PROJECT STAKEHOLDER MANAGEMENT
Mohamed Aita, PMP, ITIL, ICP +2 01143064940
Project charter
Project Purpose Sponsor Manager Objectives High-level requirements Project risks Summary milestones Financial resources- Key stakeholders Assigned project manager, responsibility, and authority level Sponsor name who- approved The definition of a Stakeholder An individual, group, or organization who may affect, be affected by, or perceive itself to be affected by a decision, activity, or outcome of a project, program, or portfolio. Stakeholders Example Project managers Project team members Senior management Sponsors Customers End users Vendors People affected by project’s output Competitors Social groups Government and political leadership KEY CONCEPTS FOR PROJECT STAKEHOLDER MANAGEMENT 1. Every project has stakeholders who are impacted by or can impact the project in a positive or negative way 2. Some stakeholders may have a limited ability to influence the project’s work or outcomes; others may have significant influence 3. Academic research and analyses of high-profile project disasters highlight the importance of a structured approach to the identification, prioritization, and engagement of all stakeholders 4. The ability of the project manager and team to correctly identify and engage all stakeholders in an appropriate way can mean the difference between project success and failure 5. To increase the chances of success, the process of stakeholder identification and engagement should commence as soon as possible after the project charter has been approved 6. Stakeholder satisfaction should be identified and managed as a project objective 7. The key to effective stakeholder engagement Focus on continuous communication with all stakeholders, including team members Understand their needs and expectations Address issues as they occur Manage conflicting interests Foster appropriate stakeholder engagement in project decisions and activities 8. The process of identifying and engaging stakeholders is iterative 9. The activities of identification, prioritization, and engagement should be reviewed and updated routinely, and at least at the following times when: The project moves through different phases in its life cycle, Current stakeholders are no longer involved in the work of the project or new stakeholders become members of the project’s stakeholder community There are significant changes in the organization or the wider stakeholder community TRENDS AND EMERGING PRACTICES IN PROJECT STAKEHOLDER MANAGEMENT Identifying all stakeholders Ensuring that all team members are involved Reviewing the stakeholder community regularly Consulting with stakeholders who are most affected by the work Capturing the value of effective stakeholder engagement, both positive and negative TAILORING CONSIDERATIONS Stakeholder diversity. How many stakeholders are there? How diverse is the culture within the stakeholder community? Complexity of stakeholder relationships. How complex are the relationships within the stakeholder community? The more networks a stakeholder or stakeholder group participates in, the more complex the networks of information and misinformation the stakeholder may receive Communication technology. What communication technology is available? What support mechanisms are in place to ensure that best value is achieved from the technology? CONSIDERATIONS FOR AGILE/ADAPTIVE ENVIRONMENTS Projects experiencing a high degree of change require active engagement and participation with project stakeholders To facilitate timely, productive discussion and decision making, adaptive teams engage with stakeholders directly rather than going through layers of management Often the client, user, and developer exchange information in a dynamic co-creative process that leads to more stakeholder involvement and higher satisfaction Regular interactions with the stakeholder community throughout the project mitigate risk, build trust, and support adjustments earlier in the project cycle, thus reducing costs and increasing the likelihood of success for the project In order to accelerate the sharing of information within and across the organization, agile methods promote aggressive transparency The intent of inviting any stakeholders to project meetings and reviews or posting project artifacts in public spaces is to surface as quickly as possible any misalignment, dependency, or other issue related to the changing project IDENTIFY STAKEHOLDERS
Description Key Benefit Identifying project stakeholders regularly and analyzing and Enables the project documenting relevant information regarding their team to identify the interests appropriate focus for involvement engagement of each interdependencies influence stakeholder or group potential impact of stakeholders on project success IDENTIFY STAKEHOLDERS IDENTIFY STAKEHOLDERS: TOOLS AND TECHNIQUES DATA GATHERING Questionnaires and surveys Brainstorming. Brainstorming Brain writing A refinement of brainstorming that allows individual participants time to consider the question(s) individually before the group creativity session is held IDENTIFY STAKEHOLDERS: TOOLS AND TECHNIQUES DATA ANALYSIS Stakeholder analysis Their positions in the organization Roles on the project Expectations Attitudes (their levels of support for the project) Their interest in information about the project Stakes 1. Interest.A person or group can be affected by a decision related to the project or its outcomes 2. Rights (legal or moral rights). Legal rights, such as occupational health and safety, may be defined in the legislation framework of a country. Moral rights may involve concepts of protection of historical sites or environmental sustainability. 3. Ownership. A person or group has a legal title to an asset or a property 4. Knowledge. Specialist knowledge, which can benefit the project through more effective delivery of project objectives, organizational outcomes, or knowledge of the power structures of the organization 5. Contribution. Provision of funds or other resources, including human resources, or providing support for the project in more intangible ways, such as advocacy in the form of promoting the objectives of the project or acting as a buffer between the project and the power structures of the organization and its politics DATA REPRESENTATION 1. Power/interest grid, power/influence grid, or impact/influence grid
Useful for small High D• F• projects or for Keep Manage projects with Satisfied Closely simple A• Power relationships B• Monitor Keep between (Minimum Informed stakeholders and the Effort) project Low Interest High Project stakeholders analysis example DATA REPRESENTATION 2.Stakeholder cube It provides a model with multiple dimensions that improves the depiction of the stakeholder community as a multidimensional entity and assists with the development of communication strategies DATA REPRESENTATION 3.Salience model 1. Power (level of authority or ability to influence the outcomes of the project) 2. Urgency (need for immediate attention, either time-constrained or relating to the stakeholders’ high stake in the outcome) 3. Legitimacy (their involvement is appropriate).
There is an adaptation of the salience model that substitutes proximity for legitimacy (applying to the team and measuring their level of involvement with the work of the project)
The salience model is useful for Large complex communities of stakeholders Determining the relative importance of the identified stakeholders DATA REPRESENTATION 4.Directions of influence Upward (senior management –sponsor-steering committee) Downward (the team or specialists) Outward (suppliers- government departments- the public- end-users) Sideward (other project managers- middle managers)
5.Prioritization May be necessary for projects with a large number of stakeholders where the membership of the stakeholder community is changing frequently When the relationships between stakeholders and the project team or within the stakeholder community are complex IDENTIFY STAKEHOLDERS: OUTPUTS STAKEHOLDER REGISTER 1. Identification information. Name, organizational position, location and contact details, and role on the project 2. Assessment information. Major requirements, expectations, potential for influencing project outcomes, and the phase of the project life cycle where the stakeholder has the most influence or impact 3. Stakeholder classification. Internal/external, impact/influence/power/interest, upward/downward/outward/sideward, or any other classification model chosen by the project manager PLAN STAKEHOLDER ENGAGEMENT
Description Key Benefit
Developing approaches provides an to involve stakeholders based on their actionable plan needs to interact expectations effectively with interests stakeholders potential impact An effective plan that recognizes the diverse information needs of the project’s stakeholders is developed early in the project life cycle and is reviewed and updated regularly as the stakeholder community changes The first version of the stakeholder engagement plan is developed after the initial stakeholder community has been identified by the Identify Stakeholder process The stakeholder engagement plan is updated regularly to reflect changes to the stakeholder community
Typical trigger situations requiring updates to the plan include but are not limited to: 1. When it is the start of a new phase of the project; 2. When there are changes to the organization structure or within the industry; 3. When new individuals or groups become stakeholders, current stakeholders are no longer part of the stakeholder community, or the importance of particular stakeholders to the project’s success changes 4. When outputs of other project process areas, such as change management, risk management, or issue management, require a review of stakeholder engagement strategies PLAN STAKEHOLDER ENGAGEMENT PLAN STAKEHOLDER ENGAGEMENT: TOOLS AND TECHNIQUES DATA REPRESENTATION 1.Mind mapping 2.Stakeholder engagement assessment matrix
Stakeholder Unaware Resistant Neutral Supportive Leading
Stakeholder 1 C D Stakeholder 2 C D Stakeholder 3 C D
Closing gap between Current and Desired is an essential element of monitoring stakeholder engagement STAKEHOLDER ENGAGEMENT PLAN
Identifies the strategies and actions required to promote productive involvement of stakeholders in decision making and execution It can be formal or informal Highly detailed or broadly framed Specific strategies or approaches for engaging with individuals or groups of stakeholders MANAGE STAKEHOLDER ENGAGEMENT
Description Key Benefit Communicating and working with stakeholders to Allows the project meet their needs and manager to increase expectations support and address issues minimize resistance foster appropriate from stakeholders stakeholder involvement MANAGE STAKEHOLDER ENGAGEMENT Managing Addressing any stakeholder risks expectations
Engaging Clarify and stakeholders at Solve issues appropriate Manage project stages stakeholders engagement List of meeting
Kick-off Status updates meeting
Sprint Decision planning meeting meeting
Retrospective Issue meeting resolution MONITOR STAKEHOLDER ENGAGEMENT
Description Key Benefit Monitoring project Maintains or increases stakeholder the efficiency and relationships effectiveness of Tailoring strategies stakeholder for engaging engagement activities stakeholders through as the project evolves modification of engagement and its environment strategies and plans changes MONITOR STAKEHOLDER ENGAGEMENT
1-Which of the following statements BEST describes how stakeholders are involved on a Project?
A- They help to determine the project schedule, deliverables, and requirements.
B- They help to determine the resource needs and resource constraints on the project.
C-They approve the project charter, help provide assumptions, and create management plans.
D- They help to determine the project Constraints and product deliverables 2-Information in the stakeholder register should be :
A- Available to the project manager and PMO staff.
B- Available to all stakeholders and team members
C-Shared with others at the discretion of the project manager.
D- Accessible only to the project manager 3-Sandra is managing a new supersonic aircraft design project. This is a huge project and the success of this project is very critical for her organization. For such mission-critical projects, which of the following is the most desirable engagement level for all major project stakeholders? A-Resistant stakeholders
B. Leading stakeholders
C. Neutral stakeholders
D. Supportive stakeholders 4-Jennifer has recently been asked to manage an office refurbishment project. She finds out that the chief financial officer of the company is resisting the project. The chief financial officer is a key project stakeholder. What must Jennifer do first? A. Seek expert judgment from the project initiator. B. Seek support from the project sponsor to force project decisions. C. Conduct a team meeting to discuss this issue. D. Analyze options that might change or influence the chief financial officer's perception. 5-Christine is managing a healthcare software development project. At a
PMI conference, she met George who is the project manager at a competitor organization. George is a PMP and has successfully delivered many successful healthcare related software development projects. If George shares his stakeholder management experience with Christine, will that be considered Expert Judgment?
A. No! George is a project manager at a competitor organization.
B. Yes! All participants at a PMI conference are experts.
C. Yes! George is an expert in managing such projects.
D. No! This would be an example of expert opinion and not expert judgment. 6.The Project Stakeholder Management knowledge area is focused on engaging project stakeholders with the project. What is the objective of effectively keeping the project stakeholders engaged with the project?
A. To manage their expectations so that the project objectives are achieved.
B. Using consistent project management methodology across organizational projects.
C. To motivate the project team members.
D. To demotivate the negative stakeholders 7-Jim is managing a road network design project for a government agency. He is currently carrying out the Plan Stakeholder Management process for the project. Which of the following documents will provide the list of project stakeholders to Jim for this process?
A. Organizational process assets
B. Enterprise environmental factors
C. Stakeholder register
D. Project management plan 8-You are the project manager for a large installation project when you realized There are over 200 Potential stakeholders on the project. Which of the following would be The BEST course of action for you to take?
A- Contact your manager, and ask which stakeholders are most important.
B- Gather the needs of all the most influential stakeholders
C- Eliminate some stakeholders
D- Find an effective way to gather the needs of all stakeholders