MGT8022 Project-Based Management: Engaging Challenging Stakeholders

This report provides an analysis of engaging challenging stakeholders in project management, focusing on expectation management, communication, building trust, and influencing strategies. It identifies common issues faced by stakeholders, such as senior managers concerned with job security and employees worried about pay and working conditions. Various engagement tools like the Power/Influence versus Interest Grid, Power/Dynamism Matrix, and Power/Legitimacy with Urgency Model are discussed. The report also covers the Participation Planning Matrix and emphasizes the importance of understanding stakeholder behavior and tailoring approaches based on their power, legitimacy, and urgency. The advantages and disadvantages of using the Power or Dynamism Matrix are explored, highlighting its utility in assessing political efforts and classifying stakeholders based on dynamism and power. The report concludes by referencing various academic sources to support its findings and recommendations.

Engaging the
challenging
stakeholder group

Describing the challenging
stakeholder group:
 MANAGE
EXPECTATIONS
 COMMUNICATIONS

 DEMONSTRATING THAT ONE IS ON
CONTROL AND CREATED ON TRUSTS
 EMPHASIZING, INFLUENCING AND
CHALLENGING.

Why stakeholders are difficult to engage:
 As per the report by PMI or
project Management Institute,
the “Trust is vital to gain support
and make participation for the
changing efforts. Here, the
employees and executives has
been seeing the changes of
differently”.
 1. The senior managers has been
seeing the changes as the scope
for the business.
 2. The employees has been
seeing the changes as the
intrusive, disruptive way to
involve the loss. As the changes
are managed, it is vital to
determine the primary concerns
like loss of turf, meaning,
attachments, control,
competency-base and future.
Stakeholder Issues Examples
Senior manager Issues with job security,
bonus, pay and status
As there s any growth,
the managers would
need the rise in profits
that can lead to rise in
bonuses.
Tools: Here,
Power/Influence
versus Interest Grid
is an effective tool.
Employee Pay, Working conditions,
job security
As the employees are
provided with more
responsibilities that can
intend the rise in pay.
Tools: Here, the
Power/Dynamism
Matrix can be
effectively used

4. Discussion and identification of engagement tools for
assisting the management of relationship with the
challenging stakeholder group:
 The Power and Influence
versus Interest Grid:
 Power or Dynamism
Matrix:

5. Power or Legitimacy with
Urgency Model:
 This model illustrates the behaviour of
stakeholders. The various characteristics
includes the
 Power: For influencing business
 Legitimacy: Regarding actions and
relationships with the business as per
appropriateness properness and
desirability.
 Urgency: Requirements set for the
business. This is as per time-sensitivity
and criticality for stakeholder.

Participation Planning Matrix:
 Relying on the subject of the discussion, issues and problems, it
is needed to approach the stakeholders differently. The matrix of
participation planning provides the overview of how and who is
needed to approach the stakeholder. This is for distinct
discussion, issue and problem points.

Power or Dynamism Matrix and its
usage for the current project:
 Advantages:
 It is useful to find out the actual power of the project is situated.
Thus it can make the better project decisions.
 Disadvantage:
 It is subjective
 It benefits the analysis to be done regularly.
 This tool can be utilized for assessing the political efforts. This can
be cancelled as the new strategies are developed. This classifies
the stakeholders on the basis of two attributes like dynamism and
power.
 Way of using it:

References:
 Beard, H.P.J.R. and Bloom, D.E., 2015. Towards a comprehensive public health response to
population ageing. Lancet (London, England), 385(9968), p.658.
 Briggs, A.M., Cross, M.J., Hoy, D.G., Sanchez-Riera, L., Blyth, F.M., Woolf, A.D. and March, L.,
2016. Musculoskeletal health conditions represent a global threat to healthy aging: a report for
the 2015 World Health Organization world report on ageing and health. The Gerontologist,
56(suppl_2), pp.S243-S255.
 Dludhlu, N.I., Pretorius, J.H.C. and van Wyngaard, C.J., 2017, December. Risk evaluation in
project management implementation: The case of infrastructural development projects. In 2017
IEEE International Conference on Industrial Engineering and Engineering Management (IEEM)
(pp. 1743-1747). IEEE.
 Dueñas, M., Ojeda, B., Salazar, A., Mico, J.A. and Failde, I., 2016. A review of chronic pain impact
on patients, their social environment and the health care system. Journal of pain research, 9,
p.457.
 Formentini, M., Ellram, L.M., Boem, M. and Da Re, G., 2018. Finding true north: Design and
implementation of a strategic sourcing framework. Industrial Marketing Management.
 Gulliver, A., Griffiths, K.M., Mackinnon, A., Batterham, P.J. and Stanimirovic, R., 2015. The mental
health of Australian elite athletes. Journal of science and medicine in sport, 18(3), pp.255-261.

 Jin, K., Simpkins, J.W., Ji, X., Leis, M. and Stambler, I., 2015. The critical need to
promote research of aging and aging-related diseases to improve health and
longevity of the elderly population. Aging and disease, 6(1), p.1.
 Matthies, B. and Coners, A., 2018. Double-loop learning in project environments:
An implementation approach. Expert Systems with Applications, 96, pp.330-346.
 Nicholas, J.M. and Steyn, H., 2017. Project management for engineering,
business and technology. Routledge.
 Randel, J., German, T. and Ewing, D., 2017. The ageing and development report:
poverty, independence and the world's older people. Routledge.
 Sánchez, M.A., 2015. Integrating sustainability issues into project management.
Journal of Cleaner Production, 96, pp.319-330.
 Vines, J., Pritchard, G., Wright, P., Olivier, P. and Brittain, K., 2015. An age-old
problem: Examining the discourses of ageing in HCI and strategies for future
research. ACM Transactions on Computer-Human Interaction (TOCHI), 22(1), p.2.