Developing A Stakeholder Analysis Plan For Hospital Construction Project
Every construction project of an organization is used for development of a particular structure or a building. Construction projects are the mixture of the process which includes the tangibly assembling as building or an infrastructure (Hardin & McCool, 2015). The construction projects are not a single project, this projects holds various types of small projects also or mini projects. In a successful construction project it must be executed by using an effective planning and in a cost-effective manner. All of the construction project requires some elements which are the most important for successful completion of a project. This elements are the logistics scheduling, building materials and safety of the construction site.
In this document the selected project is a hospital construction project. For the proper evaluation of the project a stakeholder analysis plan will be developed for the selected project. Following that activates will be described which are required for the building relationship with the core team. Next stakeholder engagement assessment matrix will be developed and also the communication matrix will be also developed. Further, project meeting document will be created in this document.
1. Stakeholder analysis for the project:
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Project stakeholder analysis of hospital construction project |
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Internal |
External |
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Affected by project process |
Craft: · Site Joiner · Shop fitter · Wood machinist · General construction · Roofer · Scaffolder · Plant Mechanic · Labourer · Bricklayers · Ceiling Fixer · Thatcher · Plasterer · Steel erectors/structural · Painter and Decorator · Demolition Operative · Plant Operator Technical: · Architectural Technician · CAD operator · Construction Technician · Civil Engineer · Plant Technician · Roofing Technician · Estimator · Buyer Statutory authorities: · Planning authorities · Transport and Infrastructure · Coastal Authorities · Building Control department: · Emergency services · Pressure groups · Trade associations · Suppliers · Marketing Procurement · Regulatory authorities Professional group: · Project Manager · Architects · Building Surveyor · Site Foreman · Planner · Quantity Surveyor · Geospatial Modeller · Construction Manager · Hydrographic Surveyor · Site Supervisor · Structural Engineer · Town Planner · Contracts Manager · Managing Director · Chairman · Facilities Manager · Commercial Manager Investor in the project Medical team: · Doctors · Dieticians · Discharge Co-ordinators Non-medical team: · Nurses · Domestic Staff · Receptionist Staff · Security · Ward Clerks · Ward Managers |
· Local, and National authorities and governments · Social Services · Special interest group · Union · Competitors · Environmental · Environmentalists · Local communities · The general public · Interests groups · Regulators · Real estate owners · Nearby residents · Trade and industry |
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Affected by project results |
· Investor · Internal customer · Craft · Users |
· Client · Competitors · Special interest group · Public · Doctors |
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WHAT IS IMPORTANT TO THE STAKEHOLDER |
STAKEHOLDER |
STAKEHOLDER |
STAKEHOLDER |
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POWER |
PROEJCT MANGER |
SPONSOR |
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INTEREST |
PROEJCT MANGER |
TECHNICAL TEAM |
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INFLUENCE |
PROEJCT MANGER |
TEAM LEADER |
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IMPACT |
ALL THE INTERNAL STAKLEHOLDER |
EXTERNAL STAKEHOLDER |
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URGENCY |
PROEJCT MANGER |
SPONSOR |
TEAM LEADER |
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LEGITIMACY |
PROEJCT MANGER |
SPONSOR |
EXTERNAL STAKEHOLDER |
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TOTAL |
6 |
5 |
3 |
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PRIORITY |
KEY |
KEY |
OTHER |
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STAKEHOLDER MATRIX |
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INTEREST IN PROEJCT |
STAKEHOLDER PRIORITY |
PRIORITY |
MITIAGATION STRATEGY |
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POWER |
PROEJCT MANGER ,SPONSOR |
Key |
Assess the requirement |
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INTEREST |
PROEJCT MANGER,TECHNICAL TEAM |
Key |
Improvement throughout the project |
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INFLUENCE |
PROEJCT MANGER, TEAM LEADER |
Other |
Take input and assess properly in terms of project goal and objective |
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IMPACT |
ALL THE INTERNAL STAKLEHOLDER , EXTERNAL STAKEHOLDER |
Key |
Improvement throughout the project |
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URGENCY |
PROEJCT MANGER, SPONSOR , TEAM LEADER |
Key |
Create proper schedule and modify as required with approval from the stakeholders |
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LEGITIMACY |
PROEJCT MANGER, SPONSOR , EXTERNAL STAKEHOLDER |
Key |
Assess issues, opportunity for improvement and integrate with project |
2. Activities for building stakeholder relationship:
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PROJECT DECISSION MAKING GUIDE |
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METHOD |
WHEN |
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Decision taken by sponsor |
Critical decision is needed for project Project requires huge financial investment Project requires large financial planning |
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Decision provided by project manager |
Project requires critical decision and modification is not possible in the tie schedule |
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Decision take by functional manger |
Project requires detailed input regarding project functioning for designing plan for project progress |
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Discussion between core teams and decision taken by project manger |
Project requires core team value for effective execution of the project |
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Involvement of core technical team |
Technical details plays an key role for project integration and execution |
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Recommendation provided by one or two team members |
Detailed investigation is required and team value plays a critical role for project success |
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Decision taken by one or two team members |
Detailed investigation is required, however no need for team input |
3. Stakeholder engagement assessment matrix:
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STAKEHOLDER ENGAGEMENT ASSESSMENT MATRIX |
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Stakeholders |
Unaware |
Resistant |
Neutral |
Supportive |
Leading |
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Craft team |
B |
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Technical team |
A |
B |
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Medical team |
A |
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Non-medical team |
C |
B |
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Project investor |
C |
B |
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Statutory authorities |
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Departmental team |
B |
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Local, and National authorities and governments |
A |
B |
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Environmentalists Local communities |
C |
B |
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The general public Interests groups |
B |
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Real estate owners |
B |
A |
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Nearby residents |
B |
A |
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Trade and industry |
A |
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Social Services |
C |
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Environmental regulators |
B |
B |
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Special interest group |
C |
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Union |
B |
A |
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Competitors |
B |
4. Project communication matrix
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PROJECT COMMUNICATION MATRIX |
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Stakeholder |
Learn from |
Share with |
Timing |
method |
Owner |
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Project team (crafts team, technical team, professional group ) |
Mistakes and priority |
Detailed status of the project including Proper schedule for the project, cost for the project, risk analysis and mitigation plan and project quality and control measures and overall project progress |
Weekly |
Email, intranet, push message |
Team leads |
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Project team (crafts team, technical team, professional group ) |
Mistakes and priority |
Collaboration |
As required by the project |
Email, intranet, push message |
Team leads |
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Project team (crafts team, technical team, professional group ) |
Requirement and progress of project |
Collaboration |
Every alternative week |
Meeting |
Project manager |
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Sponsor and investor |
Mistakes and priority |
Approval for the project |
as required |
Email/voice mail |
Project manager |
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Sponsor and investor |
Mistakes and priority |
Project status |
Monthly |
Meeting |
Project manager |
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Vendors |
Requirement and priority |
Detailed project status |
Weekly |
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Project manager |
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Vendors |
Project progress and success |
Collaboration |
As required |
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Project manager |
5. Project Meeting Plan:
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Project Meeting Agenda |
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Project Team: Architects. Date: 16/11/18 Time: 11:00 am. Place: Sydney, Australia PURPOSE: Review of design plan of the hospital. Topic Person Time Review Agenda James Smith 2 min Summary David Jones 5 min Meeting Evaluation Grace Williams 2 min |
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Project Meeting Minutes |
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Project Team: Architects. Date: 17/11/18 Time: 11:00 am. Members Present: David Jones, James Smith, Grace Williams, Luke Brown, Jackson Wilson, Erin Tylor and Chris Johnson. Decision Made: The hospital will be constructed with fire-resistive design. Issues Log: Resolved Issues: Communication gap between the design team and the architect team. New Issues: Bad organizational structure. Action Item Person responsible Completion Date Productivity Increment Luke Brown 5/12/18 Contractor Selection Chris Johnson 12/12/18 Granting Permission Erin Tylor 28/11/18 Site Evaluation Grace Williams 25/11/18 Meeting Evaluation: From the meeting it has been evaluated that the construction of the building project will follow the fire-resistive design. The fire resistive design will make the hospital less vulnerable to the fire (Zhang & Li, 2015). This decision has been made because there are various past fire cases in hospitals. The previous resolved issues and the new issues in the project is discussed. Some actions which are needed for the project is described in the meeting. |
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Project Issues Log |
Open Issues
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Name |
Date Opened |
Originator |
Potential Impact |
Progress |
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Governmental Objection |
5/8/18 |
State Government |
Delay in project |
Government will send approve letter within two weeks |
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Increased Project Cost |
9/9/18 |
Project Delay |
Financial problems |
Meeting with the stakeholders has been done and the project budget approval will be done within one month. |
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Unpaid Workers |
15/10/18 |
Financial Problems |
Temporary halt of the project |
Half of the payments has been done, after full payment the project will execute normally. |
Closed Issues
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Name |
Date Opened |
Originator |
How Resolved |
Date Closed |
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Communication Gap |
5/8/18 |
Team management |
Follow up has been taken of the team members |
14/9/18 |
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New Technology Implementation |
5/8/18 |
Engineer Team |
Proper training has been given |
7/9/18 |
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Height Related Safety issue |
9/10/18 |
Construction Team |
Proper caging has been done in the outer portion of the building. |
20/9/18 |
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Project Meeting Plus-Delta Evaluation |
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+ |
Δ |
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The project meeting was well organised as all the risk factors of the projects are evaluated in the meeting and the mitigation technique has been assessed in the meeting (Alarcón, 2014). There are some project issues which are opened. The progress of mitigation of those risks has been assessed. Also, how the other issues has been closed is assessed. In the next meeting discussion about this risks can be continued. |
The project can be improved by previously assessing the risks related with the project. In this meeting the design team and the engineering team can be included for better collaboration among them (Tenera & Luís Carneiro, 2014). This might be improved the overall performance of the project. |
Conclusion:
From the above discussion it can be concluded that the project plan development is very much essential for competition of a project effectively. In this document the considered project is the hospital construction project. To develop a project plan effectively stakeholder analysis has been done in this document. Following that activities for relationship building is described. Stakeholder engagement matrix has been also done in this document. Further, a communication matrix and a document for the project meeting has been successfully developed.
References:
Alarcón, L. (2014). Lean construction. CRC Press.
Andriof, J., Waddock, S., Husted, B., & Rahman, S. S. (2017). Unfolding stakeholder engagement. In Unfolding stakeholder thinking (pp. 19-42). Routledge.
Bourne, L. (2016). Stakeholder relationship management: a maturity model for organisational implementation. Routledge.
Hardin, B., & McCool, D. (2015). BIM and construction management: proven tools, methods, and workflows. John Wiley & Sons.
Kerzner, H., & Kerzner, H. R. (2017). Project management: a systems approach to planning, scheduling, and controlling. John Wiley & Sons.
Missonier, S., & Loufrani-Fedida, S. (2014). Stakeholder analysis and engagement in projects: From stakeholder relational perspective to stakeholder relational ontology. International Journal of Project Management, 32(7), 1108-1122.
Ruesch, J., Bateson, G., Pinsker, E. C., & Combs, G. (2017). Communication: The social matrix of psychiatry. Routledge.
Svejvig, P., & Grex, S. (2016). The Danish agenda for rethinking project management. International Journal of Managing Projects in Business, 9(4), 822-844.
Tenera, A. M. B. R., & Luís Carneiro, P. (2014). A Lean Six Sigma (LSS) project management improvement model. SELECTED PAPERS FROM THE 27TH IPMA (INTERNATIONAL PROJECT MANAGEMENT ASSOCIATION), 912-920.
Zhang, Q., & Li, V. C. (2015). Development of durable spray-applied fire-resistive engineered cementitious composites (SFR-ECC). Cement and Concrete Composites, 60, 10-16.