Contracting as a PM - Revision history

113129 at 13:06, 29 September 2015

2015-09-29T13:06:55Z

← Older revision		Revision as of 13:06, 29 September 2015
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			UPDATE!! 28-09-15: Article can now be found as [[Stakeholder Management as a Contractor]]


	A stakeholder is an entity that can affect a project or be affected by the project itself; thus a stakeholder may have an interest in the outcome and the management of a project. Therefore stakeholder management is essential for project, program and/or portfolio management. Managing stakeholders includes identifying, analysing and mapping the stakeholders. Once the stakeholders have been identified and mapped, they can be managed and engaged accordingly.		A stakeholder is an entity that can affect a project or be affected by the project itself; thus a stakeholder may have an interest in the outcome and the management of a project. Therefore stakeholder management is essential for project, program and/or portfolio management. Managing stakeholders includes identifying, analysing and mapping the stakeholders. Once the stakeholders have been identified and mapped, they can be managed and engaged accordingly.

113129 at 16:59, 28 September 2015

2015-09-28T16:59:26Z

← Older revision		Revision as of 16:59, 28 September 2015
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	28-09-15: I've tried to change the article's name many times. I've decided to make a new article with the new name and I shall transfer everything to the new page (including the discussion!).		28-09-15: I've tried to change the article's name many times. I've decided to make a new article with the new name and I shall transfer everything to the new page (including the discussion!).

			28-09-15: Article can now be found as [[Stakeholder Management as a Contractor]]

	==References==		==References==
	<references />		<references />

113129: /* Similarities between SCM and Contracting */

2015-09-28T16:30:06Z

Similarities between SCM and Contracting

← Older revision		Revision as of 16:30, 28 September 2015
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	== Similarities between SCM and Contracting ==		== Similarities between SCM and Contracting ==
	The SCM method covers many of the same aspects as the general contracting methods. Although these principles may sound very different from the method used in contracting, they are in fact almost the same. As in contracting, the stakeholder analysis is the initial principle of the supply chain stakeholder management. Once the SCM has found the stakeholders through the scan, they are engaged and communicated with, in order to consider their wishes and hopefully push them towards a positive attitude. The Winch-Bonke framework allowed the contractor to engage and communicate with the stakeholders as well, allowing him to either influence their attitude or compromise between problems and solutions that may have been brought forward.		The SCM method covers many of the same aspects as the general contracting methods. Although these principles may sound very different from the method used in contracting, they are in fact almost the same. As in contracting, the stakeholder analysis is the initial principle of the supply chain stakeholder management. Once the SCM has found the stakeholders through the scan, they are engaged and communicated with, in order to consider their wishes and hopefully push them towards a positive attitude. The ERP system ensures a communication channel, allowing for flowing information sharing in the supply chain. The Winch-Bonke framework allowed the contractor to initially engage and communicate with the stakeholders as well, allowing him to either influence their attitude or compromise between problems and solutions that may have been brought forward.
	The two final principles, namely ''using policy positively'' and ''creating communities'' are the only two principles, that do not necessarily apply to a contracting case, as these are very specific to an organisation. Using the policies of the company to reinforces changes and make the subcontractors deliver on time may be a useful theoretical idea, however such practices are rarely used in contracting cases, as the subcontractors are often external sources from other companies.
			The two final principles, namely ''using policy positively'' and ''creating communities'' are the only two principles, that do not necessarily apply to a contracting case, as these are very specific to an organisation and a network. Using the policies of the company to reinforces changes and make the subcontractors deliver on time may be a useful theoretical idea, however such practices are rarely used in contracting cases, as the subcontractors are often external sources from other companies. It is important for a supply chain manager to keep his network satisfied, in order to avoid pauses and buffers within the supply chain. The contractor can deal with unsatisfied contractors by simply replacing them with other subcontractors. Creating a community on the construction site is useful if the contractors are likely to work together in the future, but it is rarely expected nor required from the client, and so the management contractor can ignore this principle.

	==Conclusion==		==Conclusion==

113129: /* Managing Stakeholders in Supply Chain Management */

2015-09-28T16:25:03Z

Managing Stakeholders in Supply Chain Management

← Older revision		Revision as of 16:25, 28 September 2015
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	* 5. '''Using policy positively:''' Using positive reinforcement (carrot), rather than rules and regulations (stick) to make the stakeholders work.		* 5. '''Using policy positively:''' Using positive reinforcement (carrot), rather than rules and regulations (stick) to make the stakeholders work.
	* 6. '''Creating Communities:''' Sharing information and best practices across the organisation.		* 6. '''Creating Communities:''' Sharing information and best practices across the organisation.

			In SCM, the organisation is often ''scanned'' in order to find the various stakeholders both within the organisation and outside the organisations. Such scans are called ''vertical'' scans, ''horisontal'' scans and ''external'' scans<ref name="Sharma"/>. The vertical scan looks up and down the hierarchy of the organisation and the chain, searching for stakeholders at each level. The horisontal scan searches through different departments within the organisation and the chain. The external scan searches for forces from the outside, like government or NGOs that may have an interest in the project. The stakeholder analysis of a supply chain consists of a thorough scan through the organisation and the chain, and afterwards the communication between the different nodes and the client begins. The supply chain relies strongly on the communication and it is expected that a common communication channel is to be used. Often various '''Enterprise resource planning (ERP)''' systems are used in order to establish a consistent communication channel between the stakeholders and the client.

	=== Limitations of SCM 6P ===		=== Limitations of SCM 6P ===

113129: /* Similarities between SCM and Contracting */

2015-09-28T16:21:25Z

Similarities between SCM and Contracting

← Older revision		Revision as of 16:21, 28 September 2015
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	== Similarities between SCM and Contracting ==		== Similarities between SCM and Contracting ==
	The SCM method covers many of the same aspects as the general contracting methods. Although these principles may sound very different from the method used in contracting, they are in fact almost the same. As in contracting, the stakeholder analysis is the initial principle of the supply chain stakeholder management. In SCM, the organisation is often ''scanned'' in order to find the various stakeholders both within the organisation and outside the organisations. Such scans are called ''vertical'' scans, ''horisontal'' scans and ''external'' scans<ref name="Sharma"/>. The vertical scan looks up and down the hierarchy of the organisation, searching for stakeholders at each level. The horisontal scan searches through different departments within the organisation. The external scan searches for forces from the outside, like government or NGOs that may have an interest in the project. Once the SCM has found the stakeholders through the scan, they are engaged and communicated with, in order to consider their wishes and hopefully push them towards a positive attitude. The Winch-Bonke framework allowed the contractor to engage and communicate with the stakeholders as well, allowing him to either influence their attitude or compromise between problems and solutions that may have been brought forward.		The SCM method covers many of the same aspects as the general contracting methods. Although these principles may sound very different from the method used in contracting, they are in fact almost the same. As in contracting, the stakeholder analysis is the initial principle of the supply chain stakeholder management. Once the SCM has found the stakeholders through the scan, they are engaged and communicated with, in order to consider their wishes and hopefully push them towards a positive attitude. The Winch-Bonke framework allowed the contractor to engage and communicate with the stakeholders as well, allowing him to either influence their attitude or compromise between problems and solutions that may have been brought forward.
	The two final principles, namely ''using policy positively'' and ''creating communities'' are the only two principles, that do not necessarily apply to a contracting case, as these are very specific to an organisation. Using the policies of the company to reinforces changes and make the subcontractors deliver on time may be a useful theoretical idea, however such practices are rarely used in contracting cases, as the subcontractors are often external sources from other companies.		The two final principles, namely ''using policy positively'' and ''creating communities'' are the only two principles, that do not necessarily apply to a contracting case, as these are very specific to an organisation. Using the policies of the company to reinforces changes and make the subcontractors deliver on time may be a useful theoretical idea, however such practices are rarely used in contracting cases, as the subcontractors are often external sources from other companies.

113129: /* Similarities between SCM and Contracting */

2015-09-28T16:12:28Z

Similarities between SCM and Contracting

← Older revision		Revision as of 16:12, 28 September 2015
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	== Similarities between SCM and Contracting ==		== Similarities between SCM and Contracting ==
	The SCM method covers many of the same aspects as the general contracting methods. Although these principles may sound very different from the method used in contracting, they are in fact almost the same. As in contracting, the stakeholder analysis is the initial principle of the supply chain stakeholder management. In SCM, the organisation is often ''scanned'' in order to find the various stakeholders both within the organisation and outside the organisations. Such scans are called ''vertical'' scans, ''horisontal'' scans and ''external'' scans. The vertical scan looks up and down the hierarchy of the organisation, searching for stakeholders at each level. The horisontal scan searches through different departments within the organisation. The external scan searches for forces from the outside, like government or NGOs that may have an interest in the project. Once the SCM has found the stakeholders through the scan, they are engaged and communicated with, in order to consider their wishes and hopefully push them towards a positive attitude. The Winch-Bonke framework allowed the contractor to engage and communicate with the stakeholders as well, allowing him to either influence their attitude or compromise between problems and solutions that may have been brought forward.		The SCM method covers many of the same aspects as the general contracting methods. Although these principles may sound very different from the method used in contracting, they are in fact almost the same. As in contracting, the stakeholder analysis is the initial principle of the supply chain stakeholder management. In SCM, the organisation is often ''scanned'' in order to find the various stakeholders both within the organisation and outside the organisations. Such scans are called ''vertical'' scans, ''horisontal'' scans and ''external'' scans<ref name="Sharma"/>. The vertical scan looks up and down the hierarchy of the organisation, searching for stakeholders at each level. The horisontal scan searches through different departments within the organisation. The external scan searches for forces from the outside, like government or NGOs that may have an interest in the project. Once the SCM has found the stakeholders through the scan, they are engaged and communicated with, in order to consider their wishes and hopefully push them towards a positive attitude. The Winch-Bonke framework allowed the contractor to engage and communicate with the stakeholders as well, allowing him to either influence their attitude or compromise between problems and solutions that may have been brought forward.
	The two final principles, namely ''using policy positively'' and ''creating communities'' are the only two principles, that do not necessarily apply to a contracting case, as these are very specific to an organisation. Using the policies of the company to reinforces changes and make the subcontractors deliver on time may be a useful theoretical idea, however such practices are rarely used in contracting cases, as the subcontractors are often external sources from other companies.		The two final principles, namely ''using policy positively'' and ''creating communities'' are the only two principles, that do not necessarily apply to a contracting case, as these are very specific to an organisation. Using the policies of the company to reinforces changes and make the subcontractors deliver on time may be a useful theoretical idea, however such practices are rarely used in contracting cases, as the subcontractors are often external sources from other companies.

113129: /* Managing Stakeholders in Supply Chain Management */

2015-09-28T15:45:16Z

Managing Stakeholders in Supply Chain Management

← Older revision		Revision as of 15:45, 28 September 2015
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	* 5. '''Using policy positively:''' Using positive reinforcement (carrot), rather than rules and regulations (stick) to make the stakeholders work.		* 5. '''Using policy positively:''' Using positive reinforcement (carrot), rather than rules and regulations (stick) to make the stakeholders work.
	* 6. '''Creating Communities:''' Sharing information and best practices across the organisation.		* 6. '''Creating Communities:''' Sharing information and best practices across the organisation.

	=== Limitations of SCM 6P ===		=== Limitations of SCM 6P ===
	Unlike general contracting, a supply chain often runs in an infinite time, and thus has no formal end-date. This means, that the supply chain manager must manage all the stakeholders indefinitely. Furthermore, as the supply chain relies strongly on stakeholders and suppliers, the manager must focus strongly on the 5th principle: if a supplier is unsatisfied with his treatment, he may cancel his contract with the client, and the entire supply chain will stop. This means, that the manager must honor the 5th principle, even when facing difficult challenges. As with the general contracting methods, the SCM method must also be updated if/when something changes, and since a supply chain spans over many years changes are likely to occur. The method also brings a strength with it, as the overall communication with the stakeholders, allows for a flowing engaging/listening-method to be applied. As there is already established an ongoing communication agreement with the 4th principle, it is easy for the stakeholders to bring problems and issues to the manager.		Unlike general contracting, a supply chain often runs in an infinite time, and thus has no formal end-date. This means, that the supply chain manager must manage all the stakeholders indefinitely. Furthermore, as the supply chain relies strongly on stakeholders and suppliers, the manager must focus strongly on the 5th principle: if a supplier is unsatisfied with his treatment, he may cancel his contract with the client, and the entire supply chain will stop. This means, that the manager must honor the 5th principle, even when facing difficult challenges. As with the general contracting methods, the SCM method must also be updated if/when something changes, and since a supply chain spans over many years changes are likely to occur. The method also brings a strength with it, as the overall communication with the stakeholders, allows for a flowing engaging/listening-method to be applied. As there is already established an ongoing communication agreement with the 4th principle, it is easy for the stakeholders to bring problems and issues to the manager.

113129: /* Notes */

2015-09-28T15:44:59Z

Notes

← Older revision		Revision as of 15:44, 28 September 2015
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	==Notes==		==Notes==
	21-09-15: Please note that this article will be renamed on the 23rd of September, 2015.		21-09-15: Please note that this article will be renamed on the 23rd of September, 2015.

	28-09-15: I've tried to change the article's name many times. I've decided to make a new article with the new name and I shall transfer everything to the new page (including the discussion!).		28-09-15: I've tried to change the article's name many times. I've decided to make a new article with the new name and I shall transfer everything to the new page (including the discussion!).

	==References==		==References==
	<references />		<references />

113129: /* Managing Stakeholders in Supply Chain Management */

2015-09-28T15:40:11Z

Managing Stakeholders in Supply Chain Management

← Older revision		Revision as of 15:40, 28 September 2015
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	A supply chain manager should also manage his stakeholders, although they may differ from the construction stakeholders. Where contracting uses more general methods, such as the power/influence-grid, the supply chain manager often uses a different method. When managing the stakeholders of a Supply Chain, there are often six key principles to be followed. The general methodology of stakeholder management within the supply chain is constant, as the a supply chain is not a single project, but represents a portfolio of projects. This means, that a supply chain may have hundreds of stakeholders to manage at all times.		A supply chain manager should also manage his stakeholders, although they may differ from the construction stakeholders. Where contracting uses more general methods, such as the power/influence-grid, the supply chain manager often uses a different method. When managing the stakeholders of a Supply Chain, there are often six key principles to be followed. The general methodology of stakeholder management within the supply chain is constant, as the a supply chain is not a single project, but represents a portfolio of projects. This means, that a supply chain may have hundreds of stakeholders to manage at all times.

	The six principles of stakeholder management in a supply chain are:<ref name="Sharma">Sharma, Raj. 2008. ''The 6 Principles of Stakeholder Engagement.'' Reed Business Information.</ref>		'''The six principles (6P)''' of stakeholder management in a supply chain are:<ref name="Sharma">Sharma, Raj. 2008. ''The 6 Principles of Stakeholder Engagement.'' Reed Business Information.</ref>
	* 1. '''Stakeholder Analysis:''' Exploring the various stakeholders and analyse their interests, strengths, etc..		* 1. '''Stakeholder Analysis:''' Exploring the various stakeholders and analyse their interests, strengths, etc..
	* 2. '''Engaging the Stakeholders:''' Ensuring the stakeholders are willing to change and partake in the project.		* 2. '''Engaging the Stakeholders:''' Ensuring the stakeholders are willing to change and partake in the project.

113129: /* Limitations in SCM 6P */

2015-09-28T15:39:56Z

Limitations in SCM 6P

← Older revision		Revision as of 15:39, 28 September 2015
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	* 6. '''Creating Communities:''' Sharing information and best practices across the organisation.		* 6. '''Creating Communities:''' Sharing information and best practices across the organisation.

	=== Limitations in SCM 6P ===		=== Limitations of SCM 6P ===
	Unlike general contracting, a supply chain often runs in an infinite time, and thus has no formal end-date. This means, that the supply chain manager must manage all the stakeholders indefinitely. Furthermore, as the supply chain relies strongly on stakeholders and suppliers, the manager must focus strongly on the 5th principle: if a supplier is unsatisfied with his treatment, he may cancel his contract with the client, and the entire supply chain will stop. This means, that the manager must honor the 5th principle, even when facing difficult challenges. As with the general contracting methods, the SCM method must also be updated if/when something changes, and since a supply chain spans over many years changes are likely to occur. The method also brings a strength with it, as the overall communication with the stakeholders, allows for a flowing engaging/listening-method to be applied. As there is already established an ongoing communication agreement with the 4th principle, it is easy for the stakeholders to bring problems and issues to the manager.		Unlike general contracting, a supply chain often runs in an infinite time, and thus has no formal end-date. This means, that the supply chain manager must manage all the stakeholders indefinitely. Furthermore, as the supply chain relies strongly on stakeholders and suppliers, the manager must focus strongly on the 5th principle: if a supplier is unsatisfied with his treatment, he may cancel his contract with the client, and the entire supply chain will stop. This means, that the manager must honor the 5th principle, even when facing difficult challenges. As with the general contracting methods, the SCM method must also be updated if/when something changes, and since a supply chain spans over many years changes are likely to occur. The method also brings a strength with it, as the overall communication with the stakeholders, allows for a flowing engaging/listening-method to be applied. As there is already established an ongoing communication agreement with the 4th principle, it is easy for the stakeholders to bring problems and issues to the manager.