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Beyond Stakeholder Analysis And Management
This document summarizes a presentation titled "Beyond Stakeholder Analysis And Management" given by Joe Newbert on November 8, 2017 at the PMI Business Analysis Virtual Conference. The presentation provides tactics for building relationships that satisfy stakeholders, organizations, and oneself. It discusses performing practical stakeholder analysis and management through activities. It also provides context for business analysis, project delivery, and change management.
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Beyond Stakeholder Analysis And Management
- 1. Presenter: Joe Newbert Title:Beyond Stakeholder Analysis And Management Date: Wednesday, 8 November 2017 PMI Business Analysis Virtual Conference 2017 @newbert /newbert
- 2. Beyond Stakeholder Analysis& Management Tactics for building relationships that satisfy your stakeholder, organization and self Activities for performing practical stakeholder analysis and management Context for business analysis, project delivery and change management
- 3. Project Success Business analysismust be strategically managed, focused on achieving business result. Synchronise through a holistic framework where strategy and tactics intertwine. Project delivery must be tactically managed, focused on implementing operational capability. Stakeholder Quality Stakeholder Quality Scope Budget Schedule Benefits Change Activities
- 4. Project Performance Business Change 63% 56%73% 47% Percentage ofprojects that successfully delivered, courtesy of Inter-View.Report Scope Budget Schedule Benefit Change Activities 52% 41%
- 5. Project Challenges Only 47%of business analysts and projects managers FEEL they are responsible for stakeholder analysis & management 5 top reasons why projects fail, courtesy of Inter-View.Report Stakeholder engagement LIVES at heart of project success Dysfunctional business and IT relationships Lack of business involvement Missed and misunderstood requirements Poor stakeholder management Lack of executive leadership 1 2 3 4 5
- 6. 7. Know WhereTo Improve Do remarkable things by continually striving to improve the value that you serve to your stakeholders. • Establish baseline: – Delivery plan – Company standards – Performance metrics What should We keep doing? What should we stop doing? What should we start doing? • Draw perspective: – Self-review – Stakeholder feedback – Group consensus • Understand situation: – Performance results – Working practices – Achievable expectations
- 7. 6. Know HowThey Feel Take targeted action to boost the impact your engagement has on your stakeholder relationships. • What are we not doing that it would be helpful and worthwhile to start doing? • What do we need to adjust within our stakeholder engagement interactions? • What are we doing that people feel works and we should be doing more of? • What are we hearing that could have an impact on our communication approach? WeaknessStrength ThreatOpportunity Minimize any real and potential external threats by leveraging your internal strengths Use your internal strengths to take advantage of the external opportunities Use your external opportunities to overcome any internal weaknesses Minimize your internal weaknesses to mitigate and avoid any external threats
- 8. 5. Know WhenTo Focus Awareness • What is it about? Refocus/Refine • How can we make improvements? Collaboration • How can I help others change? Consequences • What are the benefits to business? Management • How will this be accomplished? Personal • How will the change affect me? Information • How does it work? 0 1 2 3 4 5 6 Live empathy to help stakeholders successfully transition through the changes happening around them. People Processes Information & Technology Organisation • Communication • Policies • Training • Rollout
- 9. 4. Know WhichTo Engage Solution evaluation Stakeholder engagement and communication Requirements elicitation Requirements analysis Traceability and monitoring Responsible Accountable Supportive Consulted Informed Bring people along on a journey that shows them the sights and sounds that they need to see and hear. R A S C I Task R IA S C Roles Effort Priority DependencyComplexity…
- 10. 3. Know WhyThey Care • Activity involvement • Level of involvement • Approval approach • Communication medium Customer Actor World-View Owner Environment Transformation Who has the authority to change the business system, or not? Why does the business system exist and what it should be doing? Who are the beneficiaries of the outputs from the business system. Which role will perform the activities carried out in the transformation? What is the core process that delivers the services to the customer. What conditions does the business system operates under? Make your engagement more powerful by talking directly to the stakeholders business perspective.
- 11. Attitude • How willingis the stakeholder to engage or likely to meddle? 2. Know What They Bring Experience • What information, counsel or expertise can the stakeholder bring? Influence Interest Keep Watch Keep Active Keep Informed Keep On Side Realise the true impact that business stakeholders can have on making business change successful. Interest • How significant is the stakeholder’s stake for engagement? Influence • What influence does the stakeholder yield in impacting the change? X Y Z
- 12. • Background research •Organisational modelling • Stakeholder nomination 1. Know Who They Are Give consideration to each person or group that may affect, or be affected no matter their viewpoint. Owners Partners Employees Regulators Suppliers Competitors Custom ers Involved Impacted Interact Inspect Stakeholder Wheel Managers Other
- 13. Satisfy Your Stakeholder Identify Stakeholders 1 Analyse Stakeholders 2 Determine Approach 3 Conduct Planning 4 Prepare Transition 5 Manage Communication 6 Assess Performance 7 KNOW WHO THEY ARE KNOW WHEN TO FOCUS KNOW WHICH TO ENGAGE KNOW WHAT THEY BRING KNOW WHY THEY CARE •Stakeholder Register KNOW WHERE TO IMPROVE • Updated Stakeholder Register • Stakeholder Engagement & Communication Approach Business Analysis & Change Planning Project Delivery • Performance Assessment • Updated practices • Improved Engagement & Communication • Readiness Assessment • Transition Plan • Business Analysis Plan KNOW HOW THEY FEEL
- 14. Conduct Planning Satisfy Your Organisation Identify Stakeholders Analyse Stakeholders Determine Approach Prepare Transition Manage Communication Assess Performance •Productdriven approach •Physically colocated team •Daily interaction •Consolidated deliverables •Lightweight documentation •Iterative ground rules HighlyPredictive HighlyAdaptive •Project driven approach •Dispersed work streams •Scheduled interactions •Standalone deliverables •Heavyweight documentation •Governed standards
- 15. Satisfy Your Self SWOTanalysis Stakeholder analysis, management and consensus technique usage statistics courtesy of Inter-View.Report Stakeholder nomination Background research RASCI charts Stakeholder wheel Power / interest grid Stakeholder map CATWOE analysis 15% 29% 5% 10% 4% 43% 31% 1% 63% 35%Lessons learned Four-View Model
- 16. Beyond Stakeholder Analysis& Management @businesschange/businesschangewww.businesschange.co.za