This study’s objective was to analyzed GRIDCo’s stakeholder identification issues and subsequently develop a scheme for stakeholder participation of project delivery at GRIDCo. To realise this general objective, the study sought to: determine the stakeholder management processes of GRIDCo; identify the level of involvement of stakeholders with GRIDCo’s projects; determine the consequences of stakeholders’ non-participation in project definition and planning; to determine the challenges of stakeholder management at GRIDCo; and make recommendations to facilitate effective stakeholder participation at GRIDCo. Survey questionnaires were administered via the face-to-face method. The data gathered was coded and translated into an SPSS (Statistical Package for Social Science). Data collected was also analyzed in both descriptive and quantitative forms. It also employed frequency tables, percentages etc, and Relative Importance Index (RII) method. Data was collected from 100 respondents and it was found that GRIDCo undertakes a comprehensive identification and analysis of all stakeholders and communities before commencing projects and top management finds stakeholder management necessary. It was also found that major stakeholders are always involved with project definition and planning at GRIDCo and that overall, the level of major stakeholders’ involvement with GRIDCO’s project planning and design is high. It was primarily found that there are several ramifications of failing to engage and involve major stakeholders in the prevention of GRIDCo from gaining support (financial resources) from powerful stakeholders such donors and sponsors; leads to poor personal and/or working relationships during projects; leads to frequent disagreements on purpose and direction (i.e. buy-in) of projects; leads to project delays and cost-overruns. The five main challenges of stakeholder identification at GRIDCo were found to be the lack of clarity regarding how to identify stakeholders and determine their importance and how to identify stakeholders’ expectations; the failure of project managers to maintain frequent contact with key stakeholders; the inability of GRIDCo to clearly and accurately identify certain legitimate stakeholders; lack of resources and some stakeholders being unreasonable with their demands. In addition to the stakeholder scheme developed and recommended for GRIDCo in order to engender efficient and effective stakeholder identification and management process, recommendations made included seeking top management support and commitment, educating all stakeholders on project objectives, milestones and how they will be executed and also building stronger bonds and ties with stakeholders.

1.1       Background of the Study
This study attempts to develop a scheme for stakeholder participation of project delivery at GRIDCo. Stakeholders has been defined by Yang et al. (2009) as people ort group that rely on a firm to achieve their objectives and on whom, the firms also relies upon to achieve its objectives.

Group as those individuals or groups who depend on the organization to fulfil their own goals and on whom, in turn, the organization depends. Based on this definition, it can be surmised that stakeholder identification is high indispensable if project organizations are to complete projects within schedule, within budget and to the specification of clients and top management (Bal et al. 2013).

The reasons for the increasing pressure on project organizations to engage their stakeholders, right at the definition stages of projects are not far-fetched. This is because early involvement of salient stakeholders facilitates the identification, understanding and resolution of all underlying interests and issues that may hamper or impede the progress of the project during its advance stage (Nyandika and Ngugi, 2014). In other words, it is better to engage and encourage salient stakeholders such as employees, suppliers, top management, board of directors, the state or government, investors etc since they usually have vital inputs, contributions and even issues which must urgently be addressed before the project commences (Muller and Jugdev, 2012).

Stakeholder engagement and participation has been found to be essential in fields such as construction, mining and building where there are usually several stakeholders with different issues and agenda (Karlsen et al. 2008). Typically, these industries are confronted with issues such as protection of the environment, determination of rightful landowners, sorting out cultural challenges, negotiating for royalties for the use of lands, diversion of water bodies and even providing employment for community members (Bal et al. 2013).

Moreover, even with projects, there is the need for project members, departments, units and sectors to be well consulted and involved right at the project definition phase. As pointed out by Muller and Jugdev (2012) and Karlsen et al. (2008), employees or project members can make or break the success of projects and therefore making their consultation and participation crucial. This is because it is not top management that eventually execute project strategies. At the tactical stage, it is the project team who are usually down the corporate ladder who ensure the execution of projects. This therefore calls having a stakeholder scheme or plan that facilitates the direct involvement all employees irrespective of their rank and experience (Yang et al. 2009).

For an organization such as GRIDCo which produces power that powers homes, industries and offices of Ghanaians, getting it right the first and all the time is the mantra. This means that GRIDCo in order not to encounter hitches and interruptions of power generation must put in place processes and procedures that facilitate power generation without fail and without hitches. This means that GRIDCo must right from the on-set of projects engage all stakeholders to avoid hiccups at the advanced phase of its projects. Obviously, failure to engage all stakeholders can lead to undesirable outcomes such as loss of revenue, customer dissatisfaction, and complaints and in some cases, political upheavals. Considering that Ghana is just coming out of one of the unprecedented load shedding (dumsor) moment of its history, GRIDCo must as a matter of urgency increase its stakeholder identification, consultation and analysis so as to forestall further disruptions and break-downs of machineries and tools needed for power transmission in the country.

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Item Type: Ghanaian Topic  |  Size: 76 pages  |  Chapters: 1-5
Format: MS Word  |  Delivery: Within 30Mins.


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