Malaysian Highway Authority (LLM )

Scomi Energy Services Bhd

PJD Link (M) Sdn Bhd : Noblemax Resources Sdn Bhd / PJD Link Holdings Sdn Bhd

Additonal: Malaysian Highway Authority (LLM)

MBPJ (Majlis Bandaraya Petaling Jaya)

Selangor State Government

environmental impact assessment (EIA), social impact assessment (SIA) and traffic impact assessment (TIA)

Federal Government

Main Con: MRCB

Consultant: Seri Sepakat Setia

Petaling Jaya Residents

INTERNAL STAKEHOLDERS EXTERNAL STAKEHOLDERS

Project Sponsor (Client) Project Implementing Agency
- Scomi Energy Services Bhd Lembaga Lebuhraya Malaysia (LLM)
- PJD Link (M) Sdn Bhd
Project Consultant Government Agencies (Regional Government and
Relevant Departments)
- Federal Government
- Selangor State Government
- Majlis Bandaraya Petaling Jaya
- Local Authorities
Main Contractor People in the immediate project areas
- Petaling Jaya Residents
- Petaling Jaya Road User
Sub-Contractor Community-based Organizations
- Structure - Environmental Impact Assessment (EIA)
- Infrastructure - Social Impact Assessment (SIA)
- Geotechnical - Traffic Impact Assessment (TIA)
 Goal
To ensure project run smoothly and meets the standard requirement for highways construction
All the on-site requirements and guidelines set by local standards are followed to ensure safe working hours are meet and
Enjoy a smooth journey once the project completed, linking Damansara and Kirara which saves time
Provide assessment from local residents and future road users to ensure the concerns are highlighted to the project owner
Ensure project set for the highway project is reasonable and achievable
Design the highways based on the dual two carriageway requirement and ensure connections between both place
Ensure project running on time and no delays to fix the original budget
To execute all on site work based on contracts signed with main contractor

The Stakeholder Engagement Assessment Matrix is a tool that project managers can use to identify and assess the
level of engagement of different stakeholders. This can be helpful in determining who to engage with, how to
engage them, and what kind of information or resources they may need. The matrix can also help assess what level
of engagement is needed from different stakeholders at different stages of the project. For example, early on there
might not be much engagement needed because the scope of work has not been defined yet. However, as you
progress through the design and implementation phases, more stakeholders will have their interests potentially
impacted by the change initiative so it would be wise to engage more people earlier on rather than later.
 INFORM CONSULT PARTNERSHIP CONTROL
INITIATION
(Identification)
LLM

PLANNING

EXECUTION
(Implementation)

Sc
CONTROLLING
(Monitoring and En
Evaluation)
CLOSING
LLM

Stakeholder Interests in the Project Role in Project

Project Implementing
Agency (Lembaga
Lebuhraya Malaysia)
Regional Government and
Relevant Departments
- Federal Government
- Selangor State
Government
 Controlling and ensuring the project is
carried out successfully and in
compliance with the written
agreement
 Ensuring the proper government
regulations and policies are fulfilled.
 Safeguarding social and economic
growth, safety, and the environment
 Keeping the risk to traffic and road
safety under control
 Collaboration between several
departments, community-based
groups, and communities, and
successful project implementation
 Improvements to the local economy,
business, and access to social services.
 Mitigation of project-related risks and
effects, such as those related to traffic,
envinronment and safety hazards
 In full control of all project activities
 Consultation with regional governments
and relevant departments regarding
project design and project activities.
 Establishing strategies and authorizing
plans for implementation
 Coordination and participation of
community-based organisations and
pertinent departments.
 Ensuring the formation and operation of
an efficient grievance procedure.
 Monitoring the execution of waste-to-
energy project
Federal Government:
 Permissions, political backing, as well as
financial and coordination support for
the requirements
Selangor State Government
 Working with regional governments,
various departments, and localities to
promote highway development, and
other development opportunities

To set a conducive climate where the waste-to-energy project could progress without any major obstruction, PJD
Link (M) Sdn Bhd had appointed you to spearhead consultations with various stakeholders in the proposed project
towards preparing a comprehensive   stakeholder   management   strategy   that   the   company   could implement
in any given situation.

You are required to submit a report to PJD Link (M) Sdn Bhd. In the report, you are expected to: 

The main objective of PJD Link is to disperse traffic congestion in Petaling Jaya by providing major
connections with existing roads and highways, but critics have claimed the porposed elevated toll
highway would channel more traffic to the roads in Petaling Jaya, and that it was incongruent with the
city’s aspiration to achieve low-carbon city status by 2030.
Fully funded by the private sector without government subsidies

1) Identify the project stakeholders.

investors, employees, customers, and suppliers

Stakeholder management focuses on the processes, whereas stakeholder engagement focuses on the
relationships. 

stakeholder management plays an important role in ensuring successful project delivery. Effective stakeholder
management must be planned anduided by underlying principles, and the fruits of this process can foster
meaningful, positive relationships with stakeholders on every level.

The easiest way of measuring the level of influence the stakeholders have on the project is by identifying their
status on a ranking of high to low. High is reserved for stakeholders who have the power to impact decisions,
timeframes and results. 
Medium is meant for stakeholders with a considerable interest in the project but have a relatively lower power
level and cannot affect a project change. Low is for those with no or little ability to influence the outcome of the
project. 

stakeholder

Malaysian Highway Authority (LLM)

Prolintas (Turnspike Energy)

Seri Sepakat Setia ( consultant)

MRCB main con

Subcontractor
Project:

PJD Link Expressway

2) Plan Stakeholder Engagement. 

• A stakeholder engagement plan is a formal document which outlines the plan to communicate with
stakeholders who hold interest or potential interest in a project. A stakeholder engagement plan identifies
potential stakeholders, their interest levels, power and influence and is continuingly updated to meet stakeholder
needs.

• the process by which companies communicate and get to know their stakeholders
• the systematic process of identifying, analysing, planning, prioritising, and implementing actions intended
to engage and influence stakeholders.
• objective of stakeholder engagement is to ensure communication is transparent and that all necessary
stakeholders are sufficiently informed about any decisions or proposals
• 5 Levels of Stakeholder Engagement
 Unaware – Not aware of the project and the impacts of the project
 Resistant – Aware of the project and resistant to change
 Neutral – Aware of the project and neither supports or resists
 Supportive – Aware of the project and supportive of change
 Leading – Aware of the project and impact and actively engaged in ensuring the project is a success

• Two Stakeholder Templates Every Project Manager Should Use

Stakeholder Communications Template Plan – A Stakeholder Communication Plan sometimes referred to as a
matrix is a must-have for all project coordinators to help ensure all stakeholder requirements have been addressed
and are fulfilled. A stakeholder communications plan can assist in outlining expectations for the communication
points that will take place during project processes and milestones.
Stakeholder Engagement Plan –  A Stakeholder Engagement Plan will help identify the communication mediums,
tools and technology you will use to keep engaged with your stakeholders. You will need to use different
communication methods depending on your stakeholder’s interests, influences and power.
• 5 Key Inclusions that Make a Good Stakeholder Engagement Plan
Outline Project Scope Defining your project scope and outlining the key objectives is crucial to the overall success
of the project. It’s important to scope out key questions, who will make decisions and when and who will be
affected. Define the stakeholder’s roles and how influential they will be in your decision making.
Define Boundaries Identify your boundaries for your project and what limitations there will be. This might be topics
out of scope or off the table or conversations around the budget which are only reserved for particular
stakeholders. If your stakeholders include members of the public or you will be liaising with the media at all,
prepare answers to some of these questions as they may ask.
Decide on Metrics At this stage, you should decide on the metrics that you will use the quantify your project. These
should be measurable, achievable and easily tracked.

Create Timelines A timeline with a milestone should be part of any good stakeholder engagement plan. Plan dates
and milestones and project phases on your project timeline. Try using project planning tools like Asana and
monday.com to help you plan important milestones.

Post Engagement Plan Lastly, creating a post-engagement plan during your planning phase is easier than trying to
think about it at the end of the project.

3) Manage Stakeholder Engagement.

Managing of stakeholders in the project: This is defined by Lim, Ahn and Lee (2005) actual management of
relationship among stakeholders. Stakeholder’s management can be focused on three main subjects: Recognizing
the nature of stakeholders, investigate that under which environment they are and they can impact decisions of
the organization or project and recognizing dissimilar strategies that face with stakeholders. Some studies have
different ideas about management strategies for stakeholders. Four types of stakeholder management strategies
based on resources requirement theory which is named direct usage, indirect usage, direct withholding and
indirect withholding (Frooman 1999). Oliver (1991) suggests organization strategies which are agreement,
negotiation, avoid, challenge and control. There are six strategies which are lead, cooperate, involve, protect,
educate and monitor or control. The last management strategies are defensive, reactive, proactive and
accommodative which are presented by (Lim, Ahn and Lee 2005).

• Activities involved in Manage Stakeholder Engagement process are:

Ensure commitment of stakeholders at all stages of the project

Ensure stakeholder expectations are met. The tools used could be negotiations and communication

Anticipate future problems and address potential concerns throughout the life-cycle of the project

Stakeholder influences are the highest at the start of the project and as the project progresses the influences
continue to reduce

Project sponsors assistance to be taken by the project manager whenever required

• Tools and techniques used to Manage Stakeholder Engagement include effective communication methods
such as the use of email, meetings, process updates through the intranet, war rooms, among others. Project
manager uses effective interpersonal skills including active listening, building trust, resolving conflict and
overcoming resistance to change. Like interpersonal skills, the project manager also requires Management Skills
such as effective facilitation of consensus towards achieving project objectives, influencing people to support the
project, negotiate agreements to satisfy project needs and help modify organizational behavior to accept project
outcomes.
• Outputs Of Manage Stakeholder Engagement
Issue Logs, Change Requests, Project Management Plan Updates and Project Document Updates are common
outputs. Organizational Process Assets get updated with additional information like:
1. Stakeholder notification:
It is important to notify stakeholders about project updates, any issue closures, etc.
2. Project reports:
Project reports such as status dashboards, lessons learned, issue logs, etc are to be included.
3. Project presentations:
Presentations made formally or informally also form as outputs of manage stakeholder engagement.
4. Project records:
It includes correspondence, memos, meeting minutes, etc are included in project records.

4) Monitor Stakeholder Engagement.

• Review items from the Stakeholder Engagement Plan. This can be done as a matter of course by including
items on each status meeting agenda that are specific to the stakeholder(s). Depending on the task or phase being
executed at the time, different individual stakeholders may have responsibilities that need to be handled to keep
the project momentum moving forward.
• Check in with stakeholders regularly. Does the project team truly understand the stakeholders’ needs?
Are those needs being met? Are stakeholders’ questions being addressed adequately? Do stakeholders feel
supported? Do they feel they are supporting the project as expected? Do they have suggestions for ongoing
activities?
• Ensure communication is happening. Stakeholders are typically not part of the day-to-day project
execution. Often, they receive their information through status meetings, reports, and project correspondence.
The Project Manager must ensure that the information they are receiving is sufficient – not too little, not
overwhelming. As noted above, a scheduled check-in at each status meeting will help the Project Manager
understand if the stakeholders are completely up to speed.
• Be aware of overwhelm. This was briefly touched on in the previous point. Project Managers must be
aware that stakeholders are human. Typically, they have significant organizational responsibilities, only one of
which is the project.I have worked on large engagements where the primary stakeholder was also a senior
executive with extremely limited time. We were given a few minutes on their schedules weekly – more if
requested by them. It was important to always be well prepared for the meetings. We needed to explain the
request we had of them, quickly absorb their promised resolution, discuss as required, and leave. We did the
“heavy lifting” for them, and did not overwhelm them so as not to lose their interest.

• Monitor conflict at the stakeholder level. This point also demands that the Project Manager be politically
aware. Stakeholders occasionally have conflict situations that may spill over onto their ability to serve the project
(e.g., changing boss, changing organizational responsibilities, changing priorities, constituent demands, conflicting
project objectives with other stakeholders). While the Project Manager cannot get involved in these, she must be
aware of such issues to make good project decisions.
• Lead. As noted above, stakeholders are not day-to-day players on the project. So, while they are typically
very senior and take care of their project responsibilities, it remains the Project Manager’s obligation to set the
direction, communicate well, and provide ample warning of upcoming requests. Stakeholders will respond, but
they must be given specific, direct requests to help them manage their time and their responsibilities to the
project.
• Educate. The Project Manager will do well to remind herself that stakeholders have day jobs. They are not
IT specialists. They almost never understand project delivery (CIOs, CTOs excepted). It is therefore incumbent on
the Project Manager to help the stakeholders to understand the process and stay engaged.For example, a
stakeholder request for a change in requirements will result in schedule, cost, and possibly resource changes.
Many stakeholders that I have worked with did not understand this concept well. They thought that if we had such
a large team, what could be the harm in adding some new rules or a couple of management reports?
• Negotiate. Sometimes a stakeholder is adamant that a change needs to happen. Additionally, he is
unwilling to accept the need for additional time and money. Having educated him in project fundamentals, the
Project Manager must be prepared to negotiate. Is there something the stakeholder is willing to give up or defer to
a future time? Does the stakeholder have resources that could be added to alleviate work elsewhere? Would he be
open to a different approach that would cut some effort? Bonus: as long as he is negotiating, he is engaging!

• Make stakeholders aware of potential risk events. No one wants to be blindsided. If there is one major
activity that stakeholders can engage in with great effect, it is risk mitigation. Stakeholders are often prominent
within the organization and thus can move obstacles out of the way. But they must be kept in the loop.
• Keep the project plan visible and flexible. I have yet to be on a project where every task was executed in
the exact order and timeframe specified in the original plan. As Project Manager, I had to stay nimble daily to
ensure that the project moved forward as expected, even though not every task or activity did.
• Stakeholders were usually oblivious to this. Most felt that if it were in the plan, then the work should
follow the plan. The easiest way to keep the stakeholders happy in this regard was to put slack into the plan
wherever possible – not to make the project easier for my teams, but to give them a better chance to stay on
schedule.

• Have stakeholders meet the team. The Project Manager should take every opportunity to walk the
stakeholders among the teams when they are at the project site. This puts names and faces of hardworking team
members in front of the stakeholders. It gives the team members exposure to senior client management. When
timelines get tight on the project, and overtime becomes necessary, stakeholders will remember that these are
real people with lives outside of the project walls, rather than just cogs in a machine that work around the clock.
• Acknowledge stakeholder contributions. Stakeholders are in and out of the project. They take status. They
help with risk events or project issues. They offer suggestions. And then they leave for their next responsibility.
Project Managers are typically good at rewarding their team members. They need to extend their appreciation and
accolades to the stakeholders as well.These are the people aspects of project management that help ensure
projects succeed with the help of engaged project stakeholders

PJD Link also said that it would commence public engagement sessions this month to provide information and
receive feedback on the highway project. These would include briefings for elected representatives, local councils
and residential groups affected by the highway.

An environmental impact assessment, social impact assessment and traffic impact assessment with external
professional consultants would also be conducted to assess and mitigate any issues that may arise from this
project, the company said.

14 Methods to Effectively Monitor Stakeholder Engagement | People First Project Management 

Stakeholder - Learn About the Different Types of Stakeholders (corporatefinanceinstitute.com)
https://www.pmi.org/learning/library/stakeholder-management-strategies-applying-risk-management-7479
What is Stakeholder Management? - The Ultimate Guide (darzin.com)