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1 Assignment Week Five University of the Cumberland's Roshni Firdosh 26 th November 2023

2 Part One When stakeholders fail to buy in, project managers must adopt strategic engagement and communication strategies. The primary goal should be to determine the source of the stakeholder's resistance. Personal interactions may be required to resolve problems, solicit input, and provide additional information. The benefits of open communication include creating trust and rapport, resolving misconceptions, and aligning stakeholders' expectations with project objectives. The project manager must listen attentively, understand stakeholder concerns, and change their communication to correspond with the aims and concerns of all parties involved ( Christopher et al., 2013). The absence of buy-in from a stakeholder may have serious consequences. Obstacles, project failure, or postponement are possible outcomes. An uncommitted customer or sponsor is an example of a robust stakeholder who can hinder progress. They may withhold critical information, fail to provide required resources or withdraw support. Stakeholder disengagement can create a chain reaction that demotivates the team and lowers organizational morale ( Freeman et al., 2018). The Denver International Airport (DIA) baggage system program is a prime illustration of stakeholders' lack of commitment. The cargo system was strongly opposed by United Airlines and airport staff. Significant setbacks and cost overruns occurred due to several parties' hesitation and antagonism against the newly adopted automated system, including airline employees. The project manager may have been able to promote buy-in through proactive problem-solving, intensive training, and proactive issue resolution. Cooperation could have been established, and stakeholder expectations could have been more effectively aligned if communication had been more honest and candid ( Eskerod, 2015).

3 Finally, when a stakeholder is not on board, the project manager must prioritize good communication, attentive listening, and timely issue resolution. Insufficient commitment from team members jeopardizes both project development and member morale. As the DIA baggage system project demonstrates, effective change management and communication methods are crucial for increasing stakeholder engagement and limiting possible issues ( Freeman et al., 2018). Part Two If a project manager wants the support of stakeholders, they must plan strategically and promote inclusivity. Before beginning, a thorough stakeholder analysis must identify relevant persons or groups and know their objectives, expectations, and potential issues. The conversation must be open and honest. Engage in stakeholder meetings, seminars, and status updates regularly to keep them aware of project advancements, changes, and issues. The project manager demonstrates their commitment to collaboration through proactive communication, contributing to trust development ( Meredith, 2017). Involving stakeholders in the decision-making process is one method for gaining buy- in. Soliciting stakeholders' thoughts and opinions during the decision-making process gives them a voice and increases the possibility that they will support the project. It is critical to tailor communication to the needs and concerns of various stakeholders. While some stakeholders may be more concerned with the project's financial ramifications, others may be more concerned with its influence on their groups or divisions. The message must be tailored to each stakeholder group to improve awareness and develop a sense of ownership ( Kaptein & Van , 2017). A well-defined goal and evidence of how the project will enhance people's lives are also important in garnering support. Understanding the project's contribution to corporate

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4 goals and benefits reinforces stakeholders' commitment. The project manager must listen to stakeholders and resolve concerns before they escalate. Project managers can improve their ties with stakeholders and ensure that they will be present throughout the project by creating an environment that is friendly and supportive of all participants ( Roeder, 2013).

5 Reference Christopher, D., ckh Riedel, J., & Pawar, K. (2013). Overcoming barriers to participation during requirements elicitation. Eskerod, P., Huemann, M., & Ringhofer, C. (2015). Stakeholder inclusiveness: Enriching project management with general stakeholder theory1. Project Management Journal , 46 (6), 42-53. Freeman, R. E., Harrison, J. S., & Zyglidopoulos, S. (2018). Stakeholder theory: Concepts and strategies . Cambridge University Press. Kaptein, M., & Van Tulder, R. (2017). Toward effective stakeholder dialogue. Meredith, J. R., Shafer, S. M., & Mantel Jr, S. J. (2017). Project management: a strategic managerial approach . John Wiley & Sons. Roeder, T. (2013). Managing project stakeholders: building a foundation to achieve project goals . John Wiley & Sons.

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