PJM6125 Project Evaluation: Stakeholder Analysis & Evaluation Goal Matrix Overview and Rationale For this assignment, you will establish some evaluation goals for your project based on the method and lens covered in this week’s lecture. Program and Course Outcomes This assignment is directly linked to the following key learning outcomes from the course syllabus: LO1: Identify and analyze stakeholders associated with performance evaluation. LO2: Design an evaluation goals matrix incorporating the differences between impact, efficiency, and effectiveness LO6: Compare change management procedures needed to respond to the results of both tactical and non-tactical performance evaluation L07: Plan and conduct a tactical evaluation using both qualitative and quantitative measures Essential Components & Instructions This assignment is completed in two parts. First, using your chosen project that you submitted as part of Lesson 1, complete the following items: Stakeholder Register / Analysis:  Create a stakeholder register / analysis that includes the following minimum columns: o Stakeholder o Stakeholder Position / Role o Type of Stakeholder (internal or external) o Stakeholder expectation (high level needs or expectations of project) o Stakeholder interest (high / medium / low) o Stakeholder influence level (high / medium / low) o Stakeholder view of project (supportive / neutral / opposed) o Stakeholder Management strategy (approach to engaging stakeholder to support success of project)  Once you create the register, create entries for a minimum of 12 - 15 project stakeholders, performing a full analysis for each of them. Part 2: Evaluation Goals Matrix: After completing the stakeholder register, you will create an evaluation goals matrix, as illustrated in Lesson 2, with an additional column entitled stakeholder. Once you have designed the evaluation goal matrix, you will need to list at least four evaluation goals for each category: efficiency, effectiveness, and impact, which will result in a total of 12 metrics / goals. You will be assess on the clarity of the metrics, the concreteness of the measures (Example: increased performance by 12 percent (concrete) vs. increase performance (not concrete, as no specific measurement of increase)), and how well the metric will measure the success of project relative to the overview of the project you provided as a case study. Format Below are some key guidelines you will want to ensure you follow in all three elements of this assignment. Think of this short list as a quality control checklist, along with the attached grading rubric.  Part 1 and Part 2 (stakeholder analysis and evaluation matrix) should be submitted as a single file (MsWord or .pdf)  You should include a cover page  You should include a brief summary of your chosen project.  You should format the documents professionally  The tables should be readable.

1. PJM6125 Project Evaluation:
Stakeholder Analysis & Evaluation Goal Matrix
Overview and Rationale
For this assignment, you will establish some evaluation goals
for your project based on the
method and lens covered in this week’s lecture.
Program and Course Outcomes
This assignment is directly linked to the following key learning
outcomes from the course
syllabus:
LO1: Identify and analyze stakeholders associated with
performance evaluation.
LO2: Design an evaluation goals matrix incorporating the
differences between impact, efficiency,
and effectiveness
LO6: Compare change management procedures needed to
respond to the results of both tactical
and non-tactical performance evaluation
L07: Plan and conduct a tactical evaluation using both
qualitative and quantitative measures
Essential Components & Instructions

2. This assignment is completed in two parts. First, using your
chosen project that you
submitted as part of Lesson 1, complete the following items:
Stakeholder Register / Analysis:
following minimum
columns:
o Stakeholder
o Stakeholder Position / Role
o Type of Stakeholder (internal or external)
o Stakeholder expectation (high level needs or expectations of
project)
o Stakeholder interest (high / medium / low)
o Stakeholder influence level (high / medium / low)
o Stakeholder view of project (supportive / neutral / opposed)
o Stakeholder Management strategy (approach to engaging
stakeholder to
support success of project)
12 - 15 project
stakeholders, performing a full analysis for each of them.
Part 2: Evaluation Goals Matrix:
After completing the stakeholder register, you will create an
evaluation goals matrix, as
illustrated in Lesson 2, with an additional column entitled

3. stakeholder. Once you have
designed the evaluation goal matrix, you will need to list at
least four evaluation goals for
each category: efficiency, effectiveness, and impact, which will
result in a total of 12 metrics
/ goals.
You will be assess on the clarity of the metrics, the
concreteness of the measures (Example:
increased performance by 12 percent (concrete) vs. increase
performance (not concrete, as
no specific measurement of increase)), and how well the metric
will measure the success of
project relative to the overview of the project you provided as a
case study.
Format
Below are some key guidelines you will want to ensure you
follow in all three elements of
this assignment. Think of this short list as a quality control
checklist, along with the
attached grading rubric.
should be submitted
as a single file (MsWord or .pdf)
small text
ormats given in the lesson and
referenced above, plus the

4. additional column requested
goals and metrics from
each category
Please be sure to review the attached rubric. It along with these
assignment instructions
will ensure you have a solid understanding of the assignment
requirements.
Rubric(s)
Assessment
Element
Above Standard
(100-95%)
Meets Standards
(94.9 – 84%)
Approaching
Standards
(83.9 – 77%)
Below Standard

5. (76.9 – 70%)
Not Evident
(69.9 – 0%)
Evaluation
Matrix
(35%)
The evaluation goal
matrix includes a total of
12 goals, with a
minimum of three goals
from each category, and
each goal is concretely
identified. Additionally,
the evaluation goals
introduced show a high
degree of understanding
and relevance to the
project.
The evaluation goal
matrix includes a total of
12 goals, with a
minimum of three goals
from each category, and
each goal is concretely
identified. Each goal is
relevant to the project
The evaluation goal
matrix includes a total of

6. 12 goals, with a
minimum of three goals
from each category, and
not all goals are
concretely specified.
Each goal is vaguely
relevant to the project
The evaluation goal
matrix includes a total of
12 goals, but without an
equal distribution
between the categories
and/or not all goals are
concretely specified or
not relevant to the
project.
The evaluation goal
matrix either does not
provide a sufficient
number of goals or an
appropriate number by
distribution between the
various categories. Goals
do not appear to be
relevant to the project
Stakeholder
Register
(35%)
Stakeholder register
includes all required
columns and provides a
full analysis of more than

7. 15 stakeholders with
particular attention
given to managing each
in light of their
performance related
concerns.
Stakeholder register
includes all required
columns and provides a
full analysis of 12 – 15
stakeholders with
particular attention
given to managing each
in light of their
performance related
concerns.
Stakeholder register
includes all required
columns and provides a
full analysis of 12 – 15
stakeholders but does
not give particular
attention to managing
each in light of their
performance related
concerns.
Stakeholder register
includes all required
columns but does not
provide a full and
substantial analysis of 12
– 15 stakeholders.

8. The submission fails in a
significant manner to
capture relevant
stakeholders and analyze
them in a
comprehensive manner
Critical
Thinking
(15%)
Professional insights into
depth and breadth of
assignment - goes WELL
beyond assignment
Showcases a
comprehensive
understanding of the
performance issues
Showcases a base
understanding of the
performance issues
related to the project
Does not evidence a
base understanding of
the performance issues
related to the project
Evidences a very poor
understanding of the
relevant stakeholders
and/or the performance

9. requirements to explore
performance evaluation
and appropriate
stakeholders and
evaluation goals.
related to the project
environment and
evidences a strong
analysis of the case
through the design of
the matrix and
stakeholder register.
environment and
evidences a less than
thorough analysis of the
case through the design
of the matrix and
stakeholder register.
environment and
evidences a weak
analysis of the case
through the design of
the matrix and
stakeholder register.
goals that are relevant to
the project.
Grammar &
Clarity

10. (15%)
All work grammatically
correct with no
misspellings or
grammatical mistakes.
Expresses ideas and
opinions clearly and
concisely in a manner
appropriate to the
assignment.
All work grammatically
correct with rare
misspellings.
Minimal errors in
spelling, grammar,
sentence structure
and/or other writing
conventions but the
reader is able to
understand what the
writer meant.
Frequent errors in
spelling, grammar,
sentence structure,
and/or other writing
conventions that distract
the reader.
Writing contains
numerous errors in
spelling, grammar,

11. sentence structure, etc.
that interfere with
comprehension. The
reader is unable to
understand some of the
intended meaning.
1) Kick-off meetings are commonly held for many types of
events and occurrences;
.
Respond to at least two of your classmates’ posts with
comments, suggestions or questions. Your replies should be
between 100 and 150 words in length and should share any
insights or suggestions you may have on preparing and/or
delivering professional presentations.
2) final lessons learned meeting that shows the important points
you will discuss.
Respond to at least two of your classmates’ posts with
comments, suggestions, or questions. Your replies should be
between 100 and 150 words in length and should share any
experiences or suggestions for holding the meeting.
BigFix Lessons Learned
Jeannine Javier
BUS 611 PM Strategy
Dr. Loay Alnaji
February 27, 2020

12. Welcome to the lessons learned meeting. I am Jeannine Javier,
the project manager. A lessons learned meeting is part of the
closing phase of a project life cycle (Barkley, 2014).
1
Lessons Learned
Lessons can be observed during all project phases, especially
during the execution phase. (Tereso, Ribeiro, Fernandes,
Loureiro, & Ferreira, 2019). The product has a core component
and add-ons. Be clear about the core capabilities. Plan the
server, database, network, and human resource requirements
with growth in mind. Ensure cooperation at every level as early
as possible to prevent a barrier to success. Create a clear scope
for completion and sign-off.
2
Lessons
Learned
Set expectations for the what the product can and cannot do.
Plan for growth during capacity planning to enable scalability.
Establish project support and buy-in early to avoid roadblocks.
Establish a clear project scope and deliverables to thwart scope
creep.

13. Applying Lessons Learned
Set expectations because the product offers many additional
features for purchase. Clients should know what they will get.
Plan capacity to allow for an increasing service base. Get buy-in
and commitment to prevent non-conforming clients from
affecting project success. Be sure the scope is understood.
There will be many requests for added features once the tool is
in production.
3
Applying
Lessons Learned
Set clear expectations for the product early to prevent a
misunderstanding of its core features as compared to those that
require an added purchase.
Plan for growth and scalability.
Once it is in place, and the client sees the product value, they
will want to upscale the project.
Establish management buy-in and key stakeholder support early
on to prevent end-users from blocking progress.
Establish a clear scope to close out the project successfully.
Additional requests can be addressed after the project
transitions to production.

14. References
Barkley, B. (2014). Modern project management. San Diego,
CA: Bridgepoint Education.
Tereso, A., Ribeiro, P., Fernandes, G., Loureiro, I., & Ferreira,
M. (2019). Project Management Practices in Private
Organizations. Project Management Journal, 50(1), 6. doi:
10.1177/8756972818810966
Here is a list of references that were used to support this slide
presentation.
4
Lessons learned
Click it BEFORE You Hang it
Immediate outcomes
improved documentation
No extra nursing work
management support
Long-term Impact
Periodic reminder
Nurses buy-in

15. At the end of the project, evaluation of its immediate outcome
and long-term impact is needed
This activity look into the accomplishment and pitfall of the
projects
The project evaluation also determines whether the project adds
value to the organization (Barkley, 2014)
2
For the future
Clear organizational communication improve information flow
Management support gives prudence to the project
Staff buy-in for smooth implementation of projects
Listen to staff feedback will help improve process or steer them
into the desire direction
With the backing of management, the project would have more
importance
Clear vertical and horizontal communication ensure team
member understanding of the project objective and facilitate
staff buy-in
Listening to staff feedback can expose unforeseen risk.
Using staff feedback to address concerns and steer project

16. direction to the original objective
(Baack,2012)
3
Reference:
Baack, D. (2012). Management Communication. Retrieved from
https://www.ashford.content.edu
Barkley, B. (2014). Modern Project Management. [Electronic
version]. Retrieved from
https://www.content.ashford.edu
U.S. Department of Health & Human Service. (2020). Principle
of Community
Engagement – Second Edition. Evaluation Phases and
Processes. Retrieved from
https://www.atsdr.cdc.gov/communityengagement/pce_pro
gram_phases.html
Click it BEFORE You Hang it
New workflow to increase compliance with IV end-time
documentation and reimbursement
Kick-Off Meeting Agenda
Project Overview
Introduction of the team and responsibilities
Q & A
Situation:Lack of documentation of IV completion (end-time)
lead to huge financial loss in Observation

17. PatientsBackground:Observation patient treatments are paid by
the hour and itemized. If the IV fluid is not “completed” in
chart, it’s not charged to the patient. Assessment:Nurse do not
have consider that documentation an essential part of patient
care. Doing it at discharge was too time consuming. Thus, large
number of IV end-times were not documented.
Recommendation:New workflow to hang IV fluids:
Click on the IV fluid icon before starting the medication
administration process.
Pull up last bag hung to complete it first.
Avoid batch charting
No question on actual amount of IV infused
Project Overview -- SBAR
Welcome
SBAR is a format nurses address issues and pass on information
This meeting is to kickoff the project which would improve
documentation of IV end-time and reimbursement.
This meeting will also introduce the members of the team and
their role and responsibilities.
This benefits of this project are:
introduce a new workflow which would save nursing time;
improve documentation accuracy would increase
reimbursement.
2
Roles and Responsibilities
Sponsor:
Teresa S. -- Director of Observation Unit
Project Manager:
Claudia Warner – organize and promote the project, educate
nurses daily

18. Project team:
Melissa C (Unit Manager) provide authority and legitimacy for
the project
Ben W. (Charge nurse) help educate nurses during mini
meetings daily
Nicole C. (Charge nurse) help educate nurses during mini
meetings daily
Xiao S. (Charge nurse) help educate nurses during mini
meetings daily
Q & A
With the approval from the Director of Observation Unit
Claudia will role out the project with posters and in-person
training daily.
The unit Manager and Charge nurses would help promote the
project and education nurses during the mini meetings before
each shift daily for a week.
All the team members will monitor and use Metrix to evaluate
the success of the project.
The success of the project would be increase in documentation
of IV end-times and reimbursement
Questions and Answers
3
Reference:
Neumeyer, A. (2020, February). The Ultimate Guide to Project
Kick-Off Meetings. Retrieved from
https://www.tacticalprojectmanager.com/project-kickoff-
meeting/

19. Time to Move
Relocation: new vendor identification and policy re-write
WelcomeProblemsGoalsScopeEmployees are dissatisfied with
current vendor
SLA’s are not being followed
Current policies are out of date
Costs are out of controlIncrease service levels for relocating
employees
Reduce costs
Benchmark current policies to understand industry standards
Conduct a RFP to identify new vendor
Develop new policies
Establish SLA’s
Agenda:
Project Kick- Off
Project Overview
Introduce the Team
Roles & Responsibilities
Q & A
The Why & How:
The Benefits:
Cost control
Less stress on relocating employees
Employees to new location faster
Vendor accountability
Welcome and thank you for attending – the agenda will be as
follows
This project kick-off meeting is to outline the relocation vendor

20. identification and policy re-write project
The main goals of the project are to increase service levels for
employees and to reduce/control costs.
The goals will be achieved by gaining a better understanding of
how the current policies are not meeting industry standards and
developing new policies to address the gaps and establish SLA’s
for a new vendor
The benefits of the success of this project will not only better
serve our relocating employees, but also control costs for the
company
2
Who & What
Questions/Concerns?
The project team has been chosen based on their experiences
with their own personal relocation or that of their direct reports
Marc as a senior director will be able to drive the success of
this project with his influence
Rebecca will monitor and guide the project to keep it on budget
and schedule
Paul will conduct the RFP process to identify the new vendor
The vendor selection team are members from across the
business that have first-hand experience with relocation and
will guide the decisions of the vendor selection and policy
rewrite
Questions or concerns?
Thank you for attending
3

21. Marc Smith
(Sponsor)
Senior Director: Over sight of the project plan and liaison to
senior executive team
Rebecca Sperry
Project Manager
Paul Jones
Procurement Specialist: Liaison between purchasing and HR
Relocation Project Team
Kelly Bennett
Tom Nelson
Hank Martin
Angela Townsend
Reference
Boyer, S. November 2, 2016. Project kickoff meeting checklist:

22. The project manager’s #1 tool. Project Management.com.
Retrieved from https://project-management.com/project-kickoff-
meeting-checklist-the-project-managers-1-tool/
Project Scope StatementProject Name: Opening an
Orangetheory Fitness franchise 1.0 Project Purpose
Our efforts are focussed on opening an Orangetheory Fitness
franchise at Longwood location within four months starting
from February 2020. Our analysis showed that many gym-goers
around Longwood area are extremely dissatisfied with the
services and training methods of other fitness centers.
.
2.0 Project Scope
Objectives:
1. Achieve 100 members target during pre-sales.
2. Hiring 8 professional fitness instructors by March 2020
3. Complete the on-job training of professional instructors by
franchisor by March 2019.
4. Complete interior design of the fitness studio by April 2020.
The process of setting up Orangetheory franchise at
Longwood will start from February 26, 2020, to May 28, 2020.
Deliverables
1. Project management

23. 2. Franchise location
3. License, permits and insurance for fitness center.
4. Interior design of the facility.
5. Equipments for the fitness center.
6. Recruitment of staff
7. Marketing strategy and development plan
8. Financial planning
9. Market research and analysis
10. Pre-sales development plan
11. First Quarter promotional strategy
.
3.0 Project Milestones
· Interior design completed by 06/15/2020
· Marketing plan review on 07/15/2020
· Recruitment of staff completed 07/30/2020
· Franchise setup completed by 08/30/2020
4.0 User Acceptance Criteria
· The infrastructure and design are accepted by city law and
regulations
· The design are followed by the instructions of OrangeTheory
· The program and service and accepted by OrangeTheory
· Marketing and sale plan are followed the franchisee protocols
5.0 Project Constraints
1. The training of fitness professionals is the responsibility of

24. ‘OrangeTheory Fitness’ in accordance with its workout
standards.
2. OTbeat heart rate monitors are provided to the customers by
the OrangeTheory Fitness
3. The cost, for performing initial safety audit of fitness
facility, will be incurred by OrangeTheory Fitness.
4. The cost will be high due to follow the instruction from
OrangeTheory
.
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