managing the project

Managing the Project

Projects are successful because of the people. “Don’t forget your teams of human beings. They have interests, strengths, and qualities that should be considered above their ability” (Harned, 2017, p. 108). In this assignment you will provide details regarding managing your project. Please include your previous paper on the front end of this submission and add the following 5 additional sections:

Stakeholder management plan (see Ch. 6 and consider how you will utilize your unique leadership style and employ some of the “soft-skills” we have been reading about such as Emotional Intelligence)

Employee development plan (how you will develop your team members in order to achieve project success)

Project communication plan (see Ch. 7 and consider how you will utilize your unique communication style)

In an Appendix - A RACI chart. Be sure to discuss this appendix in the body of the paper.

In an Appendix - A list of Survey Questions that could be used to check the engagement of your stakeholders. Be sure to discuss this appendix in the body of the paper.

Your paper should be APA format, using APA section headings, 5 new double-spaced pages of writing, plus any font and back matter, with at least 2 scholarly references.

Likert-Type Scale Response Anchors.pdf

Appendix D

RACI Chart

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Note: The Tasks will vary from project to project. Think of the specific milestones and activities in your proposed project. A simple web search of sample completed RACI charts will help generate ideas as well.

Task	Example: Joe Smith (Project Manager)	Person 2	Etc.	Etc…
Project Plan	R,A
Weekly Communication Output	I
Etc.
Etc…
R esponsible: The team member who does the work to complete the task. There will be at least one person on your team who is the responsible party, sometimes more. A ccountable: This is the person who delegates work and is the last person to review the task or deliverable before it is deemed complete. There must be only one accountable specified for each task or deliverable. Note: It may not be your PM! Also, you may find that the responsible party is also the accountable one. C onsulted: Every deliverable is strengthened by review and consultation from more than one team member. Consulted parties are typically the people who can provide input based on how it may affect their work later on the project or have some domain expertise on the deliverable itself. I nformed: Some team members don’t need to work on every deliverable, but it’s best to keep them in the loop on project progress.

Appendix E

Stakeholder Engagement Survey

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Sending a Stakeholder Engagement Survey out once the project is underway is a great way to check on the engagement of your stakeholders. Previously on your Stakeholder Analysis Matrix you indicated the levels of engagement your believed your stakeholders to fall under: Unaware (of the project and/or impact), Resistant (aware but resists change), Neutral (aware but does not support or resist), Supportive (aware and supports), or Leading (aware and champions change). Now you can measure this with a survey and gather other data regarding how stakeholders are feeling about the project. Make sure your questions capture at least the stakeholder engagement levels indicated above.

	Survey Question	5	4	3	2	1
1	Example: I am consistently made aware of the project progress	Strongly Agree*	Agree	Neutral	Disagree	Strongly Disagree
2	Example: I am concerned about the change the project will have on my department	Strongly Agree*	Agree	Neutral	Disagree	Strongly Disagree
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*In addition to the Strongly Agree…Strongly Disagree scales, you may consider other scales (see “Likert-Type Scale Response Anchors” document