Ubertour - Individual Project Management

Uber Tour

Project Management in the Information Age MASY1-GC1250 Fall 2020

Individual Assignment -

UBER TOUR Stakeholder Management Plan Instructor: Larry Mantrone

Novenber 20, 2020

Team Indigo

Chen Chen

Chen,

Grade: 90 (A-)

While your plan did cover some of the stakeholder management process activities fairly well, you did not provide enough information as to who would be responsible for a particular activity. It isn’t enough to include details in the roles and responsibilities table. You have to describe how the work would be done in the body of the process descriptions.

Larry

Introduction

This stakeholder management plan functions to balance the needs of stakeholders without having to sacrifice any project goals. As such, the plan will ensure that there is s balance stricken between the project’s stakeholders and project goals. This plan will ensure that stakeholders are actively involved in the course of the project lifecycle, have stakeholders support as well as potential resistance or competing interests among their stakeholders. This plan will include goals of the plan, objectives towards achieving the goals, roles and responsibilities of Stakeholders in the project and deliverables of the plan. With such areas covered by the plan, stakeholder management will be achieved. Comment by Larry Mantrone: Good introduction! It would also help to identify that your plan is for the Uber Tour project.

Goals

The plan will outline how the stakeholder management will be effected. It will do so via identifying the responsibilities of the project team, define inputs as well as outputs of the project stages plus relate such stages to the progress of the project. The project team will employ this plan in order to be effective in achieving stakeholder management for the Uber Tour project.

Objectives

To achieve the above goals, the following will be the objectives:

· Stakeholders identification. These objectives involve identifying by name as well as title of the stakeholders who have influence on the project track as well as its success. Such parties may also be one who will be impacted by the project.

· Plan Stakeholder management planning. The objective calls for identifying mechanisms and strategies that will be employed to get excellent support of stakeholders while minimizing existence of resistance.

· Management of stakeholder engagement. This objective has the processes to be employed and steps to be taken to bring the planned strategies to action.

· Control ofMonitoring stakeholder engagement. This involves criteria to be used to monitor the stakeholder engagement activities and bring to the attention of the project team in case of any anomalies surfacing. Comment by Larry Mantrone: PMBOK 6 calls this process Monitor Stakeholder Engagement.

( Stakeholder Management Plan ) ( 1 )

Roles and Responsibilities

Name	Role	Responsibility
[Name] Comment by Larry Mantrone: Oops!	Project Sponsor	· Determine the Stakeholders · Participation in classification of Stakeholders · Advice in developmentof strategies to be encompassed in the Stakeholder Management Plan · Approval of the Stakeholder Management Plan · Take the lead in the project representation to the external Stakeholders
Lincoln Bordolou	Project Manager	· Commence stakeholder management plan activities · Direct preliminary Stakeholder analysis efforts · Oversee the completion of Stakeholder Management Plan · Management of the schedule as well as activities related to Stakeholder engagement.
Chen chen James Barrow Lynn Hayes	Stakeholders Liaison committee	· Carryout Stakeholder analysis in conjunction the project team and the sponsor · Undertake to write the Stakeholder Management Plan · Do a review jointly with the project team and sponsor · Take the lead in completion of the approach realized in the Stakeholder Management Plan
Chen Chen Ming Cai Ruyu Zheng Meiheng Chen	Shareholders	· Advice on as well as review the Stakeholder Management Plan · Participate in determination who fit as stakeholders and thereafter, assist in classification of Stakeholders · Offer support in devising management strategies · Collaborate with other business partners regarding project’s business aspects
Antonio Parker	Business Lead	· Participate and give input the Stakeholder Management Plan · Participate in identifying and classifying the Stakeholders · Participate in devising management strategies · Avail any relevant information to support Stakeholder communication.
Richard Gilfoyle	Technical Lead	· Offer consultation in stakeholder Management Plan · Classification of Stakeholders · Provision of any vital information to support Stakeholder communication

Deliverables

For the stakeholder management plan to work, the following inputs will be employed via the techniques outlined to get the output as indicated in the table. The inputs are gathered from the project management plan.

Planning Process	Inputs	Techniques	Outputs
Identifying Stakeholders	· Project charter · Uber tour Project business case · Enterprise environmental factors	· Expert judgement from the expatriates involved · Consultations done with stakeholders as well as project team · Analysis of stakeholders in context of project environment	· Stakeholder register · Stakeholder interest Power/Interest scrutiny
Plan Stakeholder Management	· Project management plan · Stakeholder register · Enterprise environmental factors		· Stakeholder management plan
Manage Stakeholder Engagement	· Stakeholder management plan · Communications management plan · Change log (from project integration mgmt.)	· Communication . Oral followed by writing · Managerialskills	· Issuelog · Change requests after being passed by the committee · Project mgmt. plan updates · Documentupdates
Control Monitor Stakeholder Engagement	· Project management plan · Issuelog · Work performance data about progress of project · Projectdocuments	· ITsystems · Expert judgement from committee and project team · Meetings with stakeholders and projectteam	· Work progress updates ready for communication to stakeholders · Change requests (to be vetted by committee · Project mgmt.plan updates · Documentupdates

Stakeholders Identification Comment by Larry Mantrone: You describe the activities well. However, beyond identifying the role of the plan sponsor in this process, it isn’t clear who else from the project team would be involved in these efforts.

To have an effective plan for purposes of managing stakeholders, it’s important to first identify who the stakeholders are. A stakeholder analysis will be applied to assist in determination of the stakeholders and their interests/involvement/effect on the project. Among the important questions that will assist in determining a stakeholder include:

a. How will the individual or the organization be affected by the project, directly or indirectly?

b. Is the individual or organization holding influential position that can influence the project?

c. Are there skills held by the individual or organization that the project needs?

d. Are there resources needed by the project that are under auspices of the individual or organization?

These analytical questions and others will be used to produce the register of the stakeholders. A preliminary stakeholder register formed by the sponsor in collaboration with committee is available at the last page of this plan. The identified stakeholders plus the list of the ones available in the project charter will make up a complete list of stakeholders. After identifying the stakeholders, a classification will be done. This will take the form of power and interest in the project. By doing so, it will be possible to know the stakeholders that need to be managed closely for successful completion of the Uber tour project. The ones that happen to have high interest and high power will be managed closely since they are at the heart of the project. It therefore follows that being actively involved is the right call for Uber tour project. There is also the category of high interest with low power. Such parties also need to be effectively briefed about the project. The other category of low interest require being observed by the project manager regularly to know if any change has come up. A preliminary analysis shown below shows classification of the stakeholders:

Low Power High	Keep Satisfied · Dara Khosrowshahi-Uber CEO · Ronald Sugar uber Chairman · Alexa wrights (Uber tour venture capitalist)	Manage Closely · Cyrus Devon, CEO andSponsor · Lincoln Bordolou., UberTour ProjectManager · Victor Ho, Uber Tour General Manager · Nina Teller- Uber Tour CTO · Sukumar Rathnam, Uber CTO
	Monitor · Uber taxi users · Uber taxi drivers · Domestic tourists · Restaurants, eateries and accommodation owners near tour sites	Keep Informed · Alicia Quin, Uber TourCFO · Charles Moorman, President & CEO ofAmtrak · U.S. private tour sites owners · Leaders of Uber taxi drivers association
	Low Interest High

The above classification is based on committee and sponsor’s judgment. To add other valuable stakeholders onto the project, consultations with stakeholders will be done to determine the positions that such stakeholders have on the project. The findings will be recorded in the register and updated regularly during the planning process.

Plan Stakeholder management Comment by Larry Mantrone: Who will do this work? It’s not enough to indicate it in the roles and responsibilities table. You need to state that here.

This step has development of appropriate management strategies so as to engage the stakeholders in the course of the project lifecycle. The engagement is done owing to the interest, needs as well as potential impact that they might have on project success. The engagement may vary over the lifecycle of the project. For instance, the stakeholders may be required/highly involved during the commencement of the Uber Tour project, however as time progresses, the involvement may reduce as the responsibility shifts towards the project team such as to the developers and coders.

Stakeholder engagement plan

The project manager will employ the assessment matrix outlined in the PMBOK stakeholders Engagement. The matrix will assist in ascertaining the engagement level of the stakeholders thus making all stakeholders involved. Each stakeholder and the engagement level will be recorded. Any shift from one level to the other will be indicated by arrows. The figure in the next page shows the matrix. Comment by Larry Mantrone: To do what? You need to be specific about what will be done here. Presumably, this is where you would determine how to engage each class of stakeholders somehow.

Stakeholder	Unaware	Resistant	Neutral	Supportive	Leading

The stakeholder management plan also cover areas such as the current as well as desired engagement level as indicated in the table. It should also have considerations regarding impact of project changes on stakeholders. The plan should also accommodate the communication requirements of the stakeholders. The project [manager?] has a chief role here which is to maintain the stakeholder register while ensuring its updated and applied effectively.

Manage Stakeholder Engagement

The management will be taking place while the project is in progress. At that point, project team will be engaging the stakeholders in accordance with stakeholder management plan. By doing so, responses will be easily obtained from stakeholders on areas that need attention. As part of managing further, the project manager will take steps to ensure that the stakeholders management plan is being employed effectively. Such steps encompass ensuring that deliverables of the project are being met. The deliverables may from the this plan for from elsewhere in the project such as communication management plan, logs or scope management.Any arising conflict, changes needed, as well as updates should be addressed as part of handling stakeholders management. The project manager as well as sponsor will work to ensure the attention needed by stakeholders is observed. An important output is for this stage is the issue logs where it’s possible to determine an issue raised by stakeholder and how it’s addressed. The table below shows a sample the issue logs:

Issue	Description	Pri orit y (H/ M/ L)	Category	Reported By:	Assigned To:	Status	Date resolved	Comments
001	Pilot app	H	App	Stakeholders	Richard	Closed	Jan 23, 2023	Users were
	users		development	coordinating	Gilfoyle.			advised to
	raising			committee				clear
	concerns							caches in
	over the							their
	app							devices
	making
	their
	phones
	freeze
002	Uber drivers declinin g rides assigne d by our app	H	Logistics	App Customer support	Antonio Parker	Open	In progress	Re- negotiatin g the drivers share with Uber for drivers to get extra
								proceeds
								from
								taking our
								rides

The log will be under the care of project manager as well as ensuring handling of the issues in the log.

Control Monitor Stakeholder Engagement Comment by Larry Mantrone: You used the process name from the previous version of the PMBOK Guide. The process was changed to “Monitor Stakeholder Engagement” in PMBOK version 6.

This stage will be made possible due to a lot of project information that will be employed for the purpose of communicating with the stakeholders. The performance data obtained owing to the fact that the project is underway already can be used to test the interest of stakeholders as well as their engagement. It will further be possible to re-classify any stakeholder in order to assist in engagement purposes. The output of the control stage is to have stakeholder management documents updated frequently to replicate any changes in the project environment. Its during control also that any change requests is gathered from stakeholders and verified by the committee before being applied. That works to ensure that stakeholders stay engaged. Comment by Larry Mantrone: Another important aspect of this process is to determine what will be done if it is found that the methods used to engage some or all stakeholders are inadequate and need to be revised. Who would do that for your project?

Preliminary Stakeholder Register

	Name	Title	Organization	Requirements	Project Stage of Interest	Internal or Externa
UBER TOUR	Cyrus Devon	CEO, & Project Sponsor	Uber Tour	Project delivers the App which is effective in use	All	Internal
					Planning
	Alicia Quin	CFO	Uber Tour	Project timeline correlates with the budget and the stages funding	Monitor & Control	Internal
	Victor Ho	General manager	Uber Tour	Projected is executed from start to finish to the highest standard	All	Internal
				Coordinates technical aspect and business aspect of the App
	Nina Teller	Chief Technology Officer (CTO)	Uber Tour	The project meets the technical specifications	All	Internal
	Lincoln Bordolou	Project Manager	Uber Tour	Projected is executed from start to finish to the highest standard	All	Internal
Uber Technologies	Dara Khosrowshahi	CEO	Uber Technologies Inc	Project delivers by making Uber a partner for tourists and travelers	Planning Closing	External

				Project delivers by
	Sukumar Rathnam	CTO	Uber Technologies	integrating the Uber Tour to the Uber taxis	Planning, app developme	External
					nt and
					closing