Twelve groups where a rollout plan saw one: MBAX 6721's stakeholder map separates clerks, reviewers, applicants and expediters by what the portal changes and what each can do about it. Searches like "mbax 6721 week 3 assignment example", "mbax6721 week 3 sample" and "mbax 6721 week 3 example" land here.
What a finished MBAX 6721 Week 3 stakeholder map looks like
A two-axis map on the first page, then a table across three to four pages. The map's horizontal axis measures how much the portal changes a group's working day; the vertical measures how much that group can influence whether the portal is actually used. Counter technicians sit high on change and moderate on influence, since they decide what to hand a walk-in. Fire reviewers sit high on both. Homeowners sit low on influence and high on change. Expediters sit high on change and, through their relationships with builders, higher on influence than their title suggests. The table gives each group's current task, what the portal removes, what it offers, and how the group could slow use without refusing openly: offering paper, printing, filing late, or complaining to council.
How a MBAX 6721 Week 3 example is structured
Separation comes before placement. The map's opening section lists every group that touches a permit, drawn from the profile's permit trace, and splits any group whose members would experience the portal differently: building, fire and zoning reviewers become three rows, and frequent contractors are separated from once-in-a-lifetime homeowners. Axes are chosen for the course's question, change to working day and influence over actual use, instead of general power and interest, because a group can be powerless formally and still decide adoption at the counter. Each group's position on the map is justified in the table. A section on quiet influence follows, naming the ways groups could slow use without objecting. At the end, the map returns to the groups the rollout plan had merged as users.
Every group that touches a permit
The profile's permit trace supplies the list. Anyone who submits, checks, reviews, inspects, approves or pays for a permit appears, along with those who profit from its speed.
Splits that matter
Building, fire and zoning reviewers take separate rows, and frequent contractors are separated from homeowners filing once. Each split rests on a difference in daily work.
Two axes for adoption
Change to a group's working day runs across; influence over whether the portal is actually used runs up. A counter technician's influence shows at the counter, not on the organization chart.
The expediters
Paid to walk plans through the office, expediters lose most of their value once status becomes public online. The map places them with more influence than their formal role suggests.
Ways to slow use quietly
Offering paper at the counter, printing uploaded plans, submitting on paper by habit, or raising delays with a council member. Every tactic belongs to the group able to use it.
Where marks go in MBAX 6721 Week 3
Separation is the test this map faces first. A map listing staff, management and the public has merged exactly the groups whose reactions will differ, which makes it a stakeholder list rather than an analysis in a marker's eyes. Credit grows with each split justified by different daily work, such as fire reviewers apart from zoning planners. The axis choice earns a share when explained, since the course cares about influence over use, not formal authority. Expediters are the group most often missing; including them shows the author looked beyond the organization's staff. The quiet influence section carries weight because it predicts behavior the later resistance case will need. Placements must match the table's reasoning, and contradictions between the two draw comment.
Get a MBAX 6721 Week 3 example written to your instructions
Hand the desk your Week 3 prompt and rubric, describing the organization in a sentence, and a map separating every affected group comes back in 24 to 48 hours; the opening request is free. Name any group your instructor flagged. Where no case is given, the groups surround an imagined municipal permits office.
MBAX 6721 Week 3 questions, answered
Why not plot power against interest?
You can, where the course calls for one. The example uses different axes because formal power misses what matters in adoption: a counter technician with no authority over the project still decides whether a walk-in applicant is handed a paper form or shown the portal. Choose axes that capture influence over actual use, and explain why in a sentence so your reader can judge the choice.
Are outside groups like applicants really stakeholders in an internal system?
In this case they are central. The portal changes how contractors and homeowners submit, track and correct applications, and their willingness to file online largely decides whether the office's paper workload falls. Leaving them off your map would treat adoption as an internal matter when half the change happens on the applicant side of the counter.
How finely should groups be split?
Split wherever members would experience the system differently, and stop where they would not. Three review disciplines work with different drawings and different codes, so they separate. Two counter technicians doing the same job do not. The example ends with twelve groups because the permit trace showed twelve distinct relationships to the work. Your count should follow your case.