chapter 3 stakeholder management n.
Skip this Video
Loading SlideShow in 5 Seconds..
Chapter 3 Stakeholder Management PowerPoint Presentation
Download Presentation
Chapter 3 Stakeholder Management

Loading in 2 Seconds...

play fullscreen
1 / 12

Chapter 3 Stakeholder Management - PowerPoint PPT Presentation

  • Uploaded on

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 .

I am the owner, or an agent authorized to act on behalf of the owner, of the copyrighted work described.
Download Presentation

Chapter 3 Stakeholder Management

An Image/Link below is provided (as is) to download presentation

Download Policy: Content on the Website is provided to you AS IS for your information and personal use and may not be sold / licensed / shared on other websites without getting consent from its author.While downloading, if for some reason you are not able to download a presentation, the publisher may have deleted the file from their server.

- - - - - - - - - - - - - - - - - - - - - - - - - - E N D - - - - - - - - - - - - - - - - - - - - - - - - - -
Presentation Transcript
chapter 3 stakeholder management

Chapter 3Stakeholder Management

Strategies for continuous engagement

chapter overview
Chapter overview

Identifying stakeholders

Mapping power and interest

Planning stakeholder management

Manage stakeholder engagement

Control stakeholder engagement

identifying stakeholders
Identifying stakeholders

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

mapping power
Mapping power
  • Positive power –
    • running political interference, endorsing the decision-making procedures, supporting the change control process, modelling appropriate behaviours, supporting SMEs and other team members, escalating appropriate issues, responding promptly to all communication requests, approaching all performance variations in a collaborative manner
  • Negative power –
    • short circuiting agreed procedures, circumnavigating change control processes, bullying other stakeholders, creating disruption, being critical and judgemental, not attending meetings, undermining the project manager’s authority, having a track record for raising issues and complaining, completing work poorly, ignoring instructions and directives, not following through on information requests, white-anting’ the project
mapping interest
Mapping interest
  • Positive interest –
    • adhering to new operating procedures, attending training workshops, demonstrating visibility and involvement, contributing ideas and feedback, reading the handover documentation, promoting the change to other stakeholders, demonstrating appropriate change agent behaviours
  • Negative interest –
    • Passivity, public apathy and indifference, malicious compliance, constant challenging and questioning, outright non-compliance, conscious activity leading to damage and disruption
the power and interest matrix
The power and interest matrix
  • Minimal effort
    • Low interest, low power
  • Keep informed
    • High interest, low power
  • Manage closely
    • High interest, high power
  • Keep satisfied
    • High power, low interest
planning stakeholder management
Planning stakeholder management

Name and position

Roles and responsibilities

Information needed

Ideal format/media

Required frequency

Persons responsible for managing

manage stakeholder engagement
Manage stakeholder engagement

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

control stakeholder engagement
Control stakeholder engagement

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.

review questions
Review questions

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?

group learning activities
Group learning activities

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

assessment options
Assessment options

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