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Stakeholders engaging with a moving target

APM Midlands branch event, presented by Fran Bodley-Scott on 4 April 2019 in Birmingham

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Stakeholders engaging with a moving target

  1. 1. Stakeholders: Engaging with a moving target APM Midlands Branch April 4th, 2019 Fran Bodley-Scott Ian Cribbes APM Stakeholder Engagement Focus Group
  2. 2. Agenda § Introductions § Time to engage: – Stakeholders & engagement strategies – The impact of time: case study discussion – Anticipating the issues – Keeping engagement strategies relevant § Summing up § Q&A, discussion & refreshments
  3. 3. 3 Introductions – Fran Bodley-Scott § Engineer & marketer § Stakeholder engagement & customer loyalty specialist § IT, engineering, education, services § Bringing together tools & techniques to improve stakeholder engagement and relationship management
  4. 4. BAE Systems IMC&T Ltd CSE Aviation Oxford
  5. 5. Stakeholder Engagement Focus Group Part of the APM People Specific Interest Group
  6. 6. Making stakeholder engagement a higher priority Debates Research Articles Bibliography
  7. 7. Stakeholders – who are they?
  8. 8. Stakeholder mapping helps to define relevant engagement strategies by segmenting and prioritising Interest Influence Low High High Keep informed Manage closely Inform & monitor Keep satisfied
  9. 9. Segment stakeholders by rating their influence and interest in project decisions and activities Interest attention to decisions & actions Influence power to affect decisions & actions Low Low awareness of the project. Project objectives perceived as not relevant to their own goals. Independent of the decision- making process, or low involvement in project activities. High Close attention paid to project decisions & actions. May have to live with the consequences. Directly involved in decision making, or actively participating in activities. Can exert power over policies, plans and implementation.
  10. 10. Regulators,Auditors, general public Lawyers, directors, HR, IT Environmental activists, Competitors, Media Project team, Sponsor, Client, Users, Finance Position on the map is an indicator of stakeholder relationship with the project Potential source of irritation Key Player Least important Potential to cause disruption Low High High Interest Influence
  11. 11. Position on the map is an indicator of stakeholder relationship with the project Potential source of irritation Key Player Least important Potential to cause disruption Low High High Interest Influence Work together More face-to-face communication Keep satisfied Inform & consult Show consideration Inform & consult Minimal effort More written communication
  12. 12. What could possibly go wrong?
  13. 13. CEO Sponsor Client representative Joe public CFO Project Team Board Local authority Time - NOW Filed & Forgotten What’s the difference? What caused the difference? What is the probable impact? Sponsor CEO Board Joe public Local authority CFO 6 m onths Real-world example: PMO Stakeholder Map
  14. 14. What’s caused the difference? Circumstances change … ... and yours ... theirs Job Change Operational priorities Network & connections Experience Project life cycle Stakeholder roles Project environment: deadlines, problems
  15. 15. Joe public CFO Board Engagement strategies for particular stakeholders need to adapt to reflect change Sponsor Check relationship quality Client Urgent contact needed Project Team Start again! Local authority & CEO: More involved Increase contact
  16. 16. The moving target. How can we keep engagement strategies relevant?
  17. 17. Updating the stakeholder map … Regular schedule? Wait & see who turns up? Watch what’s happening to trigger a review?
  18. 18. Look for the signs of stress Be prepared to change strategy Early intervention can avoid a big cost later Monitor external factors
  19. 19. Monitoring for change: signs of stress Source of stress Indicators to look for Job change Responsiveness, Change of gatekeepers, PR announcements Business strategy Internal announcements, Responsiveness, Use of proxies/representatives Experience: personal & project related Satisfaction score, ‘Effort score’, Relationship quality, Emotion/sentiment Stakeholders’ contacts & network Social media followers, Web site traffic increase, Nature of questions asked
  20. 20. Implications of stress on interest & influence Circumstances What changes as a result Job change Interest – project relevance, personal goals Influence - Direct power, network & contacts, Interest – time horizons, Project role prioritisation Business strategy Interest - Project role prioritisation, Relevance and commitment, Alignment of objectives Experience: personal & project related Interest & influence: Capabilities, Role satisfaction, Relationship quality, Perceptions, Expectations, Confidence in the project Stakeholders’ contacts & network Influence & interest:Awareness of relevance, Ability to influence through followers, Proximity to decisions and activities through contacts
  21. 21. Monitoring signs of stress: know your stakeholders § Account management techniques – ‘man-marking’ § Observation - co-location § Proactive contact, ask for feedback § Measure sentiment § Monitor relationship quality (AI) § Monitor time between contact, response rates § Look for changes in behavior – new gatekeepers, increased attendance at meetings, falling levels of participation
  22. 22. Anticipating change: project environment Environmental change Potential implications Project gate: role evolution Interest due to impact on operational role, Expectations of more or less involvement, Influence through proximity to activities Interest due to confidence or relationships Project deadlines: urgency Unimportant becomes critical, Power over outcomes, Interest due to perceptions of value Portfolio prioritisation Interest due to changing priorities, Perceptions of project importance, Ability to influence through network
  23. 23. Stakeholder mapping needs to reflect variable attributes of interest & influence Interest Proximity to decisions Project role time horizon Project role prioritisation Job change Business strategy Experience Stakeholders’ contacts & network Project role evolution Project urgency Influence Power Network opportunity to influence Alignment with own objectives
  24. 24. Create a framework for consistent scoring Interest Proximity to decisions Project role time horizon Project role prioritisation 1 (Low) Not closely involved eg. clients, senior executives. Short term or single issue eg. subject matter experts Future involvement: no impact on current operational role 2 (Medium) Detached from the work, supporting processes eg. Purchasing, HR, IT. Regular input eg. advisors, administrators, contractors Likely to affect short term role operational priorities 3 (High) Directly involved in the work eg. team members, sponsor. Long term, seeing the project through to completion eg. governance team Immediate or ongoing involvement, requiring high prioritisation of this project
  25. 25. Create a framework for consistent scoring Influence Power to affect project decisions Network - influence on others Alignment with operational goals 1 (Low) Low ability to affect decisions or attitudes Independent of project stakeholders Short term – project helps a specific personal objective 2 (Medium) Some ability to change decisions through advice or opinion Indirect influence of stakeholders through followers or operational role Medium term – seeing the project through to completion 3 (High) Formal capacity to make or change decisions High connectivity with key stakeholders Long term – involved with realising benefits
  26. 26. For more information on stakeholder prioritisation
  27. 27. Summing up
  28. 28. Effective stakeholder engagement requires managing expectations - yours!
  29. 29. A stakeholder map is the start not the end § Stakeholder mapping helps develop effective & efficient engagement strategies § Stakeholder maps are static - the situation ‘on the ground’ will change § Be prepared to change your stakeholder map – Know your stakeholders – Identify factors that can change their position – Expand your definitions of influence & interest – Measure & monitor – Update the map when there is a change
  30. 30. Learn more … Stakeholder engagement tools & resources
  31. 31. Other stakeholder engagement resources –Check out the APM website –NewSE Bites monthly updates –Help by getting involved: §Contribute ideas for NewSE Bites §Provide case studies §Help to improve the website §Engage on social media §Organise an event around stakeholder engagement §Follow People SIG §Tell us what your particular issues are with stakeholders www.apm.org.uk/stakeholder-engagement
  32. 32. SEFG@apm.org.uk www.linkedin.com/in/franbodleyscott @APMSEFG Get in touch … https://www.linkedin.com/in/iancribbes/
  33. 33. Questions & Discussion
  • MopMex

    May. 15, 2019

APM Midlands branch event, presented by Fran Bodley-Scott on 4 April 2019 in Birmingham

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