Impact Of Technical And Stakeholder Issues On Organizational Projects

Question: Discuss about the Impact Of Technical And Stakeholder Issues On Organizational Strategic Projects. Answer: Introduction Stakeholders may be referred to as any individual or a group of people who either negatively or positively influence, impact or contribute to the decisions of an organizational project or activity. Stakeholders are grouped into two categories depending on their contribution into the organization, that is to say, primary or economic stakeholders and external or secondary stakeholders (Zhai, Xin, Cheng, 2009, p.110) Among others, the primary stakeholders include the owners of the business, creditors, customers, clients, suppliers, distributors, the employees of the company, contactors, and vendors among others. On the other hand, the secondary stakeholders include the government, media, academic institutions, the local community, trade associations, competitors of the business, academic institutions among others (Wang, Huang, 2006, p.260). It should be noted that the external stakeholders are not fixed. However, they are dependent on their connection to the business (Tesch, Sobol, Klein Jiang, 2009, p.660). In other words, the external stakeholders are not directly linked to the organization but they are able to influence the decisions made the organization. For example, before any business tags the prices of its goods and services, it has to first consider of the price of its competitors goods (Chourabi et al., 2012, p.2289). According to various findings of, it is reported that many different factors should be integrated together in order to achieve a successful organizational strategic projects. Among others, include participatory planning that demands the involvement of the most important and concerned stakeholders. The vast amount of skills, knowledge, and information possessed by the stakeholders should effectively be utilized in order to find the workable, sustainable, and most efficient solutions (Mller, Jugdev, 2012). This brings in the definition of the stakeholder analysis, which is the process of critically identifying, evaluating, and analyzing of stakeholders which I turn provides a strategy for effective allocation in regard to their fields of specialization and competence (Davis, K. (2014, p.200). According to the organizational andmanagement literatures, it has been consistently demonstrated that leadership andchange management significantly contribute to the success of projects in question. Such a hypothesis has currently led to the development of independent projects that require the application of the knowledge of project management techniques, tools and skills to make it a success in its implementation (Belout, Gauvreau, 2004, p.10). This has brought an inevitable question of whom to assign the business change between the project managers and change managers (Mahaney Lederer, 2006). Besides, these are not the only rivals, the senior managers and corporate executive still have it that they are the most competent personalities and should take the leading role in handling these processes although they may need the help of the changer managers and project managers. As it has been initially stated, all the competing groups of people are stakeholders of projects, be it projec t management or change management. It can therefore be noted that stake holders play the most important role in the success of any project (Belout, Gauvreau, 2004, p.10). From the theoretical review, the research indicated that there was an increasing demand for project portfolio management as it played an essential role in project success. A comprehensive involvement of external stakeholders like the suppliers improves product quality, speed, and productivity in product development. The study emphasizes customers and external suppliers as the most important external stakeholders (Atkinson, Crawford, Ward, 2006, p.670). The productivity of a newly established product is highly dependent on the type and quality of coordination between the portfolio project management and the concerned stakeholders that is to say, both internal and external stakeholders. Zwikael Globerson, (2006) used regression analysis to approximate the impact of stakeholder analysis on the performance of an organization. From the finding, there was a consistent positive and significant correlation that existed among the variables (Khang et al., 2008, p.80). However, the success of the roles played by the stakeholders in any company or organization is dependent on the functional and structural design. In other words, the stakeholder design must be supported by the members of the management team and accepted by the company for its success during the implementation. In relation to relation to different research studies, professionals pay more attention to user centered design, which emphasizes user experience when designing the user needs of the stakeholders (While it is typically important to understand user needs and experience, it is not enough to produce a successful design. It is therefore important to have an insight of the user perspectives and goals of the stakeholders in order to win their buy-ins and be considered successful in the place of implementation/ corporate work place (De Bakker, et al., 2010, p.500). There has been increasing cases of stakeholder conflicts in the corporate workplace, for example, in a manufacturing industry, the worker may demand for high level of automation and personal control of the work practice in the factory design while the manager my prioritize work standardization and efficiency in the factory work which also demands for a different design of the factory structure (Diallo, Thuillier, 2004, p.25). In certain circumstances, different stakeholders may as well have different goals. For example, a case where the CFO wishes to have fulltime view of the factory inventories while the managers aim is to maximize the factory output. In this case, since the CFO employs the manager, the factory output will have to be cut reduced in response to the wish of the CFO. Cases of this kind minimizes company/ organizational efficiency and effectiveness (Ogunlana, 2010, p.230) Although design usually occurs in a complex context, it needs to fulfill the stakeholders designers tools to ensure that the business goals are fulfilled by the recommendations (Belout, Gauvreau, 2004, p.10). When analyzing stakeholder design, it is relevant to consider the historical perspective/ view of how it has been used/ applied overtime. This is important in giving a framework of the working design basics for the best outcome of the design. Stakeholder analysis is important in creating design solution that is most appropriate for a given business context or environment. In other words, it avoids, else reduces divergence in goals of the stakeholders, which in turn cuts down inter-conflicts within the organization. Of Couse it is absolute that if there is minimal or no conflict in an organization, there are higher prospects of achieving and attaining successful projects (Belout, Gauvreau, 2004, p.10). One of the important roles played by the analysis of stakeholders is ascertaining speculations of the project and developing a more general functional design that can win the support of the management team as well as the development team. This phase usually arises in the middle of the project cycle in which case, it finds when most stakeholders have had a chance to stakeout their respective positions in the project Potential objectives are also anticipated as a result of stakeholder analysis and thus, such objectives are put at the upfront as priorities to achieve the project. This engages the personal involvement of individual employees of the firm (Belout, Gauvreau, 2004, p.10). Steps in stakeholder analysis In review of literature, a successful project are ones that follow the basic steps in stakeholder analysis. Some of the basics steps to follow during stakeholder analysis include Identification of organizational stakeholders. Basically, the first step in stakeholder analysis is identifying the members in the committee. A thorough examination is taken to identify all the members/ individuals whom their actions, reactions or non-participation my positively or negatively impact on the organizational project. It is typically true that the success or failure of any business is dependent on the caretakers, managers or team leaders (Belout, Gauvreau, 2004, p.10). To ascertain all the organizational stakeholders, the designers should pause what the possible challenges are in response to the organizational project. By answering this question, the individuals who will provide solutions to such challenges will definitely be part of the stakeholders. Organizational charts may also be important although it is in most cases not fully reliable and representative of the patterns of influence (Ives, 2005). Another way of identifying stakeholders also include the use of meetings. When sharing meetings, questions can alway s be paused to the members concerning the likely parties to be involved or affected by the project. By so doing, the designer can meet with such individuals to evaluate and establish their attachment or concern in relation to the project. However, it is sometimes hard and difficult to meet with the influential stakeholders of the organization. For cases of this type, an interview should be organized with the subordinates of the stakeholder. If the project is typically important to such a stakeholder, the designer will be able to fetch the required information from the responsible subordinates. If need bees, further information may be got my contacting the individual in person (Belout, Gauvreau, 2004, p.10). Basing on research findings of much literature, there has been negligible concern for the external stakeholders of an organization. However, it is equally important to consider the possible external stakeholders of the business. It has been proved that if the demographic information is not carefully taken, it may negatively affect the success of the business. For example, if a firm is planning the production of new products in a given area, if the government policies regarding the particular product is not established, there may be possibility that the product is highly taxed and such consequences will definitely drive the firm out of business. Furthermore, if the firms production cost is greater that its rival production cost, it may not be able to compete favorably with its rivals. This makes it inevitable to consider the external stakeholders of any given project prioritizing of stakeholders It is highly recommendable that a table which estimates the level of influence that particular stakeholders posse in the organization should be drawn. As meetings are conducted, the interest particular stakeholders should be noted with respect to their interest in the project. Such stakeholders are broadly categorized into four groups, that is to say High interest high influence. It is palatably true that some stakeholders may have a substantial influence in particular projects basing on the roles they are meant to take on. On the other hand, they may still be highly interested in the project (Kappelman, et al., 2006, p.35). The views, ideas, and suggestions of such stakeholder should be taken with high priority. These are normally potential appraisals, recommendations, and objections. Low influence, high interest. This is the second group of stake holders who hold interest for the project but in actual sense, they have limited influence in the decision making process. Stakeholders of this kind may be a vital source of information if at all they are not opposing the project. It is however also important to note that if oppositions arise, it calls for a review to ascertain the source of opposition, weather legit or not. The high interest stakeholders with low influence tend to monitor the progress of the project. The designer should therefore take such advantage in examining and evaluating the weaknesses of the project design in reference to the high interest-low influence stakeholders (Ashurst, Doherty, Peppard, 2008, p.360). Low interest high influence stakeholders another group of stakeholders are those who posses high authority with low interest in the organizational projects. Such stakeholders do not closely follow and monitor the progress of the project as they regard it of less effect to them although they ranked higher in the organizational management. It is important to note that the success of the project is greatly dependent on such individuals. This is because they are able to exercise their authority for the success or failure of the project. such individuals may also be a good source of information. This is because they are able to access the institutional database, and they mostly have an insight of how the institution runs Finally, low interest, low influence. Less time should be dedicated to such stakeholders with less interest and less influence. Usually they impact they create is negligible. In other words, they tend not to impact so much into the project (Alzahrani, Emsley, 2013). understanding stakeholder perspectives The designer has to conduct a semi-structured interviews help in establishing an understanding of the stakeholders who are to dealt with. In the semi-structured interview, open-ended questions can be modeled for the stakeholders to givi in their views and perception. How they ought the project to be executed, the likely weakness, the sources of the weaknesses, how the weaknesses can be overcome, among others. By asking such open-ended questions, more broad answers can be got for the positive improvement of the project Papke et al., 2010) incorporating stakeholders perspective into design After having a clear understanding of most of the stakeholders and main players of the project, lines can be drawn on what to implement and what not to implement. However, the opinions of the main stakeholders should carefully analyzed and put into actions. In other words, if the opinions of the main stakeholders are deliberately ignored because they dont meet the standards, it may lead to unfavorable consequences. With the highlighted steps above critically followed in a logical order, there can be high prospects of attaining a positive result as a result of conducting stakeholder analysis in a project (Duy Nguyen et al., 2004, p.410). Reasons as to why it is important to engage stakeholders. Stakeholder engagement can typically be understood as the logical process through which a company interacts and communicates to its stakeholders with the aim of achieving a particular outcome and improving on the accountability. Initially, engagement was ultimately anchored on the risk mitigation basis. However, organizations have become proactive due to the change in the corporate social responsibility in relation to an organizational profitability and sustainability. Identification of strategic opportunities, a company can be able to identify the availability of new business opportunities and strategic market segments that best fits the business. Basing on the fact that stakeholders involve individuals of various profession, more diverse opportunities can be realized as a result of the discussions involved. This makes it very vital to identify the most competent specialists when choosing the internal/ direct stakeholders of the firm. Dinsmore Cooke-Davies (2005) have it that the most successful projects are basically due to the competence of the organizational project stakeholders. An insight can therefore be drawn from the view of engaging individuals of diversified experience in particular departments. Improvement in the productivity of the organization beyond the expected ratio. A well and logically organized stakeholder engagement and analysis can help in identifying fields and areas in which a company can become more efficient than its current state. With the help of the employees who have a familiarity of the company, the weaknesses and the strengths can easily be assessed and strategies laid up for the improvement in production of the company. This is based on the believe that as stakeholders are employed in a company/ organization for a longer period of time, they are able to use the past information/ to predict the possible outcome of the company if it takes on new initiatives (Christenson, D., Walker, D. H. (2004).. According to Miller Lessard, (2008), Pooling of resources to form partnership can easily be achieved through stakeholder merging and management. It can often be hard to raise sufficient funds to fulfill certain projects which require a lot of finance. More funds can therefore be raised when independent capitals are pooled together. This has been witnessed in top companies of the world for over decades. More investments can therefore be realized a result of effective stakeholder management.in their findings, financial support can easily secured from financial institution when a business is operating as a company than when it is being run/ operated by an individual. This has proven to be true in the business world where banks prefer offering support to finical institutions that are group owned (Ika et al., 2012, p.115). Hornstein, (2015) has it that stakeholder engagement in decision-making is a prominent strategy of building trust and commitment of individuals to the company/ organization, according him, individuals directly feel involved as part of the organization and therefore any failure of success of the organization will be associated to them. As a result, the concerned parties / individuals can direct more morale, and dedication into the organization with the aim of achieving success. In other words, stakeholder engagement is an indirect way of arousing performance of the individuals involved or engaged in the company. It is however important to note that stakeholder engagement requires skills, knowledge, time and resources which may not effectively be provided by some business more especially the small ones. It is not specifically certain that there is one specific pattern or approach of engagement rather, it is dependent on the size of the organization and its working relationship with its stakeholders. Typically, it is important to consider (Lin Moe et al., 2006, p.400) Identification of the possible and most efficient channels of communication that can be used during the stakeholder engagement. For example, use of staff meeting when communicating to the employees of the organization. Seeking of third party organizations that may have extra additional information that could serve as an effective intermediary between the organization and the employees (Shenhar, Dvir, 2007). Methods of engagement The methods of engagement also serve a very vital role on how the stakeholders contribution affects the organizational success. It is mainly reliant on the type of task or responsibility that has been assigned to the individual (Agarwal, Rathod, 2006, p.360). Among other methods, include Consultations this is a method where a country asks for a stockholders perception/ view in relation to the current ongoing project. In other words, the stakeholders provide their suggestions of how things ought to be done according to their views. Such information is evaluated and later used if policy and decision making processes. This method mainly involves a single flow of information from the stakeholders to the management or the company initiatives (Agarwal, Rathod, 2006, p.360) Participatory method this is a form of engagement that involves a multi-party conversation or a two-way communication where ideas are shared and a common mutual understanding is developed among the members. In this case, the stakeholders are open defending their views, and the decision taken is usually democratic. In other words, the decision taken is based on the majority criterion. Communication this is basically the passing of information regarding the change or adjustment in the organizational operations. This form of stakeholders engagement is mainly informative as it involves just but informing the employees about new changes, development, and schedules (Dvir, Lechler, 2004, p.10). Partnership this mainly involves collaboration between or among stakeholders, in most occasions, with the aim of pooling capital for a bigger and more profitable operation. For this cause to be relevant and valid, the stakeholders should have a common mutual interest. Combining of resources and areas of expertise helps n the reduction of risks and improving on the efficiency and turnover of the business (Aaltonen et al., 2008, p.510). Negotiation can help in establishing the terms of operation among the capital pooling parties, for example how profits can be shared, losses, tasks, and responsibility among others. This type of stakeholder engagement is usually common in collective bargaining, multi stakeholder projects, alliances, joint ventures, among others (Mller, Jugdev, 2012). Empowerment this is a form of engagement that involves giving responsibilities and legal recourse to the stakeholders in order to influence the cooperate governance and operational decision-making process of the company. In this case, it encompasses the legal authority granted to a particular employee to have total control of the organization and take the leading role of decision-making process Papke et al.,2010) Conclusion From the above discussion, it an insight is developed that, technical and stakeholder issues have direct impact on the degree of certainty of success of a given organization. We realize that if stakeholder analysis are rightly and correctly followed in line with the established standards and the current strategic objectives of the organizational goal, efficiency, effectiveness and success can easily be attained. On the other hand, the vice varsa is also true. If the design are not well structured and stakeholders fail to buy the ideas of the designer, it is most likely that the organization project will fail. We also discovered that stakeholder analysis is very important in the success of any organization as the relevance were also discussed previously. It is therefore important to conclude that the technical and stakeholders issue should comprehensively be handled in an integrated way. That is to say, while considering the standards of the established literature, the views perceptions and perspectives of the stakeholders should be considered References Aaltonen, Kirsi, Kujala Jaakko, and Oijala Tuomas. "Stakeholder salience in global projects."International journal of project management26.5 (2008): 509-516. Agarwal, N., Rathod, U. (2006). Defining success for software projects: An exploratory revelation.International journal of project management,24(4), 358-370. Alzahrani, J. I., Emsley, M. W. (2013). 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