Michael Riordan, Hugh McCauley, Dale Edgel, Yvonne McMillian, Mari Carillo,
April 7, 2014
Introduction and Project Description
The modern business context requires organizations to comply with a variety of regulations. Compliance is required at different levels such as regulatory agencies, project organization, political framework, human resource framework, sponsoring organization, and interest of stakeholders (Kelkar, 2011). Riordan Manufacturing® must comply with existing laws and standards to succeed. Taking this move will help to avoid unnecessary problems with legal authorities. Currently, the organization wants to deploy a new compliance system across all its branches in the country. The success of the project will depend on effective training for the management team and IT staff that will help to train the managers in all branches across the nation. Hands-on training will help them to understand how to use the new platform, and how to host the new compliance policies. The proposed project will meet the upcoming need to train stakeholders in an environment where centralized training has not been done before (University of Phoenix, 2014).
Potential Direct Stakeholders
The project will expose managers to hands-on training, which will require them to change their schedules. Riordan’s potential direct stakeholders for this project are (University of Phoenix, 2014):
Dr. Michael Riordan, Chief Executive Officer (CEO)
Hugh McCauley, Chief Operating Officer (COO)
Dale Edgel, Chief Financial Officer (CFO)
Maria Trinh, Chief Information Officer (CIO)
Yvonne McMillian, Director of Human Resources
Mari Carillo, Training and Development Specialist
Branch managers (will be trained after management team)
Employees (will be trained after management team)
Training will expose the management team to new knowledge and skills to use and implement the new compliance system. The project will affect employees who must comply with new polices introduced by the new system. The CEO will also have a new responsibility to ensure that all operations across Riordan’s branches meet the new terms. The CEO will have to outsource a qualified team and resources to provide training, which will require commitment (University of Phoenix, 2014).
Potential Indirect Stakeholders
The project sponsors are stakeholders because the budget for the project will determine the amount of funds and resources required from sponsors.
Riordan Manufacturing’s customers are indirect stakeholders because the new system will affect internal operations whose outcomes determine the ability to meet the needs of consumers in a compliant manner. Other indirect stakeholders include the facilitators and providers hired from outside the organization (Marchewka, 2012).
Overall Objective and Outcomes for the Project
Even the best compliance systems are ineffective if employees and other key stakeholders are unable or unwilling to use or implement such systems. Acceptance from users is more powerful than compliance, which means that human resources must be properly prepared before implementing the system (Marchewka, 2012). This is why training is a crucial component in the implementation process. The company should organize 2-hour classroom sessions for hands-on training at Riordan’s headquarters in San Jose, California (University of Phoenix,