Project Management Assessment Report: Stakeholders, Quality, Risk

This report provides a comprehensive analysis of project management, focusing on key aspects such as stakeholder engagement, quality management, and risk assessment within the construction industry. It explores the importance of stakeholder involvement, strategies for effective engagement, and the challenges associated with it, including conflict resolution methods. The report also delves into quality management principles, particularly Total Quality Management (TQM), its implementation barriers, and approaches to overcome them. Furthermore, it examines risk assessment methodologies, contingency planning, and their significance in preventing project delays. Real-world case studies, including the Algerian East-West Highway project, are used to illustrate the practical application of these concepts and their impact on project success or failure. The report concludes by emphasizing the critical role of effective stakeholder engagement, quality assurance, and proactive risk management in ensuring successful project outcomes and offers insights into strategies for improving project delivery and preventing failures. The report is available on Desklib, a platform offering AI-based study tools and resources, including past papers and solved assignments.

Running head: PROJECT MANAGEMENT ASSESSMENT
PROJECT MANAGEMENT ASSESSMENT
Name of the Student
Name of the University
Author note

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Executive Summary:
Project management (PM) has proved its importance in all the industries. The rate of project
failure during development or post-completion has raised the need for it. The report discusses
the various factors associated with the PM and hasanalysed the same. The primary focus of
the report is on the stakeholder's engagement, quality assurance and the risk assessment of a
project. Case studies of real-world situation of some major industries have been taken to
prove discussed points in this report. The paper has been concluded with the risk assessment
of the PM and the methods whose adoption will help the management to prevent the delaying
of the project.

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Table of Contents
Stakeholders Engagement...........................................................................................................4
Introduction.............................................................................................................................4
PM in Stakeholder’s engagement............................................................................................4
Engaging Stakeholder.............................................................................................................5
Challenges...............................................................................................................................6
PM efficiency in resolving conflicts.......................................................................................6
Case Study...............................................................................................................................7
Conclusion...............................................................................................................................7
References...............................................................................................................................8
Quality Management.................................................................................................................10
Introduction...........................................................................................................................10
Total Quality Management....................................................................................................10
Implementation Barriers........................................................................................................11
Approach towards TQM implementation.............................................................................12
Case Study.............................................................................................................................12
Conclusion.............................................................................................................................13
References.................................................................................................................................14
Risk Assessment.......................................................................................................................16
Introduction...........................................................................................................................16
Contingency (Time)..............................................................................................................16

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Arguments and Challenges....................................................................................................17
Solutions................................................................................................................................17
Case Study.............................................................................................................................18
Conclusion.............................................................................................................................19
References.............................................................................................................................20

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Stakeholders Engagement
Introduction
Stakeholder’s engagement is necessary as it benefits the construction industry by
increasing collaboration and eliminating contradiction between the stakeholders and
organization (Henisz, Dorobantu and Nartey 2014). This shows that construction industry
requires stakeholder engagement process to minimize the negative impacts and identify
positive impacts in a project to be delivered. The stakeholder engagement influence
construction industry in various ways where it can be positive or negative impacts. The
effective stakeholder engagement guarantees success in construction projects (Tengan and
Aigbavboa 2016). The study is limited to only construction industry where analysis of
stakeholder engagement is done. The study briefly describes stakeholder engagement in terms
of construction industry and its related conflicts and challenges along with possible solutions.
PM in Stakeholder’s engagement
The following tips can prove to be ofhigh relevance for the engagement of the
stakeholders in a project (Mok, Shen and Yang 2015). Firstly, Stakeholders play the most
crucial role in a project. Hence, they should be aware of the information related to the project,
and the management should be aware of the qualities and personalities of the stakeholders.
Regular interaction with the stakeholders is mandatory for the success of a project (Bell,
Powell and Sykes 2015). The interactions will act as a dictionary to maintain the clarity and
omit any possible doubts. Understanding of the stakeholders will help the PM in making
potential use of the former and will develop a quality team effort towards completion.
Planning the engagement of the stakeholders before the engagement can be of high relevance
(Ling and Yanti 2016). Relationships should be developed with the stakeholders to develop
trust within them by understanding their needs and conveying them the needs of the

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organisation. It would lead to a more realistic team effort along with minimising the
uncertainty and will also improve the problem solving and decision making. Risk assessment
of the risk associated with and for the stakeholders can help in improving the project delivery.
The protocols for the project should be in the range between the stakeholder’s expectation and
the requirement for the project (Fulton et al. 2015). The role of PM in stakeholder
engagement has been discussed however it develops the question “what is the most
appropriate method for engaging stakeholder?” The author has suggested the potential
solution to the same in the next section.
Engaging Stakeholder
Stakeholders can be engaged based on their obligation level. Following probability
can be deduced based on their obligation namely HO, MO and LO (Yang and Shen 2014). In
the High Obligation (HO) scenario the stakeholders will hold high obligation toward the
project. It can be achieved by bonding with them through profit-sharing after the completion
of the project (Bal 2014). The number of stakeholders in the HO category can be minimised
as the stakeholders will put in their full effort for the successful completion of the project.
MO (Moderate Obligation) case works by offeringthem incentives based on the stakeholder’s
dedication (Aaltonen and Kujala 2016). Here, their obligation is moderate as they will get a
fixed amount of money even if they do not put their full effort. However, with more
dedication, they can earn more. Finally, LO (Low obligation) is the case in which the profit of
the stakeholders is fixed at the beginning of the project, and hence their efforts will be limited
as they do not have to worry about the money.
Hence, from the best method for the engagement of the stakeholders is to keep them at
high obligation. The reason for the above statement is that high obligation will force them to
work for their project. Though, there are some challenges associated with the engagement
process which have been discussed.

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Challenges
Multiple challenges are associated with the stakeholder’s engagement. The first and
foremost being the resources and time invested in the stakeholder’s engagement (Ekung,
Okonkwo and Odesola 2014). Then providing relevant resources and training related to the
project is also a challenge for the management (Yang and Shen 2014).The balancing of
expectations of stakeholders with the requirements of the project.Understanding the usability
of astakeholder for a specific task.Another challenge involving the stakeholder that is a major
concern for the organisationsare conflicts. The following section offers an insight into
managing conflicts in PM.
PM efficiency in resolving conflicts
According to Eskerod and Huemann (2016), the efficiency of project management to
manage and resolve conflicts generated through engaging stakeholders are in the following
paragraph.
Confront: In this mode, the cause of conflict and the management confronts through face-to-
face interaction to resolve the matter.
Compromise: Here the conflicting entities bargain on the cause and deduces a standard
solution to end the conflict.
Smoothing: The conflict is resolved in this mode by obliging any one of the adverse party to
forfeit a part of their demands and resume the work.
Forcing: Resolution of the conflict in this mode comes by force where one of the adverse
parties is forced to give up their demands (even if the demands are valid).
Avoiding: This mode is adopted when the conflict is too complicated to resolve. So anyone
part either retreats or avoid the problem for as long as they can.

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Case Study
According to Zidane et al. (2015), the case study on Algerian Megaproject shows the
stakeholder engagement successes or failures. The case description is as follows. The
megaproject of Algerian East-West Highway was higher than $11.2 billion and it was
scheduled in fourth quarter of 2009 for completion. The contribution of several external and
internal stakeholder’s engagement contributed in failure of the project in terms of project
efficiency. The stakeholder’s engagement is discussed in this case study and their related
actions at each phase of megaproject. The case study shows that there was failure of
stakeholder’s engagement different levels of Algerian megaproject. The aspects that
determined the failure are efficiency, effectiveness, impact, relevance and sustainability. This
failure concluded that the stakeholder engagement in megaprojects such as Algerian mega
project is a big issue. Hence, the outcome of this case study on failure of stakeholder
engagement in Algerian megaproject shows that stakeholders should be engaged in early
stage of construction projects.
Arnstein’s Ladder of participation presents the Algerian megaproject as follows. The
third tier shows non-participation that befits with stakeholders of this megaprojects who are
abide to provide value to construction project. The second tier shows degree of tokenism that
befits with participation and engagement of stakeholder with no guarantee of project success
or failure. The first tier shows degree of citizen power that befits with failure of stakeholder’s
engagement in the project in terms of five measures that are efficiency, effectiveness, impact,
relevance and sustainability.

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Figure1: Arnstein’s Ladder of participation
(Source: Chilvers, J. and Kearnes, M. eds., 2015)
Therefore, from this case study it can be understood that stakeholder engagement is a
crucial part in construction projects. It should be carefully planned to avoid any clashes in the
development stage of construction projects.
Conclusion
The above paragraphs conclude that stakeholder’s engagement is very important in
construction industry where initial impacts whether positive or negative is necessary for
project delivery. The engagement of stakeholders is necessary for project success. However,
there are challenges related to stakeholder’s engagement in construction industry. These
challenges need to be taken care of to minimize the risks of any failure in project. Lastly, the
case study shows valuables that can be taken for improving approaches towards stakeholder’s
engagement. Therefore, stakeholder’s engagement should be maintained and managed
effectively.

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References
Aaltonen, K. and Kujala, J., 2016. Towards an improved understanding of project stakeholder
landscapes. International Journal of Project Management, 34(8), pp.1537-1552.
Bal, M., 2014. Stakeholder Engagement and Sustainability-Related Project Performance in
Construction. Unpublished doctoral dissertation). Liverpool John Moores University.
Bell, N., Powell, C. and Sykes, P., 2015, September. Securing the well-being and engagement
of construction workers: An initial appraisal of the evidence. In THIRTY-FIRST ANNUAL
CONFERENCE 2015 September 7-9 (p. 489).
Chilvers, J. and Kearnes, M. eds., 2015. Remaking participation: Science, environment and
emergent publics. Routledge.
Ekung, S.B., Okonkwo, E. and Odesola, I., 2014. Factors influencing construction
Stakeholders’ engagement outcome in Nigeria. International Letters of Natural
Sciences, 15(2).
Eskerod, P. and Huemann, M., 2016, February. Rethink! Project stakeholder management.
Project Management Institute.
Fulton, E.A., Boschetti, F., Sporcic, M., Jones, T., Little, L.R., Dambacher, J.M., Gray, R.,
Scott, R. and Gorton, R., 2015. A multi-model approach to engaging stakeholder and
modellers in complex environmental problems. Environmental Science & Policy, 48, pp.44-
56.
Henisz, W.J., Dorobantu, S. and Nartey, L.J., 2014. Spinning gold: The financial returns to
stakeholder engagement. Strategic Management Journal, 35(12), pp.1727-1748.

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Ling, F.Y.Y. and Yanti, I., 2016. Stakeholder Management Practices to Boost Outcomes of
Construction Projects. Building up business operations and their logic Shaping materials and
technologies, 3, p.640.
Mok, K.Y., Shen, G.Q. and Yang, J., 2015. Stakeholder management studies in mega
construction projects: A review and future directions. International Journal of Project
Management, 33(2), pp.446-457.
Ochieng, J.A. and Chileshe, N., 2016. Engagement strategies and challenges for adoption of
stakeholder management approaches (SMA) in South Australian construction industry:
preliminary observations.
Tengan, C. and Aigbavboa, C., 2016. Stakeholder engagement and participation in monitoring
and evaluation of construction projects in Ghana.
Yang, R.J. and Shen, G.Q., 2014. Framework for stakeholder management in construction
projects. Journal of Management in Engineering, 31(4), p.04014064.
Zidane, Y.J., Johansen, A., Ekambaram, A. and Hald, L.C., 2015. When Stakeholders Shape
Successes or Bring Failures–A Case Study of an Algerian Megaproject. Procedia Computer
Science, 64, pp.844-851.