CMI Level 5 Diploma: Managing Stakeholder Relationships and Projects

This assignment focuses on stakeholder relationships and project management within the context of the CMI Level 5 Diploma in Management and Leadership. It includes a stakeholder analysis, examining different types of stakeholder relationships, their value, and the challenges of managing them. The report explores both internal and external stakeholders, detailing their level of interest and power, benefits, and challenges. It also covers project initiation, planning, and management processes, including the impact of legal, organizational, and ethical factors. Collaborative working techniques, methods for monitoring project progress, and approaches to project closure are also discussed, providing a comprehensive overview of effective project management and stakeholder engagement. Desklib offers this assignment and many other solved assignments and past papers.

Level 5 Diploma in Management and Leadership
Module 3 – Project Initiation & Control
Post-Workshop Assignment
CMI Level 5 Diploma in Management and Leadership
Unit Number - 509 Managing Stakeholder Relationships
Unit Number - 513 – Managing Projects to achieve results
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Participant Name:
CMI Registration Number:

Post-Workshop Assignment
Welcome to your Post-Workshop Assignment
The purpose of this post-work is to help you to reflect on and apply the learning gained from this module by
completing a number of structured activities. These outputs will be submitted to the Chartered Management
Institute (CMI) as evidence of application of learning.
CMI Units
By completing the Pre-Workshop Pack, attending and participating in the ‘Project Initiation & Control’
workshop and successfully completing this Post-Workshop Assignment you will meet the learning
outcomes/assessment criteria for the following CMI units:
 509 – Managing Stakeholder Relationships:
1. Understand the different types and value of stakeholder relationships
1.1 Analyse the types of stakeholder relationships within organisations
1.2 Examine the benefits and challenges for organisations working with stakeholder groups
2. Understand the frameworks for stakeholder management
2.1 Examine the contractual frameworks for stakeholder engagement and management
2.2 Specify a process for planning stakeholder engagement
3. Know how to manage stakeholder relationships
3.1 Analyse the role of the manager in managing stakeholder relationships
3.2 Evaluate the use of collaborative working techniques to manage stakeholder relationships
3.3 Discuss methods for managing conflict in stakeholder engagement
4. Know methods for measuring the impact of stakeholder engagement on organisational performance
4.1 Examine methods for measuring the impact of stakeholder engagement on organisational
performance
 513 – Managing Projects to achieve results:
1. Understand the role of projects in delivering organisational strategy
1.1 Analyse the role of projects in delivering organisational strategy
2. Understand processes for initiating, planning and managing projects
2.1 Analyse the process for initiating projects
2.2 Examine the impact of legal, organisational and ethical factors on projects
2.3 Discuss the use of tools and techniques to plan and manage projects in different contexts
2.4 Analyse techniques for working collaboratively with stakeholders to achieve project aims
2.5 Evaluate methods used for monitoring project progress
2.6 Discuss methods for reporting on project outcomes
2.7 Assess approaches for project closure
3. Understand the factors which contribute to effective project management
3.1 Discuss methods of managing data and information in a project environment
3.2 Assess the use of problem solving and decision making techniques when managing projects
3.3 Examine approaches to identify, manage and mitigate project risks
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What you need to do
As explained during the workshop, you need to carry out all of the activities in this pack as they will provide
evidence of application of learning. This post-work assignment also counts towards the ‘20% off the job’
training time for your apprenticeship.
Read through the pack and begin to plan in time to carry out the different activities. Book time in with any
colleagues you need to work with to make best use of their and your time.
Carry out all the activities and record in the space provided within this pack the actions you took along with
any findings and outputs. Support your analysis, findings and conclusions by providing additional relevant
documents where the task requires this and illustrate your responses wherever possible with specific
workplace examples.
To achieve a Pass, it is essential that you provide evidence for each and every assessment criterion.
You must also pass every section in this assignment.
Assessment
The assessment and internal verification of this Post-Workshop Assignment will be undertaken by the
accreditation arm of The Learning Space (TLS). The following pages provide full details of the CMI units
covered and what the Assessor will be looking for.
To gain the Level 5 Qualification you must meet the assessment criteria for all learning outcomes. For every
assignment, the CMI only distinguishes between a PASS and a REFER.
This is in line with other management awarding bodies and should an assignment not be up to the standard
of a Pass you will have the opportunity to resubmit your work following feedback from the assessor as to
where further work is required.
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Submitting your work
 Once you have completed this pack you must return it, along with any supporting information and/or
documents, to [e-mail] before the next workshop – please refer to your
Assignment Submission deadlines.
 Wherever possible send electronic copies via email, but if this isn’t possible, send hard copy to the
address provided on the following page. Ideally these should be posted a few days prior to the
submission date.
REMEMBER: once you have completed the activities in this pack always retain a copy (along with any
supporting documents) for your own records.
Postal submissions should be sent to:
Melanie James
2 Church Close
Dunston
Staffs
ST18 9AF
The following pages provide details of the CMI assessment criteria, the post-workshop assignment and the
marking sheet that the Assessor/Internal Verifier will use when assessing your work.
Please remember that this pack is part of your development and it is vital that you approach it with the right
mind-set and are committed to completing it.
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Assignment for Unit 509 – Managing Stakeholder Relationships
(Guideline word count for this unit is 2500 – 3000 words)
Task 1 – Stakeholder Analysis
Part A
For this task, you need to return to the Stakeholder Analysis that you carried out as part of your Pre Work.
Review the Matrix you prepared (for your chosen project or your organisation) and then finalise your Analysis
(also known as ‘mapping’) in light of the activities/discussions you experienced on the workshop. Complete
the Matrix below as you finalise your Stakeholder Analysis.
Part B
Having completed Part A, you should then look at each stakeholder identified on your Matrix in turn and
complete the tables provided on the following two pages.
This element of the post work relates to CMI Unit 509 – Managing Stakeholder Relationships to achieve
results and in particular, the following assessment criteria:
1.1 Analyse the types of stakeholder relationships within organisations.
1.2 Examine the benefits and challenges for organisations working with different stakeholder groups.
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Keep
Satisfied
Engage &
actively seek to
influence
Monitor
only
Keep
informed
High
HighLow
Low
Power
Interest
Office of Rail and Road
Rail Safety and Standards
Board
Leadership and Management bodies
Department for Transport
Government Agencies and Regulatory
bodies
Utilities and Engineering
Local Authorities
Head of Training and Development
Employees
Existing Training Team
Supply Chain Vendors
Local Hotels
Residents
General Public
Train Operation Companies
Freight Operating Companies

Stakeholder Management – INTERNAL Stakeholders
Stakeholder Level of
Interest
Level of Power Benefits/Value/Impact of this
stakeholder & opportunities to
maximise the value
Challenges of managing this
stakeholder and ways to address them
Leadership and
Management bodies
High High The stakeholder is the most important
decision maker for Network Rail and they
are solely responsible for the operational
efficiency and performance outcome of
the group. The strategic decisions are
taken by the board and effective
implementation via the management
determines the success or failure of
Network Rail and shapes the future of the
organisation.
The biggest challenge is the proper selection
of the members of the board with suitable
experience and the mix of skill sets.
The challenge can be met by ensuring ample
succession planning.
Utilities and Engineering High High The stakeholder is responsible for the
installation and maintenance of the
different infrastructures that are
owned and managed by the Network
Rail. Their insights into technicalities
are critical for strategic decision
making and finalising growth projects.
Suggestions from the stakeholders on
operational and technological aspects
can lead to substantial improvement
in performance and cost-effective
solutions (Ceder & Hassold, 2015).
Total quality management in the
stakeholder’s work due to lack of
communication or planning could be a major
challenge.
Delegating authorities for certain ground level
decision making and procurement can
resolve the issue.
Employees High Low Employees are core to the operations of
Network Rail. The employees carry out
the directives established by the
Managing workforce diversity, stress
management, meeting job expectation
and conflict resolutions are some of the
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leadership with their roles and
responsibilities in various departments.
Efficient performance of the stakeholder
ensures the operational success of the
organisation. However, they do not
possess the authority to influence the
decision making.
major challenges with the stakeholder
(Hyatt & Berente, 2017).
Employee friendly HR policies, reasonable
incentive plans, promoting safe and fair
culture, and pro-active grievance handling cell
can be employed to address the challenges.
Head of Training and
Development
High High Developing appropriate and concise
training programmes are essential for
Network rail to enrich the workforce with
the needed skill set. A well-planned
training agenda could prepare the
workforce with the expertise for
sustainable growth and reduced risk
factors for the firm. However, improper
programmes set forth by the stakeholder
could cost the firm a substantial amount of
time and money.
The difference in the understanding of the
effectiveness and ROI of a training program
can cause a rift between the stakeholder and
the leadership of Network Rail (Yoo, 2018).
Periodic audit and updates on the training
programs based on changing needs and
quantifying the effectiveness correctly can
address the conflict
Existing Training Team High Low The success of a training program greatly
depends on the execution by the
stakeholder. The training team is
responsible for the consistency in the
program delivery across the 26 different
centres of Network Rail in the UK. They
can suggest for changes to the training
head to improve the programs.
Unavailability of qualified training staff could
render the program unfruitful thereby blaming
the entire training program and causing the
dispute between the team, the training head
and the leadership.
Effective selection of the training team by the
HR recruitment personnel and robust training
program can meet the challenge.
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Stakeholder Management – EXTERNAL Stakeholders
Stakeholder Level of
Interest
Level of Power Benefits/Value/Contribution of this
stakeholder& opportunities to
maximise the value
Challenges of managing this
stakeholder and ways to address them
Government Agencies
and Regulatory Bodies
High High The stakeholder ensures that every
decision taken by Network Rail is for the
betterment of the nation via the
regulations imposed. Government
agencies supervise activities, provide
expert consultation and have a strong
influence on the organisation.
As stated by Laroche & Guihéry, (2013),
Network Rail is a public body, thus,
government has to be informed on every
aspect of the operations apart from
adherence to the strict regulations
imposed.
Periodic stakeholder engagement, honest
reporting and abiding by the compliance and
regulations are the only way to manage the
challenge.
Department for
Transport (DfT)
High High The stakeholder funds the operations
of Network Rail. DfT provides
strategic direction for the organisation,
thereby generating opportunities for
growth (www.GOV.UK, 2018).
Failure in delivering railway projects or
unreasonable use of funds can cause
immense conflict.
Regular stakeholder engagement sessions,
judicious use of funds and consultation on
improving efficiency is required.
Office of Rail and Road
(ORR)
Low High ORR oversees the operational efficiency
of and proper utilisation of the fund
provided to the organisation. The
stakeholder’s opinion has a strong impact
on the functions of value maximisation of
Network Rail (Orr.gov.uk, 2018).
As a regulatory body, the stakeholder has to
be kept satisfied by Network Rail which is the
biggest challenge.
Abiding by the regulations, efficient
functioning and timely communication can
address the challenge.
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Rail Safety and
Standards Board
(RSSB)
Low High RSSB facilitate its members including
Network Rail to establish standards of
health and safety by researching on
various functional aspects. The
contributions of this stakeholder support
and promote sustainability of the railway
transport system (Rssb.co.uk).
The difference in opinion regarding the
standards due to cost factors can cause
conflict and dissatisfaction of the stakeholder.
Detailed discussion and consultation with
other Government Bodies and providing
alternative solutions to meet the standards
can resolve the issue.
Local Authorities High High The local authorities have strong
rights to intervene in the activities of
the organisation. At the same time
local worker associations, police and
administration can also assist Network
Rail in their projects (Jaroszweski et
al. 2014).
The growth and maintenance plans of
Network Rail requires to be conducted
without harming the locality. Objections from
the stakeholder can be a severe challenge for
the organisation.
Meeting with the concerned authorities and
timely communication can address the issue.
Supply Chain Vendors High Low Network Rail is dependent on the
stakeholder for the materials provided
that are required for the infrastructure
management. Timely support and
quality materials are essential for the
successful operations of the
organisation. Long-term partnership
with the vendors and robust supply
chain can maximise the profitability
and efficiency (Ryu & Park, 2017)
Failure of commitment from either end in
delivering materials and payment mechanism
is the biggest challenge in the stakeholder
management.
Timely communication and fair payment
structure is the key for addressing the
challenge.
Local Hotels High Low The stakeholder has collaborations with
Network Rail in myriad business purposes
including meeting, conferences,
interviews, training and assessments and
Conflict may arise due to non-fulfilment in
service delivery by stakeholder and timely
payment by Network Rail.
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functions etc. Quality service provided by
the stakeholder supports the successful
completion of the events.
Clear service agreement and in-time payment
can address the conflict.
Residents High Low The stakeholder owning land or property
near the Network Rail infrastructure are
bound by law and safety restrictions for
any construction or maintenance work
and vice versa. Local residents may have
interest in purchasing unused land and
properties owned by the Network Rail.
The noise and vibrations from the
maintenance and engineering work by
Network Rail can cause nuisance among
the residents. The firm may require to
enter in the land of local residents for
repairing purposes which might not be
welcomed (networkrail.co.uk, 2018).
Advance notice and awareness campaign by
the authorities of the organisation can
address the challenge to some extent.
Understanding and co-operation are expected
from the stakeholder.
General Public Low Low The stakeholder is the indirect customer
of Network Rail by availing the train
services operating on the infrastructure
provided. Better connectivity can lead to
increased opportunities for profit due to
increased passenger travels. The public
can express their views on the
organisation’s operations to the
government, however, cannot directly
influence
A portion of the fund given to Network Rail by
DfT as operational expenditure is actually the
tax paid by the public. The mismanagement
of the public fund can cause severe agitation
among them.
Judicious use of resources and publication of
timely and details reports and press release
can assure the stakeholder.
Train Operating
Companies (TOCs)
Low Low The stakeholder is the direct customer of
Network Rail. By providing better
infrastructure number of services would
increase, earning mutual profitability.
Poor infrastructure of the railways will
cause hindrance for the stakeholder
operations and profitability, posing a
challenge for Network Rail (Jeffcott et al.
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Growth in uncharted localities can avail
beneficial opportunities for both.
2006).
Regular maintenance of infrastructure and
reasonable terms of the agreement can
address the challenge.
Freight Operating
Companies (FOCs)
Low Low The stakeholder is also a direct customer
of Network Rail. Provision of better
infrastructure would be mutually
beneficial. The organisation also depends
on the FOCs to carry materials for their
operations.
Poor infrastructure of the railways will
cause hindrance for the stakeholder
operations and profitability, posing a
challenge for Network Rail (Meirich &
Nießen, 2016).
Regular maintenance of infrastructure and
reasonable terms of the agreement can
address the challenge.
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Task 2 – Stakeholder Management Frameworks
For this task, you needto examine a relationship that you/your department or organisation currently have with
an external stakeholder (for example, a partner, stakeholder or supplier).Your selected stakeholder
relationship should be underpinned by some form of contractual framework or agreement.
Having selected the stakeholder, specify the process that you followed to ensure effective stakeholder
engagement and management and the role that you played in achieving this.
NB If you do not currently have this form of relationship in place, specify the process that you would
follow to fully-engage with a stakeholder.
This element of the post work relates to CMI Unit 509 – Managing Stakeholder Relationships to achieve
results and in particular, the following assessment criteria:
2.1 Examine the contractual frameworks for stakeholder engagement and management.
2.2 Specify a process for planning stakeholder engagement.
3.1 Analyse the role of the manager in managing stakeholder relationships.
External Stakeholder: Department for Transport
Provide a brief description/analysis of this stakeholder that incorporates such things as their needs, Network
Rail’s requirements, level of power/interest, value/benefits, challenges etc.
The Department of Transport is the body that drafts and implements policies for the development of
transportation and commutation in the general interest of the common public (www.GOV.UK, 2018). The
Department requires regular updates from all transport sectors regarding the operational affairs and
prospects for the future course of actions. Network Rail requires working in complete coordination with the
Department of Transport so that they can continue their operational and developmental activities without
much of a trouble. If the Department is convinced with the plans of Network Rail, only then can Network Rail
continue to receive its grants from the Government.
Stakeholder Engagement Process
Ensure your response includes a definition of ‘stakeholder engagement’ and the stages involved in
engaging/contracting with the stakeholder and any other wider arrangements put in place such as
communication, decision making, reporting etc. Provide real-life examples of how you approached/handled
this process where possible.
Engaging a stakeholder means completely involving the concerned party who may have interest in the
organisation’s activities or may be in any way concerned with its decisions or may play an important part in
the strategy implementation process of the organisation (Smith, 2017.). In this case, the Department has a
very vital role to play in both the decision-making process as well as strategy implementation process. The
department was regularly communicated with major incidents which could in any way affect them. The
Department was first communicated about the requirement for a formal framework to be introduced
regarding the process of communication between the Department and Network Rail.
Contractual Framework
What type of contract/agreement/framework has been put in place?
The under-said agreement defines the process that the Department would follow while it is communicating
with Network Rail regarding its management issues or issues involving finance. This agreement further on
talks about the people accountable for various persons and which personnel would report to the Department
relating to which issues. According to Kua (2016) it also talks about the code of conduct to be followed and
maintained during the communication process. This agreement basically defines the matters of Network
Rail that Department can involve in as well as the formal procedures to be abided by during these
communications.
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