Transcript
Stakeholder Engagement
• What are stakeholders?• Why do stakeholders matter?• Stakeholder Engagement Process– Identification–Assessment –Planning Communication
• Stakeholder Engagement in practice
“a key individual or group of people that are impacted by the project or are critical to the success of the project”
Stakeholder Definition
Project Communication
• Passive• One way • Reliant on newsletters,
mail shots and static web sites
If your approach to informing stakeholder is
this is unlikely to be result in happy customers or successful projects!
0% 5% 10% 15% 20% 25% 30%
Poor Communications
Inadequate Planning
Unrealistic Budget or Schedule
Poorly Defined Requirements orSuccess Criteria
Lack of Stakeholder Buy In
Poor Risk Management
Lack of Change Control
Why Do Projects Fail?
Source: PMI (2007)
Why Engage Stakeholders?• maximise the likelihood of project success • win and maintain support from the most
influential stakeholders• encourage wider and more positive
cooperation with your project• anticipate stakeholder reaction and build
into the plan actions to win support• improve quality of project deliverables
Identify Stakeholders
Plan Communication
Engage Stakeholders
Stakeholder Assessment
Identify stakeholder groups
Identify individual stakeholders representatives
Create initial stakeholder list
Create Stakeholder Communications Planning Sheet
Identify engagement activities
Develop detailed engagement plans
Maintain plan to support ongoing engagement activities
Execute stakeholder communication plan
Monitor progress
Conduct high-level stakeholder assessment
Prioritise stakeholders
Develop stakeholder map
Stakeholder List Stakeholder Communications Planning Sheet
Stakeholder Communications Plan
Updated Stakeholder Communication Plan
Communication and engagement activities
Feedback mechanisms implemented
Stakeholder Map
Engagement Grid
Updated Stakeholder List
Stakeholder Engagement Process
OutputsOutputs
TasksTasks
Who are our stakeholders? Students Alumni Prospective Students
Academic Staff Administrative Staff Future Staff Recruits
Senior University Executives
Project Team Colleagues
Human Resources Trade Unions Procurement
Disability Office Records Management Communications and Marketing
Finance IT/Customer Support Staff
Suppliers
Government Agencies General Public Press and Media
Press and Media Local Community
Identifying Stakeholders• consider all areas of the project’s influence• consider the entire project lifecycle• be inclusive and diverse• use past stakeholder information as a guide• Include relevant interests groups e.g.
Finance, HR or Procurement• engage empowered representatives
Stakeholder Map New Email Service
Business TestersBusiness Analyst: David Watters
Business Assurance: Stephen SmithBusiness Reps (TBC): Units with
shared, delegated and real time diary needs e.g. Careers or
Accommodation Services. Local College integration experts. Non
central service units e.g. Physics.
Business TestersBusiness Analyst: David Watters
Business Assurance: Stephen SmithBusiness Reps (TBC): Units with
shared, delegated and real time diary needs e.g. Careers or
Accommodation Services. Local College integration experts. Non
central service units e.g. Physics.
Project Board Convenor: Bruce Nelson
Project Board Convenor: Bruce Nelson
User SupportLead Migration coordinators,
Service Desk helpline & testers: Neil BruceKeith Nicol
Local computing Officers
User SupportLead Migration coordinators,
Service Desk helpline & testers: Neil BruceKeith Nicol
Local computing Officers
External Suppliers and Procurement
Procurement OfficeMicrosoft
Vodophone/02
External Suppliers and Procurement
Procurement OfficeMicrosoft
Vodophone/02
Client DeliveryClient Config. for all OS’s: Hugh
BrownWindows Desktop/CAB: Kenneth
McDonald
Client DeliveryClient Config. for all OS’s: Hugh
BrownWindows Desktop/CAB: Kenneth
McDonald
MS Exchange(2000/2007)
John McFarlane, David Foggo
MS Exchange(2000/2007)
John McFarlane, David Foggo
InfrastructureTechnical Design: Iain Fiddes, Pride Shoniwa, Garry Scobie,
Martin Cassels, Fiona Lawson, Apollon Koutlidis
Mail relay, staffmail & SMS: Scott Larnach
InfrastructureTechnical Design: Iain Fiddes, Pride Shoniwa, Garry Scobie,
Martin Cassels, Fiona Lawson, Apollon Koutlidis
Mail relay, staffmail & SMS: Scott Larnach
Student GroupsElected Student VP
EUSA
Student GroupsElected Student VP
EUSA
UoE StaffIncl. PGR’s, ‘staff like’ visitors,
and staff from each College and support Group.
UoE StaffIncl. PGR’s, ‘staff like’ visitors,
and staff from each College and support Group.
ProjectProject Sponsor: Jeff HaywoodBusiness Owner: Mark Wetton
Project Manager: Susan McKeown
Service Manager: Stephen SmithProgramme Manager: Maurice
Franceschi
ProjectProject Sponsor: Jeff HaywoodBusiness Owner: Mark Wetton
Project Manager: Susan McKeown
Service Manager: Stephen SmithProgramme Manager: Maurice
Franceschi
Prioritising Stakeholders • High Power/High Interest
– Fully engage with– Make greatest efforts to satisfy
• High Power/Less Interest– Keep satisfied
• Low Power/High Interest– Keep informed – Leverage their interest
• Low Power/Low Interest– Monitor e.g for changes as
project progresses
Understanding Stakeholders• Talk directly - don’t rely
on email • Ask them their opinions• Draw out emotional
responses• Help them see next
steps and ultimate goal• Explain the benefits
Understanding Stakeholders• Have they a financial or other interest?• What motivates them most?• Is their current opinion positive or negative?• Who influences them and who do they influence?• At what stage will they be most impacted?• Can they assist with project design or reduce costs?• What information do they want from you?• How can you win their support or manage their
opposition?
Key Concerns Record the stakeholder’s most important concerns about the project. These may be positive drivers for why the stakeholder wants the project to succeed or perceived negative impacts to be minimised or avoided
Communications Approach
Monitor, Keep Informed, Keep Satisfied or Manage Closely
Required Level of Support
High, Medium or Low
Required Action Record any actions that you need the stakeholder to take e.g. to publicly champion the project or carry out specific tasks.
Sign Off Confirm whether the stakeholder will participate in sign off reviews and has influence over whether the project is allowed to proceed.
Key Messages Record any messages you will need to convey to the stakeholder to maintain there support. Typically messages will identify benefits to the stakeholder or focus on their particular concerns.
Communications Planning Sheet
Planning Communication • Focus on issues that matter • Choose the right format and
frequency• Ensure adequate resources• Provide feedback loops• Be ready to act - not just PR• Listen – especially to critics• Be open and build trust
Stakeholder Group Key Concerns Approach
Required Support Required Actions
Project Sponsor
Exchange 2007 solution to be implemented as quickly as possible to ease current staff dissatisfaction and relieve burden on support staff.
Satisfy Medium
To publicly champion the project and provide funding for costs.
UoE staff New solution needed as quickly as possible due to problems with current system. Use across different platforms, especially Linux and mobile devices, not just Blackberry. Minimise user effort required to move to new solution.
Satisfy High
To provide user requirements to inform the project and ensure the best solution is delivered. To provide timely feedback during testing and immediately following deployment.
Microsoft Solution meets the requirements and enhance Microsoft's reputation.
Manage Closely
HighAdvise and participate in the analysis, design and delivery.
Students How the move will affect students ability to book time with staff
Inform LowNone
IS ITI Infrastructure
Storage and back-up implications. Mail relay implications. Impact on Exchange architecture. Networking.
M MTo actively participate in the project.
Communications Planning Sheet (Example)
Identify Stakeholders
Plan Stakeholder Communication
Engage Stakeholders
Key Deliverables
Stakeholder Assessment
Key Activities
Identify stakeholder groups
Identify individual stakeholders representatives for each groups
Create initial stakeholder list
Create Stakeholder Communications Planning Sheet
Identify engagement activities
Develop detailed engagement plans and timelines
Maintain plan to support ongoing engagement activities
Execute stakeholder communication plan
Regular checks to monitor progress
Conduct high-level stakeholder assessment
Prioritise stakeholders for engagement
Develop stakeholder map
Stakeholder List Stakeholder Communications Planning Sheet
Stakeholder Communications Plan
Updated Stakeholder Communication Plan
Communication and engagement activities
Feedback mechanisms implemented
Stakeholder Map
Engagement Grid
Updated Stakeholder List
Stakeholder Engagement Process
eProcurement Scotland
• Background• Identifying stakeholders• Assessing stakeholders• Communicating with stakeholders• Challenges• Outcome
Background
• Online marketplace for goods and services
• National eProcurement programme run by the Scottish Government
• Used in central government, local government, NHS, higher and further education
Identifying Stakeholders
Asked an expert
Previous experience
Brainstorming
Finance
Senior
Management
Scottish Government
UsersAPUC
Suppliers
Capgemini
Procurement
Elcom
Cedar (Finance
System provider)
Assessing Stakeholders• Key stakeholders– Users– Suppliers– Software provider– Senior management– Delivery partners (Capgemini and APUC)
Communication• Needed to actively engage key stakeholders– Established a communication strategy
• Used a variety of techniques:– Workshops– One to one meetings– Information events– Dedicated staff e.g. supplier management
Challenges – Delivery Partners
• Who…– Delivery partners
• What…– Wanted basic implementation– UoE wanted to add more value
• How…– Set expectations at start of project– Maintained focus on added value
Challenges - Suppliers• What…– Lack of interest – Why fix what isn’t broken?
• How…– Dedicated team member– Regular updates– Work with other institutions
Challenges - Users• What…– needed to maintain interest
despite delays• How…– Communication– Focus on benefits
Challenges – Software Provider
• What…– Had to communicate through 3rd
party• How…– Established weekly conference
calls– Highlighted issues to 3rd party
senior management
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