Stakeholder Analysis

Stakeholder Analysis is the first step in Stakeholder Management, an important process that successful
people use to win support from others. Managing stakeholders can help you, too, to ensure that your
projects succeed where others might fail.

Why Use Stakeholder Analysis?

A stakeholder-based approach gives you four key benefits:
1. Getting Your Projects into Shape
You can use the opinions of your most powerful stakeholders to help define your projects at an
early stage. These stakeholders will then more likely support you, and their input can also
improve the quality of your project.
2. Winning Resources
Gaining support  from powerful stakeholders can help you to win more resources, such as
people, time or money. This makes it more likely that your projects will be successful.
3. Building Understanding
By communicating with your stakeholders  early and often, you can ensure that they fully
grasp what you’re doing and understand the benefits of your project. This means that they can
more actively support you when necessary.
4. Getting Ahead of the Game
Understanding your stakeholders means that you can anticipate and predict their reactions to
your project as it develops. This allows you to plan actions that will more likely win their
support.
How to Conduct a Stakeholder Analysis
There are three steps to follow in Stakeholder Analysis. First, identify who your stakeholders are.
Next, work out their power, influence and interest, so that you know who you should focus on.
Finally, develop a good understanding of the most important stakeholders, so that you know how
they are likely to respond, and how you can win their support.
When you’ve completed your analysis, you can move on to use stakeholder management to work
out how you’ll communicate with each stakeholder.

People Benefits from Development

RISEP’s research in the area of community benefits from development looks at how publicly
funded projects such as stadiums can be structured to provide the most benefits to local residents.
Best value contracting, local hiring, apprenticeship programs, health benefits for workers, and
using small and minority contractors are ways to make large public works projects not only
important amenities but true engines of economic and workforce development. We also look at
public opinion about development in South Florida and investigate economic development tax
breaks given to private companies to see how these incentives measure up as a way of creating
jobs.
How Can You Contribute to the Development of Our Country?
Here are 9 simple things you can do to help bring a change in our country. A change for
betterment.
1. Stop littering around.
2. be environment-friendly.
3. Help support a child’s education
4. Stop participating in corruption
5. Be better neighbors
6. Pledge to donate your organs
7. Donate blood
8. Get out and vote
9. Help those in need
Involvement in decision making
When faced with an unmet need, decision makers can choose to choose alone, choose to consult
others, or choose to delegate the decision to others. When choosing which approach to take and
who to involve, effective decision makers consider three elements: information needed to make a
good choice; commitment needed to implement that choice; and potential conflict over the
choice.
Involving the right people can be the difference between a decision that advances an
organization’s goals and one that results in ambiguity and inconsistency. These five questions
can help determine when and how others should be involved in decision-making:
How different are the alternatives? In some decision-making scenarios, the decision maker has
enough information to know all the available alternatives are equivalent and acceptable; for
example choosing a fast food restaurant on a road trip. If any of the available alternatives will
effectively meet the need, from a quality perspective it doesn’t really matter who is involved in
making the decision. However, as we will discuss below, there may time constraints or a need to
involve others to build commitment or manage conflict.
How much do we know about the decision? In other decision-making scenarios, the decision
maker recognizes they don’t have enough information to know which alternatives are acceptable
or even what alternatives to consider, for example choosing the destination for a road trip.
Effective decision makers recognize when they don’t have sufficient information, accept their
ignorance, slow down, and involve subject matter experts to gather, organize, and analyze the
information necessary to make the best balanced choice.
How much support do we need? Sometimes, the commitment of others to the success of the
decision is unnecessary or it is simply a ‘given’; for example choosing a new router for the
house. Other times, we need active support to ensure a successful outcome; for example the
passengers on the road trip. When building commitment is necessary, effective decision makers
involve in the decision making process those whose implementation support will be necessary.
How well aligned are people’s goals? In some cases, people whose commitment is needed have
different goals and motivations than the decision maker; for example choosing how long the road
trip can be. When goals are not aligned and building commitment is necessary, effective decision
makers involve others in the decision making process to build consensus around the need being
met by the decision, limits on what alternatives should be considered, and measures for
evaluating how well alternatives satisfy the need.
How much conflict is there about alternatives? Finally, there are situations when people
whose commitment is needed have strong feelings about favored alternatives; for example
choosing a road trip destination. To build commitment to the final choice, effective decision
makers provide a forum for people to share how they reached their conclusions. If the decision
maker has built consensus on the need being met and the limits on what alternatives should be
considered, they can guide the group to use the collected information to evaluate which
alternative best satisfies that need.
What is Resource Mapping?

Community resource mapping is not a new strategy or process. It has been in use for many years
in varying forms. Community resource mapping is sometimes referred to as asset mapping or
environmental scanning. Community resource mapping is best noted as a system-building
process used by many different groups at many different stages in order to align resources and
policies in relation to specific system goals, strategies, and expected outcomes.

Mapping of youth services, supports, and programs within a community can have essentially
three outcomes: 1) the identification of resources available to individual youth in a particular
community—often referred to as “youth mapping,” 2) the identification of new or additional
resources to sustain existing specific youth activities or initiatives within a community, and/or 3)
the identification of resources to assist in creating and building capacity to support a more
comprehensive community system for serving youth. The first outcome typically occurs at the
local level while the second and third outcome can happen at any level—local, state, or federal.

This guide focuses on strategies for building the capacity of communities to better serve youth
with disabilities and their families.

How Resource Mapping Can Help Transform Your Community

“No one agency can meet the needs of all youth all of the time.” —State policy maker

The community resource mapping process acknowledges that individuals, organizations, and
local institutions all have the capacity to create real change in their communities, but that no
agency can do it alone. With increased accountability, tight budgets, resource shortages, and
fragmented services, it is a sound decision for communities to encourage cross-agency and cross-
systems coordination. Insight into a community’s existing partnerships and programs, resource
allocations and policies, and priorities and assets can contribute to its ability to evaluate its
overall effectiveness in serving its youth with disabilities. It can also support the creation of a
strategic plan to improve the alignment, coordination, and, ultimately, delivery of services. When
combined with this community information, resource maps can provide a comprehensive picture
of a community’s vision, goals, projects, and infrastructure.

In short, community resource mapping can help communities to accomplish a number of goals,
including:

 Identifying new resources;

 Insuring that all youth have access to the resources they need;
 Avoiding duplication of services and resources;
 Cultivating new partnerships and relationships;
 Providing information across agencies that work with youth; and
 Encouraging collaboration.

Preference matrix
To assist in the standardization of evaluation for our new hires the implementation of a preference matrix
was decided upon to use as a tool to evaluate potential candidates. The preference matrix would assist to
objectify the very subjective interviewing process, and would help to grade candidates to ensure that the
most recent candidate would not be hired simply because of the cognitive biases. A preference matrix is a
table that allows a manager to rate alternatives according to performance criteria. A cognitive bias is any
of a wide range of observer effects identified in cognitive science and social psychology including very
basic statistical, social attribution, and memory errors that are common to all human beings. Biases
drastically skew the reliability of anecdotal and legal evidence. Five criteria were decided upon by all
staff, and graded by level of importance to be the qualities that would be most important. Each attribute
was assigned a factor based on level of importance. The factors, when added, equal 100. The candidates
score for each attribute is then multiplied by the factor. This gives each candidate the possibility of a
perfect score of 1000.

Problem tree
Fish bone analysis

SWOT analysis
Project planning is a discipline for stating how to complete a project within a certain timeframe,
usually with defined stages, and with designated resources. One view of project planning divides
the activity into:
Setting objectives (these should be measurable)
Identifying deliverables
Planning the schedule
Making supporting plans

Program design and development

Program design is the process that an organization uses to develop a program. It is most often an
iterative process involving research, consultation, initial design, testing and redesign. A program
design is the plan of action that results from that process.5 Five reasons to do program design
and development You want to make sure that: 1 There is really a need for the program; 2 The
design you are considering actually meets the needs of the intended participants; 3 The program
you are considering has been shown to be effective; 4 The program has been appropriately
adapted to fit your context; and 5 The program is actually working for the participants.
Proposal Development Process. A Proposal Development Process helps organizations respond
to buyer Request for Proposals (RFP). Having an established proposal development process
should help ensure organizations develop the best proposal possible that satisfies all the buyer's
needs and requirements
GANTT chart