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ARBE3305 Infrastructure Development
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ARBE3305 Infrastructure Development
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Course Code: ARBE3305
University: The University Of Newcastle
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Country: Australia
Question:
Give reflection on the research topic- Critical success factors for managing stakeholders in Australian infrastructure projects.
Answer:
Background
Infrastructure is an important sector for the growth of economy and prosperity in Australia for the future development of the country (Alam, Kabir, and Chaudhri, 2014). The infrastructural projects in Australia would provide profits to the trade businesses, the societies in which the projects are based and the local and varied section of people of Australia. Usually, the infrastructural projects are considered to be useful if they accomplish the goals of security, price, platform, and quality. While these four factors signify one side of risk for managing any infrastructural projects, to maintain any risk factor, minimize adverse effects and secure the profits of the projects, the importance of stakeholders in projects cannot be ignored (Dobele, Westberg, Steel, and Flowers, 2014). Five of the critical factors can be considered by which the involvement of stakeholders leads to the success of any infrastructure projects in Australia and these are as follows:
Solving any issue – Involvement of right people with the Australian businesses often provides new ideas to yield a final solution to the companies.
Helping in promoting the plan and identifying the risk factors – Stakeholders are always aware of the regular progress of the project and the feelings of their publics. The attention of the stakeholders to any arising problem could also warn the companies about any upcoming public or political issues in Australia.
Building faith – Developing strong relations with the stakeholders helps in bringing a positive effect on the Australian industry of infrastructure.
Improving the image and reputation of the business -An actual stakeholder could lessen the factors like the social criticism, lousy media attention, and any political issues of Australia (Heravi, Coffey, and Trigunarsyah, 2015). A good reputation would save money as well defend the illegal status of the company.
Right image – A positive public perception of the stakeholders in any infrastructure project in Australia also shows good result in the recruitment of employee and satisfaction of the company.
A statement for the investigation
“Critical success factors for managing stakeholders in Australian Infrastructure Projects”
This research indicates that the involvement of concerns and interests of the stakeholders in an optimistic way which is directly connected with the long-term growth. In other words, success of any infrastructural projects of Australia also minimizes the risk factors of the projects.
A statement of the aim of the investigation
Proper planning and strategy, as well as the execution of the preparation by the stakeholders, would enhance the success of any project of infrastructure in Australia and ultimately increase the outcome of the project (Shokri-Ghasabeh, and Chileshe, 2014). Any plan is active when it succeeds in attaining the desired goal or go beyond the hopes of the stakeholders. Stakeholders are either directly involved with the projector to make some profit or loss from the project (Liu, Wang, and Wilkinson, 2016). Administrative skills of a stakeholder should be known, and regular communication with them should be done for the sake of the project as the stakeholders are also affected by the project.
Managing stakeholders in any infrastructural project are not at all an easy task. There could be more than one stakeholders in the scheme of infrastructure. Too many stakeholders in any project increase the pressure and create complication at the working level of the project (Rose, and Manley, 2014). The agreement and disagreement of the stakeholders also affect the difficulty of the project. One of the critical factor to help the management of the stakeholders is to make the detailed analysis of their importance in the organization. Secondly, the organization had to determine the impact and the objectives of the stakeholders in the project. Thirdly a healthy relationship should be built between the stakeholder and the organization. Last but not the least, meaningful and effortless communication with the stakeholders should be developed by the organization.
Reflection
I evaluated the fact that the stakeholders are essential for the success of Australian infrastructure projects. As infrastructure is vital for the economic growth of Australia, so it is necessary to assign stakeholders in the project to help in identifying the issues and make the project successful.
In the past, stakeholders were assigned only for dealing with different issues involved with the project. There were no bright ideas of the people involved in the project, and if any such question arises, the head of the project would come at that moment and solved the issues regarding the project. But recently the stakeholders in Australia had become more refined and developed giving more time and effort to do a successful project (Walker, and Lloyd-Walker, 2016). Identifying the right people in the project is the first step in assigning the stakeholders. At the same time, it is also essential to confirm that the problem related to the project are heard at the beginning so that they could be solved and the project could be made victorious.
A large number of different types of stakeholders are involved in the infrastructural project of Australia. The most significant team among the stakeholders of the Australian infrastructure project is the consumer who is the group of other stakeholders, and the group could comprise of government, private firms, workers and other members of the project (Wibowo, and Alfen, 2015). On the other hand, the infrastructure projects led by the government of Australia, the Australian public is the final consumer, and so this group proves to be challenging when the question comes regarding the involvement of stakeholders.
The importance of stakeholders in an infrastructure project in Australia:
The stakeholders in any Australian project of infrastructure have different obligations and powers, and it changes with the progress of the project. It could vary from occasional impact to full funding of the project.
Some stakeholders are detached from the success of the project either intentionally or unintentionally. So the head of the project should always pay attention to these stakeholders during the project.
Right identification of the stakeholders, recognizing their influence on the project and full filling their demands and visions are necessary for the achievement of the project.
A stakeholder could have a positive or negative effect on the project as well as the project could also have an optimistic or adverse perception on the stakeholders.
Stakeholders could have different opinions about the project, so it is the vital duty of the head of the project to accomplish the needs of the stakeholder.
The progression of the project affects the stakeholders, so the organization had to control all the stakeholders and pay heed to their views to do a successful project. The project will be a complete failure if the organization does not fulfill the demand of the stakeholders.
References
Alam, Q., Kabir, M.H. and Chaudhri, V., 2014. Managing infrastructure projects in Australia: a shift from a contractual to a collaborative public management strategy. Administration & Society, 46(4), pp.422-449.
Dobele, A.R., Westberg, K., Steel, M. and Flowers, K., 2014. An examination of corporate social responsibility implementation and stakeholder engagement: A case study in the Australian mining industry. Business Strategy and the Environment, 23(3), pp.145-159.
Heravi, A., Coffey, V. and Trigunarsyah, B., 2015. Evaluating the level of stakeholder involvement during the project planning processes of building projects. International Journal of Project Management, 33(5), pp.985-997.
Liu, T., Wang, Y. and Wilkinson, S., 2016. Identifying critical factors affecting the effectiveness and efficiency of tendering processes in Public–Private Partnerships (PPPs): A comparative analysis of Australia and China. International Journal of Project Management, 34(4), pp.701-716.
Rose, T.M. and Manley, K., 2014. Revisiting the adoption of innovative products on Australian road infrastructure projects. Construction Management and Economics, 32(9), pp.904-917.
Shokri-Ghasabeh, M. and Chileshe, N., 2014. Knowledge management: Barriers to capturing lessons learned from Australian construction contractors’ perspective. Construction Innovation, 14(1), pp.108-134.
Walker, D.H. and Lloyd-Walker, B.M., 2016. Understanding the motivation and context for alliancing in the Australian construction industry. International Journal of Managing Projects in Business, 9(1), pp.74-93.
Wibowo, A. and Alfen, H.W., 2015. Government-led critical success factors in PPP infrastructure development. Built Environment Project and Asset Management, 5(1), pp.121-134.
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