Running head: STAKEHOLDERS ANALYSIS 1 STAKEHOLDERS ANALYSIS 7 STAKEHOLDERS ANALYSIS Student’s Name Institutional affiliations Stakeholder’s analysis Introduction Communication is a key aspect of managing any project. This stakeholder is important for the project manager as it entails a clear selection of best-suited stakeholders. This stage is very critical as the poor choice will lead to failure of the project. The inputs of each and every individual to be included in the project should be arranged in accordance with its importance to the project. The prioritization of importance of the stakeholders, their interest and as well as influence on the project should be given utmost importance. Communication during the whole process is of importance as well. This essay will entail the analysis of the stakeholders with the main aim of selecting the best-suited stakeholders for the project for the communication's management plan. Communication Stakeholders They are a few stakeholders who are the potential candidates for the selection. According to Harrington (2016), the first step in stakeholder's analysis is brainstorming for potential stakeholders. The various stakeholders for the will include the following types of stakeholders; Executive stakeholder This will be responsible for sponsoring the project, provide funding, solve problems and give a presentation of the top management. This position will require a person with high managerial experience and knowledge of the field of the project. Project sponsor This will be responsible for the normal day-to-day running of the functions of the project. The person represents the interests of the executive sponsor. The stakeholders formulate decisions on the ground too. Customer-project manager The stakeholder is responsible for personnel responsible for the project. The stakeholder must have a specialty in the type of project. For instance, if the project is IT then the stakeholder should liaise with the IT manager (Eskerod, & Jepsen, 2016). Suppliers These are people who supply products to the company. The products may be software, hardware or even services. Project manager This is the person-in-charge of project execution. His roles are monitoring the project, control as well as the closure of the activities of the project. Stakeholder’s prioritization The second step in communication planning is the prioritization of the stakeholders. According to O'Donovan (2017), helps in understanding the influence each and every stakeholder has on the project. Understanding their influence is critical as it helps in prioritizing the stakeholders to enable succession of the project. This is understanding which of the stakeholders to satisfy more and which ones to just listen to. High power: high interest should be well satisfied. This is due to their high influence and interest in the project. High power: less interest requires satisfaction on a regular basis while avoiding excessive att.

1. Running head: STAKEHOLDERS ANALYSIS 1
STAKEHOLDERS ANALYSIS 7
STAKEHOLDERS ANALYSIS
Student’s Name
Institutional affiliations
Stakeholder’s analysis
Introduction
Communication is a key aspect of managing any project. This
stakeholder is important for the project manager as it entails a
clear selection of best-suited stakeholders. This stage is very
critical as the poor choice will lead to failure of the project. The
inputs of each and every individual to be included in the project
should be arranged in accordance with its importance to the
project. The prioritization of importance of the stakeholders,
their interest and as well as influence on the project should be
given utmost importance. Communication during the whole
process is of importance as well. This essay will entail the

2. analysis of the stakeholders with the main aim of selecting the
best-suited stakeholders for the project for the communication's
management plan.
Communication Stakeholders
They are a few stakeholders who are the potential candidates for
the selection. According to Harrington (2016), the first step in
stakeholder's analysis is brainstorming for potential
stakeholders. The various stakeholders for the will include the
following types of stakeholders;
Executive stakeholder
This will be responsible for sponsoring the project, provide
funding, solve problems and give a presentation of the top
management. This position will require a person with high
managerial experience and knowledge of the field of the
project.
Project sponsor
This will be responsible for the normal day-to-day running of
the functions of the project. The person represents the interests
of the executive sponsor. The stakeholders formulate decisions
on the ground too.
Customer-project manager
The stakeholder is responsible for personnel responsible for the
project. The stakeholder must have a specialty in the type of
project. For instance, if the project is IT then the stakeholder
should liaise with the IT manager (Eskerod, & Jepsen, 2016).
Suppliers
These are people who supply products to the company. The
products may be software, hardware or even services.
Project manager
This is the person-in-charge of project execution. His roles are
monitoring the project, control as well as the closure of the
activities of the project.
Stakeholder’s prioritization
The second step in communication planning is the prioritization
of the stakeholders. According to O'Donovan (2017), helps in
understanding the influence each and every stakeholder has on

3. the project. Understanding their influence is critical as it helps
in prioritizing the stakeholders to enable succession of the
project. This is understanding which of the stakeholders to
satisfy more and which ones to just listen to.
High power: high interest should be well satisfied. This is due
to their high influence and interest in the project.
High power: less interest requires satisfaction on a regular basis
while avoiding excessive attention that can lead to boredom.
Low power: high interest needs to be constant communication to
avoid conflicts. They are important in the provision of project
details.
Low power: less interest requires monitoring while offering
only minimized communication.
This prioritization provides more information on how to come
up with an effective way of treating the stakeholders (White &
Zaccagnini, 2017).
Management of stakeholders
This is the final process of the plan. The process involves
understanding the stakeholders well in relation to their personal
interests, their interest in the project, finance and lastly their
power on the project. This process will entail the
characterization of each of the stakeholders. The process will
entail a few questions which will require answers (Bourne,
2016).
Based on the information above, the following stakeholders for
various positions will be chosen as follows:
Project sponsor
Jim will fill the position of the executive stakeholder. Although
his skills have not been stated, he has since represented the
interests of the stakeholders, made decisions and efforts to
ensure that the interest of the project is given utmost
importance.
Customer-project manager
Melissa Grant will occupy the position of the Customer-project

4. manager based on her experience in risk management, project
management knowledge as well as business analysis. This gives
her an upper hand in liaising between the project manager and
other stakeholders while solving conflicts that may come in.
risk management will enable her to evaluate the prior conflicts
which may hinder project success and thus best suited for the
position.
Suppliers
Sara Jenkins will fill the position of supply stakeholder. This is
based on her prior experience in procurement. She also has
experience in electrical engineering which equips her with the
basics of communication for the project.
Project manager
Mike Green with experience in public relations as well as
marketing uplifts his qualification and fitness for the position.
Communication requires a high interest in liaising with other
stakeholders and a good understanding of information
technology which will enable the stakeholder to perform his
roles best.
The positions allocated to the stakeholders are all of the high
power and high interest. This is because the choices have been
made first based on the qualification and second on the interest
areas of each of the candidates. This will require proper
satisfaction of the stakeholders and constant communication.
Conclusion
Communication is a very important aspect in the management of
a project. With better-positioned stakeholders, the objectives of
the project will be fully met. As seen from the analysis of the
stakeholders above, the selection should base on both the
influence power as well as interest in order to enable maximum
communication and success from the stakeholders.

5. References
Bourne, L. (2016). Stakeholder relationship management: a
maturity model for organizational Binder, J. (2016). Global
project management: communication, collaboration, and
management across borders. Routledge.implementation.
Routledge.
Eskerod, P., & Jepsen, A. L. (2016). Project stakeholder
management. Routledge.
Harrington, H. J. (2016). Project Management (PM). The
Innovation Tools Handbook, Volume 1: Organizational and
Operational Tools, Methods, and Techniques that Every
Innovator Must Know, 311.
O'Donovan, G. (2017). Solvency II: stakeholder
communications and change. Routledge.
White, K. W., & Zaccagnini, M. E. (2017). A template for the
DNP project. The doctor of nursing practice essentials, 443-502.
Sara Lee
ENGL 1301
Personal Biography
Sara Lee

6. Sara Lee has had an interesting life. She was born in Sai
Gon, Viet Nam, a city known to be dynamic and vibrant. Her
personality can be described as very open and sociable. One of
her favorite hobbies is collecting anything with owls on it.
She was raised with two brothers in a warm family full of
laughter, while growing up in a traditional household. That
upbringing has helped her to understand and appreciate family
values. Besides that, Sara has the support and encouragement
from her parents to achieve success. She has always been so
thankful for having wonderful parents and siblings who would
always lookout for her. Then as time went on, Sara realized she
had to focus on her education to become successful and return
the favor to her family.
After graduating high school, she decided to study finance
in college and followed her dad’s career in business. Outside of
class, Sara used to work in a restaurant and bakery to pay for
her tuition. In her last year of college, she had an internship
with her family company in the position of an accountant. That
experience has helped her to learn a lot of great lessons relating
to her major. Then she finally finished college with a two year
degree in finance, which was a significant accomplishment for
her. However, she eventually realized more opportunities were
available for her outside of Vietnam in advancing her education.
In 2014, Sara moved to Houston, Texas, USA with her two
brothers where she had been to several hospitals with the most
advanced technology in the world. This new environment and
realization inspired her to be interested in health – science. At
this point, rather than continuing her studies in business, Sara
decided to change to a completely new major into health-
science. Now Sara is studying at the Houston Community
College and wants to help other people as a radiographer. To
accomplish her goals, she is currently finding an office job at
any clinic to help her accumulate good experience and
knowledge.
Sara has had quite the transition from a life in Vietnam to
starting a new life in the USA. Her new journey in the USA has

7. been very challenging. However, she has always given her best
efforts and never gave up in pursuing her dreams. In addition,
she has always had the loving support and encouragement from
all her family and friends. In the future, Sara hopes to be
successful in her career path and have a happy family in her
new second home – America.
BCCC Tutoring Center
Outline for a Five-Paragraph Essay
Paragraph 1: Introduction
Paragraph 2: Body Paragraph

8. Paragraph 3: Body Paragraph
Paragraph 4: Body Paragraph
Paragraph 5: Conclusion

9. Think of the introduction and conclusion as “bookends” that
serve to hold the essay tightly together. The
introduction will “push” into or initiate the examination of your
topic and the angle you decide to focus on, while
the conclusion will “pull” tight all the ideas that you have
gathered together for a unified essay.
Remember, the five-paragraph model can be expanded to
include more body paragraphs that probe more deeply
into your subject. Check with your instructor to ensure whether
or not you can exceed this length for an
assignment.
The introductory paragraph should include the following
elements:
Background information: Enough information necessary for
your reader to understand your topic
Thesis statement: Indicates your paper’s topic, makes your
paper’s purpose clear, and provides an
overview of the three main supporting points that will unify the
essay. The thesis statement is typically
the last sentence.

10. If you are writing in response to a text, the introduction should
include the title, author, and genre of that
piece.
Begins with a topic sentence that identifies one main idea that
will be discussed as support or proof for the
thesis statement
Supporting sentences use specific details, demonstrated
through closely related examples or evidence, to
expand and explain the main idea. Generally, a well-developed
paragraph has at least five to eight
sentences.
Paragraph unity means that all ideas in a paragraph are closely
related to its topic sentence and further
develop that topic sentence. That is, all sentences in a single
paragraph must be unified around a central
point or idea.
This paragraph, and any subsequent body paragraph, should
begin with a topic sentence that signals the
reader that a new idea or point is being introduced.
As you organize your essay, keep in mind its coherence.
Coherence refers to connections among
paragraphs and ideas—the logical sequence of your thoughts.
o Use transition words or phrases at the outset of your body
paragraphs and to move from one idea
to another within your paragraphs.

11. o Have you transitioned logically from the main idea in the
previous paragraph to this one? Are you
making clear connections among the paragraphs and ideas? Be
sure to think about coherence during
the revision stage of the writing process.
This paragraph begins with the final topic sentence that relates
back to the remaining point mentioned in the
thesis statement. Each paragraph should contain a new main
idea.
Again, flesh out this main idea with specific examples, details,
and relevant support.
Be sure to maintain paragraph unity. That is, each sentence
must relate to your topic sentence.
The conclusion revisits your overall purpose for writing and
often invites your reader to consider the
implications of why your ideas are significant.
The conclusion may restate the thesis, summarize the paper’s
major points, or leave the reader with a final
thought to ponder. Several other methods for writing
conclusions are included on a separate Tutoring Center
handout. If you choose to restate the thesis or summarize the
essay’s main ideas, do not repeat the same
wording from the introduction or body paragraphs. Remember

12. not to introduce new, unrelated ideas in the
conclusion.
ProjectManagementDocs.com
Project Quality Management Plan Template
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Quality Management Plan
<Project Name>
Company Name
Street Address
City, State Zip Code
Date

13. Table of Contents
Introduction3
Quality Management Approach3
Quality Requirements / Standards4
Quality Assurance5
Quality Control7
Quality Control Measurements8
Introduction
The Quality Management Plan is an integral part of any project
management plan. The purpose of the Quality Management
Plan is to describe how quality will be managed throughout the
lifecycle of the project. It also includes the processes and
procedures for ensuring quality planning, assurance, and control
are all conducted. All stakeholders should be familiar with how
quality will be planned, assured, and controlled.
The Quality Management Plan for the Loose Tube Fiber Cable
(LTFC) project will establish the activities, processes, and
procedures for ensuring a quality product upon the conclusion
of the project. The purpose of this plan is to:
· Ensure quality is planned
· Define how quality will be managed
· Define quality assurance activities
· Define quality control activities
· Define acceptable quality standards
Quality Management Approach
This section describes the approach the organization will use for
managing quality throughout the project’s life cycle. Quality
must always be planned into a project in order to prevent
unnecessary rework, waste, cost, and time. Quality should also
be considered from both a product and process perspective. The
organization may already have a standardized approach to
quality, however, whether it is standard or not, the approach

14. must be defined and communicated to all project stakeholders.
The quality management approach for the LTFC project will
ensure quality is planned for both the product and processes. In
order to be successful, this project will meet its quality
objectives by utilizing an integrated quality approach to define
quality standards, measure quality and continuously improve
quality.
Product quality for the LTFC project will be defined by the
company’s current standards and criteria for its fiber optic cable
family. The focus is on the project’s deliverable and the
standards and criteria being used will ensure the product meets
established quality standards and customer satisfaction.
Process quality for the LTFC project will focus on the processes
by which the project deliverable will be manufactured.
Establishing process quality standards will ensure that all
activities conform to an organizational standard which results in
the successful delivery of the product.
The project team will work with the Quality Group to define
and document all organizational and project specific quality
standards for both product and processes. All quality
documentation will become part of the LTFC Project Plan and
will be transitioned to operations upon the successful
completion of the project.
Metrics will be established and used to measure quality
throughout the project life cycle for the product and processes.
The Quality Group Manager will be responsible for working
with the project team to define these metrics, conduct
measurements, and analyze results. These product and process
measurements will be used as one criterion in determining the
success of the project and must be reviewed by the project
sponsor. Metrics will include:

15. · Schedule
· Resources
· Cost
· Process performance
· Manufacturing line utilization
· Material waste
· Product performance
· Attenuation
· Tensile strength
· Customer Satisfaction (as a result of field trials)
Quality improvements will be identified by any member of the
project team or quality group. Each recommendation will be
reviewed to determine the cost versus benefit of implementing
the improvement and how the improvement will impact the
product or processes. If an improvement is implemented the
project manager will update all project documentation to
include the improvement and the quality manager will update
the organizational documentation the improvement affects.
Quality Requirements / Standards
This section should describe how the project team and/or
quality group will identify and document the quality
requirements and standards. Additionally, there should also be
an explanation of how the project will demonstrate compliance
with those identified quality standards. The quality standards
and requirements should include both the product and processes.
Product Quality:
The product quality standards and requirements will be
determined by the project team and quality group. These
standards will primarily be based on the company’s documented
standards for all fiber optic cables. There may be product-
specific quality standards identified that are not currently part
of the documented organizational standards. In this case, the
quality group will review these newly identified standards and
incorporate them into organizational documentation if approved.

16. The project team will also document any newly identified
quality standards into the LTFC project plan and ensure
communication with all stakeholders.
As trial products are measured at pre-determined intervals, we
will know that the product is compliant with quality standards
once we achieve ten consecutive trial runs resulting of cable
which is 100% within acceptable quality control margins.
Process Quality:
The process quality standards and requirements will be
determined by the project team and quality group. Many of
these standards will be based on existing company process
standards. However, it is anticipated that there will be several
unique steps in the manufacturing of the LTFC product which
will require new quality standards. The LTFC project team will
work with the quality group to establish acceptable standards
and document these standards for incorporation into both
organizational process documents as well as the LTFC project
plan. These standards will be communicated to all project
stakeholders.
As trial products are created, the process metrics will be
measured and analyzed to determine the quality of the process.
Once the LTFC product meets quality compliance and all
process metrics fall within acceptable quality assurance
margins, we will achieve process compliance for the LTFC
project.
Quality Assurance
This section should explain how you will define and document
the process for auditing the quality requirements and results
from quality control measurements in order to ensure that
quality standards and operational definitions are used. This
section should also document the actual quality assurance
metrics used for this project.

17. The quality assurance of the LTFC Project focuses on the
processes used in the manufacturing of the LTFC product. In
order to ensure quality, an iterative quality process will be used
throughout the project life cycle. This iterative process
includes measuring process metrics, analyzing process data, and
continuously improving the processes.
The LTFC Project Manager and the project team will perform
assessments at planned intervals throughout the project to
ensure all processes are being correctly implemented and
executed. Key performance metrics for the manufacturing of
the LTFC product include polyethylene (PE) waste, fiber waste,
and time per cable run for each phase of cable creation
(buffering, stranding, and jacketing). The established project
tolerances for these metrics are the organizational standards for
all other cable products. The table below provides the key
quality assurance metrics for the LTFC Project.
Process Action
Acceptable Process Standards
Process Phase
Assessment Interval
Fiber Tube Buffering
· < 20 feet fiber waste per tube
· < 0.5 lbs PR waste per tube
· < 8 minutes per linear km of buffer tube
Buffering
Daily or per run
Fiber Tube Stranding
· < 10 feet of waste per stranded core
· < 12 minutes per linear km of stranded core
Stranding
Daily or per run

18. Core Jacketing
· < 15 feet of waste per jacketed cable
· < 3 lbs PE waste per cable
· < 12 minutes per linear km of jacketed cable
Jacketing
Daily or per run
The quality manager will provide day to day quality
management and conduct process audits on a weekly basis,
monitor process performance metrics, and assure all processes
comply with project and organizational standards. If
discrepancies are found, the quality manager will meet with the
Project Manager and review the identified discrepancies.
The Project Manager will schedule regularly occurring project,
management, and document reviews. In these reviews, an
agenda item will include a review of project processes, any
discrepancies and/or audit findings from the quality manager,
and a discussion on process improvement initiatives.
Process improvement is another aspect of quality assurance.
Quality assurance reviews, findings, and assessments should
always result in some form of process improvement and, as a
result, product improvement. All process improvement efforts
must be documented, implemented, and communicated to all
stakeholders as changes are made.
Quality Control
This section describes how you will define and document the
process for monitoring and recording the results of executing
the quality activities to assess performance and recommend
necessary changes. Quality control applies to the project’s
product as opposed to its processes. It should include what the
acceptable standards and/or performance are for the product and
how these measurements will be conducted.

19. The quality control of the LTFC project focuses primarily on
the LTFC product and the acceptable standards and
performance. The quality performance standards for the LTFC
Project are in accordance with the organizational standards of
performance of all fiber optic cable products. However, there
are several project-specific quality standards which were
established specifically for the LTFC Product. All trial cables
which are produced will be submitted to the characterization
group for standard loose tube cable performance testing.
Additionally, all physical measurements will conducted on each
produced cable to ensure compliance with established quality
standards. The table below illustrates all performance and
physical quality standards for the LTFC Product:
Product
Physical/Performance Standards
Quality Assessment Activities
Assessment Intervals
6-36 fiber loose tube cable
0.75” +/- 0.01” diameter
> 300 N/m2 Tensile Strength
< 5% attenuation at 625nm wavelength
Lab and field testing
Per produced cable length
42-188 fiber loose tube cable
1.5” +/- 0.01” diameter
> 450 N/m2 Tensile strength
< 5% attenuation at 625nm wavelength
Lab and field testing
Per produced cable length
194-288 fiber loose tube cable
2.25” +/- 0.001” diameter
> 600 N/m2 Tensile strength
< 5% attenuation at 625nm wavelength

20. Lab and field testing
Per produced cable length
The project team will perform all physical measurements on
their trial cables. The characterization group will perform
attenuation testing and will provide the results back to the
project team within 3 business days after the test sample is
submitted. The quality group will ensure all physical and
performance standards are met for each trial cable, perform
audits, and assist the project team with creating or updating all
documentation related to product quality.
The Project Manager will schedule regularly occurring project,
management, and document reviews. In these reviews, an
agenda item will include a review of products, any
discrepancies and/or audit findings from the quality manager,
and a discussion on product improvement initiatives.
It is imperative to the success of the project that all of the
established physical and performance standards are met. By
doing so, the LTFC Project Team will ensure that the product
achieves the high level of customer satisfaction anticipated and
that future operational cable production will be in line with
budget and resource allocations.
Quality Control Measurements
This section should contain a sample or useable table/log to be
used in taking quality measurements and comparing them
against standards/requirements. These forms may be found in
many different styles or formats. The most important aspect of
this log is to provide documentation of the findings. If actual
measurements do not meet the standards or requirements then
some action must be taken. This may be done in regularly
scheduled project status meetings or as necessary throughout
the project lifecycle.

21. All LTFC Project products and processes must be measured and
fall within the established standards and tolerances. The below
logs will be used by the project and quality teams in conducting
these measurements and will be maintained for use as
supporting documentation for the project’s acceptance.
Quality Assurance Log
Trial #
Date
Process Measured
Required Value
Actual Measured
Acceptable? (Y/N)
Recommendation
Date Resolved

22. Quality Control Log
Cable #
Date
Item Measured
Required Value
Actual Measured
Acceptable? (Y/N)
Recommendation
Date Resolved

23. Sponsor Acceptance
Approved by the Project Sponsor:
Date:
<Project Sponsor>
<Project Sponsor Title>
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