I’m studying for my Management class and need an explanation.
There are two person’s opinion about the discussion board questions. i have to reply them separately.
just give your opinion.
reply for person 1 post……
reply for person 2 post….
Person 1 post (DEEP)
Article – Managing stakeholders for project management success: an emergent model of stakeholders
Assudani & Kloppenborg (2010)
The article titled “Managing stakeholders for project management success: an emergent model of stakeholders” written by Assudani & Kloppenborg (2010), highlights the importance of stakeholders and social network theoretical tools to identify and examine the dynamically changing relative importance of stakeholders along the project life cycle. Author has explained that stakeholders are individuals or groups with an interest in the project, programmed or portfolio because they are involved in the work or affected by the outcomes. The authors argue that the stakeholder theory aids identifying the stakeholders by examining ‘who and what really counts’ in the project. The level of importance of project stakeholders may vary as the project unfolds; therefore, identifying the right person at the right time is a critical step for project success. The article suggests identifying and prioritizing the stakeholders during the brainstorming mode or during project initiation phase. The authors highlight the importance of project stakeholders by stating that the project success criteria should be defined by agreeable condition from key stakeholders and the project manager.
Stakeholder management is the systematic identification, analysis, planning and implementation of actions designed to engage with stakeholders. It is an important issue in project management because the project success is tied to effectively communicating and managing relationships with the various project stakeholders. The authors claim that stakeholder theory has recently begun to receive attention in the project management. Stakeholder management in projects is the continuing development of relationships with stakeholders for project success. Project stakeholders are any person or group that either impacts the project or is impacted by the project and may include internal and/or external customers, project team, community, etc.
To ensure the success of the project, project managers need to
- Identify all stakeholders determining which are most important,
- Build relationships with and manage the expectations of the most important stakeholders, and
- Communicate effectively with all the stakeholders.
Identifying stakeholders will be done using research, interviews, brainstorming, checklists, lessons learned and so on. Most projects, programs and portfolios will have a variety of stakeholders with different, and sometimes competing, interests. These individuals and groups can have significant influence over the eventual success or failure of the work. Some stakeholders are more important than others and need to be more central to project planning and execution. Project managers can brainstorm lists of potential stakeholders and conduct initial meetings with each group to both communicate the project’s vision with that group and to understand the unique needs and interests of each group. Project managers, using simple procedures and investing a modest effort, can make a big difference to the eventual success of the project simply by understanding the stakeholders and what they want. Project managers are responsible for structuring their communication patterns to address these key players in the network and they need to routinely examine their stakeholders at various stages of project life cycle.
Person 2 Post: (Days)
I selected Project Communication Management for my discussion post this week.
Article: Communication Management in Project Teams: Practices and Patterns.
Author: Muszynska, Karolina
This article identifies project communication management practices and accompanying factors to summarize the collected information and use it in future research to develop a method of selecting the project communication management patterns most appropriate to the characteristics of a given project, the team, and its environment. The article states that effective communication management within virtual project teams is of vital importance and a fundamental competency that, if properly executed, connects every member of a project team, so that they can work together to achieve the project’s objectives. If communication is not managed effectively and fully understood by Project Managers, project outcomes may be at risk. (Muszynska, 2015, p.1359-1360)
According to PMI’s Pulse research, 55 percent of Project Managers agree that effective communication with all stakeholders is the most critical success factor in project management. Effective project communications ensure that the right information reaches the right person at the right time and in a cost-effective manner. Communication is the key to keeping team members, managers, and stakeholders informed and on track to pursue the project objectives, as well as to identifying issues, risks, misunderstandings, and all other challenges to project completion. Effective communication is a critical element of team effectiveness, both in traditional and virtual teams. (Muszynska, 2015, p.1360)
The article goes on to say that project communication management ensures timely and appropriate generation, collection, dissemination, storage, and disposition of project information. Open and clear communications are required among planners, implementers, and all levels of the organization for project success. It includes having a communication plan, information distribution path, progress reporting, and information sharing system for management and customers. Project communication management should also include methods and techniques to build trust and relationships among team members, as well as spread desirable personal behaviors and clear communication rules. (Muszynska, 2015, p.1361)
Most of the communication management practices identified in this article concern distributed teams. The article states that this is mainly due to communication challenges encountered by that type of project team. These challenges include distance and lack of face-to-face communication, difficulties with building trust and relationships, time zone differences, cultural differences and lack of common rules, misinterpretation of written text, ignoring communication, and lack of communication expectations. Sometimes also language skills of cooperating partners are so low, that fluent conversation is impossible, most notably in teleconferences. (Muszynska, 2015, p.1361)
The article looked at a survey that showed significant communication management practices adopted by Singaporean firms in China. The adopted practices include having more face-to-face communication than written communication; having high-quality communication among team members and communications planning; quick dissemination of information and appropriate generation, collection, dissemination, storage and disposition of project information; good public image and public relations by being sensitive to Chinese values and culture; adoption of a common working language among team members; working with clients, consultants and contractors with whom they had good working relationships in the past. (Muszynska, 2015, p.1362)
The article summarized that ensuring proper and effective project communication it is not only a matter of preparing a communication plan, creating, collecting, distributing, storing project information, and identifying responsibilities for project team members and other project stakeholders, but also of having good personal contact with team members, developing positive relationships and obeying fundamental rules of clear and positive communication. (Muszybska, 2015, p.1365)
The practices identified in this article seem to match closely to what it says in the PMBOK Guide. Our textbook states that project communication management includes the processes required to ensure timely and appropriate planning, collection, creation, distribution, storage, retrieval, management, control, monitoring, and ultimate disposition of project information. (PMI, 2017, p.24)
The PMBOK Guide also provides trends and emerging practices that seem to merge well with the above article. The textbook states that project communications management includes the inclusion of stakeholders in project reviews. An effective communications strategy requires regular and timely reviews of the stakeholder community and updates to manage changes in its membership and attitudes. This also includes the inclusion of stakeholders in project meetings. There is also a trend of increased use of social computing. Social computing in the form of infrastructure, social media services, and personal devices has changed how organizations and their people communicate and do business. Social media tools can not only support information exchange but also build relationships accompanied by deeper levels of trust and community. Another trend is multifaceted approaches to communication. Multifaceted approaches such as social media are more effective for communicating to stakeholders from different generations and cultures. (PMI, 2017, p.364)