PM011 Walden University Project Stakeholder Management
PM011 Walden University Project Stakeholder Management
Your response to this Assessment should:
- Reflect the criteria provided in the Rubric.
- Adhere to the required assignment length.
- Conform to APA style guidelines.
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This Assessment requires submission of one (1) document that includes your response to the Assessment. Save this file as PM011_firstinitial_lastname (for example, PM011_J_Smith). When you are ready to upload your completed Assessment, use the Assessment tab on the top navigation menu.
To begin to prepare for completing this assessment, read Lessons Learned From Managing the Design of the ‘Water Cube’ National Swimming Centre for the Beijing 2008 Olympic Games (Zou, P. X. W., & Leslie-Carter, R. (2010) and review the Stakeholder Engagement Plan Template. Directions to guide you in completing the Stakeholder Engagement Plan are included in the template.
Access the following to complete this Assessment:
Identify the project stakeholders
When creating a project such as the Water Cube, the most vital concepts to first consider may include but not limited to the various stakeholders involved and engaged in the entire process. In this case, creating a high-level plan for the best way to manage the associated project stakeholders may create a good platform for the attainment of the desired level of outcomes in the end. In this case, the project comprised of various players who engaged with each other on the basis of the delivery of the ultimate services to the completion of the water cube swimming pool successfully and within the set timeframes. Stakeholders analysis comes after the determination of the primary players affected or affecting the underlying piece of work. In this case, the primary task of the associated teams; primarily the project manager may revolve around the determination of the project stakeholders. The project comprised of both the key or principal and the secondary stakeholders.
Categorizing the stakeholders in such a way creates a good opportunity for the determination of the types and roles that each party played on the entire project. The primary stakeholders of the project, in this case, include the ARUP, the PTW, which stands out as an Australian architect team, China State Construction Engineering Co, China Construction Design Institute and Beijing Organizing Committee for the Games. These parties acted as the primary or key stakeholders for the project in the context. However, the primary stakeholders alone may not perform various tasks by themselves (Zou & Leslie-Carter, 2010). In addition to that, the primary stakeholders may not act as the beneficiaries of the final product. The secondary stakeholders, in this case, include participants, press, sponsors, employees, and spectators among others. These stakeholders play a critical part in that they form the ultimate platform for engaging directly with the finished product. The stakeholders, in this case, formed the ultimate team of experts engaged in the creation of the water cube swimming pool project.
Attributes of the project stakeholders
As mentioned above, the completion of the project, in this case, was done and achieved through the efforts as well as the engagement of the various parties. In this case, the stakeholders mentioned above, in this case, held different positions from an organizations perspective. In addition to that, the previous section categorized these parties into either primary or secondary stakeholders. One can, therefore, conclude that the primary stakeholders stand out as the parties who are engaged in the direct creation of the underlying project (Zou & Leslie-Carter, 2010). On the other hand, the secondary stakeholders may not always be engaged in the creation of the project but can, in the end, play a critical role in interacting with the finished product. In addition to that, some of the secondary stakeholders, in this case, provide the ultimate user experience thus providing feedback to the developers and construction teams based on the ability of the water cube swimming pool to deliver the desired services to the users.
As the following section will explain, each of the stakeholders, in this case, exhibited a different category based on the tasks and roles played. The primary stakeholders in general in this case acted as the ultimate partiers who engaged in the creation of the final solution as summarized below. These stakeholders acted as clients to the Beijing National Aquatic Center. None of the primary stakeholders worked for the customer or the owner of the project. The primary role of the primary stakeholders as mentioned in the previous section revolved around the creation of high-level designs, analysis of the potential implications of the project and the construction of the final commodity before the deadline which was set at 4 weeks before the start of the event. The primary expectations for the primary stakeholders include project plans, initial designs, and the completed work. Each of the primary stakeholders required to offer the associated communication to the project manager. The committee acted as the project manager communicating timeframes and budgets (Zou & Leslie-Carter, 2010). CCDI communicated the architectural design reports. CSCEC communicated the initial design of the product. PTW communicated the required architectural requirements of the project.
Record stakeholder information
| Stakeholder Name | Type
(Internal/External) |
Organizational Position | Role in Project | Expectations | Communications
Requirements |
| PTW | External | Junior and low managers | Provide architectural design and support. | Architectural assistance | Architectural report |
| China Construction Design Institute | External | Junior and low managers | Offer engineering support of the initial scheme designs and interfaces. | Construction | Scheme and construction blueprint reports. |
| China State Construction Engineering Co | External | Junior and low manager | The construction of the water cube. | Construction of the product | Progress made in construction. (status report) |
| Beijing Organizing Committee for the Games | Internal | Senior committee executives | Overseeing the operations of the project from start to completion. | Project oversight and management | Status report |
| Athletes | External | Outsiders | Participate in the competition. (Consumers) | Engage in the competitions | User experience feedback |
| Press | External | Outsider | Reporting on the experience of the participants. | Engage in competition reporting | User experience and competition reports |
| Employees | External | Regular employees | Working on the engineering activities assigned by engineers. | Work on the tasks assigned. (offer casual labor) | Completion of milestones |
| Sponsors | Internal | Senior executives | Overseeing the cost benefits of the project. | Funds and resource allocation | Financial implications of the project.
Status report of the project. |