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Power/Influence Grid (Power/Influence Matrix)? Each project stakeholder has a varying degree of influence in the success of the project. The Power/Influence grid helps you focus on the stakeholders that really matter. The Power/Influence Grid, which is also known as the Power/Influence Matrix in stakeholder management, is a simple tool helps you categorize project stakeholders by the power and influence they have on the project. https://www.brighthubpm.com/resource-management/81140-what-is-the-power-influence-grid-or-matrix/ POWER DYNAMISM MATRIX Why use this technique? This technique can be used to assess where the ‘political efforts’ should be channelled during the development of new strategies. It classifies stakeholders based on two attributes: power and dynamism (predictability). https://requirementstechniques.wordpress.com/stakeholder-analysis/power-dynamism-matrix/ Stakeholder analysis: power, legitimacy and urgency The aim of this analysis is to determine “who or what really counts”. Power, legitimacy and urgency are defined as follows: Power: “A relationship among social actors in which one social actor, A, can get another social actor, B, to do something that B would not have otherwise done.” The bases for power can be “Coercive-force/threat”, “Utilitarian-material/incentives” and/or “Normative-symbolic influences”. Legitimacy: “A generalized perception or assumption that the actions of an entity are desirable, proper, or appropriate within some socially constructed system of norms, values, beliefs, definitions.” The bases for legitimacy can be individual, organizational, and/or societal. Urgency: “The degree to which stakeholder claims call for immediate attention.” Stakeholders are then mapped according to how they rate on each attribute. The diagram below describes the names given to each kind of stakeholder. The combination of attributes can be used to determine how to interact with any stakeholder. It is worth noting that these attributes can vary over time, so that the appropriate interactions can also change over time. http://i2s.anu.edu.au/resources/stakeholder-analysis-power-legitimacy-urgency Problem-Frame Stakeholder Maps The problem-frame stakeholder mapping technique was developed by Anderson, Bryson, and Crosby (1999), and adapted from a technique developed by Nutt and Backoff (1992). The technique is especially useful in helping develop problem definitions likely to lead to a winning coalition. Careful analysis is usually necessary to find desirable problem definitions that can motivate action by a coalition of stakeholders large enough to secure adoption of preferred solutions and to protect them during implementation (PDF) What to do when stakeholders matter: A guide to stakeholder identification and analysis techniques. Available from: https://www.researchgate.net/publication/228940014_What_to_do_when_stakeholders_matter_A_guide_to_stakeholder_identification_and_analysis_techniques [accessed Aug 24 2018]. Participation analysis matrix To identify and describe the stakeholders (in terms of their attributes, interrelationships and interests) in relation to your development intervention. It also helps you to identify which group of stakeholders to involve and in which way in the intervention. The participation analysis matrix presents an overview of the characteristics of the stakeholder groups, their interests in the intervention and resources that can be provided to the project, challenges and required actions linked to each stakeholder group http://www.managingforimpact.org/tool/participation-analysis-matrix What is Stakeholder Management? In its simplest form, stakeholder management is the process by which an individual establishes and maintains support from internal staff members and external parties for a new product or project or change within the organisation. There are other definitions: “Stakeholder management is the process of managing the expectation of anyone that has an interest in a project or will be effected by its deliverables or outputs.” Project Smart “Stakeholder management is defined as the management of relationships with individuals or groups. It is a planned approach to engage stakeholders (i.e., project team, end-users, business process owners, managers and executives) in the project’s success. The purpose of initiating stakeholder management is to measure the influence of stakeholders on project perform” Principles of Stakeholder Management For successful stakeholder management, Product Managers require information about their stakeholders which includes interests, culture, concerns and opinions. Use some of the tools identified below for better stakeholder management. Stakeholder Identification Brainstorm (alone or in a team) and list the potential stakeholders accompanied with · their interest · their power within the organisation · their capacity to take action and to implement where do they fit in the organisation · their goals organisational and personal; · how approachable they are · their opponents or supporters · the criteria the stakeholder would use to judge the organisation’s performance (expectations of organisation) · how well the stakeholder believes the organisation is performing · the stakeholder’s judgement Note: Stakeholders can be individuals or groups or even organisations. -Make sure to associate one contact for an organisation or group. Stakeholder Analysis and Mapping After the brainstorm session, you’ll have a big list of names accompanied with a lot of information about the stakeholder. To structure the list and filter out important stakeholders from less important stakeholders, map the information gathered in different ways. This way you can visualise different relationships eg: power vs interest, influence vs interest. This will help you set out your stakeholder strategy. A good addition to a stakeholder map is to add how the stakeholders influence each other (Eden and Ackermann). This will help you determine who the most influential or central stakeholders are. Here’s a list of stakeholder maps that we found: The Power/Influence vs Interest Grid: This stakeholder map visualises power vs interest of a stakeholder. According to Eden and Ackerman using this grid helps determine which players’ interest and power bases must be considered in order to address the problem/issue at hand. It highlights coalitions that can be encouraged or discouraged, whose buy in should be sought or co-opted. Further, it provides some information on how to convince stakeholders to change their views. Power/Dynamism Matrix: This stakeholder matrix from Gardner et al visualises the power a stakeholder has in relation to how dynamic the stakeholder is in changing the position/opinion he/she holds. When dynamism is low the stakeholder’s position/attitude is predictable and their expectations can often be met in a relative easy way. Power/Legitimacy and Urgency Model: The stakeholder model below from Mitchell, Agle and Wood demonstrates the stakeholders’ behaviour. Mitchell, Agle and Wood defined three characteristics: · Power – to influence the organisation · Legitimacy – of the relationship and actions with the organization in terms of desirability, properness or appropriateness. · Urgency – of the requirements being set for the organisation. In terms of criticality, time-sensitivity for the stakeholder If a stakeholder is placed in area 1, 2 or 3 they are called Latent Stakeholders. These are stakeholders with only one of the three characteristics for example an animal rights group can have an urgent issue, but with neither power nor legitimacy they can have demands but not get the management attention they need. Stakeholders in area 4,5 or 6 are called Expectant Stakeholders and have two of the three characteristics. These stakeholders are typically employers and investors. The stakeholders that have all three characteristics in 7 are called Definitive Stakeholders and always take top priority. Problem-Frame Stakeholder Map: It is good to know who your supporters are but it also worthwhile knowing who isn’t a supporter. This stakeholder map from Anderson, Bryson and Crosby gives you an overview of your supporters and opponents and the power they wield within the organisation. Participation Planning Matrix: Depending on the subject of the problem/issues/ discussion point it will be necessary to approach each stakeholder in a different way. The Participation planning matrix provides you an overview of who and how you need to approach a stakeholder for different problems/issues/discussion points. https://brainmates.com.au/brainrants/some-practical-tools-for-stakeholder-management/ MARKETING PLAN 2007-2008 Success College Australia Introduction Success College Australia recognises the importance of an effective marketing plan to promote the college, its image, and its resources to the community. The college Marketing Plan is a statement of how the college will seek to implement its mission and meet the objectives set out in the Strategic Plan 2015-2016. Purpose of the Marketing Plan The purpose of this document is to guide the administration, faculty and staff of Success College Australia to effectively market the college and its services to the community. Section I. Overview of Success College Australia A. Historical Summary and Overview of the College: Success College Australia is located in Ballarat, Victoria approximately two hours from Melbourne. The college has a practical service area surrounding the college and including approximately 124,000 people. It has approximately 165 employees and 5350 full time equivalent students. The signature programs of the college are its numerous business and marketing programs. The college is governed by a nine-member Board. B. Mission Statement: Success College Australia promotes excellence in learning, teaching, and service; provides lifelong educational opportunities; and serves as a cultural, intellectual, and economic resource for the community. C. Purposes of the College 1. To provide an environment that fosters excellence in learning and teaching. 2. To provide a university transfer program of high academic quality for students who plan to continue their education. 3. To offer degree and certificate programs to develop or enhance occupational skills that repare learners for a changing global economy. 4. To provide developmental courses to prepare students to do college level work. 5. To provide adult education and workforce development. 6. To provide comprehensive student services to enhance students’ success. 7. To promote the civic and cultural life and the economic development of the community. 8. To make education accessible through innovative instructional methods. D. Listing of Academic Programs · Basic Studies – introduction to university studies · Bachelor of Business · Bachelor of Business (Accounting) · Bachelor of Business (Event Management) · Bachelor of Business (Human Resource Management) · Bachelor of Business (Marketing) · Bachelor of International Relations · Bachelor of International Business · Bachelor of Marketing Communications · Graduate Diploma of Business Administration · Graduate Certificate in Marketing · Master of Business Administration · Master of International Business · Master of Marketing Communications · Master of Management · Master of Management (Marketing) Analysis: Success College Australia demonstrates its strongest area in the Marketing Communications with 44% of student enrolment. In addition to this enrolment, a large number of students are taking prerequisites to the programs in Business. Enrolment within the Event Management division have not been strong. Enrolment in Basic Studies courses has been strong with approximately 80% of students requiring this course. This is a strong market for the college that is seldom discussed. The Graduate Certificate in Marketing program has been growing; this program would benefit from targeted marketing. All new programs need stronger marketing and should be targeted. Enrolment in the Business degree program is fuelled by the numbers of online classes being offered. The college needs to advertise online as a method of instruction offering flexibility in scheduling. The college needs to develop a stronger marketing strategy for programs of regional and International appeal. Section II: Population Served A. Community Demographics 1. Service Area Success College Australia has a vast official service area including the counties of Australia, China and India. The total population in the area is approximately 194,311 people. The college’s ability to attract a number of students