Developing A Stakeholder Analysis Plan For Hospital Construction Project

Project stakeholder analysis of hospital construction project

Internal

External

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

Affected by project results

· Investor

· Internal customer

· Craft

· Users

· Client

· Competitors

· Special interest group

· Public

· Doctors

WHAT IS IMPORTANT TO THE STAKEHOLDER

STAKEHOLDER

STAKEHOLDER

STAKEHOLDER

POWER

PROEJCT MANGER

SPONSOR

INTEREST

PROEJCT MANGER

TECHNICAL TEAM

INFLUENCE

PROEJCT MANGER

TEAM LEADER

IMPACT

ALL THE INTERNAL STAKLEHOLDER

EXTERNAL STAKEHOLDER

URGENCY

PROEJCT MANGER

SPONSOR

TEAM LEADER

LEGITIMACY

PROEJCT MANGER

SPONSOR

EXTERNAL STAKEHOLDER

TOTAL

6

5

3

PRIORITY

KEY

KEY

OTHER

STAKEHOLDER MATRIX

INTEREST IN PROEJCT

STAKEHOLDER

PRIORITY

PRIORITY

MITIAGATION STRATEGY

POWER

PROEJCT MANGER ,SPONSOR

Key

Assess the requirement

INTEREST

PROEJCT MANGER,TECHNICAL TEAM

Key

Improvement throughout the project

INFLUENCE

PROEJCT MANGER, TEAM LEADER

Other

Take input and assess properly in terms of project goal and objective

IMPACT

ALL THE INTERNAL STAKLEHOLDER , EXTERNAL STAKEHOLDER

Key

Improvement throughout the project

URGENCY

PROEJCT MANGER, SPONSOR , TEAM LEADER

Key

Create proper schedule and modify as required with approval from the stakeholders

LEGITIMACY

PROEJCT MANGER, SPONSOR , EXTERNAL STAKEHOLDER

Key

Assess issues, opportunity for improvement and integrate with project

PROJECT DECISSION MAKING GUIDE

METHOD

WHEN

Decision taken by sponsor

Critical decision is needed for project

Project requires huge financial investment

Project requires large financial planning

Decision provided by project manager

Project requires critical decision and modification is not possible in the tie schedule

Decision take  by functional manger

Project requires detailed input regarding project functioning for designing plan for project progress

Discussion between core teams and decision taken by project manger

Project requires core team value for effective execution of the project

Involvement of core technical team

Technical details plays an key role for project integration and execution

Recommendation provided by one or two team members

Detailed investigation is required and team value plays a critical role for project success

Decision taken by one or two team members

Detailed investigation is required, however no need for team input

STAKEHOLDER ENGAGEMENT ASSESSMENT MATRIX

Stakeholders

Unaware

Resistant

Neutral

Supportive

Leading

Craft team

B

Technical team

A

B

Medical team

A

Non-medical team

C

B

Project investor

C

B

Statutory authorities

Departmental team

B

Local, and National authorities and governments

A

B

Environmentalists

Local communities

C

B

The general public

Interests groups

B

Real estate owners

B

A

Nearby residents

B

A

Trade and industry

A

Social Services

C

Environmental regulators

B

B

Special interest group

C

Union

B

A

Competitors

B

PROJECT COMMUNICATION MATRIX

Stakeholder

Learn from

Share with

Timing

method

Owner

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

Project team (crafts team, technical team, professional group  )

Mistakes and priority

Collaboration

As required by the project

Email, intranet, push message

Team leads

Project team (crafts team, technical team, professional group  )

Requirement and progress of project

Collaboration

Every alternative week

Meeting

Project manager

Sponsor and investor

Mistakes and priority

Approval for the project

as required  

Email/voice mail

Project manager

Sponsor and investor

Mistakes and priority

Project status

Monthly

Meeting

Project manager

Vendors

Requirement and priority

Detailed project status

Weekly  

Email

Project manager

Vendors

Project progress and success

Collaboration

As required

Email

Project manager

Project Meeting Agenda

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

Project Meeting Minutes

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.

Project Issues Log

Name

Date Opened

Originator

Potential Impact

Progress

Governmental Objection

5/8/18

State Government

Delay in project

Government will send approve letter within two weeks

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.

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.

Name

Date Opened

Originator

How Resolved

Date Closed

Communication Gap

5/8/18

Team management

Follow up has been taken of the team members

14/9/18

New Technology Implementation

5/8/18

Engineer Team

Proper training has been given

7/9/18

Height Related Safety issue

9/10/18

Construction Team

Proper caging has been done in the outer portion of the building.

20/9/18

Project Meeting Plus-Delta Evaluation

+

Δ

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.