BSBPMG621 Task 1

BSB61218 – Advanced Diploma of
Project Management
BSBPMG621
Facilitate stakeholder engagement
Task 1
Business College at International House

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Questioning Assessment
Candidate Instructions
Youwillcomplete questions for purposesof formalassessmentas per the questions outlined in the
questioning record below, and any additional probing or clarification questions required by the assessor.
The Knowledge Activity is designed to confirm your competency for all the required knowledge in the unit of
competency.
Task Details
There is no restriction on the length of the question responses, or time restriction in completing the
assessment.It is anticipated however that the assessment will take approximately 2 hoursto complete,
and word limit is unit as a guide only.
The assessment may be re-attempted on two further occasions (maximum three attempts in total).All
assessments must be resubmitted 3 days within receiving your unsatisfactory grade. You must clearly
indicate “Re-submission” on your resubmitted work.
You must complete all questions unassisted by the assessor or other personnel but may refer to reference
material as may be needed.
All questions must be answered satisfactorily for the assessment to be completed satisfactorily.
For any assessment conducted that is incomplete, or without satisfactory performance, the assessment
will need to be completed again after further training support. This may be simply to focus on question
areas not achieved in the prior assessment.
Evidence to be collected
Answer the activity in as much detail as possible, considering your organisational requirements.
In undertaking this assessment task, you as the candidate are providing consent for your work to be
reviewed for the purposes of formal assessment in the unit(s) of competency. If you have concern
regarding this permission, please discuss this with your assessor prior to undertaking the task.
To provide you with an opportunity to show you have the required knowledge
Objective
for this unit.

Candidate Declaration
Candidate name:
Trainer’s name:
Date:
Assessment declaration: I declare that no part of this assessment has been copied from another
person’s work, except where clearly noted on documents or work submitted.
I declare that no part of this assessment has been written for me by another
person. I understand that plagiarism is a serious offence that may lead to
disciplinary action.
Candidate signature:
Your trainer and assessor will be grading your work and provide you with constructive feedback
on Canvas.

Task 1: Knowledge Questions
Select and describe two stakeholder engagement models, including what are
Question 1
their benefits and application.
Answer:
Stakeholder Description including benefits and application
Engagement Model (Min. 50 words/model)
THE SALIENCE
STAKEHOLDER MODEL
The stakeholder salience model is loved by lean and agile

consultants as well as with project managers. Much like the 2×2
matrix, it maps stakeholders on the basis of their power (are they
active or dormant?) and urgency (are they demanding or not?). In
the salience model, the factor legitimacy is added: how appropriate
is it that the party involves him or herself, really?
THE STAKEHOLDER SALIENCE MODEL DIMENSIONS APPLIED AND

EXAMPLE STRATEGIES TO HAVE A SAY
Mitchell was the one who introduced the stakeholder venn

diagram. Yet, with the overlaps it creates a plethora of
stakeholders, which makes the model quite complicated at times.
However, it can be useful for a project manager to assess if it
should listen to a party or not. You can assess the context of the
message by analyzing a stakeholder’s:
 Power: What does the financial, brand, or image of this

party tell me?
 Urgency: Should this be solved now and when (if at all) for
this party?
 Legitimacy: Who funds, controls assets, or is impacted by
this party?
With this snapshot analysis you can determine if people contacting
you are no, latent, expectant (two factors apply), or have become
key/definitive stakeholders (they score high on all three
dimensions). A party seeking influence should:
 build a coalition of interested (media) parties (and amass a

bigger reach, size, and legitimacy)
 stress your relative economic size or influence and access to
governance or policy-makers
 align your message with that of management (it is more
likely that they will listen and act)
HOW TO USE THE SALIENCE STAKEHOLDER MODEL AND KEEP YOUR

HORIZON OPEN FOR OPPORTUNITY
The salience stakeholder model very quickly narrows the scope of

your analysis, e.g. to ignore those without a voice. Think of animals,
nature, or environmental stakeholders. Besides, the model is
anxiety-driven instead of opportunity-driven. After all, those who
are “dangerous” can after all also be your biggest supporters once
you meet them at the level that they want to be heard. For
instance, sometimes it can be useful to give your biggest critics and
pessimists a role. Think of making them an (informal) brainstorm
and anchor partner. If they are okay with it, others will love it.
THE 9C STAKEHOLDER
ANALYSIS

Thi
s is the most concrete and simple mapping technique we have
seen. It very practically defines all organizational stakeholders. It is
like making a stakeholder list but by organizing them by category.
This method is highly regarded by those investing in corporate and
social responsibility of a firm. It opens doors to check what
stakeholders you like to have more clarity on, and who to get in
touch with (e.g. by doing an interview, sending them an invitation
for an event about your industry’s governance, or by reaching out
with a questionnaire). What’s at stake?
THE 9C STAKEHOLDER ANALYSIS FOR BUSINESS TO BUSINESS OR

GOVERNMENT TO BUSINESS TO CITIZENS APPLIED
Commissioners are financiers who pay to get things done.

Customers are those that buy/use the product or service you
provide. Collaborators are those you design and deliver
services/products with. Champions are the ambassadors of the
project, whom actively promote the idea. Channels are the ways
you get to the market or customers. The consumers are the end-
users served by your customers. Contributors are those who the
organization purchases content from. Those that make opinions are
for instance market, industry, political, or religious commentators.
a) List three forms or methods of stakeholder engagement.

Question 2 b) Which one would you choose for the program (think about the program
you are working on in your assessments) and why? (Min. 50 words)
Answer: A)

1) Newsletter/Mail shot/Email
2) Combining and targeting stakeholder engagement approaches
3) Questionnaires
B)
I choose Nominal group technique because they can structure problem-solving or ideas
generating activity in which individuals’ ideas are gathered and combined in a face-to-face,
nonthreatening group environment. The process is intended to promote creative participation
in group problem -solving.
Select and briefly describe five means, media and methods of communication to
Question 3 use to support stakeholder engagement in the program. (Min. 30
words/description)
Answer:
Means, media and methods of Description
communication (Min. 30 words/description)
Send out a newsletter Using the company’s intranet or collaboration platform
already in place, you can act proactively and define a
newsletter to be sent out to stakeholders at given time
periods. It can be great for including even stakeholders
who are not directly involved with your project.
Beware that e-mail is a one-way communication
channel, so you should avoid it for issues that require
immediate feedback.
Separate online “screen to As time-consuming as they can be separate face to face
screen” meetings meetings are the best way to get the message across
stakeholders. Not everyone responds to your
presentation style equally, so by meeting stakeholders
separately, you can address their concerns in more
detail and with greater control. Of course, again, as a
result of the graphically dispersed teams and the
growing trend of including independent contractors in
projects “screen to screen” is becoming the new “face
to face”, since so many of the meetings are held via
online communication and collaboration platforms.
Having a presentation is optional; you are better off
focusing on the dialogue.
Project summary report Project summary reports are usually sent out in
predefined periods (weekly, monthly). The protocol is
already agreed upon here, so if your project is running
on time and within budget, you should not have any
concerns.

Schedule a conference call Conference calls are most commonly used in situations
where the issue is too urgent for a meeting. So
whenever you feel there is an obstacle that needs to be
resolved immediately you can schedule a conference
call, which can be arranged in the matter of
minutes/hours.
Lunch meetings Lunch meetings would fall into the informal
communication category of stakeholders meetings.
They would be a great idea for getting honest feedback
or getting stakeholders to sign off on a particular idea
you have in mind.
Reflect on the stakeholders in your program. Select and describe the features of
five different types and roles of program stakeholders. Features may include:
Question 4
their role in the program, what they are responsible for, what expertise they can
bring, accountability, desired attributes, or what they can approve/reject.
Answer:
Types and roles of program Description of features
stakeholders (Min.30 words/each stakeholder)
Stakeholder Management Stakeholder management is the process of maintaining good
relationships with the people who have most impact on your
work. Communicating with each one in the right way can play
a vital part in keeping them "on board."
It pays to remember the old saying, "No man is an island."
Why? Because almost every project you work on involves
other people. And, chances are, you'll depend on some of
them for crucial support, investment and resources.
Contractors, subcontractors, This can be a construction management foreman, network
and suppliers consultant, electrician, carpenter, architect, or anyone who is
not an employee. Managing contractors or suppliers requires
many of the skills needed to manage full-time project team
members.
Project Manager The project manager plays the chief part in the project and is
responsible for its success and quality. His job is to make sure
that the project proceeds and completes within the specified
time frame and the ascertained budget, and accomplishing its
goals at the same time. Project managers ensure that
resources are sufficient for the project and maintain
relationships with contributors and stakeholders.

A project manager is entrusted with various duties and
responsibilities like:
 Developing a project plan

 Managing deliverables according to the decided
plan
 Leading and managing the team
 Deciding the methodology used in the project
 Establishing a project schedule and determining
each phase
 Assigning tasks to team members
 Providing regular updates to upper management
Project team members are mainly the people who work on

Project Team Member various phases of the project. They could be in-house staff or
external consultants and maybe working on a full-time or
part-time basis. Their roles can differ according to each
project.
The responsibilities of the members can be summed up as the

following:
 Contribute to overall project objectives

 Complete individual deliverables
 Provide expertise
 Work with users to determine and meet business
needs
 Document the process
The project sponsor is the driver and in-house champion of

Project Sponsor the project. He has a vested interest in the successful
outcome of the project. They are typically members of senior
management – those with a stake in the project’s outcome.
Project sponsors work closely with the project manager. They
legitimize the project’s objectives and participate in high-level
project planning. Also, they often help resolve conflicts and
remove obstacles that occur throughout the project, and they
sign off on approvals needed to advance each phase.
Project sponsor duties:

 Make key business decisions for the project
 Approve the project budget
 Ensure availability of resources
 Communicate the project’s goals throughout the
organization
Select and describe the key content/features of three organisational policies and
procedures that you would consult as a program manager when managing and
engaging stakeholders. To help you with your answer, think about the program
Question 5
that you are developing for your assessment work and the policies and
procedures provided by the sponsoring organisation. Consider format,
inclusions, key content, purpose etc.
Answer:
Policy and procedures Key content/features
(Min. 30 words/policy and procedures)
Acknowledgement Policy management systems must require users to

verify that they have received a policy and agree to it.
This acknowledgement must include the date and offer
a further capability to quiz the user on the content of
the policy. Without this capability the user may claim
he never received the policy so was not aware of the
rule. One of the police officers in the recent Baltimore
police case was acquitted because although there was
a new policy in effect regarding transporting prisoners,
the prosecutor could not prove that the policy was
distributed and received by the defendant and so he
was not in non-compliance as charged. This supports
the point that policies must be acknowledged to be
effective.
Team collaboration Team collaboration is a communication and project
management approach that emphasizes teamwork,
innovative thinking and equal participation to achieve
objectives. Goals of team collaboration include
completing projects quickly and efficiently,
collectively brainstorming solutions and giving all team
members a sense of accomplishment.
Groups and Roles Policies need to be in a consistent format and available
to users by their group and role in the organization—
only those policies that apply to a user are made
available to him. Employees only see content that is
targeted for them and are not asked to review policy
that is unrelated to their function. Organizations that
bulk publish policy to a website actually reduce
compliance by cluttering the message they are trying to
send.
Data Security and Integrity Cloud based Policy Management Systems requires very
strong security including separate code base and
database for each site, SSL protocol, strong password
management, and data encryption. Protocols like
HIPAA (Health Insurance Portability and Accountability
Act), Sarbanes Oxley (SOX) and others. At Compliance
Bridge we take security very seriously. Our goal is to
protect customer information while allowing access via
the Internet.
Define two program and three organisational objectives that the process of
Question 6 stakeholder engagement may support. To help you with your answer, think
about the program that you are developing for your assessment work.
Answer:
Program objectives Identifying potential constraints and conflicts that
could affect project effectiveness.
Statements describing the results to be achieved, and

the manner in which they will be achieved. You usually
need multiple objectives to address a single goal.
Criteria: SMART attributes are used to develop a
clearly-defined objective. Attributes of SMART
objectives: • Specific: includes the “who”, “what”, and
“where”. Use only one action verb to avoid issues with
measuring success. • Measurable: focuses on “how
much” change is expected. • Achievable: realistic given
program resources and planned implementation. •
Relevant: relates directly to program/activity goals. •
Time-bound: focuses on “when” the objective will be
achieved. Providing meaningful access to dialogue and
decision-making in development processes.
Organisational objectives Development of strong, constructive, and responsive

relationships.
Engagement enhances project acceptance and
ownership and strengthens the social and
environmental sustainability and benefits of supported
interventions.
An organization's objectives will play a large part in
developing organizational policies and determining the
allocation of organizational resources. Achievement of
objectives helps an organization reach its overall
strategic goals. Promoting respect for human rights,
and preventing and resolving conflict.


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BSB61218 – Advanced Diploma of

Business College at International House

Business College at International House

Business College at International House

The stakeholder salience model is loved by lean and agile

THE STAKEHOLDER SALIENCE MODEL DIMENSIONS APPLIED AND

Mitchell was the one who introduced the stakeholder venn

 Power: What does the financial, brand, or image of this

 build a coalition of interested (media) parties (and amass a

HOW TO USE THE SALIENCE STAKEHOLDER MODEL AND KEEP YOUR

The salience stakeholder model very quickly narrows the scope of

Business College at International House

THE 9C STAKEHOLDER ANALYSIS FOR BUSINESS TO BUSINESS OR

Commissioners are financiers who pay to get things done.

a) List three forms or methods of stakeholder engagement.

Business College at International House

Business College at International House

Business College at International House

 Developing a project plan

Project team members are mainly the people who work on

The responsibilities of the members can be summed up as the

Business College at International House

 Contribute to overall project objectives

The project sponsor is the driver and in-house champion of

Project sponsor duties:

Business College at International House

Acknowledgement Policy management systems must require users to

Statements describing the results to be achieved, and

Organisational objectives Development of strong, constructive, and responsive

Business College at International House

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