Project Management Essentials: Stakeholder Management
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Project Management Essentials: Stakeholder Management

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These slides were used as a part of the Smarter Everyday Seminar at CTE Solutions Ottawa office on January 3rd, 2014. ...

These slides were used as a part of the Smarter Everyday Seminar at CTE Solutions Ottawa office on January 3rd, 2014.

What better way to start the new year than with getting smarter!

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Project Management Essentials: Stakeholder Management Project Management Essentials: Stakeholder Management Presentation Transcript

  • Stakeholders – Can They be Managed? The Smarter Everyday project is owned and operated by CTE Solutions Inc.
  • Copyright Information & PMI Stakeholders – Can They Be Managed? may not be reproduced in whole or in part without the written authorization of the administrator through CTE Solutions. Stakeholders – Can They Be Managed? is compliant with the Project Management Institute’s A Guide to the Project Management Body of Knowledge, 5th Edition, 2013. Some of the seminar materials are copyrighted by Bates Project Management Inc. for which the authors have authority to utilize for their use. The presentation is copyrighted by William S. Bates and Thomas Flynn, 2014 and is on loan for use by CTE Solutions. PMBOK is a registered mark of the Project Management Institute, Inc. Copyright William S. Bates & Thomas Flynn - All Rights Reserved 2
  • Who Are Project Stakeholders • “Any person or organization that is actively involved in a project or whose interests may be positively or negatively affected by execution or completion of the project.” www.projectstakeholder.com • Stakeholders are always people or are represented by people
  • Project Management and People • People and how they communicate are absolutely key to the success of initiating, planning and executing projects • Many actors and behind the scenes people are involved, many of which will be mentioned in this seminar • How well they communicate or not will be telling Copyright William S. Bates & Thomas Flynn - All Rights Reserved 4
  • Communications Audiences • • • • Executives $ Sponsor Finance • • Stakeholders Clients Client employees Internal employees Interested organizations Governments Media Other PMs Functional Managers PM Contractors Teams Copyright William S. Bates & Thomas Flynn - All Rights Reserved 5
  • Project Planning and Control Model Project Initiation Update & Detail Project Scope Definition Monitoring & Control Updates Finalize Plan & Gain Approvals Stakeholder Management Happens Though Out Project Life Cycle Other Processes as required Risk, Quality, Human Resources, Communications, Procurement, Stakeholder Detailed Work Package Planning & Estimating Project Schedule Development Project Budget Development Copyright William S. Bates & Thomas Flynn - All Rights Reserved 6
  • PMBOK® Guide Stakeholder Management Identify Stakeholders Project Planning Control Stakeholder Engagement Plan Stakeholder Management Manage Stakeholder Engagement Copyright William S. Bates & Thomas Flynn - All Rights Reserved 7
  • Stakeholder Management Process Identify Classify Needs & `` Expectations Influence Communicate Evaluate
  • Project Initiation Process Corporate Planning and Sales Identify Projects Initiative Identification Project Planning  Feasibility Study/Business Case Study Project Definition Initial Project Charter Key Stakeholder Analysis Feasibility Study Plan From the CORE™ Project Management Methodology Y Study Report Approve Approve N Y Conceptual Project Plan N Archives Copyright William S. Bates & Thomas Flynn - All Rights Reserved 9
  • Initial Major Stakeholder Analysis • Stakeholder Definition –Individuals or organizations who are impacted by the project or have a major interest in it –Both internal & external to the project sponsoring organization • Who are some typical major stakeholders at this point? • Study Leader should interview stakeholders to determine –Level of influence –Needs/requirements –Expectations Copyright William S. Bates & Thomas Flynn - All Rights Reserved 10
  • Initial Stakeholder Analysis Cont’d. • Project manager’s level of influence Internal Stakeholders Medium to high May take direct action to influence External Stakeholders Low to medium Stakeholders can go over PMs head • Stakeholder list likely to expand as project planning proceeds Copyright William S. Bates & Thomas Flynn - All Rights Reserved 11
  • Initial Stakeholder Analysis Cont’d. • Identify stakeholder attitude to project Allies Supportive Neutral Reluctant Opponent • Need plans to convert or at least neutralize the bottom two
  • Example Stakeholder Analysis Date Jan. 6, 201X Version No. Project Name Project Manager Project Sponsor Name Project No. Corporate Admin and Sales Facilities Consolidation Project Sam Black Jeanette LaMontagne Key Stakeholders Title Organization Telephone No. Telephone No. Influence Level (H,M,L) H Mike Hands, C CEO, General Holding Corporation Burt James President Microsystems Networking H Hector McLeod Managing Director Office Systems Software H Sue Moore President IT Project Management H 905-999-4444 416-666-1023 Need/Requirement Expectations That all admin and sales functions in the Greater Toronto Area will be consolidated to; (1) achieve overhead cost savings and (2) to gain better cooperation between the sales teams of the subsidiary companies That the consolidation will have minimum impact on regional sales and operation as well as on the staff That his company technically leads the consolidation of office systems software requirements on the project. That the several major client projects her company is involved in are not impacted. That this consolidation will be achieved as quickly as possible, say 18 months, and that it will have a direct impact on growing revenues for the overall corporation. Does not want to lose key staff members because of the move and possible impact of commuting. That his company will recognize sales through the move by provision of the office system software. That her staff is not disrupted any more than necessary by the move Recommended Communication Event(s) Project Sponsor meet monthly to brief CEO on project status. PM meet monthly with key staff to know & respond to concerns PM advise Corp. Fin. to recognize OSS sales revenues Proj. Sched. consider other projects & communicate to Pres. • Stakeholders almost always high or very high at this stage Copyright William S. Bates & Thomas Flynn - All Rights Reserved 13
  • Stakeholder Classification Mapping • • • • Treats stakeholders as groups Recognizes various levels of influence & interest Communicate with the group and not just individuals –Large program/project may have dozens or hundreds of stakeholders –Program/project managers do not get bogged down communicating with a myriad of individuals, especially during execution Create a stakeholder map Copyright William S. Bates & Thomas Flynn - All Rights Reserved 14
  • Stakeholder Group Map Corporate Admin and Sales Facilities Consolidation Project Keep Satisfied - To be determined Manage Closely -Mike Hands, CEO INFLUENCE -Burt James, Pres. Microsystems Software Keep Informed - Suppliers Keep Informed + Two Way Communication - Pierre Guy, Pres. Temp Agency Staffing INTEREST Source: www.expertprogrammanagement.com Copyright William S. Bates & Thomas Flynn - All Rights Reserved 15
  • Stakeholder Group Definitions • Keep Informed Group Low influence & low interest Simply need to be kept informed Group not interested in project benefits • Keep Informed plus Two Way Communication Group Low influence & high interest Motivate with regular communications as group has significant impact on completing project Obtain groups’ feedback & tailor communications to them • Keep Satisfied Group High influence & low interest • No direct influence on project but could be called upon when their help is needed • Possibly devote specific time to this group • Manage Closely Group High influence & high interest Manage relationship with this group • Meet with group & likely as individuals • Provide both general & tailored project communications Copyright William S. Bates & Thomas Flynn - All Rights Reserved 16
  • Stakeholder Engagement Date Version No. Nov. 1, 201x 2 Project Name Best Home Energy Project Manager Betty Wiseman Project Sponsor Irina Gronski Key Stakeholders Name Title Organization Project No. Telephone No. Telephone No. Influence Level (H,M,L) 27-1x 613-333-8877 613-333-9999 Need/Requirement Irina Gronski ADM Corporate Services Branch H A well-defined, consumer oriented, best cost approach to alternative energy for their homes June May DG Research Services H That this initial project will provide sufficient product selection information to create a focused public awareness campaign Copyright William S. Bates & Thomas Flynn - All Rights Reserved Expectations That this initial project will lead DE to position itself in order that it can develop rapidly, an alternative home energy policy To gain alternative energy product information to support the public awareness campaign Updated Expectation During Project Execution PM meet once a week rather original plan of once a month Submit draft information campaign one week earlier 17
  • Stakeholder Engagement • • Manage Stakeholder Engagement Confirm stakeholders’ continued commitment to project Clarify and resolve issues Helps to ensure project goals are achieved Control Stakeholder Engagement Process of monitoring stakeholder relationships Adjust plans and strategies for engaging stakeholders Copyright William S. Bates & Thomas Flynn - All Rights Reserved 18
  • Conclusions • Stakeholders need to be managed • There is a process to identifying, analyzing and managing stakeholders • Good stakeholder management is a key to project success
  • TECHNICAL Microsoft VMware Cloud Computing IT and Cyber Security CompTIA Java ProgrammingLanguages Novell UNIX Training with impact MANAGEMEN BUSINESS Change Management TOGAF T Enterprise Architecture ITIL COBiT Agile and Scrum Business Analysis Project Management Communication Skills Leadership Skills Negotiation Skills Problem Solving Skills Facilitation Skills and many more…
  • CTE Solutions Inc. - Ottawa 11 Holland Avenue, Suite 100 Ottawa, Ontario, K1Y 4S1 Tel: (613) 798-5353 Toll Free: 1 (866) 635-5353 Fax: (613) 798-5574 CTE Solutions Inc. - Toronto 77 Bloor St. West, Suite 1406 Toronto, Ontario M5S 1M2 Tel: (416) 284-2700 Toll Free: 1 (866) 635-5353 Fax: (416) 284-6797