FPP

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Stakeholder Identification Analysis Plan

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Stakeholder Identification Analysis Plan

Introduction

For this assignment the selected project is the office relocation project. This project entails the shifting of the office activities from one location to another. The project will entail making sure that the selected location has all the needed resources and equipment to make sure that the operations of the office run smoothly. There will be need to make installations and additions to the new office such as adding shelves for storage and partitions for privacy in the office layout.

Stakeholder Identification and Analysis

There are various stakeholders who will be needed for the project to be completed. Some of the stakeholders are employees and this will be identified through a thorough recruitment process that will ensure the hired individuals are qualified for the job (Armenia et al., 2019). Other’s stakeholders include management of the organization or the office who will specify the additions needed in the new office. Also, the landlord or owner of the new office is needed to give consent for establishing the new office.

Resource Management Plan and RACI (Responsible,

Accountable, Consulted, and Informed) Chart

There are different resources needed for the completion of the project which include the project manager, team, a contractor, office and finance manager. The chart shows the different activities that will be involved in the process.

Activity/ Person	Project manager	Office manager	Project team	Contractor	Finance team
Prepare the bill of materials	I	R	A	C
Procure the needed materials	C	R			IA
Install the fittings and additions	I	C	A	R
Inspections of the building	I	C	A	R
Handover new office	R	A	C	I

Communications Management Plan

There is need for communications among the project team and with the office management and this will be completed through various ways. Emails will be used for any formal communication which needs documentation, but the main form of communication is the use of phone calls (Picciotto, 2020).

Stakeholder Management Plan

For the different stakeholders their expectations need to be met and communication with the stakeholders will be made frequently to ensure that they communicate any concerns which they have. Stakeholder meeting will be done before the beginning of the project to ensure that they are all on board with the project elements and requirements.

Resource Acquisition Plan

Resources will be acquired by the office management. A budget should be prepared by the manager of the required bill of materials and the materials should be purchased by the office after the budget is approved by the finance manager.

Team Development Plan

Different team members are needed for the completion of the project. Half of the team will be from within the office and organization while the rest will be recruited from outside the office through interviews.

Project Performance Reporting Plan

The project manager will report to the office management on the progress of the project. The contractor will be responsible for evaluating the quality of all the additions and installations on the new office. Communication between project manager and office management will be on daily basis where the office manager can recommend any changes on the office.

Stakeholder Engagement Monitoring and Control

Plan

Stakeholders will be engaged on regular basis; the management will be contacted on daily basis for input and any comments or complaints (Demirkesen & Ozorhon, 2017). The project team will have a well laid out plan of how the office should look like to avoid any deviations.

References

Armenia, S., Dangelico, R. M., Nonino, F., & Pompei, A. (2019). Sustainable project

management: A conceptualization-oriented review and a framework proposal for future studies. Sustainability, 11(9), 2664.

Demirkesen, S., & Ozorhon, B. (2017). Impact of integration management on construction

project management performance. International Journal of Project Management, 35(8), 1639-1654.

Picciotto, R. (2020). Towards a ‘New Project Management ‘movement? An international

development perspective. International Journal of Project Management, 38(8), 474-485.