Chapter 3 Stakeholder Management . Strategies for continuous engagement . Chapter overview. Identifying stakeholders Mapping power and interest Planning stakeholder management Manage stakeholder engagement Control stakeholder engagement . Identifying stakeholders .
Strategies for continuous engagement
Mapping power and interest
Planning stakeholder management
Manage stakeholder engagement
Control stakeholder engagement
A vested interest (positive or negative) in the project
Drive decision making and related activities
A mix of champions, workers and protagonists
Roles, responsibilities, egos, personalities and agendas
Stake in the process and/or result
Name and position
Roles and responsibilities
Persons responsible for managing
Managing engagement means more than simply running through and ticking off the line items in the stakeholder management plan. It means using the plan to increase the chances of delivering the project to plan and, ultimately, of project success. It will involve:
gaining ongoing commitment to the success of the project
ensuring goal achievement with negotiation and communication
anticipating future problems and associated risk
clarifying, resolving and/or escalating issues
anticipating reactions to different situations
updating change register/log and their impact
gaining stakeholder buy-in
identifying what has led to low/high engagement
nominating periodic review timeframes
knowing what it is you actually want to measure
assessing if what information needs have changed
determining what the percentage of work/project is complete
determining what variations have been approved
determining what issues are still current
revisiting the project communication register
recommending corrective/reinforcing changes
documenting and circulating the amended plan.
Define what is meant by the term ‘stakeholder management’.
What is it important to identify the stakeholders in any project?
What information would a stakeholder plan contain?
What are examples of different stakeholder engagement strategies?
Why does the process of stakeholder management need to be controlled?
Challenge the notion that all stakeholders contribute equally throughout the project
Develop a list of the key stakeholders in a workplace project
Identify additional characteristics that define project stakeholders
Discuss the challenges in engaging with stakeholders
Evaluate the effectiveness of either the RACI or PARIS matrix in managing stakeholders
Create a stakeholder management matrix identifying the key stakeholders and how they will be managed
Develop a rating score/descriptor to scale project stakeholders
For each of the four stakeholder management strategies, develop a number of ‘practical’ strategies of what these would look like in the workplace
Short answer questions
Multiple choice questions