R-Stalkholder

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.

Information Management Systems

An information management system provides a standard tool for the project manager to capture, store, and distribute information to stakeholders about the project cost, schedule progress, and performance. It also allows the project manager to consolidate reports from several systems and facilitate report distribution to the project stakeholders.

Stakeholder analysis

Stakeholder analysis is a technique of systematically gathering and analyzing quantitative and qualitative information to determine whose interests should be taken into account throughout the project. It identifies the interests, expectations, and influence of the stakeholders and relates them to the purpose of the project. It also helps to identify stakeholder relationships (with the project and with other stakeholders) t hat can be leveraged to build coalitions and potential partnerships to enhance the project's chance of success, along with stakeholder relationships that need to be influenced differently at different stages of the project or phase.

Positive stakeholder

Stakeholders that want the project to succeed. Positive stakeholders are often the people that have the most to gain from the project's success and/ or the most to lose if the project fails.

Stakeholder Engagement Assessment Matrix

The current engagement can be documented using Stakeholders Engagement Assessment Matrix.The project team needs to identify the desired engagement level for the current phase of the project, based on available information.

Stakeholder Analytical Techniques

The current engagement level of all stakeholders needs to be compared to the planned engagement levels required for successful project completion. Stakeholder engagement throughout the life cycle of the project is critical to project success.The engagement level of the stakeholders can be classified as follows: Unaware, Resistant, Netural, Supportive, and Leading.

Negative stakeholder

The interests of negative stakeholders are served by impeding the project`s progress. Overlooking negative stakeholders can result in an increased likelihood of failure.

Interpersonal Skills

The project manager applies interpersonal skills to manage stakeholders' expectations. For example: • Building trust, • Resolving conflict, • Active listening, and • Overcoming resistance to change.

Management Skills

The project manager applies management skills to coordinate and harmonize the group toward accomplishing the project objectives. For example: • Facilitate consensus toward project objectives, • Influence people to support the project, • Negotiate agreements to satisfy the project needs, and • Modify organizational behavior to accept the project outcomes.

Plan Stakeholder Management

1. Engage project stakeholders. 2.Plan Stakeholder Management identifies how the project will affect stakeholders, which then allows the project manager to develop various ways to effectively engage stakeholders in the project, to manage their expectations, and to ultimately achieving the project objectives. Stakeholder management is about creation and maintenance of relationships between the project team and stakeholders, with the aim to satisfy their respective needs and requirements within project boundaries.

important points of stake holder

1. Project managers should be aware of the sensitive nature of the stakeholder management plan and take appropriate precautions. For example, information on stakeholders who are resistant to the project can be potentially damaging, and due consideration should be given regarding the distribution of such information.

Power Interest Grid

A grouping of the stakeholders based on their level of authority ("power") and their level of concern ("interest") regarding the project outcomes.

Profile analysis meetings

A profile analysis meeting examines each of the roles in the project and documents that role's interests, concerns, influence, knowledge about the project, and the attitude that role will likely have toward the project.

Stakeholders and initial phases

At the beginning of a project, it may be necessary for senior stakeholders to be highly engaged in order to clear away any obstacles to success. Once these have been successfully removed, it may be sufficient for senior stakeholders to change their level of engagement from leading to supportive, and other stakeholders, such as end users, may become more important.

Stakeholder register

Contains all details related to the identified stakeholders including, but not limited to: • Identification information. Name, organizational position, location, role in the project, contact information; • Assessment information. Major requirements, main expectations, potential influence in the project, phase in the life cycle with the most interest; and • Stakeholder classification. Internal/external, supporter/neutral/resistor, etc. The stakeholder register should be consulted and updated on a regular basis, as stakeholders may change—or new ones identified—throughout the life cycle of the project.

Influence/impact grid,

Grouping the stakeholders based on their active involvement ("influence") in the project and their ability to effect changes to the project's planning or execution ("impact");

Power/influence grid

Grouping the stakeholders based on their level of authority ("power") and their active involvement ("influence") in the project;

Salience model

Groups of stakeholders are mapped on a grid where their power, urgency, and legitimacy are in relation to one another.

Manage stakeholder engagement

Manage Stakeholder Engagement is the process of communicating and working with stakeholders to meet their needs/expectations. The key benefit of this process is that it allows the project manager to increase support and minimize resistance from stakeholders, significantly increasing the chances to achieve project success. Managing stakeholder engagement helps to increase the probability of project success by ensuring that stakeholders clearly understand the project goals, objectives, benefits, and risks. This enables them to be active supporters of the project and to help guide activities and project decisions.

Expert judgement in stake holders

Senior management; • Project team members; • Other units or individuals within the organization; • Identified key stakeholders;(who will further identify potential stake holders) • 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).

Engagment level of the stakeholders

The project team needs to identify the desired engagement level for the current phase of the project, based on available information • 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