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Stakeholder Management in Projects

This document provides an overview of project stakeholder management. It discusses how projects often cause change in organizations and how project managers must identify, understand, and work with stakeholders. It then outlines the key components of stakeholder management, including identifying stakeholders, planning stakeholder engagement, managing engagement, monitoring engagement, and updating related documents and plans. The document provides guidance on tools and techniques for each process, such as stakeholder analysis grids and matrices, and it discusses important outputs like stakeholder registers and engagement plans.

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bilalahmedsh
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187 views29 pages

Stakeholder Management in Projects

This document provides an overview of project stakeholder management. It discusses how projects often cause change in organizations and how project managers must identify, understand, and work with stakeholders. It then outlines the key components of stakeholder management, including identifying stakeholders, planning stakeholder engagement, managing engagement, monitoring engagement, and updating related documents and plans. The document provides guidance on tools and techniques for each process, such as stakeholder analysis grids and matrices, and it discusses important outputs like stakeholder registers and engagement plans.

Uploaded by

bilalahmedsh
Copyright
© © All Rights Reserved
We take content rights seriously. If you suspect this is your content, claim it here.
Available Formats
Download as PPTX, PDF, TXT or read online on Scribd
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Project Management for

Professionals
Bilal Ahmed Sheikh
Projects Often Cause Change
• Projects often cause changes in organizations, and some people may lose their
jobs when a project is completed. Project managers might be viewed as
enemies if the project resulted in job losses for some stakeholders
• By contrast, they could be viewed as allies if they lead a project that helps
increase profits, produce new jobs, or increase pay for certain stakeholders
• In any case, project managers must learn to identify, understand, and work
with a variety of stakeholders
Project Stakeholder Management Overview
Project Stakeholder Management Overview
Identify Stakeholders
Identify Stakeholders - Inputs
• Project Charter
• Internal External Parties - project sponsor(s), customers, team members, groups and
departments participating in the project, and other people or organizations affected
by the project

• Procurement Documents
• In case project started against BID or a Contract.

• Enterprise Environmental Factors


• Organizational Process Assets
Identify Stakeholders – Tools and Techniques
• Stakeholder Analysis
• Analyzing Qualitatively and Quantitatively – Who is the Stakeholder?
• Interests, Expectations & Influence - stakes
• Stakeholder Relationships – Coalitions, Potential Partnerships

Steps
• Identify all potential Stakeholders
• Analyze the potential impact on the project
• How the Key stakeholders will react
Identify Stakeholders – Tools and Techniques
• A grid that will help in analysis of Stakeholders
• Power/Interest
• Power/Influence
• Influence/Impact
• Salience Model
Identify Stakeholders – Tools and Techniques
• This is a Stakeholder Cube.
Identify Stakeholders – Tools and Techniques
• Stakeholder Salience Model
Identify Stakeholders – Outputs
• Stakeholder Register - Example
Assignment # 1 – Submission date (Before
Next Lecture)
• Prepare a Detailed Stakeholder Register of METRO Buss Service,
Lahore. – Soft form Submission i.e. email at
[email protected]
• Points to note while preparing the assignment
1. It must be prepared in Excel
2. Should contain the identification process – a small statement against each
3. Should contain the Power/Interest Grid
4. Stakeholders must be at least 7 – No Marks for less than 7 Identified
Stakeholders.
Late Submissions will result in 0 marks awarded to the individual.
Importance of Plan Stakeholder
Engagement
Plan Stakeholder Engagement
Plan Stakeholder Management: Tools and
Techniques
• Expert Judgment
• Senior management;
• Project team members;
• Other units or individuals within the organization;
• Identified key stakeholders;
• Project managers who have worked on projects in the same area (directly or through
lessons learned);
• Subject matter experts in business or project area;
• Industry groups and consultants; and
• Professional and technical associations, regulatory bodies, and nongovernmental
organization (NGOs).
Plan Stakeholder Management: Tools and
Techniques
• Meetings

What will happen in Meetings?


Plan Stakeholder Management: Tools and
Techniques
• Stakeholder Engagement assessment Matrix
• The engagement level of the stakeholders can be classified as follows:
• Unaware. Unaware of project and potential impacts.
• Resistant. Aware of project and potential impacts and resistant to change.
• Neutral. Aware of project yet neither supportive nor resistant.
• Supportive. Aware of project and potential impacts and supportive to change.
• Leading. Aware of project and potential impacts and actively engaged in ensuring the project
is a success.
Plan Stakeholder Management: Tools and
Techniques
Plan Stakeholder Management: Outputs
• Stakeholder Engagement Plan
• Engagement levels of key stakeholders;
• Scope and impact of change to stakeholders;
• Identified interrelationships and potential overlap between stakeholders;
• Stakeholder communication requirements for the current project phase;
• Information to be distributed to stakeholders, including language, format, content,
and level of detail;
• Reason for the distribution of that information and the expected impact to
stakeholder engagement;
• Time frame and frequency for the distribution of required information to
stakeholders; and
• Method for updating and refining the stakeholder management plan as the project
progresses and develops.
Manage Stakeholder Engagement
Manage Stakeholder Engagement
Manage Stakeholder Engagement involves activities such as:
• Engaging stakeholders at appropriate project stages to obtain or confirm their
continued commitment to the success of the project;
• Managing stakeholder expectations through negotiation and communication,
ensuring project goals are achieved;
• Addressing potential concerns that have not yet become issues and
anticipating future problems that may be raised by stakeholders. Such
concerns need to be identified and discussed as soon as possible to assess
associated project risks; and
• Clarifying and resolving issues that have been identified.
Manage Stakeholder Engagement

The ability of stakeholders to influence the project is typically highest


during the initial stages and gets progressively lower as the project
progresses.
Manage Stakeholder Engagement: Tools and
Techniques
• Communication Skills

The methods of communication identified for each stakeholder in the


communications management plan are utilized during stakeholder engagement
management. Based on the stakeholders’ communication requirements, the
project manager decides how, when, and which of these communication
methods are to be used in the project.
Manage Stakeholder Engagement: Outputs
• Change Requests

Managing stakeholder engagement may result in a change request to the


product or the project. It may also include corrective or preventive actions to the
project itself or to the interaction with the impacted stakeholders, as
appropriate.
Assignment # 3
• Write of the Topic “Funding on Social Venture”.
• Properly Reference the document.
• Insert Bibliography.
• Insert Citation.
• There should be no spelling mistakes.
• There should be no Grammatical Mistakes.

• Submission Date is 30th April 2020. Late submission will be graded 0.


Monitor STAKEHOLDER ENGAGEMENT
“Stakeholder engagement activities are
included in the stakeholder management plan
and are executed during the life cycle of the
project. Stakeholder engagement should be
continuously monitored.”
Monitor Stakeholder Engagement: Outputs
• Work Performance Information
• The work performance information is the performance data collected from various
controlling processes, analyzed in context, and integrated based on relationships
across areas. Thus work performance data have been transformed into work
performance information.
• Work performance information is circulated through communication processes.
Examples of performance information are status of deliverables, implementation
status for change requests, and forecasted estimates to complete

• Change Requests
• Recommended corrective actions include changes that bring the expected future
performance of the project in line with the project management plan; and
• Recommended preventive actions can reduce the probability of incurring future
negative project performance.
Monitor Stakeholder Engagement: Outputs
• Project Management Plan Updates
• Project Documents Updates
• Stakeholder register
• Issue log

• Organizational Process Assets Updates


• Stakeholder notifications
• Project reports.
• Project presentations
• Project records
• Feedback from stakeholders
• Lessons learned documentation

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