PLANNING PROCESS GROUP

Table of Contents
1 INPUTS

1.1 DEVELOP PROJECT MANAGEMENT

1.2 PLAN SCOPE MANAGEMENT

1.3 COLLECT REQUIREMENTS

1.4 DEFINE SCOPE

2 RISK MANAGEMENT ORGANIZATION

2.1 PROCESS RESPONSIBILITY

2.1.1 PMO RISK MANAGER/RISK MANAGEMENT TEAM

2.1.2 RISK OWNER9

2.1.3 STEERING COMMITTEE

3 RISK MANAGEMENT PROCESS

3.1 RISK IDENTIFICATION

3.2 RISK ANALYSIS

3.3 RISK RESPONSE PLANNING

Planning Process Group

The Planning Process Group describes the procedures that define and refine the objectives,

as well as develop the course of action required to achieve those objectives. The Planning Process

Group processes create the components of the project management plan as well as the project

documents used to carry out the project. For extensive analysis, the nature of a project may

necessitate the use of repeated feedback loops. Through the will almost certainly be required as

more project information or characteristics are gathered and understood. Significant changes that

occur during the project life cycle may necessitate revisiting one or more of the planning processes,

as well as one or both plans to utilize. Progressive elaboration refers to the ongoing refinement of

the project management plan, indicating that planning and documentation are iterative or ongoing

activities. The main advantage of this Process Group is that it defines the plan of action for

successfully completing the project or phase.

While planning the project and developing the project management plan and project

documents, the project management team solicits input and encourages participation from relevant

stakeholders. The approved version of the project management plan is considered a baseline once

the initial planning effort is completed. The Monitoring and Controlling processes compare project

performance to baselines throughout the project.

Figure 1.1 Planning Process Groups
DEVELOP PROJECT MANAGEMENT PLAN

See in Section 1. Develop Project Management Plan is the process of defining, preparing,

and coordinating all plan components and consolidating them into an integrated project

management plan. The key benefit of this process is the production of a comprehensive document

that defines the basis of all project work and how the work will be performed.

Used to define, prepare, and coordinate all subsidiary activities or plans and integrate them

into a comprehensive project management plan. The primary advantage of this process is the

creation of a centralized document that serves as the basis for all decisions.

PLAN SCOPE MANAGEMENT

The purpose of constructing a scope management plan outlining how the project and

product scopes will be described, validated, and controlled This process's main advantage is that

it provides leadership and advice on how context will be outlined in the following sections. This

procedure is carried out only once or at predetermined points throughout the proposal.

Recognizing the task objectives is the most important step because it helps to identify and

estimate the project's budget. The range management plan, that also defines the entire project, is

written. The project scope would include the project requirements as well as the design constraints.
It includes all assumptions being made for the project's successful completion as guided by the

program manager.

PROJECT MANAGEMENT PLAN COMPONENTS

A. QUALITY MANAGEMENT PLAN

The Quality Management Plan specifies how the project's quality will be managed. It includes

the objectives, standards, roles, and responsibilities, as well as the control procedures. It is part of

the Project Management strategy.

Project Life Cycle Description

INITIATING

CLOSING
PLANNING

MONITORING &
CONTROLLING EXECUTING

The first phase of the project life cycle is all about starting a project with your team and

the client and getting their commitment to begin the project. You compile all available information

in a systematic manner to define the project's scope, cost, and resources. The goal of the initiation

phase is to take a project's (sometimes vague) brief and understand what the project needs to do

and achieve to succeed.

After receiving approval to proceed in the initiation phase, you can begin project planning.

This is arguably the most critical project phase in the life cycle.
 Planning is where you define all the work to be done and create the roadmap that you

follow for the remainder of the project.

Finally get to execute on your awesome project plan. You bring your resources onboard,

brief them, set the ground rules, and introduce them to one another. After that, everyone jumps in

to perform the work identified in the plan.

B. DEVELOPMENT APPROACH

“The method used to create and evolve the product, service, or result during the project life

cycle, such as predictive, iterative, incremental, agile, or a hybrid method.” -Project Management

Institute, A Guide to the Project Management Body of Knowledge (PMBOK® GUIDE) – Sixth Edition,

Project Management Institute, Inc., 2017. In a very successful project plan, developing an approach in

project management will lead to automatically greater opportunities.

COLECT REQUIREMENTS

The process of identifying, describing, and having to manage stakeholder needs and

requirements to achieve goals? The main advantage of this process is that it serves as the

foundation for identifying the product and scope of study.

The key benefit of this process is that it provides the basis for defining and managing the

project scope including product scope.

DEFINE SCOPE

The process of creating a comprehensive description of the project and product. The main

advantage of this method is that it defines the limits and understanding of the product, service, or

result.

This part of the project will provide a roadmap that managers can use to assign tasks,

schedule work and budget appropriately; helps focus team members on common objectives; and.

prevents projects, particularly complex ones, from expanding beyond the established vision.

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PLAN SCHEDULE MANAGEMENT

DEFINE ACTIVITIES
SEQUENCE ACTIVITIES

ESTIMATE ACTIVITY DURATIONS

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DEVELOP SCHEDULE

PLAN COST MANAGEMENT

ESTIMATE COST
DETERMINING BUDGET

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PLAN QUALITY MANAGEMENT

PLAN RESOURCE MANAGEMENT

ESTIMATE ACTIVITY RESOURCES

PLAN COMMUNICATION MANAGEMENT

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PLAN RISK MANAGEMENT

The process of outlining how to carry out risk management tasks for a project is known as plan

risk management. The main advantage of this method is that it makes sure that risk management

is applied in a manner that is proportionate to the risks involved and to how important the project

is to the company and other stakeholders. This procedure is carried out once or at predetermined

project milestones.

The process of plan risk management ought to start as soon as a project is conceptualized and

ought to be finished early on. Later in the project life cycle, such as at a large phase change, if the

project scope considerably changes, or if a subsequent assessment of risk management

effectiveness shows that the Project Risk Management process needs adjustment, it can be required

to revisit this procedure.

RISK MANAGEMENT PLAN

Determine how to carry out risk management operations for a project by creating a plan for risk

management project. This procedure's main advantage is that it makes sure that risk's level, nature,

and visibility are all considered. Management are in line with the risks and the project's

significance to the company and other stakeholders.

Which project management plan elements and which resources are used depends on the project's

requirements. Project documentation is required.

There are 5 steps in Risk Management Plan

1. Identify the risk - Being aware of potential project risks doesn't have to spell doom for

your company. The exact opposite. The process of identifying hazards is one that your

entire team can benefit from and enjoy. Utilize the expertise and knowledge of your entire

team as a whole. Everyone should be asked to name any risks they have knowledge about

or have already experienced. This procedure promotes cross-functional learning and

communication.

2. Analyze the risk - When your team has identified some potential issues, further

investigation is necessary. How probable are these dangers to materialize? What effects, if

any, will they have if they do happen?

In order to choose where to focus first, your team will analyze the likelihood and

consequences of each risk throughout this step. Accurate risk analysis depends on a number

of factors, including the severity of the impact, time lost, and the possibility of financial

loss to the company. By carefully examining each risk, you can identify any problems that

frequently arise throughout a project and improve the risk management procedure moving

forward.

3. Prioritize the risk - Prioritization now starts. Ranking each risk takes into account both its

propensity to occur and its possible impact on the project. This step reveals the project's

overall picture to you and identifies the areas on which the team should concentrate its

efforts. Most significantly, it will assist you in determining practical answers to each

danger. In this manner, the project itself won't experience any severe delays or interruptions

while it's being treated.

 4. Treat the risk - Send out your treatment plan as soon as the greatest dangers are revealed.

Although it is impossible to predict every risk, the earlier steps in your risk management

process should have prepared you for success. Assign your team the duty of either resolving

or at the very least reducing each risk such that it no longer poses a threat to the project,

starting with the risk that has the highest priority. Utilizing your team's resources

effectively while keeping the project on track is another aspect of effectively managing and

mitigating risk. As time passes and you create a bigger database of previous projects and

associated risk logs, you'll be able to predict potential dangers and take a proactive rather

than a reactive strategy to treatment.

5. Monitor the risk - The continual monitoring of possible dangers requires effective

communication between your staff and stakeholders. Keeping track of those moving targets

ceases to be a risky endeavor once your risk management strategy and its accompanying

project risk register are in place, even though it may occasionally feel like you're herding

cats.

PLAN RISK RESPONSE

The process of creating options, choosing methods, and deciding on actions to handle both the

overall project risk exposure and specific project hazards is known as "planning risk responses."

This process' main advantage is that it shows how to effectively address both general project risk

and specific project risk.

Additionally, this procedure allots resources and adds activities as necessary to project

documentation and the project management plan.

CHANGE REQUESTS

Although different businesses have different methods for handling change requests, these five

phases are typically the very minimum necessary as part of the process:

1. Collect all the relevant supporting documentation - All pertinent documents describing

the change that is needed and any supporting materials that can strengthen the case for the

change request should be gathered in order to determine whether the change is a high

priority or even essential at all. The request should explain why the change is necessary

and what advantages it will bring about, such as better customer service, a product

improvement, etc.

2. Decide whether it is inside or outside of scope - It should be decided whether the change

falls within or beyond the project's scope before any work is done to move it ahead. The

amount of the budget and the amount of effort required should be considered while making

this choice.

3. Prioritize the change request - The analysis of the change's importance is a crucial next

step. Is it absolutely necessary for the company, or is it more of a nice-to-have? How much

does the firm gain from this? There can be more adjustment requests; in that case, you'll

need to choose which is more crucial and has to be carried out first.

4. Approve/reject the change request - You should now be able to decide whether to

approve or reject the request using all of the data and analysis from the preceding steps.
 The change request team should have the power to accept or reject the change if there is

one and it is only a minor one. The proper budget owner or executive may need to approve

it if it is a more significant modification with high expenditures.

5. Plan the implementation - If it is decided to deny the request, the requester should be

notified and the rejection rationale should be stated. The next stage is to put the necessary

plans in place to implement the modification if it is approved. The tasks will then be

assigned to the appropriate team or resources. Without a productive system in place, it can

be quite difficult to fulfill all necessary activities during the lengthy end-to-end

administration of change requests. But there are sophisticated digital options out today, and

the process will be much simpler and more effective if you use a change request

management platform. The process will incorporate all of the aforementioned actions as

well as any additional necessary ones.

Change Request Form Example

Project Name House Build

Requested By Project Sponsor Date 18th April

Request No 5 Name Add Pool

Request

Change Description The addition of a 15x5 meter pool to the rear of

the property. To include a fence around the pool to

make it safe for children in the garden, and also a

singular diving board.

Change Reason This is new requirement from the project sponsor.

 Impact of Change Minimal groundwork required, but it is estimate

the pool with cost $25, 000 and the fence a further

$2,500. Additionally, the completion of the project

will be delayed by 2 weeks to complete this work.

Proposed Action Accept the change and the cost associated with

however. However, complete this work after the

rest of the house is finished. This way this work

can be done after owner has moved in and is not

on the critical path.

Status In review Approved Rejected

Yes

Approved Date N/A

Approved By N/A

Project Management Plan Updates

The three project management limitations, cost, time, and scope, are the main topics of project

updates. A good project manager is aware that altering one of these factors affects the other two.

The impact of these adjustments on the project as a whole will be shown in the current project

plan.
Making Project Plan updates

The project manager will regularly record time worked once a project plan has been approved, a

baseline has been established, and the project is moving forward. How up-to-date the team wants

the plan to be determines how frequently this occurs. Weekly time updates are normal, however

for particularly time-sensitive projects, daily updates could be preferred.

Getting the team on board with the strategy to track their time spent on what can be a difficult

undertaking. It is occasionally necessary to employ a project administrator to keep track of time

spent and/or to remind team members to submit or record their time.

The project manager should also use this opportunity to update the resources section of the project

calendar. Review and adjust team availability, vacations, and leave as necessary.

It is also necessary to check the timetables for other resources. Materials' anticipated arrival dates

and the availability of outside resources have an impact on the project if they are delayed or

perhaps become available earlier than anticipated.

UPDATING COSTS - Costs are subject to change, particularly for lengthy projects.

Changes in material costs, internal employee promotions that enhance hourly pay, and

adjustments to external contractors all have the potential to raise contract rates.

As soon as these cost changes are known, the project plan should be updated, and any large

deviations should be discussed with the executive team and/or sponsors.

SCOPE - Of course, any modifications to the project's scope should be made to the plan

as soon as they are recognized and practical. Before accepting any scope adjustments, a

number of "what if" scenarios will probably have been run, depending on the tools the

project manager uses to maintain the plan. This is the most effective technique to ascertain,

before actually authorizing the changes, how scope alterations would affect the project
 schedule and costs. It is wise to have a "set point" in the project plan for scope

modifications. Update the plan's time worked and any recent cost changes first. As the

current set point, save this plan. This is a useful technique to follow in case the project

manager needs to go back to an earlier plan. After adding the scope modifications and

making any necessary adjustments to other sections, create a new project plan and save it

with the right revision date.

MANAGER TIME SCHEDULE - The project manager can lessen the strain on their own

schedule by setting aside times to update the project plan. An example of a project

manager's usual weekly itinerary would be:

- Thursday: Compile the total number of hours worked since Monday to estimate the

number of hours worked on Friday.

- Friday: Add up the hours worked that week. calendars of available resources (staff)

- Monday: Update Friday time estimates to reflect actual work. Schedules for materials,

supplies, and other non-person resources should be reviewed and updated. Run reports

and deliver them by Monday or Tuesday morning to the proper parties.

The project manager can benefit from scheduling administrative work by doing so in the

following ways:

- Turns into a scheduled activity

- Dispenses with the requirement for rushing updates to satisfy reporting requirements

- Enables the project plan to always be a reliable source of information on the status of

the project.

Project Documentation Updates

The project manager is typically in charge of revising or updating the project plan because they

have their finger on the project's pulse. The organized project manager establishes authority as the

one who is aware of the project's status by having a current project plan in their possession.

PLAN PROCUREMENT MANAGEMENT

Procurement Management Plan

A sound procurement strategy always creates opportunities for cost, time, and effort savings that

lead to corporate compliance.

This is so that a plan may properly outline the project from beginning to end. Additionally, it

guarantees that everyone knows exactly what is happening at each stage, from the beginning to the

end.

Components of Procurement Management plan

- ESTIMATING - Estimating the project's funding requirements is essential before

submitting a bid through the procurement process. For future reference, it is important

to compare and analyze elements such net present value analysis, capital budgeting,

and cost-benefit analysis when estimating.

- PROJECT SCHEDULING - A task, its start date, end date, and budget are all clearly

stated in the project schedule. The work must be divided into distinct tasks for various

responsibilities, including those of outside contractors, vendors, and suppliers of

service providers.

- VENDOR CONTROL - Vendor management is a crucial step in the procedure. It aids

in ensuring that the vendors' work is satisfactory. Techniques for vendor control should

be included in a plan that explicitly states the declaration of results and references.

- PRE-QUALIFIED VENDORS - Pre-qualifying the vendors you want to collaborate

with is essential after putting up the vendor control measures. You can decide whether

they meet your requirements based on their prior work, the descriptions of the project

team, your work process, etc.

- ROLES AND RESPONSIBILITIES - The roles of the individuals needed to make

the process work smoothly are specified in a procurement management plan. It outlines
 the responsibilities and limitations of project managers, technical managers, contract

managers, operational managers, and lawyers.

- RISK MANAGEMENT - The risk factor is always significant when working with

several parties. Each project should have a risk profile in a procurement management

strategy that includes the risk level, risk tolerance, amount of details, contracts, policies,

and reviews.

- LEGAL JURISDICTION - Legal jurisdictions should always be addressed in a

procurement management plan. It serves to link the project together and inform

stakeholders of their work so they can respond appropriately.

- PAYMENTS - The terms of payment, modalities, and methods should always be

included in a procurement management plan depending on the project. To prevent

future disputes and problems, it is crucial to include this element.

- CONSTRAINTS AND ASSUMPTIONS - Plans are continually created while taking

various future restrictions and presumptions into account. It could comprise normative

requirements, timelines, environments, geographical settings, physical circumstances,

levels of quality, or security.

As you can observe, these are the set of components required to finalize the plan.

Procurement Strategy

A solid procurement plan will reduce mistakes, identify areas for cost savings, get rid of erratic

spending, and guarantee policy compliance. The following are the nine essential steps to

implementing a successful procurement strategy:

1. Implement Procurement software

 2. Analyze organizational spend.

3. Determine business needs

4. Assess market conditions

5. Set clear objectives

6. Define procurement policies

7. Outline a procurement strategy

8. Develop a digital procurement strategy

9. Execute, manage, and refine the strategy

Bid Documents

Bid Document Preparation:

PS&E Submittal

For the majority of projects, it is advised that the local government submits the PS&E at various

stages, reflecting the 30 percent, 60 percent, and 90 percent completion phases, in order to obtain

TxDOT's (and FHWA's, as necessary) approval during the development of the project's design

components. TxDOT might accept fewer submissions for simpler projects.

The PS&E and bid documents are examined and approved by TxDOT after final submission.

Following approval, a State Letter of Authority (SLOA) and, if necessary, a Federal Project

Authorization and Agreement (FPAA) are granted, allowing advertising of the project's

construction phase.

Items for consideration

It might be a challenging undertaking to create bid documents that satisfy all relevant municipal,

state, and federal regulations. Each of the following needs to be assessed, and if desired or required

by legislation, should be included in the bid documents:

 Bonding
 Change Orders
 Child Support Documentation
 Claims
 Contract Time
 Debarment Certification
 Designated Material Sources / Disposal Sites
 Differing Site Conditions
 Disadvantaged Business Enterprises (DBE), Historically Underutilized Businesses (HUB),
and Small Business Enterprises (SBE)
 Equal Employment Opportunity
 Equipment Rental Rates
 Form FHWA-1273
 Liquidated Damages
 Lobbying Certification
 Local Hiring Preference
 Non-collusion Statement
 Non-discrimination against Persons with Disabilities
 Non-Responsive Bid
 Non-segregated Facilities
 Patented/Proprietary Products
 Prequalification
 Prevailing Minimum Wage (Davis-Bacon Act)
 Prison Produced Materials
 Publicly-owned Equipment
 Railroad Insurance Provision
 Retainage
 Safety
 Subcontracting
 Termination of Contract
 Time Extensions
 Title VI Compliance
 Trench Safety
 Warranties and Warranty Clauses
 Workers Compensation Insurance

Procurement Statement of work

The procurement statement of work adequately outlines the item acquired so that potential sellers

can determine whether they are capable of giving the buyer the items and deliverables. The type

of the item, anticipated contract structure, and the buyer's requirements can all influence the

specifics of the deliverable. Various specifications, such as quantity levels, intended quantities,

performance periods, performance data, work locations, and other needs, may also be included.

This project management section needs to be written clearly, succinctly, and completely. It

contains a description of the necessary ancillary services, such as performance reports or even

project post-operational support.

It is significant to remember that a statement of work is necessary for every single purchase. As it

progresses through the procurement process, the statement of work may be amended and improved

as necessary until it is included into a signed agreement.

The project scope statement, work breakdown structure, and scope of work are used to generate

the procurement statement of work.

Source Selection Criteria

The procurement solicitation documents frequently include selection criteria. Such standards,

which may be either objective or subjective, are created and utilized to evaluate or score seller

proposals.

If the procurement item is easily accessible from a variety of approved sellers, selection criteria

might be restricted to purchase price. The term "purchase price" in this context refers to the sum

of the cost of the item and any related costs, including delivery.
To support an evaluation for a more complex product, service, or results, additional selection

criteria might be found and documented. Examples include:

 Awareness of the necessity. How well does the seller's proposal match the job description

in the request for proposals?

 Life-cycle or total cost. Will the chosen supplier have the lowest total cost (including both

purchase and operating costs)?

 Technical prowess. Does the seller possess the necessary technical know-how and abilities,

or can it be fairly expected that the seller will pick them up?

 Risk. What level of risk is present in the statement of work, and what level of risk will be

transferred to the chosen seller?

 The management strategy. Does the seller already have management processes and

procedures in place, or can it be fairly anticipated that the seller will create them?

 Technical method. Do the seller's proposed technical processes, techniques, solutions, and

services match the requirements for the procurement paperwork, or are they more likely to

produce results beyond what was anticipated?

 Warranties How long does the seller offer to provide a warranty on the finished product?

 Resources available. Does the seller possess, or is it reasonable to believe that the seller

will acquire, the required financial resources?

 Capacity and enthusiasm for production. Does the vendor have the resources and

motivation to fulfill any foreseeable future demands?

 Business kind and size. Does the seller's firm fall within a particular classification of

company, such as small, women-owned, or disadvantaged small enterprises, as determined

 by the buyer or established by a government agency and included as a requirement of

contract award?

 The sellers' prior performance. What prior encounters did the chosen sellers have?

 Citations. Can the supplier produce testimonials from previous clients attesting to their

professional background and adherence to the terms of the contract?

 Rights to intellectual property. Does the seller claim intellectual property rights over the

labor methods, services, or goods they will utilize or create for the project?

 Ownership rights. Does the scMcr claim exclusive rights to the items they will make for

the project, the work methods or services they will use?

Make-or-buy decisions

When deciding on in-house production, managers must take expenses into account. It covers

every expense incurred during the course of producing the good or service. It may also cover

additional labor expenses related to production, monitoring expenses, storage expenses, and

waste product disposal expenses.

Similar to this, when considering outsourcing to outside suppliers, organizations must consider

both the production and transaction expenses. For instance, the cost of the item, sales tax fees,

and delivery expenses must be taken into account. Companies also need to factor in inventory

holding expenses, which include warehousing, handling, risk, and ordering expenses.

Sometimes, the make-or-buy choice is viewed as a financial or accounting choice. While it is

vital to carry out an accounting evaluation and choose the least expensive course of action, it

is even more critical to comprehend the reasoning behind the choice.

Making or buying decisions therefore require strategic consideration on the part of businesses

because they have a significant impact on the profitability and financial stability of the latter.
 They may have an effect on corporate strategy, key competencies, cost management, and

flexibility.

Independent cost estimates

A supply management may compare prices based on an independent cost estimate when other

price analysis methods cannot be used. It is up to him or her to judge whether the estimate is

accurate and reasonable. Cost analysis should be used if price analysis is impracticable or prevents

the buyer from concluding that the price is fair and reasonable.

Cost analysis - When price analysis is impractical or prevents a supply management

expert from concluding that a pricing is fair and acceptable, cost analysis should be

used instead. Cost analysis is typically most helpful when a person is making

nonstandard purchases of goods and services. The application of cost analysis to the

upfront costs of purchasing resources, goods, and services is the main topic of this

section.

Cost Analysis Defined - As we've seen, pricing analysis is a comparison-based

approach. A review and assessment of existing or projected costs is called a cost

analysis. The goal of this research is to project realistic expected contract costs by using

experience, knowledge, and judgment to data. To get mutually accepted contract prices,

buyer and seller talks are based on estimated costs.

A supply manager should always be aware of how much manufacturing companies'

expenses vary from one another. Some businesses generate goods at high cost while

others manufacture goods at low cost. The costs of certain businesses as well as the
 costs of specific items sold by any one business are influenced by a variety of factors.

Some of the factors that have the greatest impact on costs are:

 Capabilities of management.

 Efficient of labor.

 Amount and quality of subcontracting.

 Plant capacity and the continuity of output.

Each of these variables is subject to alter depending on the product or the time. Because of this,

one company may create something at a high cost while producing something else at a low cost.

The company may manufacture at low cost one year and at high cost the following. Due to these

factors, it is crucial for a supply manager to establish competition among possible suppliers when

it is acceptable. A supply management may be able to identify the ideal low-cost producer through

competition.

PLAN STAKEHOHDLER ENGAGEMENT

Plan Stakeholder Engagement is the process of creating strategies to involve project stakeholders

based on their requirements, expectations, areas of interest, and potential effects on the project.

The main advantage is that it offers a workable strategy for engaging stakeholders in productive

dialogue. As necessary, this procedure is carried out on an ongoing basis throughout the project.

Early in the project's life cycle, an effective plan is created that takes into account the various

information demands of the project's stakeholders. As the stakeholder community evolves, the plan
is periodically evaluated and modified. After the initial draft of the stakeholder engagement plan

is developed,

The Identify Stakeholder approach has identified the stakeholder community. The plan for

engaging stakeholders is modified frequently to take into account changes within the stakeholder

group. Typical trigger events necessitating plan revisions include, but are not limited to:

 When it is the start of a new phase of the project;

 When there are changes to the organization structure or within the industry;

 When new individuals or groups become stakeholders, current stakeholders are no longer

part of the stakeholder community, or the importance of particular stakeholders to the

project's success changes; and

 When outputs of other project process areas, such as change management, risk

management, or issue management, require a review of stakeholder engagement

strategies.

Changes in the stakeholders' relative importance could be one of the outcomes of these

adjustments.

Janmar

Stakeholder engagement plan

A strong stakeholder engagement plan should be carefully thought out and organized. Stakeholder

identification, interest levels, power, and influence over the organization and/or project should all

be covered. For instance, is your stakeholder unbiased or a decision-maker? Are they able to

persuade or exert influence over others during the decision-making process? A strong stakeholder

plan should specify the project's scope, contain helpful matrices like an importance/influence
matrix and a stakeholder engagement matrix, have precise dates, and have a post-stakeholder

engagement strategy in place before the project begins.

In making the stakeholder engagement plan on the Timber two-storey residential house these are

the key Inclusions:

1. Outline Project Scope

2. Define Boundaries

3. Decide on Metrics

4. Create Timelines

5. Post Engagement plan

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