Project Stakeholder Engagement

Effective Stakeholder Engagement

Mark Ritchie and Rhian Davies

IS Applications Division

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

Stakeholder Engagementin Practice

Rhian Davies

IS Applications Division

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

Outcome

• Successful rollout • Obtained value added solution– Integration with the Finance system– Accessed via EASE single sign on

• Positive feedback from users post implementation