Midlands branch BCAG event 20th July 2017

1. STAKEHOLDER
ENGAGEMENT
Ian Cribbes

2. IMC&T
Ltd
CSE Aviation
Oxford
BAE Systems

3. Agenda
 Brief overview of the Stakeholder
Engagement Focus Group (SEFG)
 The Project Sponsor
 Project Stakeholders

4. Stakeholder Engagement Focus Group
 Encouraging stakeholders across the PM community to
make Stakeholder Engagement a higher priority
 We are an integral part of the People SIG
Our mission:
Our ‘Home’:

5. Stakeholder Engagement Focus Group
How are we doing this?
 Raising awareness
– Giving Stakeholder Engagement more attention at events
– Challenging the status quo
 Supporting practitioners
– Developing the APM Stakeholder Engagement website
– Making online resources accessible to all
– Building case studies and resources
 Sharing knowledge, tools & methods
– Forging links with SIGs, academia and industry bodies
– Signposting relevant research and development

6. The Project Sponsor
(Senior Responsible Owner)

7. The Project Sponsor (SRO)
 Where does the Project Sponsor sit?
 How is the Project Sponsor appointed?
 What are the responsibilities of the
Project Sponsor?
 What training does the Project Sponsor
receive?

8. Key Characteristics
 Authority
– To make decisions, provide resources
 People, funding, facilities, equipment
 Credibility
 Ability to delegate
– Allow the PM enough space to manage the
project
 Don’t get involved in the detail
 Availability

9. Project Sponsor (SRO)
 The role of sponsor is an important part
of the project puzzle.
 No / absent sponsor:
– Project Manager has to take up the slack
– Often without time and clout

10. Stakeholders
Within a
Project

11. Stakeholder Management
V
Stakeholder Engagement

13. Stakeholders

14. Identify
Internal
External

15. Classify
Tier 1
Tier 2
Tier 3
Direct / major affect on
progress of project
Will have a moderate affect on
progress of project
Will have limited, if any, affect
on progress of project

16. Stakeholder Mapping
Define which
stakeholders are
key, which need
cultivating, and
which need to be
kept informed.

17. Director
Customer
Equipment
Maintenance
Director
Customer
Engineering
Director
Customer
Specialist
Training
Director
Customer
Flight
Operations
Director
Customer
Security
Director
Customer
Specialist
Equipment
Customer
Training
Department
Customer
Flight
Operations
Programme
Manager
Customer
Maintenance
Department
Contract oversight –
Customers site
Contract oversight -
UK
Company Training
Department- UK
Company Training
Governance - UK
Company Aircrew
Training - UK
Company Training
Coordinator - UK
Engineering Teams – UK
Engineering Teams
– UK (External)
10 different
organisations
Company
Vice President
Operations
Customer
CEO / CFO
Key:
Regular Communications
Informal Communications
Critical Path
Stakeholder / Communications Matrix
Source: Ian Cribbes 2017

18. Communicate
Stakeholder
Communicate
CommunicateCommunicate

19. Communication
 If you are a stakeholder
– Make yourself known to the Sponsor
– Make yourself known to the Project Manager
– Maintain your interest throughout

20. Frequency of Communication

21. Method of Communication
Don’t assume - ASK
Face2Face
Video link
Telephone
Email
Letter

22. Cultural Awareness

23. Are Stakeholders a risk?
Often they don’t see eye to eye
They all need communicating with
They sometimes change
their minds / view

24. Difficult Stakeholders
Lack of information
Nobody listens to me

25. Colour Styles – Know your self AND
your stakeholders

26. Q1 • IQ
Change Leadership
Solution-Focused Problem Solving,
Ideation, Cognitive Adaptability,
Possibility Thinking,
Using Mistakes, Challenges or
Failures to Fail Forward/ Create Solutions &
Grit
Prime Your Brain
Setting Feelings for
Optimization of Thoughts,
Enhanced Ability to Learn-Relearn,
Improved Decision Making,
Simplification of the Complex,
Optimization of Time/Ability
Q2 • EQ
Engagement
Self-Awareness And Management,
Empowerment, Relationship Management,
Effective Communication Across
Internal/External Boundaries
Improved relationship with
change/challenges and stressors
Prime Yourself
Increased Resiliency/Risk Tolerance,
Emotional and Social Adaptability,
Greater Happiness and Productivity
Q3 • SQ
Results that GROW at the Speed of
Change
Innovation-Autonomy-Interdependence-
Accountability-Purpose-Results
(Critical as strengthening SQ also
strengthens the right hemisphere of the
brain which is typically weaker)
Prime Yourself And Others To Flourish
Values, Enhancing Purpose of Thought,
Communication, Collaboration and Action
and Intrinsic Motivators that keep you
Learning, Living and Leading Forward when
the going gets tough

27. Thank you
 Call to action:
– Please have a look at our web pages
– Please comment on these pages
 Is there anything you would like to see
– Please contribute
– www.apm.org.uk/stakeholder-
engagement
SEFG@APM.Org.uk
@ApmSefg