Seven steps to project management with a human face part 4 get hold of the stakeholders
Project management with a human facePart 4: Get hold of the stakeholders Aaro Ollikainen, Claro Leaders Oy 1 27.4.2012
The seven steps to project management with a human faceCreate a shared dream with a deadline Find the correct leadership touch Get the right people Don’t inform, communicate Encourage passion Celebrate the conflictsGet hold of the stakeholders 2 27.4.2012
What is Stakeholder Management? Stakeholder Management is the process of ensuring that key stakeholders support the change (or, at worst, do not undermine it), so that it is implemented successfully and the business benefits are realised according to plan. A stakeholder is defined as any person or group that is interested in or impacted by the proposed change, i.e. it is not confined to executive roles. Stakeholder management is the active engagement with, and management of all key people and parts of the business who have a vested interest in the outcome of the project.
What is Stakeholder Management? Stakeholder Management is about: building and sustaining the necessary levels of commitment to the project with those who are affected by the project and those who can impact its success; identifying and addressing resistance to clear the way for the project being implemented. For maximum effectiveness, Stakeholder Management needs to be done as part of a pre-defined approach, within an agreed framework, that clearly defines: a process that enables stakeholder identification, analysis and on-going monitoring to drive the actions required to build appropriate levels of support and deal with any issues; key messages/communication content for stakeholders around business rationale, stakeholder management roles and responsibilities.
Why is it important? Stakeholder Management is important to the project, as there will often be many interested and impacted parties (stakeholders). These stakeholders will encompass a variety of understandings, expectations and commitment levels to the project. They are in a position to influence the success, or otherwise, of the project and for that reason it is vital to understand the following:• their reaction to the change• their role within the project• their current and future desired commitment levels• their power and influence, and• who influences them
Can we use this to Is this project impress the my tckert to the board? management team? Will we get How will this better service? project influence competition? What can I learn Will they listen here? to me?Is my ownproject still apriority? What the heck are MY people What will be my doing in that role? project? How do we know if they Do I fit in? compromise their compliahnce? What could we Oh God, againFigure 10.1 Network of stakeholders 9 extra work? sell to them this time? 27.4.2012(Gray & Larson, 2006, p314)
Stakeholder analysis High AveragePower / impacton projectsuccess Low 1 2 3 4 5 6 7 8 9 Low: “doubting Thomas” Average: can be convinced High: “Sponsor”’ Willingness to support the project 10 27.4.2012
Communication with the stakeholders Increases in importance. The PM is a ”netweawer” Results from a paradigm shift in change thinking: a significant change may not be a crisis, but can also be a key to success Typically different personnel groups have a different viewpoint of change and must be treated differently. 11 27.4.2012