W4_MA_Internal Stakeholder management

Problem Definition

In Blogs posted in W2 and W3, external stakeholders of any project (mainly IPP project) during the development stage were analysed. In this blog, the internal stakeholders will be analysed using similar method that was used in W2 blog. 

 Identify the Feasible Alternative

Similarly, the internal stakeholders are more effective to the project and more management work is required for a project to be successful without any delays. The stakeholders normally fall into categories which are [2]:

• Beneficiaries: usually are the end users or any party that will benefit by the completion of the project.

• Negative Beneficiaries: this could be a temporary or permanent impact to any stakeholder usually in the execution phase of the project.

• Implementers:  in this case, the implementers are defined by the project developer who will be Building, Owning and operating the project. 

• Decision makers: usually being the government agencies or asset/ operation managers in later project stages.

• Financiers: This includes the banks, shareholders, bond holders or those in the finance or accounting department. 

• Regulators: Any governmental entity that regulate the whole process from developing the project the decommission.

However, in this case most of the internal stakeholders here are Decision makers and Regulators.

Development of the Outcome for Alternative

For all of the project in the development stage in the company, there are 5 main internal stakeholders which are Authority for Electricity Regulation (AER), OPWPT-Internal Tender Committee (ITC), OPWPT-Technical Committee (TC), OPWPT-Purchase Working Group (PWG) and Project Team (PT). the AER here considered as part of the internal stakeholders as they are going to be approving some of the main documents.

Table 1

Each of these stakeholders have different effect on the project and there are involved in different stage of the project, therefore a stakeholder analysis which would identify the type or the strength of involvement in the project. 

Table 2

Selection Criteria

From the analysis above the stakeholders can be ranked in as shown in table 3. 

Table 3

The totals represent the level of involvement of the stakeholders, the higher the rank and more involvement in the project.

Analysis and Comparison of the Alternative

In this case almost all of the internal stakeholders have the same interest in the project and only the power will differ from one to another as shown in Figure 1. 

Figure 1

Selection of the Preferred Alternative

In Blog W2, it was stated that “There are many ways to improve and encounter issues that might arise during the project development stage. The project managers should take the following action with stakeholders in each quadrant as shown on Figure 2 [3].

Figure 2

• High power, interested stakeholders: these stakeholders shall be fully engaged and satisfied.

• High power, less interested people: shall be kept satisfied and more effort shall be made to get their interest in the project. 

• Low power, interested people: must be adequately informed, and no major issues are arising. 

• Low power, less interested people: these stakeholders should be monitored but no excessive communication is required [4].” [1]

However, due to the similarity of the interest in the project the internal stakeholders will be distributed between “Encourage and influence” and “Keep informed”. The AER and PWG would most likely be in the “keep informed” and all the rest of the internal stakeholders are in the “Encourage and influence” section. 

Performance Monitoring and the Post Evaluation of Result

The involvement of these internal stakeholders is similar in all the projects that get through the development stage. The projects of special nature might involve some more stakeholders and this would be require an update.

[1] M. Alabri, 2017, MA_Extarnal Stakeholder management, retrieved from { https://pmpopwp.blogspot.com/2017/11/problem-definition-during-development.html }

[2] IDENTIFYING AND ENGAGING STAKEHOLDERS, GUILD OF PROJECT CONTROLS COMPENDIUM and REFERENCE, retrieved from { http://www.planningplanet.com/guild/gpccar/identifying-engaging-stakeholders } 

[3] STAKEHOLDER POWER/INTEREST MATRIX, retrieved from { https://knowhownonprofit.org/organisation/strategy/directionsetting/stakeholdermatrix.jpg }  

[4] Stakeholder Analysis, retrieved from { https://www.mindtools.com/pages/article/newPPM_07.htm }