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Any decisions that the project team (people) make about the project s stakeholders (also people) are of their very nature subjective; and because the people involved are ever changing, any attempt at a single, objective analysis or reporting is bound to fail Successful stakeholder mapping requires a transparent, dynamic process that builds understanding as the project progresses Project teams must nd ways to not only understand who their stakeholders are at any time in the project, but also what their expectations are, and nally, nd ways to measure the effectiveness of the team s communication efforts Effective mapping systems need simplicity and exibility in both data gathering and reporting about project stakeholders These requirements should be re ected in guided steps through a series of processes that can be cumulative or can be approached in parts, depending on the needs and maturity of the organisation.

Most theories treat only blind source separation of instantaneous mixtures and it is only recently that the natural gradient approach has been proposed for multichannel blind deconvolution [39, 1358, 1368]. Amari et al. [38, 39] discussed the geometric structures of the

The Stakeholder Circle methodology and visualisation tools provide an effective way to achieve this through a ve step process designed to provide a cumulative collection and mapping of data about a project s stakeholders and through trend analysis monitor the effectiveness of the team s communication efforts There are three parts to the Stakeholder Circle methodology and visualisation tool that cumulatively add to its effectiveness The methodology supports the identi cation and prioritisation of all the project s stakeholders, producing a manageable number of the key stakeholders of that project The second part of the methodology is the supporting tools, which makes the task of allocating relative importance of stakeholders both time and effort ef cient.

Step-by-Step to Building a Map Summary 11 Identifying Critical Metrics and Key Performance Indicators General Rules for Metrics in Operational Dashboards Interview the Decision Makers Identify Metrics Using Your Map

Lemma 2.1 (Unique solvability) Problem (2.5) has a unique solution u E V,. ,

The nal part of the methodology is the processes for developing an engagement strategy and associated communications plan to support understanding of the expectations and perceptions of the stakeholders, and how they can be managed and met Organisations that are prepared to invest in an appropriate system will bene t from the increased awareness by the project team members of the importance of project relationship management and the provision of tools to achieve a better understanding of how to achieve it The ROI can be substantial; 13 discusses the gains and pains of stakeholder management in construction projects..

4. Fine-tune the mask. At this point, you may well find that some parts of the background are still dark, due to the rather rough mask you made earlier. To fix this, select the Levels layer s layer mask by clicking its thumbnail in the Layers palette, and use a white brush set to around 300 pixels in diameter and zero hardness to paint over the dark areas of the background. This allows the Levels adjustment to show through, lightening those dark areas.