Common interests between the stakeholders

Common interests between the stakeholdersIn 2009, Logilink received a new forcing out to handle the logistics arrangement of cement between Spain and Algeria. Our client, KDM Company was assigned by the government to supply the cement to build the new highway between Algiers and Constantine in Algeria. This get off has a big jolt in the economical and the policy-making side, therefore the government of Algeria has assigned KDM to supply the cement in 6 months period of time. Logilink as a logistics firm had to ensure the proper transportation of cement from refinery at Spain to Algerian port. During the 6 months period, we puddle arranged with KDM to transport 48,000MT of cement per month to fulfill the total quantity required for this regard.4.STAKEHOLDERSLogilink assigned our count on passenger vehicle Mr. Javier, to be in charge of this pouch. With the support of our CEO and sh arholders, he selected the group to work with. The police squad up comprised of five employ ees Mr. Nilo the transport retardler, Mr. Ziani the pay Analyst, Miss Juan the Admin Assistant, Mr. Jose the Project constituent tutor and me as the Operation Manager. To ensure smooth execution of this project, the functional teams within Logilink were instructed by the CEO to collaborate with Mr. Javier and provide him with each the resources required.The groups, persons, organizations and institutions related to the construct and running of the new highway or which is in its area of influence is registered or inventoried by means of brain storming. (Appendix1)The team delineate the stakeholders for this project by identifying organizations that had responsibilities or may touch on the wreak and who had the influence over the new highway project.List of stakeholdersThe evaluation of the projects environmental impact corresponds to the tie-in of Environment (APE)The authorizing carcass for the project was the Ministry of national WorksLogilink was responsible for shippi ng, maritime traffic and safetyThe supplier of Cement was RepsolThe government sole distributor for cement in this project was KDM.The construction was handled by private entrepreneursBank (Societe General)MediaLocal transport companies.Local supplies companies.Stakeholders interests, project impact aim and priority in tattle to otherwise(a) stakeholders are identified in table1.Table 1 Stakeholders interests and impacts tableInterestsPotential project impactRelative priorities of interestSecondaryStakeholdersMinistry of public works consummation of targets Control over funds Political picture show+2Entrepreneurs-Profits feat of targets-reputation+/-++/-1Media Profits Supply information to the public.+/-3BankSociete Generale Profits+3Association Of Environment (APE) habitat destruction-Environmental degradation?3Local transport companies. Profits liabilities+/-+2Local supplies companies goods Liabilities+/-+2PrimaryStakeholdersKDM co.ltd Profits Achievement of targets Liabil ity (avoid at all costs)-Reputation+/-++/-1Project Manager Promotion-Rewards++1Repsol (Supplier)-Profits Gain Algerian Market+/-+/-1Team members rewards and bonuses promotions-expand skill take+?+2During the process of strategic makement, attention to stakeholders is historic since the success and survival for public organizations relies on fulfilling rudimentary stakeholders according to their description of what is precious. (Bryson 1995 27 Moore 1995).As an alternative, many some other(prenominal) individua arguing groups and organizations are occupied or have partial liability to act. Discovering what the predicament is and finding solutions are part of the problem while taking stakeholders into relation is an important criterion of problem solving. (Bryson and Crosby 1992 Bardach 1998)(pb-bryson)To identify common interests between the stakeholders, the planning team had to find the relationship between the stakeholders to find the typical strategy where individual stake holders will think that their own interests are advanced. (Andreasen 1995 Kotler, Roberto, and Lee 2002)For example, KDMs interest was to show efficiency and gain Algerian governments trust. They will increase profit and obtain more than contracts. KDMs interest matched with our interest since we were a booming company searching for reputation rather than just making profit.The government wanted to complete the project on time with high quality in order for them to be more credible in the eye of the public. From the side of Repsol, their interest is to gain maximum profit which matches the entrepreneurs goals.The stakeholder-issue interrelationship diagram explains how the planning team set the relationship between the stakeholders through their common objectives. excogitation 1 Stakeholder-Issue Interrelationship Diagram (Bryant, 2003)Political image and credibilitySupply information for the publicHabitat destruction and environmental degradationControl over fundsEntrepreneursMini stry of public worksAssociation Of EnvironmeMediaSociete GeneraleAchievement of targetsProfitsReputationLiabilitiesLocal supplies companiesLocal transport companiesRepsolLogilink co.ltdKDM co.ltdIt was necessary for our project team to analyze the stakeholders. We investigated each stakeholder, by knowing their business offices, weaknesses, forces and threats (calvert 1995).Wideman (1998) suggests that the analysis should start by grouping stakeholders based on the influence.The influence level differs between stakeholders it depends on the hierarchical relationship to the project. The government had a high level of influence compared to other secondary stakeholders which influences were lower as the project was just an opportunity to achieve goals. (Source Wideman 1998, p.219)KDM as the most important stakeholder had an influence on the project. If they werent satisfied they could stop the project. The Ministry of Public Works had a concern to the public sector so their influence was the highest.The environmental association could also oppose the project. Nevertheless, they didnt have a great full stop of representation or the capacity for mobilizing people, so they had considerable degree of importance, but not influence.Logilink didnt have excessive importance due to low amount of competences that could affect the project. However, given their representation and capacity to mobilize, they were very influential. The same is true for entrepreneurs.Local supply and transport companies had positive effect on the project execution which resulted in low importance and influence as they represented a small segment of the population.Figure2. Classification of importance and influence of stakeholders affected by the New main road project (Backoff and Nutt, 1992)KDMImportanceLogilinkEntrepreneursLTC + LSCRepsolMinistry of public worksMediaSociete GeneraleAssociation Of EnvironmentInfluenceMr. Javier designed a plan to increase support and minimize oppositions from the project stakeholders (Source PMI 2004), after identifying stakeholders process and classifying the stakeholders by their geographic location and interest in the project. The strategy defined the level of participation desired by tombstone stakeholders. The planning team interviewed key stakeholders individually, to ensure everyones genuine support to the project. If support is lacking, they discussed and resolved obstructing issues.The treatment regarding communication and participation differed between stakeholders. The planning team arranged for each key stakeholder depending on interest level and the choice to be involved in all phases or in specific phases of the project.KDM wanted to be involved in all phases of the project. Our project team arranged a weekly meeting with KDM and updated them by sending reports for each shipment. The Ministry of Public Works just wanted to be cognizant when the project was completed. The stakeholder management strategy used for the proje ct was adequate to satisfy each key stakeholder and avoid any resistance to the projects process.5. Organisational organizeThe organizational expression in our company defer from one project to another, in our new highway project the company used a project team organizational structure, due to its importance and complexity. This project required specialists to work on it full time as the due time of the project was too tight.The company mastermind office allocated Mr.Javier as project theatre director the team of the project took a functional oriented structure form (Cleland 1999)Figure3.Dedicated project team (Gray Larson 2000)Human ResourcesFinance and administrationShip ControllerLogilink co. ltdProject DirectorsProject Manager2Project Manger 1Team 1Team 2Sales and MarketingFigure 3 shows the feature of our new project team. The team consists of the following Mr. Nilo the Ship Controller, Mr. Ziani the Project Accountant, Miss Juan the Admin Assistant, MR.Jose the Project Office Manager and me as the Operation Manager. To melt down this project efficiently, the functional teams within Logilink were instructed by the Head Office to join forces with Mr. Javier and provide him with all the resources required.The importance of the project and its amplitude for success were the mean factors that determined the project team. All team members had a big experience in such project and knew how to wangle with it in such short time.The company use this structure as project team structure allows the project team to work independently. The team consecrated full time for the project rather than creation disrupted by other obligations or duties with their mean functional departments,Although he had to report to senior executives in the parent organization, Mr Javier had the full authority over the project. later on utilizing this structure, we gained faster response time since most decisions were made within the team and were not differed up the hierarchy.With p roper direction, the project team worked together and was fully connected only on maximizing the projects success while disregarding their area of expertise. Gray and Larson (2000),Figure4. Projectized Organization (Source PMI 2004)In the project management consulting work, they identified a list of characteristics that many project managers have offered as successful characteristics in their core teams. For the most part, these characteristics are observed in individuals based on their experiences and the testimony of those who have worked with them. Typically these are not characteristics whereby the presence or absence in an individual is determined through interviews (Klassen and McLaughlin, 1993).The roles and responsibilities of the project ream depend of the nature of the project itself and the level of power and capacities.In the planning and resourcing process the project team was identified, so the team remained involved throughout the project and the resources from other groups were used when it was required.6. Roles, responsibilities and relationships of project team membersAfter identifying the goals of the project and determining the resources needed, the head office discovered that they require a Project Manager with a lot of experience and knowledge for this picky project. Mr. Javier who is the existing Project Director in our firm was selected to be the Project Manager. His role was to ensure the implementation and success of the project as he had figure over all project resources.The roles and responsibilities of each team member were as follow As the Project Office Manager, Mr. Joses responsibilities were to control and track the detailed plan, manage financial support and prepare various reports. As the Project Accountant, Mr. Ziani had to deal with procurement, sub-contractor expenditure, joint venture accounting, monitor progress tracking and handle financial delimitate. As the Ship Coordinator, Mr. Nilo was responsible for the admi nistrative aspects of the ship and served as the associate between our company and the client. As an Admin Assistant, Ms. Juan was a specialist in the creation of accurate usable documentation both for the daily usage of the solution and as design documentation for future reference.-As the Operation Manager, I handled the way the live technical solution should be operated. Operating procedures would include routine operations, controls, security, backup/recovery and disaster plans (Simon, 2004).The organizational chart is an illustrative dis reanimate of project reporting relationships (Kerzner, 2003). In our organization, the reporting relationships were sexual due to the small size of the team. Our Project Manager was responsible for the creation of a WBS that mapped our assigned project to this organizational breakdown structure.To present the reporting relationships within the project context, the company designed the organizational breakdown structure in a way to show who the project is functionally organized and to describe the hierarchy and organizations that supplied resources to arrange and to transmit the work identified in the work breakdown structure (WBS) (Kerzner, 2003).Figure5.Illustrates our organizational breakdown structure (OBS).MR.JavierProject ManagerMR.ZianiProject accountantMiss.JuanAdmin assistantMr.JoseProject office managerMr.NiloShip coordinatorMr.IsmailOperation managerDirectorsFunctionalDepartmentsIn a project team, the nature and volume of the project as well as the variety of projects to be handled will determine the lead position. Kerzner (2003, p. 162).The project management and team loss leadership positions should be carefully defined and staffed at all projects levels. In a self-directed work environment, a Project Manager must display reliability, respect, trust as well as qualities that typically appears from the representation of an excellent decision maker with a superior track record in order to create and direct a p roject team (Cleland, 1999).The Line Manager of the team members should not be associated with the duties of a Project Manager. The Project Manager is dedicated to manage the work of the project. The Project Manager must get the cooperation and support from the team without having direct authority over them. The ability to link the project to the strategy of the business is also an indicator of a successful Project Manager (Cleland, 1999).Mr. Javier motivated the team to buy the farm great goals, rather than merely bossing around with them (Rowe, 2007). Prior to the implementation of any leadership style, the leader should focus in plans to obtain employee satisfaction by applying components such as trust, confidence and effective communication. (Lamb and McKee, 2004).Managers with these attributes are effective in their leadership ability regardless of the style of leadership that they adapt (McShane and VonGlinow, 2004).Mr. Javiers approach as a people oriented leader enabled hi m to achieve employee satisfaction by utilizing his excellent competencies and skills.7. Team study and conflictNew highway project was really important for our firm due to the huge opportunities hidden behind it. The head office wanted to allocate the best resources in our company to meet the project requirements.Mr.Javier as the most experienced project manager in our company was allocated to be the project manager for this project. He had a meeting with the head office to select the members of the project team. The team was chosen within many criteria adequate with the project and to satisfy the key stakeholders expectations and needs (Source PMI 2004)The main criteria were identifying by Gray and Larson (2000) asProblem solving ability, were the team members had to work under pressure and ambiguities.Availability, were the team was selected to work fulltime in this project, in a way to take decision on the spot and avoid all kind of problem during the project life cycle.Techno logical expertise, the members of the team was chosen to be appropriate for the roles.Credibility, by allocating people with a high credibility to improve the project and the project team reputation.Political connections, one of the most important criteria because it will help to create a good relationship with the key stakeholders.Ambition, initiative, and energy, project team with those criteria will have the abilities to compensate and cover the weaknesses in other fields.Conflicts are part of individual relationships and organizational development, and no relationship or organization can hope to mature to productivity and be successful without world able to resolve conflicts effectively (Cottringer, 1997, p. 6).During the project life cycle, we faced an interpersonal conflict between Mr.Ziani and Ms.Juan. This conflict was initiated before they joined the project team, but the tenseness between them raised during the implementation of this project as the interdependency betwee n them was high. As a result, the cost of not resolving it was also high.The entire team noticed the obvious heightened anger between Mr. Ziani and Ms. Juan. Consequently, both Mr. Ziani and Ms. Juan were distracted from their own work responsibility because both of them were occupied with blaming each other. A negative impact in their job performance was caused by the behaviors that both of them portrayed as they interact. For example, when Mr. Ziani needs a document or information from Ms. Juan he passed through another colleague to get it from her. Likewise from Ms. Juans side, when she received a communication or she need some work from Mr. Ziani, she asked other team members to talk on her behalf. It resulted in a stressful work environment.Knowing that the duration of this project is short, the Project Manager dealt with this conflict by using an avoidance technique, physical separation and restrict interaction (Pinto and Kharbanda, 1995). He tried to keep Mr. Ziani and Ms. J uan out of each others way as much as possible, and he played the role of referee between them till the end of the project. Simultaneously, in order to ensure that this conflict will not impact the job performance, he ordered the other members of the team to play the intermediary role between them and helped them to avoid the confrontation.ConclusionIn the first stage, Logilink identified the common interests between the stakeholders and analyze them by knowing their power, weaknesses, forces and threats (calvert 1995).The organizational structure applied by the company for this project was a company used a project team organizational structure. This structure gave to the project team the power to work independently and to consecrate full time for the projectIn the project team Mr Javier had the full authority over the project. Mr. Javier motivated the team to reach great goals, rather than merely bossing around with them (Rowe, 2007).Mr. Javiers approach as a people oriented leader enabled him to achieve employee satisfaction by utilizing his excellent competencies and skills.The team was chosen within many criteria adequate with the project and to satisfy the key stakeholders expectations and needs (Source PMI 2004), hence we saw an interpersonal conflict between two members of the project team. This conflict affected the teams job performance.In this conflict Mr.Javier used an avoidance technique, physical separation and limited interaction as for him it was the best way to deal with this conflict in that time due to the project circumstances.