Case study: Create a stakeholder analysis with the people below and list the impact of each stakeholder hugh, medium, or low based on their contribution and risk if they do not support the change$)-$ if a stakeholder has valuable information about an issue, has the power to make decisions about the change, and can deter the change if not supportive, then their impact is high $-$ if they have low impact you don't need to involve the stakeholder in the processs, you may need to consider needs, but they don't need to be engaged in process

$1)$ Roberta Jackson $-$ Polyprod project manager $($experienced first level project manager working at headquarters site of manufacturing and distribution division$)-($convinced based on experience and informal info you have collected that failing to improve current info management practices will cost the company millions of dollars in direct expenses $-$ long$-$term market share declines as well$)-$ plan the project, sell it to management and obtain authority to begin, then allocate resources, and monitor programs until you can declare victory

$2)$ Stewart Jones $-$ the M&D division executive

$3)$ Quality control executive $("$quality department"$)$

$4)$ Production site executives

$5)$ Technical writers

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Background on company and Robertas plan:

Information management has become a critical competency in modern high$-$tech firms

Don$$t have time to reinvent$/$re$-$justify tech $($costly injuries from not having appropriate operating procedures$)$

Information that must be retrieved has started to tax some companies $($not trained properly or willing to deal with formal information systems$)$

A corporation that develops, markets, and manufactures high tech products for home use

Change documentation process and procedures, processes govern the creation and use of the specifications and formal procedures required by manufacturing

The M&D DIV organization and culture

Manufactures and distributes a small but lucrative subset of polypyrods products

Five locations around the world

Headquarters in US$,$ but centrally manages others in Canada, Asia, Africa, and Europe $($lot of autonomy at the locations in decision making $-$ houses manufacturing and distribution processes at the location$)$

The variety and complexity of products have increased as have speed, intricacy, and expense of the unique automated manufacturing processes that produce the products

Growing rapidly $(11$ yr history$)-$ increases in locations, sales, capital equipment, product lines, and personnel

Support systems have struggled to keep up $($info and knowledge management system$)$

Hiring of inexperienced or temp personal has stretched ability to maintain culture $($trends expected to continue$)$

Design products and manufacturing methodologies, then sends manufacturing offshore

Key success factors for headquarters are rapid design innovation and time$-$to$-$volume$-$ manufacturability $-$ priorities of production sites are shippable product volume, quality and cost effectiveness

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Friction between headquarters and other locations

Sites are dissatisfied with patronizing and demanding attitude, and resent assignments and policies sent by headquarters

Headquarters resents the individualism at the other locations

Subtle but strong resistance to large$-$scale or externally initiated change $($especially true when it converts all sites to single process or tech$)-$ due to pressures of maintaining high production levels $($unproven change is risky$)-$ many projects die due to resistance and lack of implementation support

Headquarters issues: conservatism and reluctance to change, reeling from rapid growth, suffering from discontinuity in its own cultural history $($rapid hiring, insufficient mentoring, heavy outsourcing and downsizing, temp workforce causing pressures on a once intensely loyal culture$)$

In stable environment, relationships would be finde

Growth will magnify the problems

M&D div revenue represents a significant portion of polypyrods bottom line, so much of their growth is contingent on the divisions expansions

Documentation problem:

Quality is everything $($can$$t afford bad products to get out, nor can it afford good products to not$)$

The High$-$volume manufacturing processes used by all of the M&D divisions sites utilizes rigorous quality control procedures to ensure the highest yield of good products and the lowest scrap $($stat analysis and standardizing tasks$)-$ hinges on quantity of documentation, including material and process specifications, operating instructions, maintenance info, replication data $-$ good products require good documentation or expensive workarounds and corrections

Documentation system: electronic vault where variety of documents are kept, computer systems and networks allow access to the vault, documents, protocols for routing and revisions, and all of the people who interact with those components

Carefully developed and maintained, portable as well due to different sites

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New product created, drawings and specifications created stick with for whole life

Entered into electric vault, protected against loss and change

Prototypes created, test results and design refinements are added to the vault

Parts, materials, instructions added

Automated equipment to produce product info is put in vault

Vault: safekeeping, allows engineers to sign out documents for revision, printing, or on$-$line viewing, tracks differences when changes made, who makes the changes, routes revised documentation via email through approval team