Reference no: EM133224257

ABC is a retail store with several branch outlets in a particular region of a country. As the operational complexity increases day by day, the management has decided to implement organisation-wide ERP system to integrate the routine activities of the various functional units in the company. As the ERP vendor had stated that it will take approximately 6 months for the installation and initial implementation of the system, the retail store's CEO has decided to classify it as a project. The CEO has appointed Anthony, the procurement manager, as the project leader. Anthony is expected to carry on with the project with the consultation from the ERP vendor, while carrying out his routine procurement duties. The ERP package includes visits from the vendor to the company between 10 - 15 times throughout the project duration. Anthony had been given the authority to form a project team comprising key staff from the company, including the IT manager; it has to be noted that all the potential project team members are also have their respective routine tasks to carry out.

Project management gurus claim that we cannot control project stakeholders, but we can always control their level of engagement. In line with this, analyze how the stakeholder engagement can be controlled in the ERP implementation project in the narrative given.

Required:

1. How the stakeholder engagement can be controlled
2. Can Stakeholder be controlled? Describe how and why.
3. Explain techniques which can help monitor and maintain stakeholder engagement (At least 12 Techniques with Examples)
4. Each technique must link to the ERP case study provided.
5. Can include tables and flowchart if needed.