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U20592 Project Environment And Planning

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U20592 Project Environment And Planning

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U20592 Project Environment And Planning

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Course Code: U20592
University: University Of Portsmouth

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Country: United Kingdom

Questions:
1. Critically review the environment and context in which projects are conceived and realised.2. Evaluate the employment of project management in introducing change and delivering benefits.3. Review and develop project lifecycles and the overall framework and processes of project management.4. Analyse and review methods for defining the scope/deliverables of a project and project requirements.5. Demonstrate a comprehensive knowledge of standard techniques for planning and scheduling a project.6. Explain Quality Management requirements and explain quality processes commonly used in the project environment.7. Critically evaluate the nature and causes of project success and failure.

Answer:
Introduction
A project can be given a tag that it is successful if the project meets the objectives of the customers and the expectation of the stakeholders. The role of the stakeholders in the concept can be stated to be very much important which can directly guide a project to the factor of success. The stakeholders are individual who either care about the project or have directly vested their interest in the working of the project (Wang & Sengupta, 2016). These are the people who directly get linked with the working of the project and sometimes have a gain and a loss area relating to the project. The project would be delivered to the standard of expectation with the involvement of the stakeholders who are the motorist of the project and impact the project in a positive manner. The sector of decision which is relating to the impact sector of the project is sometimes made from the end of the stakeholders hence the role which is related to the stakeholders is very much important in the process of the project.
Discussion
The sponsor of the project is generally the executive within the working of the organization with the direct authority to enforce decision and assigning of the resources, is a stakeholder. In a complex project it can be stated that the resources allocation is one of the sector which is important in the domain of the working of the project which needs precise decision making areas. There are different moveable parts which are part of the process of the project management process which can be taken care of in order to reach the project to the anticipated level of success. Some of the stakeholders in the sector of the complex projects are the project team, project manager and even the government officials (Pandi-Perumal et al., 2015). It can be stated to be a very important task to take into consideration the requirement of the stakeholders and the identification of the stakeholders. 
The above figure can be considered as a sample which is related to the features of the project management that involve different kinds of stakeholders involved into the working of a typical project. The study of the above images can help in the identification of certain factor which is related to the stakeholder’s management in a complex project. Firstly, the number of stakeholders which is dealt by the project manager will directly ensure that they would be having a complex job in the hand through the life cycle of the project (Doorley & Garcia, 2015). Any form of problem seen in the working concept can directly hamper the success factor of the project. Secondly the diagram shows that the manager of the project has to directly deal with the people who are not directly connected with the working of the domain and also with the people who are directly linked with the working of the project. one of the example which can be stated here is that if the supplier is late in the concept of the delivery of the crucial part of the project which can hamper the schedule of the project (Baumann-Paulyet al., 2016). Enhancing the sector of the working of the domain it can be stated that the role of the stakeholders is directly minimized in the sector so that the linkage aspect of the working of the project is minimized. It can be stated that the role of the stakeholders in the sector is crucial in the manipulation of the complex project in the segment of the working of the project.
The managing aspect of the stakeholders in the environment of the complex project can be one of the vital factor which can drive the success factor of the project. One of the primary factor which can be linked to the sector of the working is the identification of the stakeholders who are involved into the working of the process (Andriof et al., 2017). The sector which is related to the delivering of the need of the customer is very much crucial in a complex project management process. The stakeholders can directly get indulged into the concept of the working which would be helping the project to reach to the desired level of success relating to the project.
The factor of cost and time can be stated to be one of the factor which play a vital area in the internal working of the process of the project management. In the implementation of the project it can be stated that the cost and time factor are directly linked to each other. The stakeholders directly manage the overall working which is related to the cost and time factor. In this sector domain of implementation of functionality can be linked which play a role in the sector of the matching the factor of the cost and time (Aaltonen & Kujala, 2016). In most of the cases relating to complex project the factor of time and cost are predefined which is majorly done from the end of the stakeholders and this factor also decides the success factor of the project. The concept of the changes in the project can be one of important factor which disrupt the success factor of the project. it can be seen if the factor of change are ones implemented within the working of the project it can alter the cost and the time factor which is related to the project. according to (Schnackenberg & Tomlinson, 2016). it can be stated that the changes in the project are seen more in complex project due to the factor that it directly governs different factors which are crucial in the sector of the working of the project. “It is vital to the success of a project that all stakeholders agree on how to handle changes.” The changes which are implemented within the working of the project should be informed to the project stakeholders so that they fell the urge of involvement into the working of the project. The fell of belongingness into the working area of the project can be one of the aspect which is related to the managing to the stakeholders.
The domain of communication which is involved into the operation of the project can be one of the areas which can help in the sector of the managing of the working of the stakeholders. The level of communication can be stated to be defined at the start of the project. the manager of the project in this sector has a very vital role to take into consideration the aspect of the communication and the working of the sector so that there is no problem seen in the managing of the stakeholders in terms of the field of communication (O’Riordan & Fairbrass, 2014). The frequency of the communication can be another important factor which should be taken into focus. The main functionality which can be related to the concept of the communication is that it should be very much focused on the value and the progress and should be very much concise (Bourne, 2016). The communication which is provide in the domain should be done in a language which is readily understood able by the stakeholders and there is no complexity which is involved into the formation of the decision based on the communication which is provided. Based on the sector of the communication the different decision relating to the working of the project is taken into consideration (Bourne, 2016). The stakeholders in the process of decision making should agree upon the different conditions of the working, if they do not agree it can be stated that project would be in the stated to risk and may lead to factor of failure. In the sector of the working of the project it can be stated that the engagement of the stakeholders should be in the various area of the implementation of the project. one of the most important area which can be stated here is the sector of problem solving due to the factor that there are different forms of problem which can be seen in the sector of the working of the project and in majority of the cases it can be stated that risk factor is crucial in omitting the risk of failure of the domain.
The organizational breakdown structure can be considered as one of the factor which can be related to the organization stakeholder management (Burdon et al., 2018). This breakdown is usually made in the excel which directly forms different working area and the concept which is related to the working. Each of the stakeholder are added along the job which has to be done in the sector of the working. This concept can be directly related to the sector of the engagement of the stakeholders relating to the different domain of the work which is related to the operation. In this sector it can be stated that most of the task which are important in the working of the concept are plotted down which enhances the sector of the working of the concept (Aaltonen & Kujala, 2016). The engagement of the stakeholders in the section can be stated to be very much important which would be helping to gain completive advantage in the project.
The categorization of the stakeholders can also be stated as one of the important which directly excel the sector of the operation and the engagement which is related to the concept of the working of the sector. In most of the event the sector of the classification can be very much helpful in diving the task into different sectors so that there is no problem faced within the completion of the task (Kazadi, Lievens & Mahr, 2016). The domain of implementation of the stakeholder’s role in the sector are majorly decided from the end of the project manager. In the sector of the categorization of the stakeholders it can be stated that there are basically three types of stakeholders namely the immediate circle (direct involvement), observational circle (indirect involvement) and community circle (interest/ regulation). In this categorization it can be stated that each of the sector have a specific role which is preassigned to them and the task is done according to the category. The dependent value in the section is the task which is assigned to them and the independent value which is seen in the sector is the completion of the task. It can be stated that there are various functions which is related to the working of the stakeholders and in each of the task the main is directly linked to the sector of the reaching the goal of the project and the expectation level of the client which is related to the working of the project. the spreadsheet in the concept can be stated to be one of the area of documentation which can enhance the sector of the working which would be prevailing into the concept and directly increases the interaction which is seen in each of the domain of implementation. The list which is linked to the stakeholders can be helpful in the sector of the working which is related to the concept and it can be seen through the documentation the level of interaction which would be needed into the working of the concept and the job which is directly expected from the end of the stakeholders.
The impact of the stakeholders on the working of the project in the environment of complex project is very much crucial due to the sector that there are different moveable parts which is linked to the concept of the working of the project. the impact which is seen in the project and the expectation level of the interaction which is seen in the working can be directly be linked to the factor how the overall project is being executed and how much complicated does the overall project is facing. In different scenario it can be stated that various forms of need of the client and the customer which has to be taken into consideration in order to complete the project taking into consideration the success factor of the project. This requirement is mainly taken into consideration by the stakeholders.
The final step in any project management process is the satisfaction level of the customers as well as the stakeholders. In most of the cases it can be seen that the demand which is related to the stakeholders and the customers are precisely linked with each other and they have a common sector of implementation in each of the sectors. There are basically two area of concern which is related to the cost factor and the time factor. If both of the sectors are taken into consideration it can directly result in the successful completion of the project. the sector of the maintained of the project after the phase of the handover can be stated to be very much important which directly help in the domain of the implementation of the project (Andriof et al., 2017). Hence it can be stated that the working which is related to the project and the after hand over sequence is directly taken into consideration from the end of the stakeholders. The satisfaction which is related to the working of the project should be satisfying both the stakeholders and the customer who would be indulging themselves into the service. In most of the cases it can be stated that the reaching of the expectation level of the customer is one of the important points which can be taken into consideration. Delivery of the project taking into the consideration all the points is one of the most hectic job which is related to the overall team of the project and the employee who is involved into the working of the project. the complexity level of the project should be avoided by means of appointing skilled labor into the concept.
Conclusion
The report main focus point is the stakeholder’s engagement in the different areas of implementation. They can be considered as one of the important member who are related to the working of the concept. The project manager and other official of the project directly take the initiative which is related to the reaching the satisfaction level of the customers. There is various important functional area which are taken into consideration from the end of the stakeholders which help the project in reaching to the desired level of success. In the sector of the project management it can be stated that the stakeholders are very much important which decide the fate of the project. The dedication level of the stakeholders should be very much high due to the factor that they form the backbone of the operation of the project and directly link with the internal working of the project. 
References
Aaltonen, K., & Kujala, J. (2016). Towards an improved understanding of project stakeholder landscapes. International Journal of Project Management, 34(8), 1537-1552.
Andriof, J., Waddock, S., Husted, B., & Rahman, S. S. (2017). Unfolding stakeholder engagement. In Unfolding stakeholder thinking (pp. 19-42). Routledge.
Andriof, J., Waddock, S., Husted, B., & Rahman, S. S. (2017). Unfolding stakeholder thinking 2: Relationships, communication, reporting and performance. Routledge.
Baumann-Pauly, D., Scherer, A. G., & Palazzo, G. (2016). Managing institutional complexity: A longitudinal study of legitimacy strategies at a sportswear brand company. Journal of Business Ethics, 137(1), 31-51.
Bourne, L. (2016). Introduction. In Advising Upwards (pp. 19-34). Routledge.
Bourne, L. (2016). Stakeholder relationship management: a maturity model for organisational implementation. Routledge.
Bridoux, F., & Stoelhorst, J. W. (2014). Microfoundations for stakeholder theory: Managing stakeholders with heterogeneous motives. Strategic Management Journal, 35(1), 107-125.
Burdon, D., Boyes, S. J., Elliott, M., Smyth, K., Atkins, J. P., Barnes, R. A., & Wurzel, R. K. (2018). Integrating natural and social sciences to manage sustainably vectors of change in the marine environment: Dogger Bank transnational case study. Estuarine, Coastal and Shelf Science, 201, 234-247.
Dobele, A. R., Westberg, K., Steel, M., & Flowers, K. (2014). An examination of corporate social responsibility implementation and stakeholder engagement: A case study in the Australian mining industry. Business Strategy and the Environment, 23(3), 145-159.
Doorley, J., & Garcia, H. F. (2015). Reputation management: The key to successful public relations and corporate communication. Routledge.
Eskerod, P., & Jepsen, A. L. (2016). Project stakeholder management. Routledge.
Harrison, J. S., Freeman, R. E., & Abreu, M. C. S. D. (2015). Stakeholder theory as an ethical approach to effective management: Applying the theory to multiple contexts. Revista brasileira de gestão de negócios, 17(55), 858-869.
Kazadi, K., Lievens, A., & Mahr, D. (2016). Stakeholder co-creation during the innovation process: Identifying capabilities for knowledge creation among multiple stakeholders. Journal of Business Research, 69(2), 525-540.
Kotler, P., & Maon, F. (2016). A stakeholder approach to corporate social responsibility: Pressures, conflicts, and reconciliation. Routledge.
Murray-Webster, R., & Hillson, D. (2016). Managing group risk attitude. Routledge.
O’Riordan, L., & Fairbrass, J. (2014). Managing CSR stakeholder engagement: A new conceptual framework. Journal of Business Ethics, 125(1), 121-145.
Pandi-Perumal, S. R., Akhter, S., Zizi, F., Jean-Louis, G., Ramasubramanian, C., Edward Freeman, R., & Narasimhan, M. (2015). Project stakeholder management in the clinical research environment: how to do it right. Frontiers in psychiatry, 6, 71.
Schnackenberg, A. K., & Tomlinson, E. C. (2016). Organizational transparency: A new perspective on managing trust in organization-stakeholder relationships. Journal of Management, 42(7), 1784-1810.
Selmier II, W. T., Newenham-Kahindi, A., & Oh, C. H. (2015). “Understanding the words of relationships”: Language as an essential tool to manage CSR in communities of place. Journal of International Business Studies, 46(2), 153-179.
Wang, H. M. D., & Sengupta, S. (2016). Stakeholder relationships, brand equity, firm performance: A resource-based perspective. Journal of Business Research, 69(12), 5561-5568.
Xu, D. Y., Lin, Z. Y., Gordon, M. P. R., Robinson, N. K. L., & Harder, M. K. (2016). Perceived key elements of a successful residential food waste sorting program in urban apartments: Stakeholder views. Journal of Cleaner Production, 134, 362-370.

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