BUS FPX 4802 Assessment 3 Stakeholder Analysis and Findings

BUS FPX 4802 Assessment 3 Stakeholder Analysis and Findings

Student Name

Capella University

BUS-FPX4802 Change Management

Prof. Name:

Date

Stakeholder Analysis

A stakeholder is any individual involved in a project whose perspective may be positively or negatively influenced by changes affecting their role (Smith, 2000). In this project, stakeholders encompass a diverse group, including sponsors, operational staff, and administrators, each with varying levels of interest and potential impact (Hoory & Bottorff, 2022). For instance, the business administrator is pivotal in processing licenses and certificates, and their perception of the changes could range from supportive to skeptical, necessitating careful attention (Hoory & Bottorff, 2022). Conducting a stakeholder analysis is essential to understanding their concerns, developing effective communication strategies, mitigating conflicts, and leveraging their strengths (Hoory & Bottorff, 2022).

Interviews were conducted with key stakeholders—the sponsor, the client, and the business administrator—to capture their unique perspectives and needs. These stakeholders significantly influence the outcomes and experiences of the certification/licensure project. The interviews aimed to identify their requirements, limitations, and interests (Hoory & Bottorff, 2022).

BUS FPX 4802 Assessment 3: Stakeholder Analysis and Findings

Analysis

1. The Client (Sylvester Mitchell):
   Sylvester Mitchell plays a dual role as both the project’s beneficiary and facilitator. His primary concerns are focused on the practical implications of the changes, such as workflow disruptions and administrative challenges (Smith, 2000). His insights are crucial for aligning project strategies with operational realities (Smith, 2000).

2. The Sponsor (Brian):
   The sponsor, Brian, serves in leadership, financial stewardship, and strategic oversight roles (Taylor, Chait, & Holland, 2006). He envisions the project as an opportunity to bolster MANUP’s credibility and position the organization for future initiatives (Taylor, Chait, & Holland, 2006).

3. The Business Administrator:
   The business administrator is integral to the organization’s daily operations, emphasizing the need for clear documentation, effective communication, and structured processes (Taylor, Chait, & Holland, 2006). This pragmatic approach supports the project’s change management framework.

BUS FPX 4802 Assessment 3 Stakeholder Analysis and Findings

Stakeholder Inputs, Processes, and Outputs

Figure 1: Level of stakeholder commitment required for successful project completion.

Culture and Climate for Change at MANUP

MANUP embodies a culture of collaboration and dedication, characterized by its working board model (Taylor, Chait, & Holland, 2006). The team’s shared commitment to the organization’s mission fosters an environment conducive to innovation and change (Hoory & Bottorff, 2022).

Personal Story About Sylvester

Sylvester Mitchell’s transformation from addiction to redemption illustrates resilience and faith. His journey aligns with MANUP’s mission, showcasing the organization’s profound impact on individuals and communities (manuprehab.org).

Organizational Readiness for Change

MANUP demonstrates readiness for growth and change despite some apprehension. Key themes such as documentation, accountability, and systematization have emerged, indicating the organization’s preparedness to address the challenges of the certification/licensure project (Hoory & Bottorff, 2022).

References

Hoory, L., & Bottorff, C. (2022, August 7). What Is A Stakeholder Analysis? Everything You Need To Know. Forbes Advisor. Retrieved from https://www.forbes.com/advisor/business/what-is-stakeholder-analysis/

manuprehab.org. (n.d.). About Us. Retrieved from https://www.manuprehab.org/about-us

Smith, L. W. (2000, September 7). Stakeholder analysis – a pivotal practice of successful projects. Project Management Institute. Retrieved from https://www.pmi.org/learning/library/stakeholder-analysis-pivotal-practiceprojects-8905

BUS FPX 4802 Assessment 3 Stakeholder Analysis and Findings

Taylor, B. E., Chait, R. P., & Holland, T. P. (2006). The New Work of the Nonprofit Board. Harvard Business Review. Retrieved from https://hbr.org/1996/09/the-new-work-of-the-nonprofit-board