Project Management and Stakeholder Engagement for Talia Walkway Repair Project

This article discusses the project management and stakeholder engagement strategies for the Talia Walkway repair project undertaken by ADCO Constructions in Australia. It covers stakeholder analysis, team management, and stakeholder engagement and communication strategies. The article also provides insights into the delegation of roles, responsibilities, and project tasks, and individual development plans for team members.

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University
BSBPMG519 - MANAGE PROJECT STAKEHOLDER
ENGAGEMENT
Name

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Table of Contents
Project description...........................................................................................................................3
Stakeholder analysis........................................................................................................................3
Identify, listing and describe all stakeholders..............................................................................3
Applying stakeholder mapping and analysis to segment all stakeholders according to priority,
role, interest and influence...........................................................................................................4
Using stakeholder management tools to identify potential actions for gaining support and/or
removing obstacles......................................................................................................................5
Team management...........................................................................................................................6
Describing how the team was informed of the project................................................................6
Documenting the delegation of roles, responsibilities and project tasks (ADCO, 2018)............6
Examining how to motivate, encourage, and enable the project teams.......................................8
Describing strategies to maintain communication with team members......................................8
Explaining how a team performance review was conducted and detail outcomes and follow-
ups................................................................................................................................................8
Providing an Individual Development Plan (IDP) for at least one team member.......................8
Stakeholder engagement and communications................................................................................9
Determining the engagement and communication resources available to the project.................9
Determining forms of engagement for all stakeholder groups and/or individuals......................9
Identifying levels of authority and who the decision-makers are for an approvals process........9
Formulating a communications plan for all stakeholders, and include methods to communicate
project issues and variances.......................................................................................................10
Specifically detailing in which manner communicating progress with the project sponsor shall
be made......................................................................................................................................10
Providing feedback mechanisms for stakeholders (including the project team).......................11
Describing any factors that you experienced that affected project outcomes (such as variances)
and outlining how this can be communicated to others.............................................................11
References......................................................................................................................................12

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Project description
ADCO Constructions in Australia has been given a contract to repair the main road of Talia
Walkway in West Alexie, NSW 2579. A total contract of AUD 300000 has been given to the
company from the New South Wales state Authority after the company gave the best prices in a
tender. A total of 100 staffs have been employed in the whole project ranging from Engineers,
Accountants, Masons, Feeders, Cooks, Cleaning staffs, Roller and Crane operators etc. A total
time of 3 months have been given for the completion of the work. The work is on high priority
for the company and accurate project management is necessary on the work site. If the work
cannot be properly delivered, then a penalty of 10% of the deal amount shall be charged and the
company shall not get any deal from the NSW state authority for the following 3 years. The
company has promised in the deal to use the best raw materials and the most efficient people in
order to finish the task within the stipulated time.
-A Hypothetical Case Study
Stakeholder analysis
Identify, listing and describe all stakeholders
The business has various of the stakeholders involved in it. Starting from the external
stakeholders such as the Government (also the consumer in here) and media to the internal
stakeholders such as the staffs employed in the project, the management body for administering
over the affairs, such as Commercial manager, Pre Construction manager, Construction manager,
State manager and HSE manager. The shareholders of the company and the board of directors
are also essential part of internal stakeholders.

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Applying stakeholder mapping and analysis to segment all stakeholders according to
priority, role, interest and influence
Figure 1: Stakeholder mapping on basis of Interest and Influence
(Source: Self Developed)
The least influential and carrying interest in terms of this specific road project of the company
can be termed to be the Commercial manager, Pre Construction manager, State manager and
HSE manager. While the most influential and interest stakeholder is the State authority of NSW
who is also the consumer of the company. Media and shareholders have high interest in the
company and its affairs and the staffs are of high influence to the project as without them, it
cannot be completed.

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Figure 2: Stakeholder mapping on basis of Priority and role
(Source: Self Developed)
The least priority and role played in terms of this specific road project of the company can be
termed to be the Commercial manager, Pre Construction manager, State manager and HSE
manager. While the highest priority and role is played by the staffs, as without them, it cannot be
completed. State authority of NSW who is also the consumer of the company has the highest
priority for the company. Media and shareholders have many roles to play for the company and
spreading its name and performance more wider.
Using stakeholder management tools to identify potential actions for gaining support
and/or removing obstacles
Stakeholder management tools such as carrying interview from staffs, opening polls and asking
questions to staffs and customers through media can be helpful. The NSW state authority has to
be asked to give their rating on the overall satisfaction they shall get after completion of the
work. On basis of these tools, the issues that have been faced by them or improvement suggested
by them can be made which shall help in making the company better, productive and more
reliable.

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Team management
Describing how the team was informed of the project
The team members were mailed about the project. Prior to the construction and repair project,
the members were called off at a special meeting and the people for this work were chosen based
on a preliminary screening basis, undertaken by the management body. The dates and venues
were communicated to them where they have to reach at the workplace and take up their
respective roles in the project.
Documenting the delegation of roles, responsibilities and project tasks (ADCO, 2018)
Delegation Roles, responsibilities and
project tasks
Delegation
CEO (Neil Harding) Governing the whole affairs
of the company
CEO (Neil Harding)
Board of directors chaired by
Judy Brinsmead
Taking decision and opinions
from CEO and making
them work out with the
executive leadership team, the
advisory team and each
of the state managers)
Board of directors chaired by
Judy Brinsmead
Executive leadership team Managing each of the staffs
ion specific projects.
Executive leadership team
Advisory team To give overall advices
regarding decision to be made
by each of the main teams.
Advisory team
NSW Team (Specifically for this project) NSW Team (Specifically for
this project)
State Manager (Neil Harding) Governing over all the work
and decisions undertaken in
the NSW Team. He has only
chosen the project for the
team and set tenders with the
authorities on the instruction
of Board of Directors.
State Manager (Neil Harding)
HSE Manager (Phil
Provenzano)
HSE Manager (Phil
Provenzano)
Commercial Manager (Sam
Avad)
Is responsible for handing
media affairs and keeping
Commercial Manager (Sam
Avad)

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good terms with the
stakeholders. Here, he is in
charge of peer using the NSW
state authorities about their
timely and good quality work.
Pre Construction Manager
(Kathy Obuchowicz)
Checks and verifies all
documentation before the
project is finalized. Here, her
role has already been
preceded by the State
manager due to her absence
from office for around a
week.
Pre Construction Manager
(Kathy Obuchowicz)
Construction Manager
(Matthew
Wilkinson and Michael
Kouknas)
Responsibility of managing
all the tasks related to the
project of repairing Talia
Walkway.
Construction Manager
(Matthew
Wilkinson and Michael
Kouknas)
Construction Manager (Kevin
Harris and Yiorgos Crespis)
They have not been chosen
there for this project. They are
already busy with other reaper
works in NSW.
Construction Manager (Kevin
Harris and Yiorgos Crespis)
Engineers To design the manner in
which road shall be repaired
and materials, machinery that
be put to use.
Engineers
Accountants Keeping financial detail of the
project and keep record of all
transactions, preparing
payment bills.
Accountants
Masons Taking the sole responsibility
of manual labor for the repair
job
Masons

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Examining how to motivate, encourage, and enable the project teams
The staffs can be motivated by making use of different methods. They have to be trained and
helped if they fail to cannot do any task. Their work has to be continually monitored. If they
make good performance, then they have to be awarded on basis of that. They have to be made to
understand about their specific job roles and different incentives have to arranged for them and
their working environment has to be made safe and encouraging and provided with all safety
equipment so that they get interested and motivated in working hard.
Describing strategies to maintain communication with team members
Different strategies have to be used in order to maintain communication with staff at the sites.
The core top level management team has to develop an app where all of the managers is
respective projects shall remain connected with them. A separate portal has also to be formulated
in order to know about the grievances of the lower level staffs at the construction site. The team
leaders such as the Construction manager and the HSE manager shall also keep contact with the
staffs with the help of groups on Whatsapp, Facebook and other social networking sites. This is
more suitable as lower levels staffs may not be well equipped with using formal communication
mechanisms such as emails.
Explaining how a team performance review was conducted and detail outcomes and follow-
ups
A team performance review is an essential aspect of evaluating the progress of the entire project
in general and the individual employees in particular. This shall allow the organization to be
aware of the productivity of the individual employees and devise remedies in case it being low.
The team performance review had been conducted through meetings with individual team
members and teams collectively as well. Their goals had been asked on the behalf of the
organization and some of them were instructed to acquire new skills in case of requirement.
The managers were required to follow up on each employee individually in order to monitor
their performance levels. A strict framework has been established which ensures that employees
perform well and deliver the work within the deadline.
Providing an Individual Development Plan (IDP) for at least one team member
Individual Development Plan for Associate Section Engineer
Strengths Weaknesses
● Demonstrates perseverance in the day
to day completion of the assigned
work.
● Keen towards solving of various kinds
of problems even of fellow engineers.
● Sometimes takes too much time to
complete a simple task.
● Lack of a business-like demeanor
● Focuses more on individual work
rather than on group effort.

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Goals to be met ● Has to develop effective time
management skills.
● Has to work on the development of a
professional and positive etiquette.
Suggested course of improvement ● Adopting continuing professional
development (CPD) so that the
performance can be kept track of on
his own.
● Regular consultations with the
immediate senior in order to receive
further recommendations.
Stakeholder engagement and communications
Determining the engagement and communication resources available to the project
There are various avenues through which the stakeholders can engage or communicate with the
work of the organization. The government which is also the consumer is the primary stakeholder
of the organization. The government has to be communicated on a regular basis by the
executives of the organization. Whereas, the employees on the other hand shall have a portal and
other digital resources of the keeping in touch with one another and also the progress of the
work.
Determining forms of engagement for all stakeholder groups and/or individuals
Stakeholders shall be engaged in the following ways:
1. Consultation: The internal stakeholders including the workers and the executive body
shall have to be included in the decision making and planning process. The workers shall
have to regularly report on the progress while with proper consultation with the executive
body the future course of the work has to be determined. The government shall have to be
updated regarding the work in regular intervals.
2. Informing: While consultation is a two-way process consultation is one way. It includes
the communication of stakeholders of the current status of the project.
3. Participation: The primary stakeholders should be encouraged to participate in the
decision making processes.
Identifying levels of authority and who the decision-makers are for an approvals process
Levels of Authority Position
Highest CEO and Board of Directors
Intermediate Executive and advisory body
Lowest Managerial Body (Construction Manager)

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Formulating a communications plan for all stakeholders, and include methods to
communicate project issues and variances
Stakeholder Power/Interest Key Issues Communication
vehicle
Frequency
Government
(Customer)
High power and
high interest
● Progress of
the work
● Maintenance
of quality
standards.
● Meeting of
deadlines.
● Following of
safety
protocols.
Appointments
with the
executive body
where reports
shall be
presented.
Weekly
( Regular)
Media Low power and
high interest
● Progress of
work.
● Proper
utilization of
resources.
Press conferences
made by the CEO
and the Board.
Monthly
(Rarely)
Management
body
Low power and
high interest
● Meeting of
deadlines.
● Timely
delivery of
tasks.
Supervision and
meeting with the
employees
Fortnightly
(occasionally
)
Workers Low power and
low interest
● Keeping up
performance
levels.
● Acquisition
of skills.
Digital portal Weekly
(regular)
Specifically detailing in which manner communicating progress with the project sponsor
shall be made
The government is the project sponsor from which the organization receives payments for the
completion of the work. The government shall be interested as a consumer in the proper progress
of the work. There shall be officials from the government who shall wish to be regularly
intimated about the development of the project. Therefore, the executive body of the
organization has to meet with the officials on a weekly basis in order to enlighten about the
progress.

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On the other hand, the government shall also be interested as a regulatory body in order to make
sure that the standard safety protocols are being maintained while the work is being done. The
management has to meticulously make sure that the requirements are met.
Providing feedback mechanisms for stakeholders (including the project team).
Feedback is an essential aspect of stakeholder management. Feedback has to be provided to the
managers as well as the project team. The current situation has to be intimated to them. The
necessary course of action for the improvement and the acquisition of skills. The team members
of the project team have to contact their immediate supervisors in order to get their feedback.
Describing any factors that you experienced that affected project outcomes (such as
variances) and outlining how this can be communicated to others.
Among the multifarious factors that were affecting the project outcome, there were certain major
ones. For example, some of the team members, as can be inferred from the individual
development plan were not really efficient in the working. There were a number of difficulties
that arose in integrating the individuals as a team. Some of them were not well acquainted with
the roles. This caused delays in delivering the work as the teams took a really long time to start
functioning effectively.
As there was a large number of employees it was a complex system to maintain and all members
had to be allotted their specific role depending upon their skills and abilities.
An exclusive digital framework would be required in order to ease up the communication
barriers among the staff.

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References
Our People - ADCO | Construction & Building Australia. (2018). Retrieved from
https://www.adcoconstruct.com.au/our-people?team=nsw-team#people