![]() Tools used at this level of engagement are likely to be acceptable to both the decision-maker and to the stakeholder. Each axis is marked out from 0 to 6.Įqual and the level of engagement needed is relatively clear. ![]() Starts with a basic XY graph that corresponding to the stakeholders’ level of power over an issue (x axis) and the stakeholders’ readiness to engage on the issue(y axis). Graphing the Participation Spectrumĭetermine the appropriate level of engagement The engagement tools have to flex and change to accommodate the changing needs as the project progresses. A homeowner may have very little interest in how a project will be funded, but the homeowner’s level of interest will increase as it relates to the construction scheduling, and will rise even more as it relates to the acquisition of her property. This is because the level of engagement is not based on the project, but on issues. The level of engagement will rise and fall with each stakeholder as the project moves along. The first rule to remember is that stakeholder engagement is not static over the course of a project. Engagement is issue driven, not project driven While the Participation Spectrum developed by the International Association for Public Participation ( is a useful way to think about the different types of engagement, it provides little guidance in determining what the level should be in any given situation. This represents very simply the problem that most decision-makers have with stakeholder engagement (See Forget Public Participation, Engage Stakeholders) the appropriate level of engagement, and the difference between the perceptions of different stakeholders. The project managers all gather around “Inform” while the local agency attendees all collect around the “Empower” sign. Utilizing tools such as dashboards, reports, and charts to monitor and control the scope and the project can help you visualize and communicate the scope and the project data more clearly and efficiently.At a training on public participation the teacher places the participation spectrum (Inform, Consult, Involve, Collaborate, and Empower) on the floor and asks the student’s where on the spectrum public participation for a transportation project is appropriate. Furthermore, manage and document any changes or variations to the scope or the project plan, and follow a change control process that involves requesting, evaluating, approving, and implementing changes. It is also important to communicate and collaborate with the project team and the client frequently and transparently, and provide feedback and updates on the project status and the issues. Additionally, measure and report the key metrics and indicators of the project, such as the scope, the schedule, the budget, the quality, and the risks. To monitor and control the scope, you should review and update the project plan regularly and compare it with the actual results and the baseline. This will help you track the progress and performance of the project, and ensure that the project remains within the scope and meets the goals and expectations of the client. Once you have communicated and confirmed the scope, it is essential to monitor and control the scope throughout the project. These tools can help you communicate the scope more effectively and avoid misunderstandings or ambiguities. Additionally, use visual tools such as Gantt charts, flowcharts, and diagrams to illustrate the scope and the project plan. Create a scope statement and a project plan that summarize the scope and the key aspects of the project. ![]() ![]() Identify the roles and responsibilities of the project team and the client. Estimate the time, the cost, and the resources required for each task and deliverable. Specify the deliverables, the quality standards, and the acceptance criteria. To define and document the scope, break down the project into manageable phases, milestones, and tasks. This will help you set the boundaries and expectations of the project, and prevent scope creep, which is the uncontrolled expansion of the project scope due to changes or additions that are not authorized or planned. Once you have a clear understanding of the problem and the goals, it is important to define and document the scope of the project.
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