PROJECT STAKEHOLDER MANAGEMENT - utu

1 PROJECT STAKEHOLDER MANAGEMENTP roject MANAGEMENT and Leadership 2016 STAKEHOLDERA nindividual,group,ororganizationwhomayaf fect,beaffectedby,orperceiveitselftobeaf fectedbyadecision,activity,oroutcomeofap roject.(PMBOK 2013, )Anygrouporindividualwhocanaffectorisaff ectedbytheachievementoftheorganizationob jectives.(FREEMAN 1984, inFRIEDMAN & MILES 2006, ) STAKEHOLDER MANAGEMENT PROCESSESIDENTIFY STAKEHOLDERSI dentifythestakeholders,analyzeanddocumen tinformationregardingtheirinterests,invo lvement,interdependencies,influence, STAKEHOLDER MANAGEMENTD evelopmanagementstrategiestoeffectivelye ngagestakeholdersthroughoutthePLC, STAKEHOLDER ENGAGEMENTC ommunicateandworkwithstakeholderstomeett heirneedsandexpectations,addressissuesas theyoccur, STAKEHOLDER ENGAGEMENTM onitoroverallprojectstakeholderrelations hipsandadjuststrategiesandplansforengagi ngstakeholders(mod.)

2 PMBOK 2013, )THE POWER-INTEREST GRIDHIGH POWER HIGHINTERESTLEVEL OF POWERLEVEL OF INTEREST IN THE PROJECTTHEKEYSTAKEHOLDERS:Manage activelyKeep informed of each step in theprojectTaketheir views into accountKeepthesesatisfiedKeep informedKeep on your sideLEVEL OF ..LEVEL OF .. Parameters to throw into the mix POWER. The level of a STAKEHOLDER s authorityINTEREST. The level of concern regarding the PROJECT outcomesINFLUENCE. The level of active involvement in the projectIMPACT. The ability to effect changes to planning or executionPROJECT (mod. ROEDER 2013, )SALIENCE MODELT hemodelbyMitchelletal.(1997)thatsuggests toprioritizestakeholderclaimsbasedoncumu lativenumberofthestakeholder sattributes power, (mod.

3 MITCHELL et al. Acad. Manag. Rev. 1997;22(4):869)SALIENCE MODELPOWERLEGITIMACYURGENCY(mod. MITCHELL et al. Acad. Manag. Rev. 1997;22(4):869-872) ,A,cangetanothersocialactor,B, ,proper,orappropriatewithinsomesociallyc onstructedsystemofnorms,values,beliefs, (mod. MITCHELL et al. Acad. Manag. Rev. 1997;22(4):872)DEFINITIVE STAKEHOLDERDORMANTDISCRETIONARYDEMANDING DOMINANTDANGEROUSDEPENDENTSALIENCE MODELLATENT STAKEHOLDERSEXPECTANT STAKEHOLDERSNON-STAKEHOLDERSSTAKEHOLDER REGISTERA projectdocumentincludingtheidentificatio n,assessment,andclassificationofprojects takeholders.(PMBOK 2013, )Can contain: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; STAKEHOLDER CLASSIFICATION: internal/external, supporter/neutral/resistor.

4 (PMBOK 2013, )An example of THE STAKEHOLDER REGISTER(ROEDER 2013, ) STAKEHOLDER MANAGEMENT PLANINCLUDESD esiredandcurrentengagementlevelsofkeysta keholders;Scopeandimpactofchangetostakeh olders;Identifiedinterrelationshipsandpo tentialoverlapbetweenthem;Stakeholdercom municationrequirementsforthecurrentphase ;Infotobedistributedtostakeholders(inclu dinglanguage,format,content,andlevelofde tail;reasonforthedistributionoftheinfo); Timeframeandfrequencyforthedistribution; Methodforupdatingandrefiningtheplanasthe projectprogresses.(PMBOK 2013, ) STAKEHOLDER ENGAGEMENT Current engagementD Desired engagementCCCCDDDDSTAKEHOLDER GROUPSPROJECT TEAM MEMBERSEXECUTIVE STAKEHOLDERSOTHER STAKEHOLDERSEXTERNALSUBJECT TO CHANGEPHANTOM(ROEDER 2013, ) STAKEHOLDER GROUPSTHE CLARKSON 7 PRINCIPLES OF OF EFFECTIVE (MCINTYRE&SALAS1995inMUCHINSKY2006, )

5 PROJECT TEAM MEMBERSTIPS FOR MANAGINGBe conciseUnderstand the endgame and the executive s key driversConvert PROJECT language into executive languageProactively identify problemsCommunicate, communicate, communicateEXECUTIVE STAKEHOLDERSPROCUREMENT MANAGEMENT PROCESSESPLAN PROCUREMENT MANAGEMENT documentprojectprocurementdecisions,spec ifytheapproach, PROCUREMENTS obtain seller responses, select a seller, and award a PROCUREMENTS manageprocurementrelationships,monitorco ntractperformance, PROCUREMENTS complete each PROJECT procurement. (mod. PMBOK 2013, )EXTERNAL STAKEHOLDERSCATEGORIES OF CONTRACTS(mod.)

6 PMBOK 2013, )FIXED-PRICECOST-REIMBURSABLETIME AND MATERIAL setafixedtotalpriceforadefinedproduct,se rvice,orresulttobeprovidedpay(costreimbu rsements)tothesellerforalllegitimateactu alcostsincurredforcompletedwork,plusafee representingsellerprofitpayforthetimespe ntandmaterialsusedEXTERNAL STAKEHOLDERSTIPS FOR MANAGINGE xplain why the PROJECT is importantCreate a FAQ documentBe authenticSolicit feedbackSUBJECT TO CHANGEA LADDER OF CITIZEN PARTICIPATIONMANIPULATIONTHERAPYINFORMIN GCONSULTATIONPLACATIONPARTNERSHIPDELEGAT ED POWERCITIZEN CONTROL(mod. ARNSTEIN 1969, )NONPARTICIPATIONTOKENISMCITIZEN POWERSUBJECT TO CHANGEPHANTOM STAKEHOLDERSP eoplewhoaresubjectto,partof,orimpactedby theproject,yethavenotformallybeenidentif iedbytheprojectmanagerorprojectteamassta keholders(ROEDER 2013, )PHANTOM STAKEHOLDERSIDENTIFYING PHANTOM STAKEHOLDERSLook for the root causes of surpriseschanges in the PROJECT plan from unexpected sourcesdiscrepancies between expected and actual PROJECT executionPHANTOM &