Continuing with the Suburban Homes Construction Project case study found at the end of chapter 6 (and reviewing previous chapters 1 through 5), CPM 4e, complete the following individual assignment: Stakeholder identification and prioritization matrix (Exhibit 6-2) Stakeholder Matrix (Exhibit 6-4) Stakeholder Engagement Matrix (Exhibit 6-5) Communication Matrix (Exhibit 6-9) Mechanics You will be assessed on content and mechanics. The content must be based on the case study materials and reading assignments.  The PMBOK 6e and CPM 4e, along with other reputable resources can be used to supplement the responses through summarizing, paraphrasing and quoting those sources. Each matrix should be followed by a discussion of the matrix and how to use/interpret it. The total assignment length should be at least 3 pages, not to exceed 4 pages.  This is not an academic paper, therefore you do not need to follow APA guidelines.  You should review the assignment rubric in Moodle to ensure that you address all aspects of each component to this assignment. To avoid plagiarism, see the course home page for more information and use the Purdue Online Writing Lab to learn how to paraphrase, summarize and cite the references you use in all academic writing assignments.

Stakeholder identification and prioritization is a crucial step in project management, as it helps to identify individuals or groups who have a vested interest in the project’s outcome. The Suburban Homes Construction Project case study provides an opportunity to analyze and prioritize stakeholders using various matrices and tools.

Exhibit 6-2, the Stakeholder Identification and Prioritization Matrix, is a useful tool for categorizing stakeholders based on their level of influence and interest in the project. It consists of a grid with four quadrants: high power/high interest, high power/low interest, low power/high interest, and low power/low interest.

In the Suburban Homes Construction Project case, stakeholders with high power and high interest could include the project sponsor, senior management, and local residents affected by the construction. These stakeholders have the ability to influence the project’s success and have a vested interest in its outcome. It is important to engage and communicate with them regularly to manage their expectations and address any concerns.

Stakeholders with high power and low interest might include regulatory agencies or government officials who have the power to approve or deny permits and licenses. While they may not have a personal interest in the project, they have the authority to impact its progress. It is crucial to maintain a positive relationship with these stakeholders to ensure smooth project execution and compliance with regulations.

Stakeholders with low power and high interest could include potential home buyers or subcontractors who are interested in the project’s success but may not have significant influence over it. Engaging these stakeholders through regular communication and involvement can help create a positive project environment and potential partnerships.

Stakeholders with low power and low interest may include the general public or individuals who have minimal influence or interest in the project’s outcome. While their involvement may not be significant, it is still important to keep them informed about the project’s progress and address any potential concerns to maintain a positive public image.

Exhibit 6-4, the Stakeholder Matrix, is another useful tool for stakeholder analysis. It helps identify stakeholders based on their level of engagement, ranging from unaware to resistant. Each stakeholder is assigned one of four categories: supportive, marginal, non-supportive, or leading. This matrix can be used to determine the level of effort needed to engage and manage each stakeholder.

The Stakeholder Matrix can be used in conjunction with the Stakeholder Identification and Prioritization Matrix to further prioritize and categorize stakeholders. For example, stakeholders who fall in the high power/high interest quadrant of the Stakeholder Identification and Prioritization Matrix would likely be considered leading stakeholders in the Stakeholder Matrix, requiring a higher level of engagement and communication.

Exhibit 6-5, the Stakeholder Engagement Matrix, is a tool that helps determine the appropriate level and type of engagement for each stakeholder. It categorizes stakeholders into five levels of engagement: inform, consult, involve, collaborate, and empower. This matrix can be used to tailor the engagement approach for different stakeholders based on their level of interest, influence, and importance to the project.

For example, stakeholders with high power/high interest would likely fall in the collaborate or empower level, indicating a need for their active involvement in decision-making and project governance. On the other hand, stakeholders with low power/low interest may only require periodic updates or information sharing, falling in the inform or consult level.

Exhibit 6-9, the Communication Matrix, is a tool to plan and manage project communications. It helps identify the key messages, channels, and frequency of communication for each stakeholder. The Communication Matrix should align with the stakeholder engagement approach and prioritize the communication needs of different stakeholders.

In conclusion, the stakeholder matrices and tools discussed above are valuable resources for stakeholder identification, prioritization, engagement, and communication. By utilizing these matrices, project managers can effectively manage stakeholders, address their needs and concerns, and ensure project success.

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