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Stakeholder Engagement Monitor and Control Plan

#8

Stakeholder Engagement Monitor and Control Plan

I will need to use various soft skills to manage the project stakeholders. One of the skills in communication, where I will function as the link between the project team and the organization to make sure that the expectations are met, and the projects are completed on time and within the set budget. Another soft skill that I will use is adaptability, and this is because I know regardless of how good of a project plan I will have, changes might come up in the course of the project (Fernandes et al., 2021). I will also convince the stakeholders that the project is in the right people’s hands.

Various rules will guide the management of stakeholders, and one of them is that there must be regular communication between the office management and the project team. The project shall entail regular meetings, and the team members are expected to observe punctuality in attending the meetings (Sanghera, 2019). The opinions and the input of the critical stakeholders shall be considered and not be disregarded without evaluating their effectiveness on the project and the outcomes that can be realized if the information is used.

The project shall entail project status meetings held at the end of each week in the project. The weekly meetings shall be physical meetings that will help encourage face-to-face interactions among the stakeholders and the organization. The meetings shall encourage input from stakeholders on what should be done to improve the project’s outcome (Fernandes et al., 2021). I will also hold a project review meeting which will be done at the end of the project to help look back at the course of the project and identify any mistakes and achievements of the team.

Various steps will be used in managing change requests from stakeholders. The initial step will be requesting that the proposal be put in writing with appropriate supporting information. The next step will be to determine whether the request is within or outside the project’s scope, after which it will be assessed and rejected, or accepted based on whether it is a priority to the project (Magazzino et al., 2021). If the change request is received, then the final step shall involve determining the way forward that should be implemented in the organization.

Stakeholder engagement means that the stakeholders are committed to attaining project goals and objectives. Stakeholder engagement will be monitored by whether the different stakeholders meet the project expectations. I will monitor engagement by checking in with the stakeholders regularly. This will help determine whether the stakeholders understand the project’s needs and feel supported throughout the project (Sanghera, 2019). Additionally, monitoring conflicts at the stakeholder level is a way of monitoring stakeholder engagement and ensuring that the stakeholders are committed to the wellbeing of the project to its end.

Changes in the stakeholder requirements will be managed through a standard requirement approval process that stipulates the criteria used to decide whether a difference is essential and within the project’s scope. The project team will also pay close attention to communication to ensure they understand their expectations and the impact of different organizational changes (Magazzino et al., 2021). The historical document that will be updated during the project is the stakeholder management plan, which entails the various stakeholders and the stakeholders' influence on the project.

References

Fernandes, G., Capitão, M., Tereso, A., Oliveira, J., & Pinto, E. B. (2021, June). Stakeholder

Management in University-Industry Collaboration Programs: A Case Study. In International Conference Innovation in Engineering (pp. 134-147). Springer, Cham.

Magazzino, C., Mele, M., & Golpîra, H. (2021). Project Stakeholder Management.

In Application of Mathematics and Optimization in Construction Project Management (pp. 213-226). Springer, Cham.

Sanghera, P. (2019). Monitoring Stakeholder Engagement and Communication. In PMP® in

Depth (pp. 519-533). Apress, Berkeley, CA.