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Activity 4

Gautam Gurnani

Summer 2022 - Project Management Processes (BADM-623-M21) - Full Term

Dr. Watts

University of the Cumberlands

May 29th, 2022

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Summary

As stated by the author in the textbook, “If I could choose only one critical success factor

(CSF) for managing a complex project, it would be meaningful client involvement. In the

complex project world, the client may be the best subject matter expert (SME) you could have on

your team for solving unsolved problems and exploiting untapped business opportunities.

Beyond their SME roles, these experts are the owners of the project deliverables. Their

meaningful involvement results in a vested interest in the success of the endeavor. In a sense,

their reputation and credibility are at stake. Project success is measured first by the business

value that the solution delivers and secondly by the successful execution of the process that

created the solution. There is no better way to assure their contribution, commitment, and

participation than to fully involve them in the process of managing the project. That is the

underlying strategy that drives the Co-Manager model.” (Wysocki, 2019, p. 93). The objective of

the complex project is to identify the core requirements in terms of the team structure that will

sponsor the project along with the list of co-project managers and co-product managers, internal

business development leader and client team leaders and other collaborators that will help in

making this a success.

For a mega project – I would set up the following stakeholder matrix for a construction

project that would affect the community. Like a new building.

Identification Stakeholder Type Interest/ Role Impact

Clients External Obtaining the agreed Severe

requirement on time

and budget

Community External Receives benefits. Severe

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Directly affected

Suppliers External Ensuring permanent Severe

and timely payments

Technical and Internal Maintaining the project Severe

Directive team scope, budget and

timeline

Directive Internal Obtaining effective Minor

results

CEO Internal Making sure to be Catastrophic

profitable

Government External Contributing towards Moderate

development and

welfare

Investors and External Receiving interest and Severe

Banks principal amount

In this megaproject, there could be a few stakeholder issues. From the supplier’s side,

lack of supply or availability of raw products. This situation or the issue can be managed by

effectively identifying the capacity and the time line along with the risk constraints (Zhao et al.,

2014). Having additional supplier lined up and ensuring the capacity is split between is a very

effective to manage the risk in these situations. Managing risk is an important aspect of project

management.
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References

Wysocki, R. K. (2019). Effective Project Management: Traditional, Agile, Hybrid, Extreme (8th

ed.). Indianapolis: Wiley.

Zhao, Hwang, B.-G., & Low, S. P. (2014). Enterprise risk management implementation in

construction firms: An organizational change perspective. Management Decision, 52(5),

814–833. https://doi.org/10.1108/MD-02-2014-0082