Stakeholder Engagement in Kellybird Constructions

This document provides an explanation of stakeholder identification in Kellybird Constructions. It discusses the process of identifying stakeholders for different projects and the procedure used for identifying stakeholders for the overall project. It also includes stakeholder registers for different teams and a stakeholder management plan.

Stakeholder engagement
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1. An explanation of stakeholder identification for Kellybird Constructions:
Effective project management begins with proper stakeholder identification. A stakeholder can be
defined as any person whose action can directly influence the project or one who can be affected by a
project. Stakeholders can be a group of people or an organization entrusted with the responsibility of
running the operations in a project or the population residing in the vicinity where the project is being
implemented (Noe, Hollenbeck, Gerhart & Wright, 2017).
a. The process of identifying stakeholders for each of the five projects described in the project;
Stakeholder identification is the process of ascertaining all persons who can affect the project
process or those who will be affected by the outcome of the project upon its execution (Sunder, 2016,
Finkel et al., 2018). This is done because different stakeholders contribute different influence on the project
execution process. For the Jenovia project, the following teams will have stakeholders identified in this
fashion; The infrastructure team-actual project execution, The community services team-have authority and
influence, the housing construction team-identifying the city planners, The government liaison team- the
funding network and the relocations team- concerned with those affected by the project.
b. The procedure used for identifying stakeholders for the overall project
For the project to be successful, the project manager must continuously conduct stakeholder
identification. In this way, the manager will be able capable of identifying key influencers of the project at
every phase of project development. In addition, the managers will be able to identify those who can make
the project fail or succeed (Bourne, 2016, Pazderska, & Pearce, 2017)

2. Stakeholder register
Stakeholder register for The infrastructure team
Project name : Jenovia project Date: 9/18/2019
Project phase: one
Name
of
stakehol
ders
Designa
tion
Depart
ment
Role in
project
Type of
shareho
lder
Type of
communic
ation
expect
ations
interest Influenc
e on
project
outcom
e
Kevin
Bobo
Project
manage
r
C.E.O Project
manage
r
Internal Official Strict
compli
ance
with
existin
g
compa
ny
culture
A system
that can
enable
the firm
to
transact
business
effectivel
y
Signific
ant
Overder
Oldfield
Consult
ant
Sales
Manag
er
Lead
designe
r
Internal Official Autom
ated
P.O.S
Faster
order
managem
ent
A lot of
influenc
e
Alex
Cruz
Consult
ant
H.O.D Lead
progra
mmer
Externa
l
Diagonal User-
friendl
y
interfa
ce
A
program
that is
easy to
integrate
into the
system
Insignifi
cant
influenc
e
Steven
Gerald
IT
Leader
QA
tester
Facilitat
or
Externa
l
Vertical Design
of
remote
sensor
A
program
that
meets
industry
standards
A little
influenc
e
Argwin
s
Mendy
consult
ant
QA
tester
Lead
progra
mmer
Externa
l
Horizonta
l
Timel
y
service
deliver
y
A simple
applicatio
n that can
be
understoo
d by all
employee
.
A lot of
influenc
e

Stakeholder register for The community services team
Project name : Community Service Date: 9/18/2019
Project phase: One
Name
of
stakehol
ders
Design
ation
Depart
ment
Role in
project
Type of
shareho
lder
Type of
commu
nicatio
n
expectation
s
interest Influence
on
project
outcome
Victor
vela
Finance
manage
r
Finance Project
manage
r
Internal Official Strict
compliance
with
existing
company
culture
A system
that can
enable the
firm to
transact
business
effectively
Significa
nt
Ronald
sympto
m
Head of
R&D
Researc
h and
develop
ment
Lead
designe
r
Internal Official Automated
P.O.S
A system
that pose
minimal
impact on
the
environment
A lot of
influence
Mathew
Humes
Consult
ant
ICT Lead
progra
mmer
Externa
l
Diagon
al
User-
friendly
interface
An
application
that
economizes
on space
Insignific
ant
influence
Mike
Sarandy
IT
Leader
QA
tester
Facilitat
or
Externa
l
Vertica
l
Design of
remote
sensor
A safe
interface for
external
communicat
ion
A little
influence
Anthon
y Blake
consult
ant
QA
tester
Lead
progra
mmer
Externa
l
Horizo
ntal
Timely
service
delivery
A program
that meets
international
standards
A lot of
influence

Stakeholder register for The government liaison team
Project name: Jenovia project Date 9/18/2019
Project phase: One
Name of
stakeholde
rs
Design
ation
Dep
artm
ent
Role in
project
Type
of
shareh
older
Type of
commun
ication
expectati
ons
interest Influence
on project
outcome
Kevin
Bobo
Project
manag
er
C.E.
O
Project
manag
er
Intern
al
Official Strict
complia
nce with
existing
company
culture
A
system
that can
enable
the firm
to
transact
business
effective
ly
Significant
Overder
Oldfield
Consul
tant
Sale
s
Man
ager
Lead
designe
r
Intern
al
Official Automat
ed P.O.S
Automat
ic
sending
of
promoti
onal
message
s
A lot of
influence
Alex Cruz Consul
tant
H.O.
D
Lead
progra
mmer
Extern
al
Diagonal User-
friendly
interface
Flexible
system
for
future
expansi
on
Insignifica
nt influence
Steven
Gerald
IT
Leader
QA
teste
r
Facilita
tor
Extern
al
Vertical Design
of
remote
sensor
A
system
that can
detect
changes
in the
environ
ment
A little
influence
Argwins
Mendy
consult
ant
QA
teste
r
Lead
progra
mmer
Extern
al
Horizont
al
Timely
service
delivery
A
system
that
meets
A lot of
influence

iso-
standard
s
Stakeholder register The relocations team
Project name: Jenovia
project
Date: 9/18/2019
Project phase: One
Name of
stakehol
ders
Design
ation
Depart
ment
Role
in
proje
ct
Type
of
share
holde
r
Type of
commu
nication
expectations interest Influenc
e on
project
outcome
Kevin
Bobo
Project
manag
er
C.E.O Proje
ct
mana
ger
Intern
al
Official Strict
compliance
with existing
company
culture
An
efficient
system
Signific
ant
Overder
Oldfield
Consul
tant
Sales
Manag
er
Lead
desig
ner
Intern
al
Official Automated
P.O.S
Automat
ic receipt
system
A lot of
influenc
e
Alex
Cruz
Consul
tant
H.O.D
ICT
Lead
progr
amm
er
Exter
nal
Diagona
l
User-friendly
interface
An
automate
d
attendan
ce
register
Insignifi
cant
influenc
e
Steven
Gerald
IT
Leader
QA
tester
Facili
tator
Exter
nal
Vertical Design of
remote
sensor
To meet
industry
protocol
A little
influenc
e
Argwins
Mendy
consult
ant
QA
tester
Lead
progr
amm
er
Exter
nal
Horizon
tal
Timely
service
delivery
Attain
iso-
certificat
ion
A lot of
influenc
e

Stakeholder register The housing construction team
Project name: Jenovia project Date: 9/18/2019
Project phase: One
Name of
stakehol
ders
Designa
tion
Depart
ment
Role in
project
Type
of
shareh
older
Type of
commu
nication
expectat
ions
interest Influenc
e on
project
outcome
Mercy
Troon
Project
facilitat
or
C.E.O Project
manag
er
Interna
l
Official Fosterin
g
teamwo
rk
High
performa
nce
Significa
nt
Mike
Tylen
Promote
r
Sales
Manag
er
commu
nicatio
n
Interna
l
Official Timely
adverts
Accurate
informati
on
A lot of
influence
George
Dick
Consult
ant
Human
resourc
e
Public
relation
s
interna
l
horizon
tal
User-
friendly
interfac
e
Collabora
tion
Significa
nt
influence
Steven
Myles
IT
Leader
QA
tester
Facilita
tor
Extern
al
Vertical Design
of
remote
sensor
Efficient
program
A little
influence
3. Stakeholder management plan
Stakeholder management plan for the infrastructure team
Name of
stakeholder
Title/role Stakehol
ders’
interest
Stakehol
ders’
influence
Stakehol
ders’
goal
Stakeholder
’
contribution
Management
styles
Contact
information
Cavine
Marks
Project
manager
2 2 Timely
service
delivery
2 Management
by walking
around
cavisdee@gma
il.com
Martin
Monroe
IT
consulta
nt
3 1 Quick
service
1 Making
phone calls
martoomon@g
mail.com
(441) 847, 526
Vicko
Edwin
Compan
y
engineer
3 2 User-
friendly
interface
4 Email
communicati
on
vickoedy@gmai
l.com

Stakeholder management plan for the community services team
Name of
stakeholder
Title/role Stakehol
ders’
interest
Stakehol
ders’
influence
Stakehol
ders’
goal
Stakeholder
’
contribution
Management
styles
Contact
information
Brighton
Dawin
Project
sponsor
5 4 Accounta
bility
2 Inspection of
statutory
records
cavisdee@g
mail.com
Meshack
Prince
Governm
ent agent
3 2 Complia
nce with
regulatio
ns
3 Periodic
observation
stveja@gma
il.com
Betty
Dorris
Area
member
of
parliame
nt
4 3 Coordina
ted
develop
ment
3 Physical
inspection
Bettydori@g
mail.com
Stakeholder management plan for the government liaison team
Name of
stakeholder
Title/role Stakehol
ders’
interest
Stakehol
ders’
influence
Stakehol
ders’
goal
Stakeholder
’
contribution
Management
styles
Contact
information
Mary
Davids
Special
envoy
2 3 Transpar
ency in
spending
2 Providing
Oversight
marydee@g
mail.com
Alice
Breeze
Governm
ent
represent
ative
4 4 Efficient
funding
3 Monitoring and
evaluation
alybezee@g
mail.com
Marks
Martin
Environ
ment
minister
3 3 Complia
nce with
regulatio
ns
3 Physical
inspection
marksmatin
@gmail.com

Stakeholder management plan for the relocations team
Name of
stakehold
er
Title/role Stakeho
lders’
interest
Stakehol
ders’
influence
Stakehol
ders’
goal
Stakeholder
’
contribution
Management
styles
Contact
information
Brigit
Oliver
Finance
controller
3 2 Accurate
budgetin
g
3 Mentoring the
implementers
brigitoly@g
mail.com
Tyson
Green
Community
social worker
2 2 Maximu
m social
responsib
ility
1 Auditing the
project progress
tygee@gmal.
com
Sheryl
Mandoy
NGO
spokesperson
4 4 Complia
nce with
regulatio
ns
2 Conducting
campaigns on
best practices
marksmatin
@gmail.com
Stakeholder management plan for the housing construction team
Name of
stakehold
er
Title/role Stakeho
lders’
interest
Stakehol
ders’
influence
Stakehol
ders’
goal
Stakeholder
’
contribution
Management
styles
Contact
information
Vincent
Hilton
City building
planner
2 3 Proper
landscapi
ng
2 Designing the
town
architecture
vincent@g
mail.com
Hillary
Green
Community
spokesperson
4 1 Adequate
compens
ation
4 Auditing the
project progress
hilygee@gm
ail.com
Torany
Millicent
Council
chairperson
1 2 Complia
nce with
regulatio
ns
3 Participating in
planning of city
buildings
toymiles@g
mail.com
4. Stakeholder communication plan
Stakeholder communication plan for the infrastructure team
Stakeholder Power Issues Communication vehicle Frequency comments

Mercy Johns 1 Timely
service
delivery
e-mail Daily Responsive
Stecy Viny 2 Automation
of processes
Cell phone Hourly Effective
Vincent
Demt
2 Improved
point of sale
Video-conferencing Weekly Requires proper
monitoring
Wilfred Mass 3 Human
resource
management
Teleconferencing Daily The system requires
upgrading to modern
technology
Stakeholder communication plan for the community services team
Stakeholder Power Issues Communication vehicle Frequency comments
Quincy
Timberlake
3 Efficiency in
communication
e-mail Daily Requires
improvement
Victor Blair 1 Effective
control system
Twitter Hourly Flexible
Deney
charity
2 Improved point
of sale
Focus on social media
communication
Weekly Requires proper
monitoring
Eance Blake 3 Human
resource
management
Official memoranda Daily The system is
complex to
implement
Stakeholder communication plan for the government liaison team
Stakeholder Power Issues Communication
vehicle
Frequency comments
Vicky Drone 2 Safety of
information
Fax Daily Adaptable
Yousin
Tymleys
1 Automation of
processes
Pagers Hourly Acceptable by
employees
Vincent
Demt
3 Enhanced
productivity
Video-conferencing Weekly Requires proper
monitoring
George
Maslow
3 Human resource
management
Use of multimedia
messaging
Daily The system requires
upgrading to modern
technology
Stakeholder communication plan for the relocations team
Stakeholder Power Issues Communication vehicle Frequency comments
Tedy Bruce 3 Proper
business
structure
Facsimile Daily Responsive

Wendy Banes 2 Automation
of processes
Radio-calls Hourly Effective
Wyclife
wyles
1 Improved
point of sale
Video-conferencing Weekly Requires proper
monitoring
Times
Angelou
2 Setting
priority in
production
Teleconferencing Daily Periodic
maintenance of
the system is
necessary
Stakeholder communication plan for the housing construction team
Stakeholder Power Issues Communication vehicle Frequency comments
Treva Johns 3 Timely
service
delivery
e-mail Daily Attainably
Michael bobo 3 Automation
of processes
Mobile phones Hourly More funds to be
allocated
Darrent
Mathews
1 Efficient
delivery
system
Use of posters Weekly Requires proper
monitoring
Wilfred Mass 1 Proper
remuneration
Teleconferencing Daily The system
requires
upgrading to
modern
technology
5. a. To ensure that all stakeholders have an opportunity to participate in the discussions during this
meeting so that any issues can be heard and discussed, I will improve the communication channels and
provide relevant information to the members to give them an overview of the matters to be discussed
(Cantrell, Kyriazis, & Noble, 2015). Similarly, I will provide ample time for each stakeholder to
comprehend the concept before the meeting commences.
b. To ensure that the meeting is conducted in accordance with Kellybird Constructions
Organisational Policies and Procedures I will provide each stakeholder with specific topics to handle
throughout the event (Eskerod & Jepsen, 2016). In addition, I will outsource an industry expert to mentor
the team before implementation phase.

c. To assess the effectiveness of the stakeholder meeting to ensure it is in line with the agreed
program objectives, I will design a meeting timetable/schedule to be followed by all members, indicating
the time and venue for the meeting (Geerling et al., 2017). I will develop an observation checklist to
evaluate the proceedings of the meeting. Finally, I will adopt transformational leadership style so that the
organization inculcates a mentorship oriented culture for enhanced productivity.
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