Project Stakeholder Management (5) (CAPM Basics: Set 12)

The 5 Common methods of stakeholder categorization

1. Power/interest grid, power/influence grid, and/or impact/influence grid: Supports a grouping of stakeholders according to their: -Power: Level of authority -Interest: Level of concern about the project's outcomes -Influence: Ability to influence the outcomes of the project -Impact: Ability to cause changes to the project's planning or execution 2. Stakeholder Cube: A refinement of the grid models that combines the grid elements into a 3-dimensional model that can be used t identify and engage the stakeholder community. 3. Salience Model: Describes classes of stakeholders based on assessments of: -Power: Level of authority or ability to influence the project -Urgency: Need for immediate attention, either being time-constrained or relating to the stakes in the project) -Legitimacy: Their involvement is appropriate The Salience model is useful for large, complex networks of relationships among project stakeholders 4. Directions of Influence: Classifies stakeholders according to their influence on the work of the project or the project team itself in the following ways: -Upward: usually indicates senior management -Downward: Specialists who contribute knowledge/skills temporarily -Outward: Stakeholder groups outside the project team (such as suppliers or the public population) -Sideward: Peers of the PM 5. Prioritization: Orders the importance of stakeholders, which may be necessary if the number of stakeholders is large.

Tailoring Considerations for Project Stakeholder Management

1. Stakeholder Diversity: "How many stakeholders are there?" "How diverse is the culture within the stakeholder community." The more stakeholders we can identify earlier in the project, the less there will be a chance of failure later on. Therefore, it's best to frequently check that all stakeholders have been identified from all areas. 2. Complexity of Stakeholder Relationships: "How complex are the relationships within the stakeholder community?" 3. Communication Technology: "What communication technology is available and is it worth using?" "What support mechanisms are in place to ensure that the best value is achieved from the technology." Communications technology should be catered to the needs of all stakeholders, and since some are different than others, we need to make sure they are all getting their communication needs met in the optimal way for them.

Trends and Emerging Practices in Project Stakeholder Management

1. Stakeholder Identification: All relevant parties associated with the project, even those who just perceive they are associated with the project, should be identified as stakeholders and not just a limited set of individuals 2. Team Influence: Because each team member can have an influence on any stakeholder, all team members are involved in stakeholder management in some capacity. 3. Stakeholder Reviews: The stakeholder community should be reviewed regularly, often in parallel with reviews of individual project risks 4. Co-creation: Stakeholders who are ultimately affected by the outcomes of the project should be included with the project work itself. Consulting with these stakeholders introduces the concept of co-creation, which in turn places greater emphasis on including affected stakeholders in the team as partners 5. Value of Engagement: Make sure the value of engagement (both positive and negative) are captured within the project. Positive value can derive benefits from higher levels of support, particularly from powerful stakeholders. Negative value can be derived by measuring the true costs of not engaging stakeholders effectively, leading to product recalls or loss of reputation.

The 6 Tools & Techniques for the Plan Stakeholder Engagement Process

6 Tools & Techniques for the Plan Stakeholder Engagement Process are: 1. Data Analysis: -Assumption and Constraint Analysis: -Root Cause Analysis: Identifies underlying reasons for the level of support of project stakeholders in order to select the appropriate strategy to improve their level of engagement 2. Data Gathering: -Benchmarking: involves comparing the results of stakeholder analysis with info from other organizations or other projects that are considered to be world class. 3. Data Representation: -Mind mapping: used to visually organize info about stakeholders and their relationship to each other and the organization. -Stakeholder engagement assessment matrix: Compares the current engagement levels of stakeholders to their desired levels required for the project. 4. Decision making: Includes prioritization and ranking of stakeholders and their requirements. 5. Meetings 6. Expert Judgement

Agile Considerations for Project Stakeholder Management

An agile project environment requires an even more direct collaboration between different stakeholders, different approaches for prioritization and tasks management, as well as more adaptability for changes and quality assurance. Projects experiencing a high degree of change require frequent engagement with project stakeholders. To facilitate timely, productive discussion and decision making, adaptive teams engage with stakeholders directly rather than going through layers of management. In order to accelerate information sharing across the organization, agile methods promote aggressive transparency. It's therefore common to invite stakeholders to project meetings or post project artifacts in public spaces in hopes that if a misalignment, dependency, or other issue is present, it'll surface as quickly as possible. Regular interactions with stakeholders: -Mitigates risk -Builds trust -Supports adjustments earlier in the project cycle ... and thus -reducing costs -increasing the likelihood of success

Stakeholder Register

An output of the Identify Stakeholders process which contains info about identified stakeholders. It can include a variety of stakeholder details, such as: -Identification Information: Such as the stakeholder's name, organizational position, location, contact details, and role on the project. -Assessment Info: Entails major requirements, expectations, potential for influencing outcomes, and the phase of the project life cycle where the stakeholder has the most influence -Stakeholder classification: Notes whether the stakeholder is internal or external, their impact/influence/power/interest, whether they're upward/downward/outward/sideward, or info from any other classification model

Role of the PM in Project Stakeholder Engagement

As the PM we will: -Facilitate and lead the team in correctly identifying and analyzing all of the stakeholders, which is done by using various organizational process assets, interviews, and team meetings -Once identified, focus on continuous communication with all stakeholders to identify and manage their expectations as appropriate.

Role of the PM in the Monitor stakeholder engagement process

As the PM we will: -Monitor the stakeholders' level of engagement, expectations, and support for the various project activities -Act in the case of stakeholders' disengagement Maintaining an accurate stakeholder register will therefore be vital in this process. This process can impact communication management in particular because the primary assets we'll be monitoring are part of the communication requirements, such as: -The type of reports -Level of detail and frequency of those reports -Timing of the communications

Role of the PM in the Identify Stakeholders process

As the PM, we will: -Facilitate meetings to identify stakeholders -Conduct interviews with stakeholders to gather info on their expectations and their communication requirements -Document relevant information on stakeholders in the stakeholder register

Role of the PM in the Plan Stakeholder Engagement Process

As the PM, we will: -Perform Stakeholder analysis and document the info in the stakeholder engagement plan -Make updates to the plan as needed so that we and the rest of the project team can understand the level of participation and influence

Overview of the Manage stakeholder engagement process

As the PM, we'll be similar to a waiter in a restaurant! We will bring requests from stakeholders to the project team and make sure we are handling them effectively. Engaging stakeholders is important to obtain, confirm, or maintain their commitment to the project. This ensures the project team receives the direction and feedback they need. Overall, this process: -allows the pm to increase support and minimize resistance from stakeholders (this is also the key benefit of the process) -involves managing stakeholder expectations through negotiations and communications -Can also address any risks or potential concerns related to stakeholder engagement, as well as clarify and resolve issues that have already been identified Several components of the PM plan can be affected by this process since it will develop approaches to involve project stakeholders' risk, communication, change management, and other components of the PM plan. Overall though, the biggest impact will be had on communications management, especially when communication requirements should be changed. Also, the efficiency of the perform integrated change control process may be affected by stakeholder engagement, as stakeholders' engagement directly influences the degree of change that will occur during the project.

Stakeholder Engagement Plan and reasons for updating it

Details the approach to involve stakeholders based on their needs, expectations, interests, and potential impact on the project. More specially the plan can include several components, such as: -The desired and current engagement level of key stakeholders -scope and impact of changes to stakeholders -identified relationships between stakeholders -Methods for updating the stakeholder engagement plan as the project progresses and develops. The first version of the stakeholder engagement plan is developed after the initial stakeholder community has been identified, and is updated regularly. Typical trigger situations that will require updates to the Stakeholder Engagement Plan are: -Start of a new phase of the project -Changes to the organization structure or the industry -New individuals or groups become stakeholders -Current stakeholders are no longer deemed to be part of the stakeholder community -The importance of particular stakeholders to the project's success changes -When outputs of other project process areas require a review off stakeholder engagement strategies

Processes in Project Stakeholder Management

Initiating: 1. Identify Stakeholders. This process normally occurs when the project charter is developed and approved and is repeated as necessary throughout the project, but should be performed whenever a significant change in the project or organization occurs. Planning: 1. Plan Stakeholder Engagement. This process is performed periodically throughout the project as needed. Executing: 1. Manage Stakeholder Engagement: Performed periodically throughout the project. Monitoring & Controlling: 1. Monitor Stakeholder Engagement. This process is performed throughout the project

Stakeholder Engagement Assessment Matrix (SEAM)

SEAM compares the current engagement levels of stakeholders to their desired engagement levels required for the project. The engagement level of stakeholders can be classified in 5 different ways on a sort of spectrum: 1. Unaware (of the project and potential impacts) 2. Resistant (to any changes that may occur as a result of the work or its outcomes) 3. Neutral (Aware of the project, but indifferent or neutral to it) 4. Supportive (of the work and its outcomes) 5. Leading (by actively engaging with the project to ensure the project is a success)

Project Stakeholder Management overview

Stakeholders of a project may include an individual, group, or organization that may affect, be affected by, or even perceive itself to be affected by a project and/or its results. All stakeholders should be assessed to understand their communication needs and level of engagement, and to anticipate and understand their expectations. Project stakeholder management includes the processes required to identify the people who may affect the work of the project or who may be impacted by the project and/or its results. Stakeholder identification and engagement should commence asap after the project charter has been approved, the PM has been assigned, and the team begins the form. Overall, stakeholder satisfaction should be managed as a project objective. Project stakeholder management can have big impacts on the resource management plan, communication management plan & communication strategies, the risk management plan & stakeholder risk assessments, and the stakeholder register. There is overlap between project resource management and project stakeholder management in that both areas require the management of resources, expectations, assessments of the stakeholders' impact to the project, and the execution of project work. Identification, prioritization, and engagement of stakeholders should be reviewed and updated routinely, and at least at 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 stakeholder community (e.g., a vendor finishing their work for us and another vendor starting) -Significant changes in the organization or the wider stakeholder community occur

The 1 Output for the Plan Stakeholder Engagement Process

The 1 Output for the Plan Stakeholder Engagement Process are: 1. Stakeholder Engagement Plan: Can include several components, such as: -The desired and current engagement level of key stakeholders -scope and impact of changes to stakeholders -identified relationships between stakeholders -Methods for updating the stakeholder engagement plan as the project progresses and develops.

The 3 Outputs for the Manage Stakeholder engagement process

The 3 Outputs for the Manage Stakeholder engagement process are: 1. PM Plan Updates: -Communications management plan: may be updated to reflect new or changed stakeholder requirements -Stakeholder management plan: may be updated to reflect new or changed management strategies required to effectively engage stakeholders 2. Change Requests 3. Project Document updates: -Change log -issue log Lessons learned register Stakeholder register: may be updated based on new info about and provided to stakeholders about resolved issues, approved changes, and general project status.

The 4 Inputs for the Manage Stakeholder engagement process

The 4 Inputs for the Manage Stakeholder engagement process are: 1. PM Plan: -Communications management plan: describes the methods, formats, and technologies used for stakeholder communication -Risk management plan -stakeholder engagement plan: provides guidance and info on managing stakeholder expectations -change management plan 2. Project documents: -change log: make sure to not only document changes made in the change log, but to communicate them to the appropriate stakeholders as well -issue log: stakeholder concerns will be documented here -lessons learned register -stakeholder register: includes any info needed to execute the stakeholder engagement plan 3. OPAs: -Corporate policies and procedures for social media, ethics, and security(these directly influence how we will communicate w the stakeholders); issue, risk, change, and data management (to be considered when addressing the risks and/or potential concerns as they appear) -Organization communication requirements -Standardized guidelines for development, exchange, storage, and retrieval of info -lessons learned repository with info about the preferences, actions, and involvement of stakeholders: Offers best practices for the process 4. EEFs: -Organizational culture, political climate, and governance framework -Personnel administration policies -Stakeholder risk thresholds -established communication channels -global or local trends, practices, or habits -geographic distribution of facilities and resources

The 4 Outputs for the Identify Stakeholders process

The 4 Outputs for the Identify Stakeholders process 1. Stakeholder Register: Contains info about identified stakeholders 2. PM Plan Updates: -Requirements management plan - Newly identified stakeholders will have certain requirements -communications management plan: Stakeholder communication requirements and agreed-upon communications strategies are recorded. -risk management plan: Updated when new stakeholders come on or when stakeholder communication requirements and agreed-upon communication strategies affect the approach to managing risk on the project. -stakeholder engagement plan: Updated with agreed-upon communications strategies for identified stakeholders 3. Project documents updates: -Assumption log: Much of the info about the relative power, interest, and engagement of stakeholders of info is based on assumptions, and these are assumptions are updated as we get more info. -Issue log -Risk register 4. Change Requests: As stakeholder identification continues throughout the project, new stakeholders/new info on existing stakeholders may necessitate change requests to the PM Plan.

The 4 Outputs for the Monitor Stakeholder engagement process

The 4 Outputs for the Monitor Stakeholder engagement process are: 1. Work Performance Information: Includes info about the current status of stakeholder engagement, such as the level of project support, compared to the desired levels of engagement. 2. Change Requests: May include corrective and preventive actions to improve the current level of stakeholder engagement 3. PM Plan Updates: -Resource Management Plan: Team responsibilities for stakeholder engagement activities may need to be updated in the resource management plan. -Communications management plan -Stakeholder engagement plan: Info about the stakeholder community and how to best engage them may need to be updated. 4. Project Document Updates: -Issue Log: may be updated with new issues or updates to pre-existing ones. -Lessons Learned Register -Risk Register: may need to be updated with responses to stakeholder risks -Stakeholder Register: updated with info as a result of monitoring stakeholder engagement.

The 5Inputs for the Monitor Stakeholder engagement process

The 5 Inputs for the Monitor Stakeholder engagement process are: 1. PM Plan: -Resource Management Plan: Because team members are included, this plan is used to identify the methods for team member management. -Communications Management plan: describes the plans and strategies for communicating with the project stakeholders -Stakeholder management plan: Defines the plan for managing stakeholder needs and expectations 2. Work performance data: contains data on project status such as which stakeholders are supportive of the project, as well as their level and type of engagement. 3. Project Documents: -Issue log: Documents all the known issues related to the project and stakeholders -lessons learned register -project communications: includes those that have been distributed to stakeholders as defined in the communications management plan and the stakeholder engagement plan. -risk register: contains risks related to stakeholder engagement -stakeholder register 4. OPAs: -Corporate policies and procedures for social media, ethics, and security; issue, risk, change, and data management. -Organizational communication requirements -Standardized guidelines for development, exchange, storage, and retrieval of information -lessons learned repository with info about the preferences, actions, and involvement of stakeholders 5. EEFs: -Organizational culture, political climate, and governance framework -personnel administration policies -stakeholder risk thresholds -established communication channels -global and local trends, practices, or habits -geographic distribution of facilities and resources

The 5 Tools & Techniques for the Identify Stakeholders process

The 5 Tools & Techniques for the Identify Stakeholders process are: 1. Data Analysis: -Stakeholder Analysis -Document Analysis: Involves assessing the available project documentation and lessons learned from previous projects to identify stakeholders. 2. Data Representation: -Stakeholder Mapping/Representation: Used to categorize stakeholders in order to build the appropriate relationships with them. 3. Data Gathering: -Questionnaires and Surveys -Brainstorming -Brain writing: Like brainstorming, but the questions are considered beforehand and thus before the group creativity session is held. 4. Meetings 5. Expert Judgement

The 5 Tools & Techniques for the Manage Stakeholder engagement process

The 5 Tools & Techniques for the Manage Stakeholder engagement process are: 1. Interpersonal and Team Skills: -Conflict management -cultural awareness -negotiation -observation/conversation: Used to stay in touch with the work and attitudes of project team members and other stakeholders. -Political awareness: achieved through understanding the power relationships in and around the project. 2. Communication Skills: We will use feedback to help understand stakeholder reactions to the various project management activities and key decisions. 3. Ground Rules: Defined in the team charter (a document that establishes the team values, agreements, and operating guidelines such as communication guidelines, decision-making criteria, conflict resolution processes, and meeting guidelines) and sets the expected behavior for the project team members and other stakeholders in regards to stakeholder management. 4. Meetings 5. Expert judgement

The 6 Inputs for the plan stakeholder engagement process

The 6 Inputs for the plan stakeholder engagement process are: 1. PM Plan: -Resource management plan: may contain roles and responsibilities of the stakeholders listed in the stakeholder register -Communications management plan: Contains the communications strategies for stakeholder management and their implementation plans. These are both inputs to and recipients of information from project stakeholder management processes. These two plans, in terms of stakeholder communication, feed into each. -Risk management plan: May include risk thresholds or attitudes of different stakeholders 2. Project Documents: -Assumption Log -Change Log: Can showcase which stakeholders requested which changes -issue log: resolving issues will require additional communications with the affected stakeholders -project schedule -risk register -stakeholder register 3. Project Charter: Contains info on the project purpose, objectives, and success criteria that can be taken into consideration when planning how to engage stakeholders. 4. Agreements: Planning for the engagement of contractors and suppliers usually involves working with the procurement/contracting group in the organization. 5. OPAs -Corporate policies and procedures for social media, ethics, security, issue, risk, change, and data management -organizational communication requirements -standardized guidelines for development, exchange, storage, and retrieval of information -lessons learned repository with info about the preferences, actions, and involvement of stakeholders -software tools needed to support effective stakeholder engagement 6. EEFs -Organizational culture, political climate, and governance framework: offers the do's and don'ts for planning stakeholders' engagement -Personnel administration policies: Use to plan specific mechanisms in dealing with stakeholders' involvement (or lack thereof) -stakeholder risk appetites -established communication channels -Global or local trends, practices, or habits -Geographic distribution of facilities and resources

The 6 Tools & Techniques for the Monitor Stakeholder engagement process

The 6 Tools & Techniques for the Monitor Stakeholder engagement process are: 1. Data Analysis: -Alternatives Analysis: Can be used to evaluate options to respond to variances in the desired results of stakeholder engagement. -Root Cause Analysis: Can be used to determine the reasons as to why the stakeholder engagement plan is not having the planned effect (in the event that that's what's happening). -Stakeholder Analysis: Helps determine the position of stakeholder groups and individuals at any particular time in the project. 2. Communication Skills: -Feedback: Make sure stakeholders understand the info given to them -Presentations: Used to convey info to stakeholders 3. Data representation: -Stakeholder Engagement Assessment Matrix: Monitors stakeholder engagement by tracking changes in the levels of engagement for each stakeholder (measured in 5 levels). 4. Interpersonal and Team Skills: -Active Listening -Cultural Awareness -Leadership: Communicate the vision of the project to stakeholders and inspire them to support the work and outcomes of the project. -Networking -Political awareness 5. Decision Making: -Multicriteria Decision Analysis -Voting 6. Meetings

The 7 Inputs for the Identify Stakeholders process

The 7 Inputs for the Identify Stakeholders process are: 1. Project Charter: Can be used to identify the key stakeholder list, and may also contain info on their responsibilities 2. PM Plan: Not available when initially identifying stakeholders, but once it is, there are several important parts of it: -Communications management plan -Stakeholder engagement plan: Identifies the management strategies and actions required to effectively engage stakeholders 3. Project Documents: -Change Log: May introduce a new stakeholder or change the nature of an existing stakeholder's relationship to the project. -Issue log: Critical here because it records issues that may bring new stakeholders to the project or change the type of participation of existing stakeholders. -Requirements documentation: Can provide info on requirements set forth by stakeholders 4. Business Documents: -Business Case: Identifies the project objectives and identifies an initial list of stakeholders affected by the project -Benefits Management Plan: Describes the expected plan for realizing the benefits claimed in the business case. It may identify the individuals and groups that will benefit from the delivery of the outcomes of the project, and thus who are considered stakeholders. 5. Agreements: The parties of an agreement are project stakeholders. The agreement can also contain references to additional stakeholders. 6. OPAs: -Stakeholder Register Templates and Instructions -Stakeholder Registers from Previous Projects -Lessons Learned Repository with Info about the preference, actions, and involvement of stakeholders 7. EEFs: -Organizational culture, political climate, and governance framework: Useful in understanding stakeholder expectations, needs, and level of power and influence for each stakeholder -Government or industry standards (regulations, product standards, and codes of conduct): Useful for identifying and getting info on external stakeholders -Global, regional, or local trends and practices or habits -Geographic distribution of facilities and resources: Helps identify restrictions for stakeholders' identification.

Overview of the Identify Stakeholders process

The Identify Stakeholders Process involves identifying project stakeholders regularly and analyzing and documenting relevant information regarding their interests, involvement, expectations, interdependencies, influence, and potential impact on project success. Each time the identification process is repeated, the PM plan components and project documents should be consulted to identify relevant project stakeholders. The first version of the stakeholder engagement plan is developed after the initial stakeholders have been identified. The communications management plan should also be updated when stakeholder communication requirements are made clear.

Stakeholder Analysis Results in...

The info needed to built the stakeholder register. More specifically, stakeholder analysis results in a list of stakeholders and relevant info such as their positions relative to the organization, roles on the project, "stakes" on the project outcome, expectations, attitudes, and their interest in the project. "Stakes" can refer to: -interest -Rights (such as legal occupational rights or rights to sustain historical parts of a region) -Ownership (such as having a legal title to an asset or property) -Knowledge (specialist knowledge can benefit the project) -Contribution (such as providing funds or in more intangible ways, such as advocating for the project)

Overview of the Monitor project stakeholder process

The process entails monitoring project stakeholder relationships and tailoring strategies for engaging stakeholders through modification of engagement strategies and plans. The key benefit of this process is that it maintains or increases the efficiency and effectiveness of stakeholder engagement activities as the project evolves and its environment changes.

Overview of the Plan Stakeholder Engagement Process

This process provides an actionable plan to interact effectively with stakeholders, known as the stakeholder engagement plan. The stakeholder engagement plan establishes how stakeholders will be engaged in project decisions and execution by analyzing their influence, interests, needs, and impact. By creating this plan early in the project, we can review and update it regularly as the stakeholder community changes. Overall, the best practices may involve stakeholder engagement via inclusion in project reviews, meetings, and the use of social media. This process may impact communication management (due to stakeholder communication requirements), resource management (since human resources should be considered in the stakeholder engagement plan so that they may understand the varying levels of influence or interest each stakeholder has), and risk management (via different risks from stakeholders' expectations, needs, and influences). The key benefit of the plan stakeholder engagement process is that it provides an actionable plan to interact effectively with stakeholders.

Role of the PM in the Manage Stakeholder Engagement process

To communicate with stakeholders and involve them in activities to address any issues or concerns