RICS & APM Project
Guy Giffin and Donnie MacNicol
25 February 2014
Parliament Square, London
Structure of our session
1. Introduction and overview of the Guidance Note
2. The 10 Principles, the heart of the Guidance Note
How to develop the capability
Framework of good practice: CASE Model
Results of the Survey
4. What did we learn on our ‘Journey’?
5. Consultation – your opportunity to engage
‘Manager’ to ‘Leader’
Is this trend true in your experience?
What impact is this having?
– What you do
– How you do it
– Who you do it with
What are the challenges:
– Does more “leadership” mean less “management”?
– Who does the “management” that the “leader” is no longer doing?
What is required to transition from management to
– Skills – what are they?
– Need for improved stakeholder engagement skills (…is that a
(aka more Leadership focus)
Stakeholder management is the systematic identification, analysis
and planning of actions to communicate with, negotiate with and
influence key stakeholders. Stakeholders are all those who have
an interest or role in the project or are impacted by the project.
APM BoK 5th Edition
So what is Stakeholder Engagement?…….
Stakeholder Engagement Guidance Note
• Guidance to anyone who encounters
“human”, as well as technical,
challenges in their working lives
• Increasingly recognised as a key
success factor on projects
numerous project reviews indicating these “human factors” as the most
likely causes of project problems or failure.
• Principles and corresponding examples
are based on real life situations
drawn from practitioner experience of what happens in the real world.
• Aim to “de-mystify” this topic
a description of good practice, rather than a prescription for best practice.
• More art than science.
The 10 Principles, the heart of the Guidance Note
“ Principles, if applied, will have a
positive impact on the engagement
of your stakeholders ”
Not attempting to describe the
mechanisms (“tools and techniques”)
Each Principle has a relationship with
the others - reflects the complex
nature of stakeholder engagement:
There is no single answer or approach
You often cannot consider or influence one without
impacting the other
… complex given the potential uncertainty and ambiguity
of how each stakeholder views and reacts to a project.
Consider as independent nuggets of
advice offered by a trusted colleague
Reproduced with kind permission from Gatehouse
2. CONSULT, EARLY & OFTEN
3. REMEMBER: THEY’RE ONLY HUMAN
4. PLAN IT!
5. RELATIONSHIPS ARE KEY
6. SIMPLE, BUT NOT EASY
7. JUST PART OF MANAGING RISK
9. UNDERSTAND WHAT SUCCESS IS
10. TAKE RESPONSIBILITY
3 Appendices from the Guidance Note
• A4 How to develop the capability
• A2 Framework of good practice: CASE Model
• A5 Results of the Survey
Appendix 4 How to develop the capability
developing expertise depends essentially on
quality and speed of feedback, as well as on
sufficient opportunity to practise
1. SE was a “discipline
worthy of further study and
development” and will be of
“increasing importance for
the profession in the future”.
4. 70% of people do not
believe there is a consistent
understanding of what
engagement is within their
1. Less impressive - 80% of
people felt that there were
being committed to
2. <50% plan and analyse
stakeholders with the same
rigour as the technical and
financial aspects of their
4. 85% said they did not
believe there is sufficient
and accessible knowledge
on stakeholder engagement
across their industry.
Conducted by the RICS and APM, designed by the authors, between
May and July 2013. Completed by 90 people, mainly practitioners.
3. 80% of people reported
that they “understood and
were able to clearly articulate
the motivation and interests
of the stakeholders”.
2. On only 50% of projects
was there typically a formal
workshop run at the start of
new projects with a crosssection of interested parties.
4. 80% did not believe that
their organisation had a
engagement training and
1. Value of Stakeholder Engagement
2. Practice of Stakeholder Engagement
3. Level of understanding of stakeholders
4. Need for training and development
What did we learn on our ‘Journey’?
Using the analogy of NYC2SFB
1.Engaging your stakeholders is good … but
you need to be ready to accept the
2.Relationship building is key – its amazing
what people will do to help!
3.You should walk away smiling or what's
Consultation – your opportunity to engage!
iConsult - RICS online consultation
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