Project stakeholder management by Nelson Mandela Anyomi


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Project stakeholder management by Nelson Mandela Anyomi

  1. 1. Based on PMBOK 5th Edition Presented by Nelson Mandela Anyomi, DLitt. ,MSc. IS PROJECT STAKEHOLDER MANAGEMENT
  2. 2. To ensure that participants acquire the skills to (i) identify (ii) engage (iii) manage and (iv) control the various people or organisations that are actively involved in a project or whose interests may be positively or negatively affected by the execution or completion of the project (stakeholders). COURSE OBJECTIVES 2
  3. 3. • 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.” WHO ARE STAKEHOLDERS? 3
  4. 4. 4 Stakeholders The Project
  5. 5. • Includes the processes required to:  Identify the people, groups, or organizations that could impact or be impacted by the project.  Analyze stakeholder expectations and their impact on the project  Develop appropriate management strategies for effectively engaging stakeholders in project decision and execution WHAT IS PROJECT STAKEHOLDERS MANAGEMENT? 5
  6. 6. Guide Stakeholder Management Identify Stakeholders Plan Stakeholder Management Manage Stakeholder Engagement Control Stakeholder Engagement Project Planning
  7. 7. PRESENTATION MIND MAP Stakeholder Identification Plan Stakeholder Engagement Stakeholder Management Stakeholder Control Review What You’ve Learned! Segment One Segment Two QUIZ Segment Three Segment Four PRESENTATIONGUIDE: 7
  8. 8. STAKEHOLDER IDENTIFICATION • Definition: o “The process of identifying the people, groups or organizations that could impact or be impacted by a decision, activity or outcome of the project; and analyzing and documenting relevant information regarding their interests, involvement, interdependencies, influence and potential impact on project success.”1 1 © 2013 Project Management Institute. A Guide to the Project Management Body of Knowledge (PMBOK® Guide) – Fifth Edition; Page 390 8
  9. 9. INPUT Project Charter, Procurement Documents, Enterprise Environmental Factors, Organizational Process Assets TOOLS & TECHNIQUES Stakeholder Analysis, Expert Judgment, Meetings & Interview OUTPUT Stakeholder Register, STAKEHOLDER IDENTIFICATION PROCESS 9
  10. 10. STAKEHOLDER INTEREST ASSESSMENT OF IMPACT STRATEGY GOIL (Project Sponsor) Project overall objective and project earnings High – can easily influence the project Weekly performance report indicating project status National Petroleum Authority (Regulatory body) Project activities and deliverables High – can easily influence project Regular updates of project activities as it is done within the confines of NPA regulations STAKEHOLDERS ANALYSIS MATRIX 10
  11. 11. 11 Keep Satisfied Manage Closely Monitor (Min. Effort) Keep Informed Stakeholders Analysis-Power/Interest Grid Interest Low High Power High Low
  12. 12. 12 External /Internal Identification Information Assessment Information External Name Organiz ational Position Location Role Contact Informa tion Interest /Expect ations Power Internal Stakeholders Register
  13. 13. Stakeholder Engagement PlanningSegment Two 13
  14. 14. Stakeholder Engagement Planning • Definition: o “The process of developing appropriate management strategies to effectively engage stakeholders throughout the project lifecycle, based on the analysis of their needs, interests and political impact on project success.”2 2 © 2013 Project Management Institute. A Guide to the Project Management Body of Knowledge (PMBOK® Guide) – Fifth Edition; Page 398 14
  15. 15. Stakeholder Engagement Planning • Introduction  Define strategy for: • Engaging with key project stakeholders based on their specific needs or requirements • Gathering support and leveraging positive political stakeholder impacts • Mitigating negative political stakeholder impacts  Provide a clear, actionable plan to interact with project stakeholders to support project interests • Manage expectations • Control competing interests and requests for change • Establish effective communications  An iterative process that requires constant analysis to ensure appropriate stakeholders are engaged at appropriate times 15
  16. 16. Stakeholder Engagement Planning INPUT Project Mgt. plan, Stakeholder register, Organisational environment/cultural factors, Organisational process assets TOOLS & TECHNIQUES Meetings, Interviews, Subject Matter Expertise, Analytical tools and techniques OUTPUTS Stakeholder Management Plan Updated Communications Plan PROCESS MAP 16
  17. 17. Stakeholder ManagementSegment Three 17
  18. 18. Stakeholder Management • Definition: o “The process of communicating and working with stakeholders to meet their needs/expectations, address issues as they occur and foster appropriate stakeholder engagement in project activities through the project lifecycle”3 3 © 2013 Project Management Institute. A Guide to the Project Management Body of Knowledge (PMBOK® Guide) – Fifth Edition; Page 403 18
  19. 19. Stakeholder Management • Introduction  Increase support and minimize resistance from stakeholders • This is a key factor in project success or failure  Engaging with stakeholders at appropriate project stages to obtain or confirm commitment to the project’s success  Managing stakeholder expectations through effective communication and negotiation  Addressing potential concerns that may become issues  Anticipating future issues or risks  Communicating the impact of key issues and the corresponding resolution plans  Ensuring that stakeholders clearly understand the project’s goals, objectives and success criteria • The ability of project stakeholders to influence project outcomes is much higher at the beginning of the project, but do not dismiss or underestimate their ability to influence (directly or indirectly) the project’s outcome even in the later stages of the lifecycle. 19
  20. 20. Stakeholder Management • Stakeholder Management Process Map o Inputs • Stakeholder Management Plan • Communications Plan • Change Management Plan • Change Log • Organizational Process Assets o Tools & Techniques • Communication Methods and Strategies • Interpersonal Skills • Management Skills • Leadership Skills o Outputs • Issue Log o May be part of a Risks-Assumptions-Issues-Decisions (RAID) Log • Change Requests • Project Management Plan Updates • Project Documentation Updates • Organization Process Asset Updates 20
  21. 21. Stakeholder ControlSegment Four 21
  22. 22. Stakeholder Control • Definition: o “The process of monitoring overall project stakeholder relationships and adjusting strategies and plans for engaging stakeholders”4 4 © 2013 Project Management Institute. A Guide to the Project Management Body of Knowledge (PMBOK® Guide) – Fifth Edition; Page 408 22
  23. 23. Stakeholder Control • Introduction o Maintain or increase efficiency and effectiveness of stakeholder engagement o Respond to changes and influences (internal or external) o Introduce any changes to the scope of project in an organized and controlled manner 23
  24. 24. INPUT Project Mgt. Plan, Issue Log, Work Performance Data, Project Status, Project Documentation TOOLS & TECHNIQUES Information Mgt. Systems, Project Mgt. Systems, Subject Matter Expertise, Meetings & Interviews OUTPUT Work Performance Information, Change requests, Project Management Plan Updates , Project Documentation Updates, Organizational Process Asset Updates Stakeholder Control 24
  25. 25. Project Stakeholder Management • Final Thoughts… o Project Stakeholder Management is about: • Making sure you understand the people, groups or organizations that could have an impact on, or be impacted by, your project • Understanding the unique needs and expectations of each key stakeholder • Planning for managing and controlling the engagement and influence key stakeholders will have on your project’s decision-making and execution processes • Communicating effectively to key project stakeholders to ensure they have what they need to participate in the project • Leveraging stakeholders to assist in resolving conflicts, securing resources and mitigating issues • Steering the project through the confusing, and potentially damaging minefield of internal organizational politics 25
  26. 26. Review What You’ve Learned!QUIZ 26
  27. 27. Project Stakeholder Management 27