Stakeholder Engagement Management

This document provides an overview of stakeholder engagement management, including stakeholder management plan, stakeholder engagement assessment matrix, and issues involved in differing stakeholder's interests. It also discusses stakeholder's expectations, individual's development needs, and problems in stakeholder engagement.

Running head: STAKEHOLDER ENGAGEMENT MANAGEMENT
Stakeholder Engagement Management
Name of the Student:
Name of the University:

1STAKEHOLDER ENGAGEMENT MANAGEMENT
Task 1: Stakeholder Engagement Management
A. Stakeholder management plan with stakeholder register
Stakeholder
identification
Stakeholder power and
interest in the project
and justification
Assessment
information
Stakehol
der
classifica
tion
Potential strategies
for engagement
gaining support and
reducing objections
Power Interest
Project
Manager
High High Timely planning
of the project
work based on
budget, time
Internal Proper communicating
with the project team
members
Programmers Low Low Writing code to
ensure ease of
use
Internal Communicate with the
developer and tester
Developer High High Maintain for the
upgraded
website
Internal Support the website
and web application
Testers High Low Secure of the
administration
module by
testing the
Internal Extensive testing is
required prior to the
launch

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website
Customer High High Log in the
website
External Communicate with the
project manager
regarding the project
requirements
Common
wealth
Low Low Checking for the
implementation
work of the
website
External Develop the project
plan for supply of
sources
Destination,
Australian
government
Low High Navigation of
website with
align with the
pre-existing
information
architecture
External Performance of the
project specifications
Immigration
Photographic
Archive
Low Low Documentation
of website
features
External Obtaining of feedback
on requirements of
customers
API Designer High Low Preview the
feature stories
and display
features stories
at random
Internal Released of resources
for designing of the
website

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UI Designer High Low Browsing and
searching the
website
Internal Checking for the user
interface
Analyst
Manager
High Low Analyze the
website
Internal Communicate the
requirements of the
project resources
Quality
Assurance
High High Check for
quality of
documents and
style guides
Internal Check for the quality of
the website and its
features
IT Manager High Low Support formats
to enable
sourced data
Internal Implement the design
of the website
Project
Sponsor
Low High Estimate the
budget
Internal Estimation of the
budget
Database
Manager
Low Low Update and post
implementation
of changes as
per user
feedback
Internal Allowing the technical
staffs to work with the
project stakeholders

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Keep satisfied
Testers
Destination, Australian
government
Project Sponsor
Manage closely
Project Manager
Developer
Customer
Quality Assurance
Monitor
Programmers
Common wealth
Immigration Photographic
Archive
Database Manager
Keep informed
API Designer
UI Designer
Analyst Manager
IT Manager
Figure 1: Stakeholder register
(Source: Created by author)
High
Power
Low
Low Interest High

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B. Issues involved in differing stakeholder’s interests
Safety and security of the workplace stakeholders is an issue which provides effect on the
interest of the stakeholders to work in implementation of website. There should be protection of
safety as well as health of employees working under the direction of management. Proper safety
measures are taken for equipments and processes at the workplaces1. The organization should
implement better organizational policies and work safety initiatives to improve safety of
employees working in the project. The management should play a key role to improve workplace
safety.
C. Stakeholder engagement assessment matrix
C= Current and D= Desired
Stakeholder Unaware Resistant Neutral Supportive Leading
Project
Manager
C
Programmers D C
Developer C
Testers C
Customer C C,D
Common
wealth
C
Destination,
Australian
C
1 Nartey, Lite J., Witold J. Henisz, and Sinziana Dorobantu. "Status climbing vs. bridging: Multinational stakeholder
engagement strategies." Strategy Science 3, no. 2 (2018): 367-392.

6STAKEHOLDER ENGAGEMENT MANAGEMENT
government
Immigration
Photographic
Archive
C
API Designer C
UI Designer D C
Analyst
Manager
C
Quality
Assurance
C
IT Manager C
Project
Sponsor
D C
Database
Manager
C
D. Planned and actual stakeholder engagement
Planned engagement is ongoing tasks and it is assumed that the key stakeholders are
involved into the project and policy processes from inception throughout implement and review
of entire project plan. Actual engagement is relationship between the organization and the
employees those are working in the organization2.
2 Barrett, Michael, Eivor Oborn, and Wanda Orlikowski. "Creating value in online communities: The sociomaterial
configuring of strategy, platform, and stakeholder engagement." Information Systems Research 27, no. 4 (2016):
704-723.

7STAKEHOLDER ENGAGEMENT MANAGEMENT
The variance between planned and actual engagement is that the workers can report on
data held with timesheet system and compare it with both time as well as cost allocated to the
resource is planned engagement3. It is planned that there is 100% progress in project as per
planned time. In actual engagement, delivery target is accurate but variance level is minimized
due to involvement of 70% employees in the project, reduce the variance by 30%.
E. Stakeholder engagement
The stakeholder engagement is required to correct and manage expectations of the
stakeholders which can provide influence throughout the project lifecycle. This process can
provide a plan to interact with other stakeholders and supports their interests. The key benefits of
stakeholder engagement are such follows:
 There are high opportunities to contribute towards website development and
program development.
 There is required to leverage expertise of project stakeholders4.
 There are open as well as transparent lines of communication among the project
stakeholders.
 The stakeholder engagement has potential to drive innovation for proper
development of website5.
 There is improvement to access decision making processes and resulted in
delivering responsive services.
3 Xu, Weiai, and Gregory D. Saxton. "Does Stakeholder Engagement Pay Off on Social Media? A Social Capital
Perspective." Nonprofit and Voluntary Sector Quarterly (2018): 0899764018791267.
4 Payne, Stephen L., and Jerry M. Calton. "Towards a managerial practice of stakeholder engagement: Developing
multi-stakeholder learning dialogues." In Unfolding stakeholder thinking, pp. 121-135. Routledge, 2017.
5 Herremans, Irene M., Jamal A. Nazari, and Fereshteh Mahmoudian. "Stakeholder relationships, engagement, and
sustainability reporting." Journal of Business Ethics 138, no. 3 (2016): 417-435.

8STAKEHOLDER ENGAGEMENT MANAGEMENT
 There is identification of stakeholders, encouragement integrated plus
comprehensive solutions to the policy problems.
F. Stakeholder’s expectations in terms of performance
The stakeholder’s expectations are clarified in terms of the organizational performance
indicators and respond to conflict or differences in the following:
Culture: It is seen that the stakeholders are from different background and therefore there
is possibility of conflicts among the project stakeholders.
Ethnic background: The stakeholders are from different social, country, and religious
group; therefore it is difficult to understand each other’s suggestions.
Personal characteristics of project individuals: Each of the stakeholders has different
characteristics and they are variance in nature and way to manage the project work.
Religion or skills: It is possible that all the stakeholders should not have same
interpersonal and communicational skills and they are from different religious background6.
G. Individual’s development needs in supporting stakeholder engagement
Project meetings and report is required to attend the project kick off meeting, attend the
regular updates at proposed time as well as day, attend the scheduled project meetings at the key
milestones and communicate the issues to the project manager help to support the stakeholder
engagement7. Communications with the project stakeholders at higher levels in project interest as
6 Sierra‐García, Laura, Ana Zorio‐Grima, and María A. García‐Benau. "Stakeholder engagement, corporate social
responsibility and integrated reporting: An exploratory study." Corporate Social Responsibility and Environmental
Management 22, no. 5 (2015): 286-304.
7 Esmail, Laura, Emily Moore, and Alison Rein. "Evaluating patient and stakeholder engagement in research:
moving from theory to practice." Journal of comparative effectiveness research 4, no. 2 (2015): 133-145.

9STAKEHOLDER ENGAGEMENT MANAGEMENT
well as influence will manage from the stakeholders at lower interest and powers.
Communication with the project stakeholders are positive about the work and it is different with
the stakeholders those are negative. The stakeholder map is created at this project level so that it
is easier to understand under which level the stakeholders are based on. The communication
management plan is linked with key milestones with the project schedule.
H. Distribution of team work
The project manager is responsible to distribute the work to the project team based on
their skills and expertise to manage the work. A project schedule is prepared where for each
project tasks, the team members are assigned against the resources required for the tasks.
Collaboration among the team members is done to understand role of each of project team
members. Team members those are working in collaboration have opportunity to learn from
success and failures of project plan. They consist of organizational approaches towards team
learning. Work collaboration among the member is varied to make various skills as well as
knowledge. The team members are undergoing problem solving approaches so that issues and
conflicts are resolved.
I. Team support in terms of interpersonal skills
Problem solving is an interpersonal skill which is required in stakeholder engagement. In
the project meetings, the stakeholders communicate with each other regarding the problems they
are facing while design and implement the website. Each of the stakeholders provided their own
suggestions to solve the issues. Decision making skills is also required among the stakeholders
regarding decisions taken for completion of entire project tasks. For example, when the team
requires support in terms of the interpersonal skills for engaging the stakeholder are through
verbal and non-verbal communication. Identification of project stakeholders is key significant to

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understand their interest and power. The project stakeholder is individual those affect results of
the project and effect on how the project work is to be carried out. It is determined to manage
expectations of project stakeholders8.
J. Problems in stakeholder engagement
There is issue related to stakeholder engagement is poor communication which lead the
team members struggle to provide as well as receive feedback from the customers. They are not
able to share resources with key stakeholders which can create confusion over who are
responsible for project aspects. Poor communication can lead to failure of project work as it can
cause conflicts among the stakeholders. The key stakeholders and individuals are interest in the
project work which is recognized when the project is successful. The stakeholder has power to
extent that it has access and imposes in stronger relationships9. Communication is failed as there
is conflict among the project team members. In order to improve communication among the
stakeholders, virtual meetings, emails, update documents and presentation are communication
methods which are used to make improvement in interaction processes. Collaboration of the
project stakeholders is not possible without communication among the project team. Poor
communication isolates the project team members those are disconnected from purpose of the
project work10. The work is being executed and conflicts are raised as the individuals are losing
their track of finished and forthcoming tasks.
8 Desai, Vinit M. "Collaborative stakeholder engagement: An integration between theories of organizational
legitimacy and learning." Academy of Management Journal 61, no. 1 (2018): 220-244.
9 Martín‐de Castro, Gregorio, Javier Amores‐Salvadó, and José E. Navas‐López. "Environmental management
systems and firm performance: improving firm environmental policy through stakeholder engagement." Corporate
social responsibility and Environmental Management 23, no. 4 (2016): 243-256.
10 Boesso, Giacomo, and Kamalesh Kumar. "Examining the association between stakeholder culture, stakeholder
salience and stakeholder engagement activities: An empirical study." Management Decision 54, no. 4 (2016): 815-
831.

11STAKEHOLDER ENGAGEMENT MANAGEMENT
The communication plan can increase success of project work. It can make easier to tight
thing at right way to right people so that the project work can get success and completed in
scheduled time and estimated budget. Review as well as update of project plan is done to reflect
on organizational as well as team requirements. Email as well as text messages are considered as
forms of communication mode where scheduling is done for increasing employee satisfaction at
time increased and there is increase in employee satisfaction. The team culture can facilitate
communication so that there is achievement of project goals. The organization is consisted
communicational tools as well as strategies for engagement of stakeholders in the project work.
There is review as well as update of project resources for gaining maximum benefits. The project
plan helps the team members to understand their responsibilities, follow agreed processes for
tracking tasks and access to the project updates11. Live dashboards are required for stakeholders
with higher level of data to enhance visibility of project work.
K. Stakeholders and methods of communication
The communication plan helps the project stakeholders to interact with each other. The
project manager uses communication methods such as visual presentation, body language and
verbal communication to help get other messages across. E-mails also provide update to useful
information required for successful completion of project work12. Progress meetings and reports
are communication methods which are required to attend kick off the meeting, attend regular
updates at provided project time as well as day, and attend the meetings of the project at
11 Butt, Aurangzeab, Marja Naaranoja, and Jussi Savolainen. "Project change stakeholder
communication." International Journal of Project Management 34, no. 8 (2016): 1579-1595.
12 Camilleri, Mark Anthony. "Valuing stakeholder engagement and sustainability reporting." Corporate Reputation
Review 18, no. 3 (2015): 210-222.

12STAKEHOLDER ENGAGEMENT MANAGEMENT
scheduled time to report at the key milestones and deliverables through the project work13. There
is project wrap up meeting which is scheduled with final project deliverables as well as handover
of website included report and documentation. The project team members should work
collaboratively with the National Achieves staffs as well as suppliers for meeting with project
expectations and also solve the project related issues.
L. Manage stakeholder communications
It is possible that in case when there is misleading of the content, missing of reports and
stakeholder compliant, and there is variance in managing the stakeholder communications. The
stakeholder communication is required to manage problems and issues which are raised among
the project stakeholders14. The project manager is required to highlight the key issues and critical
areas for actions so that poor communication factors are to be removed. It is required to take
decisions and ensure that project audiences can meet with their requirements. It is required to
leverage communication among the resources so that all the project activities are carried out
properly15. It is needed to demonstrate commitment for change in the project work. Some of the
project team members are failed to listen to the project manager suggestions and advices so that
there is failure in communication process. A proper communication plan helps to resolve
communicational issues so that the project can get success in the work.
13 Turkulainen, Virpi, Kirsi Aaltonen, and Päivi Lohikoski. "Managing project stakeholder communication: the
Qstock festival case." Project Management Journal 46, no. 6 (2015): 74-91.
14 Lewis, Laurie. Organizational change: Creating change through strategic communication. Wiley-Blackwell,
2019.
15 Andriof, Jörg, Sandra Waddock, Bryan Husted, and Sandra Sutherland Rahman. Unfolding stakeholder thinking
2: Relationships, communication, reporting and performance. Routledge, 2017.

13STAKEHOLDER ENGAGEMENT MANAGEMENT

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References
Andriof, Jörg, Sandra Waddock, Bryan Husted, and Sandra Sutherland Rahman. Unfolding
stakeholder thinking 2: Relationships, communication, reporting and performance. Routledge,
2017.
Barrett, Michael, Eivor Oborn, and Wanda Orlikowski. "Creating value in online communities:
The sociomaterial configuring of strategy, platform, and stakeholder engagement." Information
Systems Research 27, no. 4 (2016): 704-723.
Boesso, Giacomo, and Kamalesh Kumar. "Examining the association between stakeholder
culture, stakeholder salience and stakeholder engagement activities: An empirical
study." Management Decision 54, no. 4 (2016): 815-831.
Butt, Aurangzeab, Marja Naaranoja, and Jussi Savolainen. "Project change stakeholder
communication." International Journal of Project Management 34, no. 8 (2016): 1579-1595.
Camilleri, Mark Anthony. "Valuing stakeholder engagement and sustainability
reporting." Corporate Reputation Review 18, no. 3 (2015): 210-222.
Desai, Vinit M. "Collaborative stakeholder engagement: An integration between theories of
organizational legitimacy and learning." Academy of Management Journal 61, no. 1 (2018): 220-
244.
Esmail, Laura, Emily Moore, and Alison Rein. "Evaluating patient and stakeholder engagement
in research: moving from theory to practice." Journal of comparative effectiveness research 4,
no. 2 (2015): 133-145.

15STAKEHOLDER ENGAGEMENT MANAGEMENT
Herremans, Irene M., Jamal A. Nazari, and Fereshteh Mahmoudian. "Stakeholder relationships,
engagement, and sustainability reporting." Journal of Business Ethics 138, no. 3 (2016): 417-
435.
Lewis, Laurie. Organizational change: Creating change through strategic communication.
Wiley-Blackwell, 2019.
Martín‐de Castro, Gregorio, Javier Amores‐Salvadó, and José E. Navas‐López. "Environmental
management systems and firm performance: improving firm environmental policy through
stakeholder engagement." Corporate social responsibility and Environmental Management 23,
no. 4 (2016): 243-256.
Nartey, Lite J., Witold J. Henisz, and Sinziana Dorobantu. "Status climbing vs. bridging:
Multinational stakeholder engagement strategies." Strategy Science 3, no. 2 (2018): 367-392.
Payne, Stephen L., and Jerry M. Calton. "Towards a managerial practice of stakeholder
engagement: Developing multi-stakeholder learning dialogues." In Unfolding stakeholder
thinking, pp. 121-135. Routledge, 2017.
Sierra‐García, Laura, Ana Zorio‐Grima, and María A. García‐Benau. "Stakeholder engagement,
corporate social responsibility and integrated reporting: An exploratory study." Corporate Social
Responsibility and Environmental Management 22, no. 5 (2015): 286-304.
Turkulainen, Virpi, Kirsi Aaltonen, and Päivi Lohikoski. "Managing project stakeholder
communication: the Qstock festival case." Project Management Journal 46, no. 6 (2015): 74-91.

16STAKEHOLDER ENGAGEMENT MANAGEMENT
Xu, Weiai, and Gregory D. Saxton. "Does Stakeholder Engagement Pay Off on Social Media? A
Social Capital Perspective." Nonprofit and Voluntary Sector Quarterly (2018):
0899764018791267.