivery of
materials
Minimal Effort Communicate project schedule
and material requirements ahead
of time to ensure delivery
D Possible union strike may
impact material delivery
Minimal Effort Solicit frequent updates and
develop plan for alternative
supply source
E Product performance must
meet or exceed current
product
Key Player Communicate test results and
performance specifications and
obtain feedback on customer
requirements or any changes.
Provide frequent status reports
and updates.
F Concerns regarding
resources to assist project
team with product design
Keep Satisfied Communicate resource
requirements early and ensure
resources are released back to
engineering when they’re no
longer required
G Questions regarding design Keep Informed Allow technical staff to work with
17

This template is downloaded from project-management.magt.biz
50th Anniversary celebration of EI
Project Stakeholder Management Plan
Stakeholder Concerns Quadrant Strategy
of LightWave product stakeholder to answer questions
and address concerns and
provide test results for validation
18

This template is downloaded from project-management.magt.biz
50th Anniversary celebration of EI
Project Stakeholder Management Plan
CONTROL STAKEHOLDER ENGAGEMENT
The stakeholder engagement plan which have been undertaken is given below:
Sl.
No.
Stakeholders Power Interes
t
Objectives Roles and responsibility
1 Finance
manger
High High To deliver project
within a particular
budget.
Planning budget, allocation
of the monetary resources
for different events that is
occurring
2 Operations
manager
High Mid Proper control of the
operation performed
for the event.
To make proper planning,
and make certain important
decisions regarding the
events.
3 Management
Consultant
Director
High High To solve issues arising in
the event
To look for the challenges
that may occur in the
system along with ensuring
that they are mitigated.
4 Security
manager
Mid High Ensuring secure
implementation of the
strategy that has been
undertaken.
To undertake security
operations and ensure that
all the operations in the
system has followed proper
security protocols of the
organization.
5 HR manager High High To organize human
resource planning with
the help of policies,
practise, and program.
To co-ordinate and direct
administrative functions in
the organization.
6 Marketing
manager
Mid High To undertake
responsibility of
Day to day planning
activities are organized by
19

This template is downloaded from project-management.magt.biz
50th Anniversary celebration of EI
Project Stakeholder Management Plan
marketing for the
company
him along with facing the
clients, conferences,
meetings and many others.
7 Chief
Operations
Operation
High Mid Report to CEO Designing and
implementation of the
business operations, along
with the promotion of the
culture and vision of the
company.
In order to monitor the activities of the stakeholders, certain tools and techniques can be used.
This includes the following:
Forming relationships: According to the PMBOK, building relationship with the stakeholder is
extremely effective for the business and the organization. This has a positive impact on the
business. By maintaining a proper relationship with the stakeholder, one can stay ahead of the
others. The change in the day to day activities of the stakeholder can be brought to notice if a
proper relationship is maintained.
Collaboration and communication: Project Communication is a key to the success of a project.
According to the PMBOK, in an event, like the planning of the anniversary of a company,
communicating with the stakeholders helps in planning process of the project. In a collaboration
communication plan, information input helps in the giving the project, in this case the event, a
direction. The updates and the changes in the strategies of the event can be brought to immediate
notice.
Making them a Priority: Making each and every stakeholder accountable for their position in the
company by assigning them appropriate tasks helps in developing a bond between the company
and the stakeholders. Stakeholders becomes reluctant to perform a task if the company is showing
lack side towards them.
20

This template is downloaded from project-management.magt.biz
50th Anniversary celebration of EI
Project Stakeholder Management Plan
Stakeholder involvement: Involvement of the stakeholders in activities makes them feel wanted.
As per the PMBOK, the disinterest and dissension of the stakeholders in the project can lead to its
failure.
The performance evaluation: stakeholder performance evaluation is a key to the success. This is
truly effective for measuring the performance of the stakeholders who belongs to the external
environment. Based on the performance, stakeholders can be involved in the future projects as
well or may be suggested for betterment in the future.
21

This template is downloaded from project-management.magt.biz
50th Anniversary celebration of EI
Project Stakeholder Management Plan
ATTACHMENTS:
Attachment 1
Attachment 2
22

This template is downloaded from project-management.magt.biz
50th Anniversary celebration of EI
Project Stakeholder Management Plan
REFERENCES:
Altamony, H., Al-Salti, Z., Gharaibeh, A., & Elyas, T. (2016). The relationship between change
management strategy and successful enterprise resource planning (ERP) implementations:
A theoretical perspective. International Journal of Business Management and Economic
Research, 7(4), 690-703.
Bartel, C., Baldi, C., & Dukerich, J. M. (2016). Fostering stakeholder identification through
expressed organizational identities. The Oxford handbook of organizational identity, 474-
493.
Biesenthal, C., & Wilden, R. (2014). Multi-level project governance: Trends and opportunities.
International Journal of Project Management, 32(8), 1291-1308.
Burrows, S., Jaskiewicz, P., & Deephouse, D. (2018, July). The Stakeholder Identification Handcuff:
The Case of Anheuser-Busch. In Academy of Management Proceedings (Vol. 2018, No. 1, p.
12656). Briarcliff Manor, NY 10510: Academy of Management.
Hermano, V., & Martín-Cruz, N. (2019). Expanding the Knowledge on Project Management
Standards: A Look into the PMBOK® with Dynamic Lenses. In Project Management and
Engineering Research (pp. 19-34). Springer, Cham.
Huemann, M., Eskerod, P., & Ringhofer, C. (2016). Rethink!: Project Stakeholder Management.
Project Management Institute, Incorporated.
Hyväri, I. (2014). Project portfolio management in a company strategy implementation, a case
study. Procedia-Social and Behavioral Sciences, 119, 229-236.
Kerzner, H. (2019). Using the project management maturity model: strategic planning for project
management. John Wiley & Sons.
Mir, F. A., & Pinnington, A. H. (2014). Exploring the value of project management: linking project
management performance and project success. International journal of project
management, 32(2), 202-217.
Reynolds, D. (2018). Can the PMBOK Solve Security Sector Reform? Using Project Management to
Achieve International Stability. Using Project Management to Achieve International
Stability (July 1, 2018).
23

This template is downloaded from project-management.magt.biz
50th Anniversary celebration of EI
Project Stakeholder Management Plan
Silvius, A. J., & Schipper, R. P. (2014). Sustainability in project management: A literature review and
impact analysis. Social Business, 4(1), 63-96.
van Niekerk, M., & Getz, D. (2019). Generic Stakeholder Management Strategies.
24