...Title Stakeholder mapping for effective risk assessment and communication Author(s) / Address (es) Jane Gilmour and Ruth Beilin, University of Melbourne Material Type and Status (Internal draft, Final Technical or Project report, Manuscript, Manual, Software) Project final report Summary The aim of the report was to review and evaluate methods for stakeholder mapping. The report intended to explore applications in biosecurity risk management, and to recommend potentially fruitful direction for testing methods that might improve the efficiency of stakeholder interactions. The report reviews a range of options and outlines in detail the definition and identification of stakeholders, and procedures for mapping influence and interest. It uses a workshop run by ACERA on volume of trade to illustrate the basic features of these methods. The report concludes by discussing the merits and weaknesses of the mapping approaches. It recommends their use to improve the efficiency of interactions and to improve transparency of process. ACERA Use only ACERA Use only ACERA Use only Received By: ACERA / AMSI SAC Approval: ACERA / AMSI SAC Approval: Date: Date: Date: Australian Centre of Excellence for Risk Analysis Page 1 of 55 Stakeholder mapping for effective risk assessment and communication; ACERA Project 06/09 Dr Jane Gilmour; ACERA Associate Professor Ruth Beilin, University of Melbourne Review; April 2007 Australian Centre of Excellence for Risk Analysis Page...
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...study of Starbucks’ CSR communication through its corporate website Bachelor Thesis in Marketing and Management Communication Sanne Sanne Bruhn-Hansen CPR: XXXXXX-XXXX Supervisor: Tomasz A. Fediuk No. of characters: Thesis: 54,329 Abstract: 3,492 Page 1 of 42 Sanne Bruhn-Hansen Supervisor: Tomasz A. Fediuk Corporate Social Responsibility & Starbucks BAMMC – BA Thesis May, 2012 Abstract Organizations today are experiencing increased pressure from their surrounding environments to act as good social citizens while still being profitable. Acting social and ethical responsible has become an expectation rather than a differentiation strategy to obtain organizational legitimacy. Therefore, this thesis examines how the very successful global coffee company, Starbucks, communicates its CSR initiatives through its corporate website. The aim is to investigate what is communicated, what different online communication channels are utilized, as well as how the communication is framed to target different stakeholder groups. In the first part of the report, after stressing the relevance of engaging in CSR activities and the importance of effective CSR communication, Schwartz & Carroll’s (2003) Three Domain Approach for CSR motives is briefly introduced. This gives an overview of why companies engage in CSR initiatives and what outcomes are expected. Then, the thesis proceeds to the overall theoretical framework, comprised of a comprehensive communication framework model for effective...
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...Personal Finance Project Team Author/s: | Lucille Olivier | Document Ref: | SOP | Creation Date: | 13 September 2011 | Version: | 1.0 | Last Updated: | 13 September 2011 | Table of Contents 1. Introduction 1.1 Introduction 1.2 Purpose 1.3 Project Framework 1.4 Project definition, prioritisation and approval 1.5 Project Process 2. Initiation Phase – The Needs Analysis Process 2.1 Initiating a Project 2.2 Stakeholder Analysis 2.3 Kick Off Meeting 2.4 Functional Specification 2.5 Initiation Phase Overview 3. Validation and Feasibility Phase 3.1 Technical Specification 3.2 Costing 3.3 Reporting Analysis 3.4 Pre Project Plan 3.5 Communication Plan 3.6 Risk Register 4. The Approval Phase * The business case * Motivational Documents 5. The Prioritisation Phase 5.1 The priority matrix 5.2 Resource Scheduling 5.3 The Prioritisation Phase Overview 6. The Execution Phase 6.1 Training plan 6.2 Operations plan 6.3 Communication plan 6.4 The Execution Phase Overview 7. Monitoring and Controlling Phase 7.1 The Monitoring and Controlling Phase Overview 8. The Closure Phase 8.1 Administrative Closure 8.2 Preparing project closeout and lessons learnt 8.3 Recognize and celebrate outstanding project work 8.4 The Closure Phase Overview Introduction * 1.1 Introduction A Standard Operating Procedure (SOP) is a set of written...
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...The Guide to the Business Analysis Body of Knowledge™ Version 2.0 Framework www.theiiba.org Introduction Purpose This document is intended to provide an overview of the framework developed for version 2.0 of the Business Analysis Body of Knowledge™ (BABOK™). Scope The term “scope” is used to mean a number of different things, but two definitions predominate: • Solution scope is the set of capabilities a solution must support to meet the business need. • Project scope is the work necessary to construct and implement a particular solution. When the BABOK refers to “scope”, the solution scope is meant unless we specifically say otherwise. The definition and management of the solution scope is central to business analysis, and differentiates it from project management (which is concerned with the project scope). Key Concepts Business Analysis Business analysis is the set of tasks and techniques used to work as a liaison among stakeholders in order to understand the structure, policies, and operations of an organization, and recommend solutions that enable the organization to achieve its goals. The BABOK is intended to describe and define business analysis as a discipline, rather than define the responsibilities of a person with the job title of business analyst (which may vary significantly between organizations). Business analysis may be performed by people with job titles such as systems analyst, process analyst, project manager, product manager, developer, QA...
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...| Responsible for the HRIS project’s business case, justification of same, is held accountable for realizing the HRIS project benefits. Also required to provide oversight of the HRIS PM and Sr. stakeholder management. | HRIS Project Manager | Reports directly Project Sponsor. | PM | Required to ensure project is executed and delivered on-time and with-in budget. The HRIS PM is responsible for achieving the HRIS project goals as defined by the Project Charter. The HRIS PM role is justified because it is required for planning, executing, and closing the project. Also for managing resource allocations, tracking budgets, resolving issues and mitigating risk. | HRIS Contracting - Procurement | Reports to PM | Drew (Procurement) | Required to ensure the HRIS system procurement portion is defined and implemented correctly. Drew is experienced in leading procurement efforts for previous successful projects. | HRIS Programming | Reports to Ashton’s HRIS Engineering Team | Kendall (IT) | Required to review HRIS Vendor software from a code perspective to ensure compatibility with existing GenRay software, ease-of-use, and stability. Ashton’s MS Engineering degree should provide the project with graduate level support. | HRIS Benefits Analysis | Reports to HRIS Management Analysis Team (Rylee) | Harley (HR-Spokane) | Required to assist with reviewing HRIS vendor software compatibility with GenRay benefits packages. Has primary contact with all the benefits suppliers for 3the...
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...Business Analysis Body of Knowledge® (BABOK® Guide) Version 2.0 www.theiiba.org Order ID: IIBA-200911231134-455082 Licensed to Gustavo Simues International Institute of Business Analysis, Toronto, Ontario, Canada. ©2005, 2006, 2008, 2009, International Institute of Business Analysis. All rights reserved. Portions of Appendix A: Glossary are from The Software Requirements Memory Jogger, by Ellen Gottesdiener, ©2005 GOAL/QPC and are used with permission. Cover Image ©2006 iStockphoto.com/Damkier Media Group. Version 1.0 and 1.4 published 2005. Version 1.6 Draft published 2006. Version 1.6 Final published 2008. Version 2.0 published 2009. Second Printing. ISBN-13: 978-0-9811292-1-1 (print) ISBN-13: 978-0-9811292-2-8 (PDF and EBook) Permisson is granted to reproduce this document for your own personal, professional, or educational use. If you have purchased a license to use this document from IIBA®, you may transfer ownership to a third party. IIBA® Members may not transfer ownership of their complimentary copy. This document is provided to the business analysis community for educational purposes. IIBA® does not warrant that it is suitable for any other purpose and makes no expressed or implied warranty of any kind and assumes no responsibility for errors or omissions. No liability is assumed for incidental or consequential damages in connection with or arising out of the use of the information contained herein. IIBA®, the IIBA® logo, BABOK® and Business Analysis Body of...
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...Running head: GAP ANALYSIS: GLOBAL COMMUNICATIONS Gap Analysis: Global Communications University of Phoenix Gap Analysis: Global Communications This paper identifies the key issues faced with Global Communications’ declining marketability and competitive edge and revenue. In addition, as a result of its current state, this paper will discuss steps taken by the company to overcome their shortcomings and the reaction to the strategies implemented while also providing several alternative solutions in the end state vision. Situation Analysis Issue and Opportunity Identification By reviewing the Global Communication scenario, several issues were immediately identified. First and foremost, were the underlining symptoms of the declined market value of the company, thus leading to the decreasing stock value. From my experience with working in corporate arena, the decrease in market or stock value leads to pressure and concern being placed on the company’s stockholders and executives. There is a sense of urgency to identify the problems that lead to the change in the market value and the possible solutions. Secondly, being in the telecommunications industry, there are several competitor companies. So in an effort to keep their competitive edge, Global Communications was faced with the problem of determining how to keep up and compete against competitive companies. This in itself presented a conflict, because difficult decisions had to be made in regarding...
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...FROM ‘STRATEGY’ TO ‘CORPORATE COMMUNICATION STRATEGY’: A CONCEPTUALISATION Paper delivered at the 9th International Public Relations Research Symposium, held at Lake Bled from 4-7 July, 2002 Benita Steyn APR Lecturer Dept of Marketing and Communication Management Faculty of Economic and Management Sciences University of Pretoria SOUTH AFRICA 0002 (27 12) 420-4040 w (27 12) 362-5085 fax bsteyn@hakuna.up.ac.za TABLE OF CONTENTS 1. 2. 2.1 2.2 2.3 2.4 INTRODUCTION DEFINITION OF TERMS CORPORATE COMMUNICATION PUBLIC RELATIONS STRATEGY STAKEHOLDERS AND PUBLICS 1 1 1 1 2 2 3. APPROACHES TO THE ROLE OF BUSINESS IN SOCIETY AS A METATHEORETICAL FRAMEWORK 3.1 3.2 3.3 3.4 3.5 3.6 3.7 3.8 THE SHAREHOLDER APPROACH THE SOCIAL RESPONSIBILITY/ETHICAL APPROACH THE CORPORATE SOCIAL RESPONSIVENESS APPROACH THE CORPORATE SOCIAL PERFORMANCE APPROACH THE STAKEHOLDER APPROACH THE ISSUES APPROACH THE ‘CORPORATE COMMUNITY’ APPROACH CONCLUSION 2 2 2 3 3 3 4 5 6 4. STRATEGIC MANAGEMENT AS A THEORETICAL FRAMEWORK 6 6 8 8 8 9 9 10 11 11 11 11 11 11 12 12 12 12 13 13 13 14 14 14 14 15 4.1 STRATEGY AS THE MAJOR CONCEPT 4.2 THE CONTEXT OF STRATEGIC MANAGEMENT 4.3 THE LEVELS OF STRATEGIC MANAGEMENT 4.3.1 Enterprise strategy 4.3.2 Corporate strategy 4.3.3 Business-unit strategy 4.3.4 Functional strategy 4.3.5 Operational strategy 4.3.6 Conclusion 4.4 THE PROCESS OF STRATEGIC MANAGEMENT 4.4.1 Environmental analysis 4.4.2 Goal formulation 4.4.3 Strategic thinking and...
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...P1 Discuss the range of decisions to be taken for specific purposes for Essex Network Communications Consultancy. Managers make decisions affecting the Essex Network Communication Consultancy (ENCC) daily and communicate those decisions to other organizational members. Some decisions affect a large number of organization members, cost a great deal of money to Carry out, or have a long term effect on the organization. Such significant decisions can have a major impact, not only on the management systems itself, but on the career of the manager who makes them. Other decisions are fairly insignificant, affecting only a small member of organization members, costing little to carry out, and producing only a short term effect on the organization. ENCC range of decisions: Programmed decisions: Programmed decisions are routine and repetitive, and the organization typically develops specific ways to handle them. A programmed decision might involve determining how products will be arranged on the shelves of a supermarket. For this kind of routine, repetitive problem, standard arrangement decisions are typically made according to established management guidelines. Non programmed decisions: Non programmed decisions are typically one shot decisions that are usually less structured than programmed decision. ENCC 5 elements of the decision situation: 1. The Decision Makers 2. Goals to be served 3. Relevant Alternatives 4. Ordering of Alternatives 5. Choice of...
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...AN EVALUATION OF COMMUNICATION INTEGRATION WITHIN A STATE-OWNED ORGANISATION by MOALUSI JONAS MAENETJA Submitted in partial fulfilment of the requirements for the degree of MASTER OF ARTS WITH SPECIALISATION IN ORGANISATIONAL COMMUNICATION RESEARCH AND PRACTICE at the UNIVERSITY OF SOUTH AFRICA SUPERVISOR: PROF TC DU PLESSIS JOINT SUPERVISOR: PROF DF DU PLESSIS APRIL 2009 Student number: 697-616-6 DECLARATION I declare that THE EVALUATION OF THE CURRENT POSITION OF COMMUNICATION INTEGRATION WITHIN A STATE - OWNED ORGANISATION is my own work and that all the sources I have used or quoted have been indicated and acknowledged by means of complete references. …………………………………….. SIGNATURE (MR MJ MAENETJA) ………………… DATE 2 ACKNOWLEDGEMENTS Throughout the composition of this Masters Dissertation I was blessed to have the support and encouragement of some very special people. I hereby wish to acknowledge the contribution of the following persons: • To my family, friends and Eskom colleagues for supporting me through all my years of study. Thank you for believing in me, even when I did not believe in myself. Thank you for all of the unconditional love and support you gave me. What I have done, I have done to make you proud. • Large amounts of gratitude to professor TC Du Plessis and professor DF Du Plessis from the Department of Communication at the University of South Africa for...
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...GenRays Communication Plan Human Resources Information System (HRIS) Project Communication Plan GenRays 01/19/13 Table of Contents Communication Plan 3 Communication with Stakeholders 4 Communication Plan The Attached Stakeholder Analysis was used as an input for creating the Communication Plan. Communication Type|Author or Originator|Required Date or Frequency|Key Internal/ ExternalStakeholders|Action Required(I,C,A)|Comments| Bi-Weekly Status Report|Project Manager|Bi-Weekly|Project Sponsor|A|Bi-Weekly project status with sponsor to ensure good communication and prevent project delays.| Monthly Status Reports|Project Manager|Monthly|Project Sponsor,Senior Leadership,Business Units| A|Monthly reports on project progress for Senior Leadership.| Formal Meetings|Project Manager|As Needed|Project Sponsor,Senior Leadership,Project Team,Vendors|C|Formal Meetings when needed throughout the project for various stakeholders.| Online SharePoint Site Access|Project Manager|Monthly|Project Sponsor,Senior Leadership, Project Team,Business Units|C|Website access to documentation and status documents.| Newsletter|Rory Genhardt|Quarterly|GenRaysEmployees|I|This will Inform GenRays employees of progress on HRIS project.| Mailing List|Project Manager|As Needed|Project Sponsor,Senior Leadership,Project Team,Vendors |C|Most project communication to be handled through email. Communication with vendors will help avoid project delays...
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...Course: Business Communication Course number: 04-71-100-02 Assignment: Case Analysis of Barrick Gold Professor: Joanne Ramsay Name: Xueying Huang Student number: 104102020 Date submitted: Oct.1, 2013 Case Analysis of Barrick Gold In this essay, I will discuss the main communication problem Barrick faced and its causes and symptoms. I will also analyze the key stakeholder groups and the issues they are concerned. Finally, I will discuss how Barrick use the communication model to communicate efficiently to each stakeholder group. The main communication problem Barrick faced is lack of communication skills, loss of trust and emotional interference of stakeholders. In the case of sexual assaults, Barrick responded by conducting investigations and making its findings known. It sounded irresponsible and indifferent. The communication problem prevented the mining project from continuing because of too much opposition. As a result, the company would lose a lot of profits. The cause of the communication problem is that stakeholders didn’t have enough information from Barrick. In fact, Barrick had developed corporate social responsibility practices to eliminate the damage to the environment. It also invested on the local education and could provide many jobs to the local people. However, the stakeholder groups didn’t realize these facts clearly. As a result, they couldn’t make objective judgments. The symptom of this problem is too much opposition toward to the Pascua-Lama...
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...2. Planning and Communications 6 3.3. Risk Management 6 3.4. Stakeholder Involvement 7 4. Recommendations 9 4.1. Inter-Departmental / Stakeholders Conflict Management 9 4.2. Effective Planning and Communications Strategy 11 4.3. Shorter proposal lifecycle 11 4.4. Introduction of Risk Management mechanism 12 5. Conclusion 12 6. Bibliography 13 Introduction “Collecting and analyzing successes and failures is a valuable tool to improving performance. This information, once captured, can be used to streamline future projects and ensure a successful launch for the next project or team. Everyone benefits by reviewing past activities and decisions to learn what worked, what didn’t, what can be changed, and what must be managed”. The following Lessons Learned report has been concluded by applying the formal project management knowledge to case study of MIS project at First National Bank. This document will depict project management failures and their causes and use them to generate recommendations by identifying new approaches/improvements. The first part of the report is an overview of the project and analysis of its factual background information. Project stakeholders will be identified and their roles/goals defined. The second part of the report will describe the factors that led to project failure. That will include a description of any abnormal events causing deviations, an assessment of technical methods and tools used, analysis of project issues...
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...be a valuable asset to you during your PMP Exam. What is a “Process” – 47 processes of project management? Let’s start with the building blocks of the matrix - what is a process? At its most basic level, a process is simply a way of transforming an input into an output using proven tools and techniques. The PMBOK® Guide defines a process as “a set of interrelated actions and activities performed to achieve a specified set of products, results, or services.” Good processes-based on sound principles and proven practices-are extremely important for a project’s success. Processes, like a roadmap, keep the project going in the right direction; they can also help minimize confusion and uncertainty among the project manager and the project stakeholders and can help drive progress from start to finish. The PMBOK® Guide identifies 47 processes of project management that are instrumental to project success. What is “Knowledge Areas”? The overarching piece of our...
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...Crisis Communication in theory and practice: Analysis of cultural influence, strategy applicability, and stakeholder relevance in Australia and New Zealand Natascha Pancic A thesis presented in partial fulfilment of the requirements for the degree Master of International Communication Unitec New Zealand, 2010 ABSTRACT This research project explores crisis communication in theory and practice in Australia and New Zealand with specific focus on cultural influence, strategy applicability, and stakeholder relevance. A mixed-method approach was used to evaluate crisis communication in its theoretical and practical constituents. The research project comprises of the two data collection methods of content analysis and in-depth interviews. The content analysis, the selected method to evaluate the theory, was conducted from published research studies in leading Australian and New Zealand Public Relations and Communication journals, the websites of the PRism journal, the Australian and New Zealand Communication Association (ANZCA), the Public Relations Institutes of Australia (PRIA) and New Zealand (PRINZ), and via the database search platform Ebsco. The content analysis provided information about the number of published articles, leading theoretical models, research methods, and research orientation. The in-depth interviews, the chosen method to investigate the crisis communication practices, were conducted with three Australian and three New Zealand practitioners...
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