Using the stakeholder register and stakeholder analysis that you completed in Week Two, you will complete the stakeholder management plan that serves as the engagement process with different stakeholders during the project. Your stakeholder management plan should consist of the following elements:
- Introduction – This section discusses the goals and objectives of the stakeholder management plan for the project.
- Identify the stakeholders – This section discusses the methodology that the project team used to identify the stakeholders and how the stakeholders are defined.
- Key stakeholders – This section identifies the stakeholders and why they are key stakeholders in the project.
- Stakeholder analysis – This section discusses how the project team will analyze the list of stakeholders and how the stakeholders will be categorized.
- Engagement strategy – This section focuses on how each stakeholder will be engaged during the project, including the amount of communication, the updates needed, and the importance of the engagement process.
- Summary – This section summarizes the entire stakeholder management plan and the final categorization of the stakeholders are noted.
The stakeholder management plan should be in a report format and created in a Word document. The length of the plan will vary depending on how many stakeholders you have identified in your project.
Please use the attachment as guidance
1
Project Charter and Stakeholder Analysis
Samantha Evans
APUS
January 20, 2025
Managing a Project: Project Charter and Stakeholder Analysis
Project management is the systematic process an organization executes, plans, and monitors a project to achieve established objectives within time and budget constraints. The project that will be applied to this assignment is designing a training program for new employees. The training will encompass everything that will allow new employees to take minimum time acquiring relevant skills and knowledge that can enable them to become productive in the organization. This essay presents an overview of the project charter, Part 1, and stakeholder analysis, Part 2, which are essential parts of good project integration and stakeholder management.
Part 1: Project Charter
The Project Charter is a high-level document that defines the purpose and objectives of the project, its scope, and basic components. The Project Charter formally authorizes the project and provides a starting point where stakeholders coordinate efforts for the same common objective. The following components discuss more about the project in detail: its Charter Purpose;
This work aims at the design and implementation of an integrated induction training program dealing with induction, competence building, and assimilation of recruits to the culture on the issues of strategic organizational objectives while maintaining the standard of quality concerning these for enhancing the productivity and job satisfaction that increases retention (Flyvbjerg, 2021). It will also smooth out the induction process, reducing the time required to get the new employee into full operation within the company.
Measurable Project Objectives and Success Criteria
The following have been identified as measurable objectives of the project in ensuring success of the project;
· Development of the modules to provide the required training for the employees on job-specific skills, workplace ethics and company policies to be developed by 30th March 2025
· 90% satisfaction rating by new recruits receiving the training program is received from the post-training survey.
· Onboarding of new employees 20% faster than the average of the previous year.
· 100% of the new hires are certified by the training program within six months from their date of hire (Gomes Silva et al., 2022).
High-Level Requirements
Here are some general requirements, and to make this project successfully implemented the project must provide the following:
· The project shall update itself by adding curriculum that precisely addresses several roles within the organization.
· The training shall be provided on a hybrid model, that is, online or physical.
· The students shall be followed by learning outcome and preparedness.
· The program shall ensure the availability of all resource needs in technologies, finances, and human resources for appropriate delivery and follow-up.
Overall Project Risks
The following has been identified by the project team that may potentially prevent the success of the project:
1. Budget Overruns: The costs for revised materials or added personnel could be higher than budgeted.
2. Resistance to Change: Employees or management might resist new, unfamiliar training; this could lead to delays and inefficiencies.
3. Technology Failures: Any disruption in online training platforms could delay program delivery and/or inhibit access by new employees.
Summary Milestone Schedule
Critical milestones, including but not limited to the following, are identified to ensure that the project stays within schedule:
1. Project Kick-Off: February 1, 2025
2. Development of Training Materials: February 15, 2025
3. Pilot Testing of Training Program: March 1, 2025
4. Full Program Roll-out: March 30, 2025
5. Assessment and Refinements: April 15, 2025
Approved Financial Resources – Pre
The project has been budgeted for $50,000 which covers the development of the curriculum, the technological resources, facilitators and the assessments.
Key List of Stakeholders
From this proposal, the major stakeholders are enlisted as under;
1. Sarah Johnson – Head Human Resource, Chief -The Sponsor
2. David Carter – HR-Director
3. Emily Perez – Training Program Facilitator
4. Team Lead-Head Department A, B &C
5. New Hives – Staff recruited in the first half of 2025
Project Approval
The project requires proper approval from the HR Director and Executive Leadership of the company (Stanitsas et al., 2021). Other than that, upon completion of every milestone, assurance review shall be there to check whether each milestone is being met within the defined timeline of the project and its objective.
Project Exit Criteria
The project will be regarded as complete if the training program is live, all the success criteria defined below have been achieved, and a project sponsor formally approves the project outcome.
Project Manager Assigned
The project will be led by Jane Smith, a certified project manager with good experience in managing projects related to learning and development.
Name and Authority of Sponsors
The project sponsor is Sarah Johnson; she has full powers to decide on resource allocation as well as approval of the project. She assists the project to meet the organizational goals as well as the strategic priorities.
Part 2: Stakeholder Analysis
It has, therefore identified, analyzed, and also engaged those persons or groups that could affect or may be impacted by the realization of the project. Key identification of the stakeholders' interest and expectation had been included into the stakeholder register. Also, categorizing of the stakeholders into their levels of power and interest in planning various ways for their engagement was made.
Stakeholder Register
Name |
Title |
Interest in the Project |
Power/Authority Level |
Requirements |
Expectations |
Sarah Johnson |
Chief Human Resources Officer |
Ensure alignment with organizational goals |
High |
Clear milestones, measurable outcomes |
Effective training program implementation |
David Carter |
HR Director |
Enhance onboarding efficiency |
High |
Sufficient resources, alignment with HR policies |
Smooth implementation and consistent updates |
Emily Perez |
Training Program Facilitator |
Deliver training sessions effectively |
Medium |
Detailed curriculum, support for execution |
High-quality materials and adequate tech support |
Team Leads |
Departmental Team Leaders |
Ensure readiness of their teams |
Medium |
Customized training for departmental roles |
Improved productivity and seamless onboarding |
New Employees |
New Hires |
Gain skills and knowledge for their roles |
Low |
Accessible, relevant training sessions |
Job readiness and engaging training experience |
Categorizing Stakeholders
The stakeholders are categorized basing on the power and interest about the project into:
1. High Power, Highly Interested Stakeholders
o Sarah Johnson
o David Carter
The listed stakeholders above are the core decision-making people who should be informed through regular reports, meetings, and updates.
2. High Power, Less Interested Stakeholders
o Team Leaders
These stakeholders have the appropriate level of influence; however, their direct interest is lower (Santos & de Carvalho, 2022). The individuals would need periodic updates that are necessary for alignment to the program objectives.
3. Low Power, Highly Interested Stakeholders
o New Employees
These stakeholders need to have easy channels of communication and practical training resources keeping in mind their special needs.
4 . Low Power, Less Interested Stakeholders
o Administrative Staff
The concern of these stakeholders may be least at times and just to assure the logistical and operational support.
Conclusion
New employee training program- a strategic process leading to the growth of the organization with increasing satisfaction of employees. A project charter lays the very sound foundation by clearly defining the purpose, scope, objectives, and resource requirements of a project. While stakeholder analysis needs to ensure that there is proper management of the different levels and forms of influence across stakeholders, aggregating all these details together outlines the roadmap for execution where an organization meets its objectives without cost escalation and within time. Well-planned and nicely coordinated onboarding training works wonders so far as improvement of the onboarding process and overall effectiveness of the workforce goes.
References
Flyvbjerg, B. (2021). Top ten behavioral biases in project management: An overview. Project Management Journal, 52(6), 531-546. https://journals.sagepub.com/doi/abs/10.1177/87569728211049046
Gomes Silva, F. J., Kirytopoulos, K., Pinto Ferreira, L., Sá, J. C., Santos, G., & Cancela Nogueira, M. C. (2022). The three pillars of sustainability and agile project management: How do they influence each other. Corporate Social Responsibility and Environmental Management, 29(5), 1495-1512. https://onlinelibrary.wiley.com/doi/abs/10.1002/csr.2287
Santos, P. D. O., & de Carvalho, M. M. (2022). Exploring the challenges and benefits for scaling agile project management to large projects: a review. Requirements engineering, 27(1), 117-134. https://link.springer.com/article/10.1007/s00766-021-00363-3
Stanitsas, M., Kirytopoulos, K., & Leopoulos, V. (2021). Integrating sustainability indicators into project management: The case of construction industry. Journal of Cleaner Production, 279, 123774. https://www.sciencedirect.com/science/article/pii/S0959652620338191