Data Analysis And Results Of An Participant Demographic Profile

I analyzed Census track 014200 which is located on the Upper East Side near Central Park East and well-known avenues such as Madison and Park. The area consists of a population of 4,462 people; 91%White, 4% Asian, 4% Hispanic, 1.4% Other and 0.4% Black. In addition, I examined track 027500 located in my neighborhood of Jackson Heights, Queens. Track 027500 contains a population of 6,887 people; 73% Hispanic, 16% Asian, 8% White, 1.9% Black and 1.2% Other. The two tracks are drastically different in its demographic composition as well as its economic status. The Upper East Side neighborhood is highly homogeneous, compromising of less than 10% minorities compared to Jackson Heights which is made up of 92% minorities. Jackson Heights is a largely

Stakeholders are defined as any party that has an interest or concern in an organisation (Slack 2012). As such a stakeholder can be from the internal or external environments (Baltzan 2010). We will look at each of these separately

The cornerstone of stakeholder management understands who needs what information and when or how often they need it. There will also be stakeholders who support the project and those who may either be opposed to it or who present obstacles to the project’s success. Your stakeholder management strategy must be geared toward maintaining support from those who are in favor of the project while winning over those opposed or at least mitigating the risks they may present. By understanding what a

In order for the project to be successful, there must be buy-in from those who are affected. Those stakeholders, according to Friedman and Miles (2006) are any group or individual who can affect or is affected by the achievement of the organization objectives. Consideration should be given to both internal and external stakeholders when strategic changes are made (Ginter et. al, 2013).

To identify the main stakeholders we have to differentiate the qualities and recognise the levels of significance they hold to the organisation. We can do this by analysing stakeholders by categorising them, such as internal and external stakeholders and by using the power interest matrix as shown in appendix 2.

well. For example, offshore IT workers in this case study could not be relied upon

However, it is difficult to identify and categorize stakeholders because it is a quite subjective procedure and depends on the perspective of each manager (Mishra A., Mishra D., 2013). Moreover, it is unlikely to satisfy every stakeholder since their interests are usually conflicting and are likely to change during the project lifecycle. Hence, the challenge for the project manager is to evaluate stakeholder needs for the project and decide which needs are more important to be covered (Assudani and Kloppenborg, 2010). Stakeholder management is a difficult procedure since there is no standardized process or method to be applied. Project managers, which will be responsible for that, should have a lot of experience, skills and capabilities to manage the relationships with the stakeholders. Project managers should apply stakeholder management effectively to minimize the uncertainty created by the stakeholders and lead the project to a success. For this reason, there is a project stakeholder management (PSM) systematic process which can help managers to deal with stakeholders. In this process, there are six steps that a manager should follow in order to complete successful projects (Karlsen, 2002). In the first step the manager should determine the purpose of the stakeholder management process and plan the activities. Second and very important step is to identify existing and

There are numerous ways in which stakeholders can be defined, and it comes down a project team’s definition of stakeholder that has a large bearing on who will be identified as a stakeholder. Nutt and Beckoff (1992: 439) define stakeholders as ‘All parties who will be affected by or will affect the organization’s strategy’, while Eden and Ackermann (1998:117) define stakeholders as ‘People or small groups with the power to respond to, negotiate with, and change the strategic future of the organization’. Nutt and Beckoff’s definition is very broad while Eden and Ackermann’s definition is more specific; as to be a stakeholder the party must have the power to

This work is based on the premise that stakeholders have a huge level of influence on a project and they explicitly or implicitly have a high stake on the success or failure of a project. It’s a common understanding that the success and effectiveness of a project is directly proportional to the competency of the project team. Rarely is it understood that the success or failure depends on actual contributions from multiple sources like senior management, operational and functional managers, suppliers, contractors, support teams, customers and the project sponsors. The project manager owns not only the project but also the task of having all stakeholders and dependents involved. The project manager must have a substantially broad influence circle, and their management style requires constant interaction to gain the cooperation and attention of those on whom the project depends. Precisely, the project manager must be a natural leader than a good manager.

During 1970s success focused on time, cost and quality, which were the main factors for a project to be considered as successful. The following decades 1980s and 1990s there was a move towards the view of the project in relation to client’s organization. This had as result the production of a list of Critical Success Factors, which showed the importance of how Project Managers and Project Team perceived success. During 1990s and 2000s the Critical Success Factors were developed and the involvement of internal and external stakeholders was identified as important to the success of the project. Nowadays, the term success tends to focus more on stakeholders and project life cycle goals. In addition to this, the role of the

Each build consists of many interrelated tasks. To keep the projects on track and on schedule, project managers leverage their communication skills, expertise and troubleshooting acumen.

Management of project personnel is also an important responsibility of the project manager. Project human resource management involves identifying, recruiting, and maintaining a project team with the right mix of technical and knowledge experts (Kerzner, 2003). Project communication management involves creating a work environment that facilitates the proper communication channels for the collection and dissemination of information related to planning, implementation, and completion of the project. Project risk management involves identifying risks and incorporating processes and procedures to mitigate against risks to the completion of the project. Finally project procurement management involves identification and implementation of processes that facilitate the planning and procurement of resources and necessary documentation for completion of the project (Burke, 2001, pp. 8-9).

1) A project manager is the individual who has the general obligation regarding the fruitful start, arranging, outline, execution, checking, controlling and conclusion of a task. The occupation title is utilized as a part of development, petrochemical, building design, data innovation and various commercial ventures that deliver items and administrations. The project manager must have a mix of aptitudes including a capacity to ask infiltrating questions, distinguish implicit presumptions and resolve clashes, and in addition more broad administration abilities. Risks emerge from uncertainty, and the effective project manager is the person who concentrates on this as the principle concern. The greater parts of the issues that

The success of any organisation or project depends on proper synchronization of different supportive factors ranging from full understanding and application of general organizational philosophy, proper use of resources, prudent leadership and dependable systems of a particular business set up. Organizational systems or structures are not static as they are directly linked to the strategies in place at a particular time Media: (50 Lessons, (2004) ). All these factors are important for effective project execution and realization of organisation goals. With the foregoing dependencies, it is imperative therefore, that project managers study the mission and vision statements of the organisations that they work in or work for so that they work well while knowing the kind of organisation culture that surround them and the general expectations thereof. As organization cultures and labour force in place differ from industry to industry, project managers’ decisions on team role composition are therefore influenced by varying contextual situations in which projects that they lead exist.

Key stakeholders can assist researchers in different stages on their researches. They could help the researcher before the research is conducted, while it is being conducted, and after the research result is collected. On the other hand, without the support of stakeholders the research may be incomplete and criticized. It is vital to understand and accomplish stakeholders’ interests and needs from the very beginning of the research.