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Economics Foubndation of Sustaiable Business —Multiple-Stakeholder.docxshandicollingwood
Economics Foubndation of Sustaiable Business
—Multiple-Stakeholder Process
Review the following:
Management at Top Shelf has determined that the company doesn’t need another top-down singularly focused recycling program. Instead, it wants to include a wide spectrum of views and inputs in the development of a sustainability mission and program that the company and the community can believe in.
Attached are
the Top Shelf scenario so far.Part I and Part II
Using the module readings, online library resources, and the Internet, research the impact of public advocacy groups on sustainable business practice and the multiple-stakeholder process.
Write a paper addressing the following:
Identify and research at least two examples of companies that have been impacted by the campaigns of public advocacy groups. What is the value of democratic inputs in business decision making?
Identify and list all of the sustainability stakeholders at Top Shelf. Does each group have equal weight throughout the program development process? When should each be brought into the discussion?
Explain the advantages of implementing a multiple-stakeholder process that significantly influences a company’s agenda for sustainability.
Describe the challenges in a multiple-stakeholder process for developing a sustainable business plan. Do the interests of one group outweigh the others?
Develop a step-by-step plan for implementing a multiple-stakeholder process. Your plan should assure the credibility of Top Shelf’s sustainability plan in the public sphere and also be effective in meeting the goal of sustainability.
Suggest metrics for tracking the progress.
Write a 5–6-page paper in Word format. Apply APA standards to citation of sources. By
Saturday,
March 7, 2015
.
Assignment 2 Grading Criteria
Described at least two examples of companies that have been impacted by the campaigns of public advocacy groups demonstrating in-depth research.
Identified all of the sustainability stakeholders at Top Shelf and provided recommendations for when they should be included in the discussion.
Explained the advantages and challenges of implementing a multiple-stakeholder process that significantly influences a company’s agenda for sustainability.
Developed a step-by-step plan for implementing a multiple-stakeholder process that would assure the credibility of Top Shelf’s sustainability plan in the public sphere.
Assured that the step-by-step plan for implementing a multiple-stakeholder process is effective in meeting the goal of sustainability by providing metrics for tracking progress.
Wrote in a clear, concise, and organized manner; demonstrated ethical scholarship in accurate representation and attribution of sources; displayed accurate spelling, grammar, and punctuation.
.
Fed ex / Ketchum Social Media Study Findings ReportMauricio Godoy
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Project Charter template (contains Scope Section) project nameExe.docxstilliegeorgiana
Project Charter template (contains Scope Section): project name:Executive Summary
Where did this project come from?
Why is it being done?
What impact will the project create (internally, externally)?
What strategic plan does it contribute to?
What does the customer receive/not receive by project end?
What key assumptions are driving this project?
What risks could challenge project success?Goals
What business/organization goal(s) does this project support?
What business need is being satisfied by this project?Objectives
What, specifically, needs to be done to meet project/customer requirements/expectations/goal?
What is the target of the project?
Note: Ensure each objective contributes to the goal. Check to satisfy the "SMART" criteriaScope:
What does the work of the project to meet goal include/not include?Work IncludesWork does not IncludePhases ⁄ Deliverables:
What are the major components of work to meet the goals/objectives/scope?
What are the customer, process, and project deliverables within each phase?
Phase
Description of Phase
Deliverables
Internal
External
Assumptions:
What unknowns are being made known in this project?
What uncertainties are considered true, real, or certain for planning purposes?
What trial balloons are being floated to verify information?
Assumption
Rationale
Probability of Assumption being True
Impact to Project if Assumption is not True
Risks:
What events could jeopardize this project's success?
Risk
Supporting Detail (Analysis to be continued in Risk Management Plan/ Register)
Constraints:
What is restricting this project?
What standards, regulations, technologies, resource availability impact this project?
Constraint
Supporting Detail
Initial Project SizingBudget:
What are the estimated costs to complete this project (document variability, range, precision at this point)
What is the financial justification for this project?
(i.e. Benefit Cost Analysis, Return on Investment, NPV . . .)
What financial gains are there to doing/not doing this project?High Level Schedule:
When are the phases/deliverables planned to begin/end?
Phase/Deliverable
Time
Milestones:
What major points are important to communicate/measure against?
When should/will they occur?Resource Requirements:
What specialized resources are necessary to complete this project?
Team Member
Role
Responsibility
Sponsor
Project Manager
Management Approaches:
How will status be taken?
How will project be communicated?
How will change be managed?
How will issues be escalated?
How will the risk be managed?
Communication Type
Stakeholders
Frequency
Agenda/ Content
Responsible
Distribution Media
Note: These may be separate plans within the context of the integrated project planSign-offs/Reviews:
At what points will management/customer/team/peer reviews be conducted? For what ...
Running head MULTIPLE- STAKEHOLDER PROCESS To Shelf part.docxcharisellington63520
Running head: MULTIPLE- STAKEHOLDER PROCESS
To Shelf part IV
Clean shelf and the tie’s companies are two companies that have got impacted by the
campaigns of public advocacy groups. The Democratic leadership is also referred to as
participative leadership since it relies on the participation of workers. The aim of the democratic
leader is fostering worker investment in a company by investing employees in their work in the
organization. This type of leadership is important since it encourages workers to set goals that
are workable and notices what they have achieved. They develop plans for their workers to assist
them assess how they perform and push the workers to grow in their work while giving them
support in their advancements and promotions. This type of leadership is good for a leader who
wants to keep workers informed on the matter that can affect them and the leaders who need
their workers to take part in making decision and problem-solving (David, 2009).
Benefits of multi-stakeholder
The partnership does not just bring key stakeholders together so as to discuss issues of policy,
creates consensus and implements, but is assist in improving equality between players and
promotes participation and transparency (Marc & Adriana, 2014). Some of the benefits are:
It promotes equity in policy and implementation- this approach promotes participation of
every interested individual in the process in an equalized manner.
Fosters sharing of innovation and skills: bringing stakeholders who have diverse
perspectives together encourages the participants to view issues in new ways and help the
development of strategies that are new and innovative for a change.
MULTIPLE- STAKEHOLDER PROCESS 2
Promotes grassroots participation and mobilization: the simple existence promotes
participation of community and society companies in the policy debate. Also, it assists in
raising awareness of the main major actors.
Challenges
Inclusion: one of the main challenges of successful partnership is finding the right actors
and brings them to the table. As partnership experience has grown, a main lesson that has come
up is the importance of involving various stakeholders’ views. However, the identification of
important stakeholders and an important level of inclusion should derive directly from the
particular purpose and objective of the partnership.
Differentiating various types of partnership: Multi- stakeholder partnerships range
hugely in terms of functions, complexity, and scope, level of engagement, diversity, and size of
patterns. Various types of partnership get motivated by various factors, have different
governance requirements and face different operational problems. As a result, it is hard to note
and share generic lessons and good practices that apply ac.
Organisations are increasingly realising the power of networks to create the greatest impact for society. Working collaboratively with a network of partners can increase your reach, generate efficiencies and stimulate innovation.
Yet, approaches to working in networks vary widely and each approach has a unique set of associated challenges. In our latest Briefing Paper, Aleron brings together the insight of expert practitioners in the field to bring clarity to the complex area of network working in the social sector.
Organisations are increasingly realising the power of networks to create the greatest impact for society. Working collaboratively with a network of partners can increase your reach, generate efficiencies and stimulate innovation.
Yet, approaches to working in networks vary widely and each approach has a unique set of associated challenges. In our latest Briefing Paper, Aleron brings together the insight of expert practitioners in the field to bring clarity to the complex area of network working in the social sector.
Step 3: Strategic Design and Planning is about building a vision for change in the market system, devising a strategy for the PMSD process, and identifying a set of facilitative activities to implement.
Last updated 7/11/12
This document serves as a guide for applying the Sport for
Development (S4D) framework described in the report “Playing
the Game: A framework for successful child-focused sport for
development programmes”.
The framework can be used as a starting point for designing a
new programme, to guide the expansion of an existing one into
new locations, or to improve and re-organize specific
programmatic and organizational aspects.
The framework follows the different phases of a programme
and their respective components, and recommends best
practices (see Figure 1). For each component of each
programming stage, this toolkit offers practitioners guiding
questions and practical recommendations.
Presentation from Attilio Orecchio and Alessandro Carbone (ThinkEurope Consulting) about european project design, logical frame approach and important keywords
Presentation from NCVO's Annual Conference 2011 on The Value of Intrafrastructure, a three-year England-wide initiative to support infrastructure organisations in plan, assess, improve and communicate their impact.
Project Plan
Project Management
Sherrell Holifield
American Intercontinental University
Author Note
This paper was prepared for MGMT-412-1401B-01 taught by Donald Buresh
Project Plan Overview
Describe how the project will be measured for success.
Schedule- Deadlines are sometimes hard to meet according to the client. Most just want it done. Knowing the factors of the schedule and finishing the product within the estimated time frame is a plan for success.
Scope- Knowing what needs to be done and keeping that schedule in mind will be beneficial. The scope is the most important part of the project.
Budget- Sticking to the budget that was quoted prior to start of the project will prove successful for client and the business. (Pozin, 2012)
Making sure that those involved have an understanding of what the project should look like, it a plan for success. There are quite a few elements that can cause issues within any project. They include the budget, poor dynamics of the team and bureaucracy.
2
Project Risks
Possible Risk
Cost
Schedule
Financial
Contractual
Weather
Environmental
Client(s) (PM4ID, 2014)
Being able to identify the risk is a disciplined and creative process. Having brainstorming sessions that includes the team and their ideas is always helpful. The first task to is to identify the possible risk that could occur.
3
Project Risk
Probability of Risk
There is a high and low potential of risk occurring.
High impact- may require mitigation and can help narrow the focus on the critical risk.
Evaluating risk mean to focusing on those that will have the greatest possibility of occurring.
Low impact- Are those that may go unnoticed and will least likely affect the project. (PM4ID, 2014)
Not all risk are the same. Some projects are more than likely to have issues compared to others. The cost associated with these risk can vary.
4
Project Risk
Mitigation
Risk are mitigated in several ways.
Sharing
Avoidance
Reduction
Transfer
(PM4ID, 2014)
Once the risk are identified in any project a mitigation plan is required. This plan helps to reduce the results of an unplanned occurrence.
5
Project Risk
Sharing- Partnering with others that will share in the risk of activities. When the others have experience that the team on the project does not have they have an advantage.
Avoidance- This form of mitigation creates an alternate strategy which includes higher cost with the new plan.
Reduction- this decrease risk on the project with an investment of funds. (PM4ID, 2014)
Transfer-This mitigation tactic transfers the risk of the project to another group. (PM4ID, 2014)
Mitigation tactics vary. Each comes with ways to share the weight of the project and decrease the risk that will heavily impact the project. Sharing those risk with others that are more experienced can help to eliminate those risk or decrease them.
6
Project Risk
Contingency Plan
The contingency plan involves an alternate plan.
Funds are put in reserve under t.
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1. “Software Testing To Be or Not To Be” Conference of the Association for Software Testing July 15, 2009“To be or not to be, that is the question”– William Shakespeare’s Hamlet Neha Thakur
2. Objective To identify the various stakeholders, their involvement and to strategies the communication and the engagement needs of stakeholders To discuss various advantages, challenges and appropriate strategies
3. Coverage Introduction Advantages of identifying and involving stakeholders Stakeholder analysis Stakeholder engagement and communication Challenges The appropriate strategy
4. Need for testing: Only testing can demonstrate that quality has been achieved. Software Testing is an empirical investigation conducted to provide stakeholders with information about the quality of the product or service under test, with respect to the context in which it is intended to operate.(Source: Wikipedia) In spite of performing testing, Why major software fails? Introduction
6. Software failures Software bugs are costing the U.S. economy an estimated $59.5 billion each year.(Source: WASHINGTON (COMPUTERWORLD)) A May 2005 newspaper article reported that a major hybrid car manufacturer had to install a software fix on 20,000 vehicles due to problems with invalid engine warning lights and occasional stalling. On June 4 1996, the first flight of the European Space Agency's new Ariane 5 rocket failed shortly after launching, resulting in an estimated uninsured loss of $0.5 billion dollars. In early 1999, a major computer game company recalled all copies of a popular new product due to software problems.
7. So, what went wrong? Major software fails due to shortfalls in skills to deal with stakeholder value propositions Out of six reasons cited for failures, five arerelated to communications between teams and stakeholders Poor planning and bad communication Scope — stakeholders — goals, we rarely see testers involved to drive out any ambiguities or inconsistencies in these crucial deliverables
9. Who is a stakeholder? Are entities who areaffected by: The success or failure of a project The actions or inactions of a product The effects of a service Stakeholder
10. Advantages of identifying and involving Build organizational buy-in, mutual trust, commitment and capability. Reduced litigation/opposition to project implementation that results from the plan. The introduction of new perspectives and diverse interests into the planning process. Respect among adversarial advocacy groups and varied stakeholders across organizations of varied interest with varied POV (point of view) Incorporation of an open-minded and broad search for creative alternatives. Maximize the potential for a successful project from current to future state. Ensure the right people receive the right information, at the right time, in the right way. Ensure the right people participate at the right time, in the right way. In order to proactively increase stakeholder commitment to change over time stakeholder engagement is required.
33. Analyze your stakeholders Understand your stakeholders: What is their motivation? What are their expectations? What do we expect of them? Where are they? How expert are they at what they do? What is their availability?
34. Analyze your stakeholders (cont.) Examples of categories you could use are: Decision makers (e.g., sponsors, artifact approvers) Information providers (e.g., Subject Matter Expertise) Regulatory (e.g., legal body, Center of excellence) Implementers (e.g., developers, testers) End users Post implementation support (e.g., trainers, managers)
38. Engage stakeholders early and throughout the plan Plan should build trust over time and should allow for revisiting of the goals and project implementation Have a roadmap Be flexible Adhere to meeting times Facilitate the meetings skillfully Follow up Fundamentals
39. Stakeholder engagement strategies Commitment Level: Advocacy & Ownership Engagement strategy: Position as Champion Low ABILITY TO INFLUENCE§ High Commitment Level: Commitment & Action Engagement Strategy: Involve extensively Commitment level: Understanding Engagement Strategy: Address concerns Low DESIRED COMMITMENT High High PROJECT IMPACT^ Low Commitment Level: Awareness Engagement Strategy: Keep informed Commitment Level: Support & buy-in Engagement Strategy: Enlist as needed Start-up TIME Vision Achieved Figure 3:Stakeholder engagement map
41. Stakeholder communication plan Figure 5: Stakeholder communication needs assessment and action plan Figure 6: Stakeholder communication plan
42. Commitment versus time Engagement Individuals are actively involved in and contribute to Project activities. Acceptance Individuals are receptive to working with and implementing Project changes amid uncertainty. Understanding Individuals have an appreciation for the impacts and benefits that the Project will have on their functional areas. Awareness Individuals have heard that the Project exists and are aware of basic scope of the Project and general concepts. Commitment Ownership Individuals acknowledge that the Project belongs to them and create innovative ways to use and improve it. Status quo Time Vision Figure 7: Stakeholder commitment versus time graph
43. Inadequate communication Constraints on time and money Pressures to meet schedules Inappropriate planning Little or no monitoring and evaluation process of interaction Challenges
44. Stories/Case Study A leading global asset management firm announced merger of equal in late 2006 targeting close in mid 2007. The publicly announced target was more than half a billion dollars in cost reduction fully captured in five years. Deloitte was engaged to assist pre close planning, post close tracking, tools/system/framework development, enterprise wide base lining and non personnel expense execution. The mobilization of cross functional experts/staff and leverage of proprietary benchmarks and methodologies helped the firms successfully delivered/exceeded target slotted for the first six months of closing. In particular, the team achieved 40% cost saving in one major procurement category alone, which involved engaging close to 100 business stakeholders and gathering thousands of detailed specifications.
45. Stories/Case Study As a small credit union in the Vancouver area, Vancity was founded on principles of community and has won numerous awards for its work around sustainability and climate change. With a re-branding effort that included an opportunity to better highlight its sustainability efforts, Vancity actively engages members and prospective members through new social media channels, member forums, unique brand campaigns, educational activities, and numerous opportunities for stakeholder feedback. As a result, brand preference went up by 30% and Vancity announced that it became carbon-neutral at the end of 2007, two years ahead of plan. As part of this effort, Vancity recorded more than $2 million in cost savings since 1992 through reductions in energy usage alone.