In cooperation with: Partly sponsored by: Project Stakeholder Management Netlipse network meeting Copenhagen, May 7, 2012
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In cooperation with: Partly sponsored by:
Project Stakeholder Management
Netlipse network meeting
Copenhagen, May 7, 2012
Rethink!PSM: Research Questions
How can contemporary stakeholder theory contribute to a more comprehensive project stakeholder management in the context of Sustainable Development (SD)?
– to ensure SD in the project
– to ensure SD for the investor organization(s)
– to ensure SD for other stakeholders
How can we use working forms to support a comprehensive project stakeholder management?
What are the potentials and limitations when applying a more comprehensive project stakeholder approach?
Research objectives
Develop a more comprehensive stakeholder
management approach in the context of sustainable
development which considers new insights from
contemporary stakeholder theory.
Develop adequate working forms to support a more
comprehensive project stakeholder management
approach.
Reflect potentials and limitations of the proposed project
stakeholder approach.
Write journal articles as well as PMI manuscript.
Project schedule
Project bar chart 2012 2013
1 2 3 4 5 6 7 8 9 10 11 12 1 2 3 4 5 6 7 8 9 10
1.1 Project Management
1.2 Research approach & planning
1.3 Hypotheses development & focus group
1.4 In depth literature research
1.5 Practice & demonstration case studies
1.6 Further hypotheses development & focus groups
1.7 Further practice & demonstration case studies
1.8 Reflection & finalization models
1.9 Publications & manuscript development
Project team: Rethink!PSM
Martina Huemann, Pernille Eskerod, Claudia Weninger, Annabeth Aagaard
Rethink!PSM
SustPM
PhD Thesis Claudia
Habilitation Martina
Dynamic capabilities
of POC
Gower Book Publication
PSM
Cooperation in multi partner
projects
Energy at Sea
WU Vienna Univ. of Southern Denmark
Case study project 1
Case study project 1
Case study project
??
Other
Stakeholder management in projects
Stakeholder relationships management (SRM) spans a spectrum “from information-based stakeholder involvement to goal-oriented partnerships with key stakeholders” (Steurer et al. 2005).
“Knowledge of which stakeholders possess information that can help resolve a specific issue and which groups should participate in the decision-making process” is critical (Maon et al. 2008: 416).
Sustainable development in projects
Until now, other than the application of selected tools, very limited consideration is given to the SD of projects and programmes (Eid 2009).
SD and projects can be related: SD of companies and also of societies can be managed
by projects. Projects can contribute to their SD. Projects as temporary organizations can themselves
be objects of SD.
10
1. Economic, ecologic, social-oriented
2. Short, mid, long term-oriented
3. Local, regional, global-oriented
4. Values-based
„… a development that meets the needs of the present without compromising the ability of future generations to meet their own needs..“ (Our Common Future. The Report of the World Commission on Environment and Development 1987)
Sustainable Development (SD) Principles (Gareis et al 2012)
Original Stakeholder Definitions
Those groups which make a difference (Thompson, 1967)
Individuals or groups which depend on a given organization to fulfil their personal goals and on whom the organization is depended (Rhenman,1964;1968)
Groups that provide resources to the organization (Keeley, 1978)
Any group or individual who can affect or is affected by the achievement of a organization’s objectives (Freeman, 1984)
Project Stakeholder Definitions in PM standards
PMBOK, PMI (2008): ”Persons and organizations such
as customers, sponsors, the performing organization,
and the public that are actively involved in the project,
or whose interests may be positively or negatively
affected by the execution or completion of the project”
(p. 246)
ICB, IPMA (2006): “People or groups, who are
interested in the performance and or success of the
project, or who are constrained by the project” (p. 42)
PRINCE2 (2009): “Any individual, group or organization
that can affect, be affected by, or perceives itself to be
affected by an initiative programme, project, activity, risk” (p. 313)
Two different approaches (Freeman et al. 2007)
1. Management-of-stakeholders approach • An instrumental approach.
• Stakeholders as means to provide resources.
• A core mgmt. task: Make stakeholders comply to
the organization’s needs.
2. Management-for-stakeholders approach • A normative or ethical approach.
• Stakeholders have legitimate rights regardless of
their power to influence the organization.
• A core mgmt task: To search for win-win
situations.
Managerial dilemma
Strategic choice:
(1) Mgmt.-of-stakeholders: Spend management attention and
resources mainly on a few stakeholders due to their high
harm/help potentials; or
(2) Mgmt.-for-stakeholders: Try to create win-win situations for
all stakeholders.
Dilemma:
Choosing (1) may create disbenefits for some of the
stakeholders e.g. future generations;
while choosing (2) may lead to conflicts and delays => no
benefits for any stakeholders.
.
An example of sustainable stakeholder project
management - Case project: EPC -Wind Park Farm
The project objectives are – designing, manufacturing, transporting, installing and
commissioning 63 wind turbines at 5 sites
– to plan for the maintenance service,
– train the future service personnel of the client and, and organize hand over to the service team
Systemic constellation: work setting
Systemic constellation: Stakeholder analysis
Project Stakeholder Analysis (short- & medium-term)
Stakeholder Group Stakeholder L / R / G
Project Expectations Stakeholder Expectations
Expectation Ec So Ec Expectation Ec So Ec
Other contractors Civil L Basis for partnership x
Avoid problems with local community x
Electrical L
Community City 1 R Clean water x x Job opportunity during project x
City 2 Adequate and healthy food x Cheaper energy x
Acceptance of community x Water and waste solution during project x
Communication (noise etc.) x
Authorities Transport A. R Waste and water solutions x
Working Regulation A.
R Compliance
x
Environmental A.
R Availability
x Compliance
x
x
Police R Availability for transportation Good preparation and planning x
Finance R Implementation of standard x Use a min. of 50% of national companies x
Pay on time x
Transportation supplier
L
On time delivery x
Fixed dates x
Low costs x Payment on time x
Clean road x Support with police
Optimize transport x
Road survey x
Economic Ecologic Social
Project Stakeholder Analysis
Project Stakeholders & SD Principles
Project stakeholder analysis
– includes directly and indirectly effected stakeholders
– considers relationships between the stakeholders
– allows to analyze relevant impacts on different stakeholders
– all stakeholders have the legitimacy to be considered
– may be extended with a risk identification
Project stakeholder management through sustainable
principles require a balance between managing of
stakeholders versus managing for stakeholders.
Focus Group Workshop in Vienna:
Objectives
Introduction of research project: Rethink!PSM
Knowledge co-production of researchers and
practitioners on project stakeholder management in the
context of sustainable development.
Reflection of first working research hypotheses.
Introduction of potential systemic working forms as
candidates for further development.
Establishment of a basis for further cooperation
regarding potential case studies and future focus group
workshops.
Contribution to the research project: Rethink!PSM
Focus Group Workshop in Vienna:
Preliminary findings
The magnitude and size of the stakeholder groups affects the focus of mgt ‘for/of’ stakeholder – larger groups means emphasis on mgt. of stakeholders, and smaller groups imply emphasis on mgt for stakeholders.
Lack of time equals focus on mgt. of stakeholders
More time spent on mgt. for stakeholders in the beginning may reduce the project time, so that the total project become better and shorter in duration
During the project phases the level of mgt. for/of stakeholders change. In planning there is much focus on mgt. of stakeholders, in implementation the focus shifts into mgt. for stakeholders
The level of influence/importance/risk represent criteria for selecting stakeholders into different groups. The different stakeholder groups are the object of different activities and focuses
The project type determines the level/balance of mgt. ‘of/for’ stakeholders
If the scheme is fixed – mgt. of stakeholders is applied
Focus on the stakeholders who can stop the project and involve them in the project group.
Opportunities for participation and collaboration
Our next focus group workshop is at University of Southern
Denmark on September 17-18th 2012
We will attend the next Netlipse meeting in October/November
Interested in participating as a case study and/or in the focus
group workshop?
Please contact Claudia Weninger at [email protected]
or Annabeth Aagaard at [email protected]
Collaboration opportunity: case study partner
Benefits
– Participating in the further development of project stakeholder
management in the context of sustainable development
– Promoting sustainable development within projects
– Contributing to the personnel development regarding
stakeholder management
– Co developing of working forms for a more holistic stakeholder
management, adequate for the case study project and for use in
further project
– Becoming visible as cooperation partner of this research project
– Networking with other case study partner
Case study partner
Contributions
– Representatives of case study partner participating in interviews
and workshops
– Providing relevant documents for a case study (e.g. corporate
sustainability reports, project documentation, stakeholder
analysis, communication plans)
– Providing financial contribution to the research project
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