Running Head: PPM

PPM Assignment

PPM Q. Summarize the governance problems and suggest solution.

Effective and efficient project manager re uires intuitive and anal!tical s"ills for the identification of sta"eholders. #t is important for the success of project that all sta"eholders sho$ their interest in the project. %or the success of the project&s deliverables it is ver! important that there should be good relationship in management s"ills so that objectives of the project can be achievable. 'roject manager has to identif! best sta"eholder $hich can fulfil project needs and re uirements. Successful managers understand the concealed po$er and its influence on main sta"eholders. Sta"eholders are ver! useful in the project and the! are considerable assets of project. 'roject management re uires a mi(ture of commitment and enthusiasm through the energ! of sta"eholder. )he problem for project managers is the! should "no$ $hen the! $ill connect to the organizational grid. #dentification of "e! sta"eholders is ver! necessar! for the success of project. 'roject managers also re uire giving attention on needs and the e(pectations of a $ide range of sta"eholders. *+erzner, 2-1./ 0 project can impact a broad range of people and sta"eholders focus on e uit!, social and justice rights. #t is important for the project manager to identif! important sta"eholders because $ith the passage of time the! have strong impact on the project. 'roject manager has to build good relationship $ith sta"eholder because sta"eholders react to change. 1! developing corporate relationship and mutual trust organization can attain competitive advantages. )he most important thing is sta"eholder po$er and its influence on the project. #t is sometime becomes ver! difficult for the project manager to develop a good relationship $ith the sta"eholder because sta"eholders have po$er and influence on the project. )here are four "inds of sta"eholders& project leader, outside service, team members and clients. *S2derlund, 2-11/ Ever! sta"eholder has its o$n interest so important for project manager is to understand the interests of ever! sta"eholder. 0part from that ever! sta"eholder has its o$n needs and $ants. #t is necessar! for the success of project that needs and $ants of ever! sta"eholder should be meet. )here are some groups $hich are invisible but their support and cooperation is ver! vital for the success of project. 3et$or"s of famil! support are included in these groups. )here are also social net$or" and communit! of practices $ho have a strong influence on project. #t is necessar! for the project manager to consider all these sta"eholders because sta"eholders have po$er and influence on the project. #t is important to develop good relationship $ith these sta"eholders so there should be no comple(it! in project. Sta"eholders have po$er $hich forms coalitions and communities so that ever!one can learn from each other. )his po$er leads to$ards communit! of practice *45'/. 'roject manager usuall! finds difficult if there are communities because it is usuall! difficult for the project manager to have a control on the ever! communit!. *+aufmann, +raa! and 6astruzzi, 2-1-/ #t is important to manage sta"eholder and the first step in this process is identification of sta"eholders. Ever! sta"eholder has different impact on the project and sta"eholder behaviour on project team. )he biggest problem $ith project managers is that man! sta"eholders and individuals are usuall! e(ternall! and it is usuall! difficult for project manager to achieve processes of project. 'roject manager could not coordinate $ith the e(ternal sta"eholders because the! have not much po$er in the organization to communicate $ith e(ternal sta"eholders. 'roject manager does not have control on the e(ternal sta"eholder. 0part from that man! internal individuals are outside the boundar! of project manager. 0nother important point is that project manager has to access the ris" of project. #t is necessar! to access the ris" of ever!

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sta"eholder because ever! sta"eholder has different interest in the project. *Small$ood, +uhl and %raser, 2-1./ )eam members in the project are also ver! important as in ever! stage of project team members pla! vital role. )here are different team members in ever! project depend on the nature of project. #f the project is related to construction then team members should be lin" $ith the construction field. #f project is related to some technolog! developing then team members should be technicians. )hese team members pla! their role in ever! stage of the project. )eam members are usuall! responsible for producing deliverable and to e(ecute tas"s according to the plan of project. #n the larger projects team members usuall! pla! role of leader. 0ll team members have same interest as all members $or" to complete the project in time and in effective and efficient $a!. )eam members also ma"e sure that ever! stage should be complete in time and according to the plan. *4handra, 'utu, 0rtama,7iguna and +aming, 2-12/ 1oth project manager and tea member ma"e sure that project is in right direction and according to the project plan. 'roject manager and team member have almost same interest because both project leader and team member $or" for the project and the! tr! their best so that other sta"eholders do not disappoint $ith the performance of team. #t is also important to get the sponsors for the project. #f performance of project leader and team members is e(cellent then in the future the! $ill get more sponsors for the project.

BENEFITS REALISATON PLAN TEMPLATE (Rev B)

Description of the Benefit Description of Current Target KPI Measure after Triggers or events that T"pe of Contribution to Strategic and Corporate to be Achieved Situation/ Performance of the Planned Change ill cause the Benefit to the Business #b$ectives and the Business Process be !ealised outcomes Supported b" this Benefit

Project Name: Implementation of internet and intranet email system

Reduce the paper work Easily maintain work Lot of paper work More reams of papers Email and intranet is distributed in staff system develop 'elps to maintain cost low Information can distributed amon) people easily (taff trainin) ost Reduction !round "#$ reduction in e%penses *ork load is minimi+e an communicate outside as well as inside in more effective way

&ifficult in maintain work &ifficult to find records

Effective communication !ccessible of information

,eep records

Information can be published

-etter communication

No proper *ith proper communication way communication staff can work effectively

Easily accessible information

Project Name: Implementation of 'uman Resource .Employee (elf (ervice/

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Reduce the cost form 0orm are circulated manually Lot of time is now saved -efore no proper system ost has been controlled 1ime savin) &evelopment of E(( system (taff trained ost reduction

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Reduction of e%penses Reduction of work load !ccessibility

*ork can be done in a proper way Everyone will work easily due to proper system

Increase in productivity Reduce work load

Reduce the work load

Easily access

References 0altonen, +. *2-11/. 'roject sta"eholder anal!sis as an environmental interpretation process. International journal of project management, 29*2/, 19:;1<.. 1ruce, R. =., >ones, 6. '., ? 4allahan, R. 3. *2-11/. 0 40SE S)@=A %5R 030BAC#3D )HE #6'04) 5% S)0+EH5B=ER =E4#S#53S 53 'R5>E4) =@R0)#53. Technology Interface International Journal, 12*1/. 4handra, H. '., 'utu 0rtama 7iguna, #., ? +aming, '. %. *2-12/. #=E3)#%#40)#53 E0R#01BES 5% S)0+EH5B=ER S0B#E34E 53 453S)R@4)#53 'R5>E4). International Journal of Academic Research, 4*2/. +aufmann, =., +raa!, 0., ? 6astruzzi, 6. *2-1-/. )he $orld$ide governance indicators: methodolog! and anal!tical issues. World Ban policy research !or ing paper, *:8.-/. +erzner, H. R. *2-1./. "roject management# a systems approach to planning$ scheduling$ and controlling. 7ile!. +rane, H. '., RolstadFs, 0., ? 5lsson, 3. 5. *2-12/. 0 4ase Stud! of Ho$ Sta"eholder 6anagement #nfluenced 'roject @ncertaint! Regarding 'roject 1enefits. International Journal of Information Technology "roject %anagement &IJIT"%', (*2/, 21;.G.

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+$an, ). 7., ? Beung, H. +. *2-11/. 0 ris" management methodolog! for project ris" dependencies. )oft!are *ngineering$ I*** Transactions on, (+*:/, 9.:;98< Bittau, '., >ujagiri, 3. >., ? 0dlbrecht, D. *2-1-/. 2: !ears of sta"eholder theor! in project management literature *1H<8I2--H/. "roject %anagement Journal,41*8/, 1G;2H. Small$ood, 4., +uhl, >., ? %raser, B. *Eds./. *2-1./. Time and "roject %anagement )trategies for ,i-rarians. Ro$man ? Bittlefield. S2derlund, >. *2-11/. 'luralism in project management: navigating the crossroads of specialization and fragmentation. International Journal of %anagement Re.ie!s, 1(*2/, 1:.;1G9.