13 project stakeholders management

MBA, PMP, B.Sc.(Civil Eng.) : PMO manager EWU-DIU [email protected] +249-1234 94 587

Brain Power CenterPMP Preparation course

PM identify and manage >>

success failure.

!

OSO OCT 2013

• their needs and EXPECTATIONS,

• their needs and EXPECTATIONS,understand

• ISSUES as they occur • ISSUES as they occur addressing

• CONFLICTING interests • CONFLICTING interests managing

• ENGAGEMENT in project decisions and activities.

• ENGAGEMENT in project decisions and activities. fostering

OSO OCT 2013

continuous communication with stakeholders to:

Project Stakeholder processesIdentify

StakeholdersIdentify

Stakeholders

IDENTIFYINGpeople/x could

impact

ANALYZINGpotential impact

Plan Stakeholder Management

Plan Stakeholder Management

STRATEGIES to effectively engage

stakeholders

based on the analysis

Manage Stakeholder Engagement

Manage Stakeholder Engagement

communicating to meet expectations

address issues as they occur

foster appropriate engagement

Control Stakeholder Engagement

Control Stakeholder Engagement

monitoringstakeholder relationships

adjustingstrategies for engaging.

OSO OCT 2013

Project Management Process Group and Knowledge Area Mapping

Knowledge Area Initiating Planning Executing M& C Closing

4. Project Integration Management 4DevelopProject Charter

4.2 Develop ProjectManagement Plan 4.3 Direct & Manage Project Work 4.4 Monitor & Control Project Work

4.5 Perform Integrated Change Control4.6 Close Projector Phase

5. Project Scope Management

5Plan Scope Management5.2 Collect Requirements5.3 Define Scope5.4 Create WBS

5.5 Validate Scope5.6 Control Scope

6. Project Time Management

6Plan Schedule Management6.2 Define Activities6.3 Sequence Activities6.4 Estimate Activity Resources6.5 Estimate Activity Durations6.6 Develop Schedule

6.7 Control Schedule

7. Project Cost Management7Plan Cost Management7.2 Estimate Costs7.3 Determine Budget

7.4 Control Costs

8. Project Quality Management 8Plan Quality Management 8.2 Perform Quality Assurance 8.3 Control Quality

9. Project Human Resource Management 9.1 Plan Human ResourceManagement

9.2 Acquire Project Team9.3 Develop Project Team9.4 Manage Project Team

10. Project Communications Management 10Plan Communications Management 10.2 Manage Communications 10.3 Control Communications

11. Project Risk Management

11Plan Risk Management11.2 Identify Risks11.3 Perform Qualitative Risk Analysis11.4 Perform Quantitative Risk Analysis11.5 Plan Risk Responses

11.6 Control Risks

12. Project Procurement Management 12Plan Procurement Management 12.2 Conduct Procurements 12.3 Control Procurements 12.4 Close Procurements

13. Project Stakeholder Management 13IdentifyStakeholders

13.2 Plan StakeholderManagement

13.3 Manage StakeholderEngagement

13.4 Control StakeholderEngagement

OSO OCT 2013

13.1 Identify Stakeholders• the people/organizations –impact/edidentifying

• information ‐potential impact on project success. analyzing and documenting

OSO OCT 2013

Inputs

Project charterProcurement documentsEnterprise environmental factorsOrganizational process assets

T&T

Stakeholder analysisExpert judgmentMeetings

Outputs

Stakeholder register

FOCUS

13.1 Identify StakeholdersData Flow Diagram

OSO OCT 2013

4.1 Develop Project charter

Project charter

13.1 Identify Stakeholders

Enterprise / Organization

12.1 Plan Procurement Management

OPA

Procurement documents

EEF

13.2 Plan Stakeholder Management

5.2 COLLECT Requirements

8.1 Plan QualityManagement

10.1 Plan Communications

Management

11.1 Plan RiskManagement

11.2 IdentifyRisks

12.1 Plan Procurement Management

4 Integration 5 Scope 6 Time 7 Cost 8 Quality 9 H. Resource 10 Commn. 11 Risk 12 Procurement 13 S/holders

S/H register

Project Charter:• internal and external parties related• sponsor(s), customers, team members, groups and departments

Procurement Documents:

• result of a procurement activity /contract• contract parties (key stakeholders)• Other relevant parties (S/C, suppliers)

Enterprise Environmental

Factors:

• Organizational culture and structure;• Governmental or industry standards• Global, regional or local trends, and practices or habits.

Organizational Process Assets:

• Stakeholder register templates,• Lessons learned• Stakeholder registers (previous).

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•Q&Q information •Q&Q information Gathering and analyzing

• should be taken into account • should be taken into account whose interests

• the interests, expectations, and influence• the interests, expectations, and influenceidentifies

• stakeholder relationships• stakeholder relationshipsidentify

• coalitions and potential partnerships • coalitions and potential partnerships to build

• the project’s chance of success• the project’s chance of successto enhance

OSO OCT 2013

identify Key stakeholders -decision-makers (sponsor, project manager, primary customer)

Identifying other stakeholders by interviewing identified stakeholders

Analyze impact /support & classify -define strategy

prioritize

OSO OCT 2013

OSO OCT 2013

INVOLVEM

ENT

P O W E R

INVOLVEMENT‐POWERINTEREST –POWER

INFLUE NCE ‐ IMPACT INTEREST

INFLUENCE

P O W E R

I M P A C T

LEGIT

IMACY

P O W E R

OSO OCT 2013

H,L Keep

Satisfied

H,HManageClosely

L,LMonitor

L,HKeep

Informed

IN

TEREST

P O W E R

OSO OCT 2013

INVOLVEMENT :• active influence

POWER:• authority / ability to impose

INTEREST:• level or concern

IMPACT:• ability to effect changes

INFLUENCE:• active involvement

Urgency :• immediate attention

Legitimacy :• involvement is appropriate

Name Position Role Contact Information Requirements Expectations Influence Classification

OSO OCT 2013

Project Title: Date Prepared:

Stakeholder Register

• Assessment information classification• Identification information:

developing STRATEGIES to effectively engage stakeholders, based on the analysis of their needs, interests, and potential impact on project success.

OSO OCT 2013

Inputs

Project management planStakeholder registerEnterprise environmental factorsOrganizational process assets

T&T

Expert judgmentMeetingsAnalytical techniques

Outputs

Stakeholder management planProject documents updates

clear, actionable

plan to interact

W/SH to support

OSO OCT 2013

4.2 Develop Project

Management Plan

Project management plan



Project documents

OPA

EEF 13.3 Manage Stakeholder Engagement

Stakeholder register

5.2 COLLECT Requirements


13.1 Identify Stakeholders

S/H management plan

*Project schedule*Stakeholder register.

Project management planProject management plan

Life cycle selected

how work will be executed

HR (R&R, STF)

Change management plan

Need and techniques for communication

Stakeholder registerStakeholder register

S/H information

Enterprise Environmental Factors:

Enterprise Environmental Factors:

organizational culture*, structure,

political climate



lessons learned database

historical information

OSO OCT 2013*http://en.wikipedia.org/wiki/Organizational_culture

UNAWARE of project and

potential impacts.

Unaware:

Aware & RESISTANT to

change.

Resistant:

Aware yet NEITHER

supportive NORresistant.

Neutral:

Aware & SUPPORTIVE to

change.

Supportive:

Aware & ACTIVELYengaged > P success.

Leading:

OSO OCT 2013

COMPARE CURRENT VS. PLANNED engagement level of all stakeholdersThe engagement level of the stakeholders can be classified as follows:

Stakeholder Unaware Resistant Neutral Supportive Leading

Stakeholder 1 C D

Stakeholder 2 C D

Stakeholder 3 D C

OSO OCT 2013

identifies the management strategies required to effectively engage stakeholders.

plan often provides:

OSO OCT 2013

Key playerKey player Meet their needs

Meet their needs

Least importantLeast

importantShow

considerationShow

consideration

Influ

ence

Interest

Engage/consult in interest areaIncrease level of interest

Involve in low risk areaKeep informed

Inform via public mediaMove to right

FocusInvolve in decision makingEngage/consult regularly

H

H

Name Influence Impact Assessment

Strategies

OSO OCT 2013

Inputs

Stakeholder management planCommunications management planChange logOrganizational process assets

T&T

Communication methodsInterpersonal skillsManagement skills

Outputs

Issue logChange requestsProject management plan updatesProject documents updatesOrganizational process assets updates

increase support andminimize resistance

OSO OCT 2013

10.1 plan Communications management

Communications management plan

13.3 Manage Stakeholder Engagement


Project documents

OPA

Project documents updates


Stakeholder management plan



Issue log

*Project schedule*Stakeholder register.

4.5 Perform IntegratedChange Control

Change log

9.4 Manage Project Team

10.3 Control Communications

4.2 Develop Project Management Plan

Change requests

Project management plan updates1.3

1.1

1.2

1.4

3.1

3.43.3

3.2

OSO OCT 2013

13.3.1.1 Stakeholder management plan:

• How stakeholders can be involved

• methods & technologies ‐communication

• level of interactions of various stakeholders

13.3.1.2 Communications management plan:

• communications requirementsInformation to be communicated

• Reason for distribution of information

• Person or groups who will receive information

• Escalation process

13.3.1.3 Change log

• document changes that occur during a project

• Change & impacts communicated to the stakeholders

13.1.1.4 Organizational Process

Assets:

• Organizational communication requirements,

• Issue management procedures,

• Change control procedures,

• Historical information about previous projects.

OSO OCT 2013

13.3.2.1 Communication

methods:

HOW,

WHEN, and

WHICH

of identified communication methods are to be used

13.3.2.2 Interpersonal skills

Building trust,

Resolving conflict,

Active listening

Overcoming resistance to change.

13.3.2.3 Management skills

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

10.1.2 Plan Communications Management: Tools and Techniques

10.1.2.4 Communication methodsseveral communication methods that are used to share information among project stakeholders.

OSO OCT 2013

4 Plan Communications Management

• 2+• Multi‐dir• Efficient

•meetings, phone calls, instant messaging, video conferencing

Interactive

distributed understood ?letters, memos,

reports, emails, press releases, etc.

Push

large volumes intranet sites, e‐learning, lessons learned databases,

knowledge repositories, etc.

Pull

Issue log • updated as new issues are identified and current issues are resolved

Change requests • corrective or preventive actions to the project itself or to the interaction with the impacted stakeholders

Project management plan updates

• Stakeholder management plan• new or changed stakeholders requirements are identified• addressing concerns and resolving issues

Project documents updates • stakeholder register :

Organizational process assets updates

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

OSO OCT 2013

MONITORING overall project stakeholder relationships and adjusting strategies and plans for engaging stakeholders.

OSO OCT 2013

MAINTAIN or INCREASE the EFFICIENCYand EFFECTIVENESS of stakeholder engagement

Inputs

Project management planIssue logWork performance dataProject documents

T&T

Information management systemsExpert judgmentMeetings

Outputs

Work performance informationChange requestsProject management plan updatesProject documents updatesOrganizational process assets updates

OSO OCT 2013

4.3 Direct & manage project

works

Work performance data


Project documents

Issue log


13.3 Manage Stakeholder Engagement

4.2 Develop Project management plan

Project management plan

Change requests

PM plan updates

4.5 Perform IntegratedChange Control

4.4 Monitor & Control project works

Work performance information


OPA

Project schedule, Stakeholder register, Issue log, Change log, and Project communications

Project documents updates

Organizational process assets updates

Work performance data. • raw OBSERVATIONS and measurements during activities performed(%completed, start and finish dates)

Work performance information. •The performance data COLLECTED from controlling processes

•ANALYZED in context• INTEGRATED based on(forecasted ETC)

Work performance reports. •The REPRESENTATION of work performance information compiled in project documents, intended to generate decisions(status reports)

• capture, store, and distribute information to stakeholders • consolidate reports from several systems and facilitate report distribution. • capture, store, and distribute information to stakeholders • consolidate reports from several systems and facilitate report distribution.

Information Management Systems

• ensure comprehensive identification• listing of new stakeholders,• reassessment of current stakeholders

• ensure comprehensive identification• listing of new stakeholders,• reassessment of current stakeholders

Expert Judgment

• exchange and analyze information about stakeholder engagement• exchange and analyze information about stakeholder engagement

Meetings

OSO OCT 2013

OSO OCT 2013

http://www.youtube.com/watch?v=HUNVrbDkBqc

Replacing old Street Lights ‐ Dusseldorf, Germany

The municipal power utility in the German city of Dusseldorf recently started a project to replace 10,000 of the 17,000 gas street lights in use in the old city with the latest LED (”Light Emitting Diode”)

Dusseldorf lamps, now admits to ‘making a mistake’ with the initial design, as many residents complained that the light from the new lamps was too cold, as compared to the soft glow of the original gas lights. Luckily, another useful characteristic of LED’s is their ability to produce different colours and hues, which can be used to imitate the old friendly glow.

Lesson Learned:Get all stakeholders involved as soon as possible with your project design, as they might have concerns that never occurred to you.

EXAMPLE

13 project stakeholders management

Business

osooct2013 h

plan quality management

plan risk management

plan communications

planhumanresource management

managestakeholder engagement

identified stakeholders

influence p o w e r