1. This document introduces stakeholder management and its importance for successful projects and organizations. Stakeholders are individuals or groups that are impacted by or can impact a project or organization.
2. It defines stakeholders and provides examples of common stakeholder types for organizations. Organizational stakeholders must be identified and prioritized. Project stakeholders are also unique to each project.
3. Stakeholder influence comes from their legitimacy and power related to a project or organization. Stakeholders must be managed to maximize benefits and minimize negative impacts. Examples of successful and unsuccessful stakeholder management are provided.
The concepts and processes on how to perform project stakeholder management according to PMBOK Guide 6th edition. You'll find key concepts and terms, identify stakeholders, plan stakeholder management, manage stakeholders, and monitor stakeholders.
Stakeholder Management is one of the important matters in Project Management. The key are : Project management is taking about Human and Stakeholder Management is taking about People Engagement
Over the years, you have been told that management of the stakeholders is crucial to your project. You have been presented with tools and techniques to achieve this goal! Are they really working? Are you getting the result you were hoping to get; positive stakeholder participation? If not, this is the presentation for you!
Watch Training video on YouTube: https://youtu.be/QjNzwwSXlBY
Other processes presentation:
https://www.slideshare.net/anandbobade/chap-130-project-stakeholder-management-overview-141174203
https://www.slideshare.net/anandbobade/chap-131-identify-stakeholders
https://www.slideshare.net/anandbobade/chap-132-plan-stakeholder-engagement-141174396
https://www.slideshare.net/anandbobade/chap-133-manage-stakeholder
https://www.slideshare.net/anandbobade/chap-134-monitor-stakeholder
These slides were used as a part of the Smarter Everyday Seminar at CTE Solutions Ottawa office on January 3rd, 2014.
What better way to start the new year than with getting smarter!
A lesson on how to conduct Stakeholder Management for a project in any industry. Project stakeholders are extremely important to project success. Knowing how to adequately management their expectations and influence on the project is very essential for the project manager.
Sandy Nessing, AEP managing director of Sustainability and Environment, Safety and Health Strategy & Design, discussed stakeholder engagement at the National Grassroots Conference held in January 2011.
The concepts and processes on how to perform project stakeholder management according to PMBOK Guide 6th edition. You'll find key concepts and terms, identify stakeholders, plan stakeholder management, manage stakeholders, and monitor stakeholders.
Stakeholder Management is one of the important matters in Project Management. The key are : Project management is taking about Human and Stakeholder Management is taking about People Engagement
Over the years, you have been told that management of the stakeholders is crucial to your project. You have been presented with tools and techniques to achieve this goal! Are they really working? Are you getting the result you were hoping to get; positive stakeholder participation? If not, this is the presentation for you!
Watch Training video on YouTube: https://youtu.be/QjNzwwSXlBY
Other processes presentation:
https://www.slideshare.net/anandbobade/chap-130-project-stakeholder-management-overview-141174203
https://www.slideshare.net/anandbobade/chap-131-identify-stakeholders
https://www.slideshare.net/anandbobade/chap-132-plan-stakeholder-engagement-141174396
https://www.slideshare.net/anandbobade/chap-133-manage-stakeholder
https://www.slideshare.net/anandbobade/chap-134-monitor-stakeholder
These slides were used as a part of the Smarter Everyday Seminar at CTE Solutions Ottawa office on January 3rd, 2014.
What better way to start the new year than with getting smarter!
A lesson on how to conduct Stakeholder Management for a project in any industry. Project stakeholders are extremely important to project success. Knowing how to adequately management their expectations and influence on the project is very essential for the project manager.
Sandy Nessing, AEP managing director of Sustainability and Environment, Safety and Health Strategy & Design, discussed stakeholder engagement at the National Grassroots Conference held in January 2011.
Brunswick Future of Stakeholder Engagement Report February 2013Brunswick Group
Conventional wisdom holds that “Stakeholder Engagement” is important and organisations should be doing it.But there’s very little data available about what “it” is, or about the benefits and risks organisations see from engaging in new ways with groups they may not have dealt with in the past.
The purpose of this survey was to explore what stakeholder engagement looks like with those who are closest to the front line: senior European communicators at large corporations, government bodies, NGOs, associations and other organisations.
Four Keys to Managing Stakeholder Expectations and Delivering ValueWorkfront
Managing stakeholder expectations is an important part of managing project-based work. If you're lucky, project stakeholders have clearly defined the value of what the successful outcome of their project might look like. Unfortunately, clearly defining the potential value of an initiative before the project has begun seems to be the exception rather than the rule in most organizations.
To help you avoid part of this trend, here are five key points to keep stakeholder expectations in check and deliver undeniable value...
Change Management Made Easier - Know Your Stakeholders: Create advocates within your organization by understanding the motivations of your internal customers.
I am Continuously seeking to improve my competencies and skills to provide first class professional Project Management training courses; and develop my scope experience in Project Management functions.
I am confident that my innovative and results-focused approach would make significant contribution to the continued success of your organization.
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Ahmad H. Maharma - PMP®
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Procurement is the acquisition of goods and/or services at the best possible total cost of ownership, in the right quantity and quality, at the right time, in the right place and from the right source for the direct benefit or use of corporations, or individuals, generally via a contract. Procurement planning identifies which part/s of the project should be procured from resources outside of the organization. Weather or not to procure resources from outside depends upon what is more cost effective and certain other factors.
One of the most important aspects of procurement is contract and vendor management. There are different type of contract, out of which an organization chooses the most profitable one for its project. Contract closure includes setting all planned objectives with the vendor and the confirmation that all obligations of the contract were met as expected. The final step is the project closure which includes processes at various levels of the organization.
The risk is one of the main variables that can declare the success or the failure of one project.
In this presentation, the "Project Risk" topic is treated from the point of view of methodology and theory; a real case study ("PMP certification course") has been chosen to demonstrate the applicability of the methodology in which risk management has proven to be the key factor for the success of the project.
We’re all camping at UX Camp West, so I thought I’d use the metaphor of a tent to share with you my view on the field of User Experience. I will describe the 7 poles of the tent's structure (research, design, evaluation, implementation, business, strategy, and management) and show you some random objects that I found in its corners. It is my goal that afterwards, we can all appreciate the beauty of the big tent, and realise how we contribute to a happy stay.
Include a diagram supported by a detailed discussion explaining whic.pdfartimagein
Include a diagram supported by a detailed discussion explaining which stakeholders operate in
the general environment, task environment, or internal environment, and why?
Solution
Introduction
A Stake is any interest, share, or claim that a group or individual has in the outcome of a
corporation’s policies, procedures, or actions toward others. Stakes may be based on any type of
interest.
Stake Holders :
The stakes of stakeholders are not always obvious. The economic viability of competing firms
can be at stake when one firm threatens entry into a market.
A Stake holder is any individual or group who can affect or is affected by the action, decision,
policies, practices or goals of the organization,”
We begin by identifying the focal stake holder. This is the company or group that is the
focus or central constituency of an analysis.
There are three types of General environment, Task environment, Internal environment.
General Environment:
In general environment, stake holders of organizations, is comprised of economic, legal-political,
technological, socio - cultural and natural environment conditions. Managers must be concerned
about economic conditions in the general environment, particularly those that influence customer
spending, resource supplies, and investment capital.
Internal Environment:
The primary stakeholders of a firm are owners, customers, employees an suppliers comes under
in internal environment, Primary importance to a firm’s survival are its stock holders and board
of directors. The CEO and other top level executives can be stake holders, but in the stake
holder analysis they are generally considered actors and representatives of the firm.BP’s
CEO and top - level team are focal stakeholders. A fully developed internal analysis includes a
broader evaluation of all of the organization’s resources and capabilities to determine strengths,
weaknesses, and opportunities for competitive advantage, and to identify organizational threats
should be corrected.
Task environment:
Secondary stakeholders include all other interested groups, such as the media, consumers,
lobbyists, courts, government, competitors, the public, and society are comes under in task
environment. It involves evaluation of the broad and task environment to determine trends,
threats, and opportunities and to provide a foundation for strategic direction.
The broad environment consists of domestic and global environmental forces such as social -
cultural, technological, political, and economic trends. The broad environment forms the
context within which the firm and its task environment. The task environment consists of
external stake holders.
__________________________________________________________________________.
CH -11 CORPORATE GOVERNANCE AND OTHER STAKEHOLDERSBibek Prajapati
CH -11 CORPORATE GOVERNANCE AND OTHER STAKEHOLDERS
FOR CS PROFESSONAL, CA,CMA, MBA
Stakeholder Concept
• Recognition of Stakeholder Concept In Law
• Stakeholder Engagement
• Stakeholder Analysis
• Types of Stakeholders
• Caux Round Table
• Clarkson Principle of Stakeholder Management
• Governance Paradigm and Stakeholders
• Stakeholders provide resources that are more or less critical to a firm’s long-term success. These resources may be both tangible and intangible. Shareholders, for example, supply capital; suppliers offer material resources or intangible knowledge; employees and managers grant expertise, leadership, and commitment; customers generate revenue and provide infrastructure; and the society builds its positive corporate images.
• A director of a company shall act in good faith in order to promote the objects of the company for the benefit of its members as a whole, and in the best interest of the company, its employees, the community and the environment.
• Stakeholder engagement leads to increased transparency, responsiveness, compliance, organizational learning, quality management, accountability and sustainability. Stakeholder engagement is a central feature of sustainability performance.
• Primary stakeholders are those whose continued association is absolutely necessary for a firm’s survival; these include employees, customers, investors, and shareholders, as well as the governments and communities that provide necessary infrastructure.
• Secondary stakeholders do not typically engage in transactions with a company and thus are not essential for its survival; these include the media, trade associations, and special interest groups.
• Customers are considered as the king to drive the market and they can sometimes exercise influence by consolidating their bargaining power in order to get lower prices.
• The lenders put a check and balance on the governance practices of an organization to ensure safety of their fund and as a societal responsibility.
• The organization which builds a mutually strong relationship with its vendors improves its overall performance in the marketplace.
• The society provides the desired climate for successful operation of a company business. If society turns against the company, then business lose its faith in the eyes of other stakeholders be it government or customer.
DPA 8400 Unit 9 AssignmentPolicy Implementation GridIn thi.docxjacksnathalie
DPA 8400 Unit 9 Assignment
Policy Implementation Grid
In this assignment you collect stakeholder data that contributes to your implementation strategy and action planning.
Construct a policy implementation grid and submit it to your instructor for evaluation. Use Exercise 11.1 on page 327 in Crosby and Bryson to complete this assignment.
Use this assignment to complete the policy proposal section of your final project.
This assignment needs to be completed by Friday, December 12, 2014 @ 5:00pm, EST
Policy implementation grid
Stakeholder
Stake or interest
resources
Action channels open to stakeholder
Probability of participation and the manner of doing so
Influence as a product of resources and participation
Implication for implementation strategy
Action plan elements
Supportive stakeholders
Opposing stakeholders
Running head: 1
STAKEHOLDER ANALYSIS 6
Developing Strategic Leadership In The Public Sector
Stakeholder Analysis
Anise Hawkins
Capella University
DPA 840
Introduction
Sustainable development is dependent on the effective function of the public institutions. The public institutions shape the living standards of the people. When the public institutions are successful the people have high quality services raising their living standards. It is Essential for organizations to identify the public who affect or are affected by the organizations decision. An organization cannot function alone and it requires the support of all the stakeholders. A critical element of developing strategic leadership is the analysis of the stakeholders. It helps to determine how to strengthen the relationship for optimum gain (Joyce & JOYCE, 1999, p. 32).
There are two broad types of stakeholders, internal and external stakeholders. Internal stakeholders impact the organizational function from within. For instance, employees and board members are internal stakeholders. External stakeholders influence the organization from without. Examples of external stakeholders are communities and the media. They have a stake in determining the value of the organization. The level of influence, amount of power, level of interest and capabilities of the stakeholders vary (Marr & Creelman, 2011, p. 79). They have strong, moderate or low influence and interests in the organizational function. Some are highly active while others are latent and apathetic. It means that the stakeholders cannot be treated equally in any given project. The have to be classified into different categories through stakeholder analysis. Classifying them helps the organization to develop successful strategies for enhancing the relationships (Joyce & JOYCE, 1999, p. 34).
below is a classification of the internal and external stakeholders, the influence/interest grid and stakeholders influence diagram for this project of developing strategic leadership in public institutions.
List of internal and external stakeholders
Internal ...
Final Class Presentation on Determining Project Stakeholders & Risks.pptxGeorgeKabongah2
“A person or group of people who have a vested interest in the success of an organization or project and the environment in which the organization/ project operates”
Stakeholders are persons, groups or institutions with interests in a project or program.
The biggest corporation, like the humblest citizen, must be h.docxmehek4
“The biggest corporation, like the humblest citizen, must be held to strict compliance with the will of the people.”
--Theodore Roosevelt
“A business that makes nothing but money is a poor kind of business.”
Henry Ford, founder of Ford Motor Company
Managing and Prioritizing Stakeholders
Organizational Issues
All organizations are faced with challenges or issues.
An issue is any event, trend, controversy, or public policy development that might affect the corporation.
An issue can also be understood as a gap between stakeholder expectations and the actual performance of a business.
Some important contemporary issues: domestic partner benefits, environmental performance, genetically modified food, affirmative action….the list can go on and on.
Stakeholders
Stakeholder theory argues that organizations need to identify and resolve issues in light of all their various stakeholders.
Stakeholder: Any group that has a vested interest in the operations of the firm
Include: employees, suppliers, stockholders, customers, the government, local communities, and society as a whole
Why Partner with Stakeholders?
Instrumental Perspective (“Do it because it will pay off in the end")
Enhanced ability to predict/control the external environment .
Higher percentage of successful new product/service introductions Higher levels of operating efficiency .
Fewer incidents of damaging moves by stakeholders (i.e., boycotts, strikes, bad press).
Less conflict with stakeholders resulting in fewer legal suits.
More favorable legislation/regulation .
More reasonable contracts .
Higher entry barriers leading to more favorable competitive environment Higher levels of trust.
Higher levels of profitability?
Greater organizational flexibility.
Normative Perspective (“Do it because it is the right thing to do")
Moral and philosophical basis for recognition of stakeholder interests.
Moral Manager
Defines a managers response to stakeholders – three approaches.
Immoral
Not only does not care how his/her decisions impact the stakeholders, but the actions are actively counter to what is the right and ethical thing to do.
Focus only on the goals of the of the company.
Considers laws as constants or barriers that are ignored in the company.
Amoral
Manager who is considered ethically neutral.
Ethical considerations are not contemplated in the decision making process.
Moral
Those managers who understand the relevance of considering ethical issues when they are making decisions.
What moral responsibilities – economic, legal, ethical, and philanthropic – does our firm have to its stakeholders?
Philanthropic Responsibilities
Be a good corporate citizen.
Ethical Responsibilities
Be ethical.
Legal Responsibilities
Obey the law.
Economic Responsibilities
Be profitable.
Copyright 2001 Harcourt, Inc.
Performing a Stakeholder Analysis:
1. Map your stakeholder relationships.
2. Assess ...
2. Lesson Outcome
1.1 The needs to manage stakeholder
1.2 Organizational stakeholder
1.3 Project stakeholder
1.4 Some examples of stakeholder influence
1.5 Some examples of successful stakeholder
management
3. Introduction
SUCCESSFUL
ORGANIZATION /
PROJECTS
Bring project in on time, on Meet all stakeholder
budget and satisfying its expectations
objectives for the customers
4. Stake
A stake is an interest or a share in an undertaking.
Example: If a group is planning to go out to dinner
and a show for the evening, each person in the
group has a stake, or interest, in the group‟s
decision. No money is being invested yet but each
member sees his / her interest (preference, taste,
priority) in the decision.
5. A stake is also a claim.
A claim is a right to something. A claim is a
demand for something due or believed to be due.
Example: Stockholder has an interest in and an
ownership of a share of a business.
6. Stakeholder
Stakeholder is an individual or a group that has one
or various kinds of stakes in a business.
Stakeholders may be affected by the actions,
decision, policies, or practices of the organization.
Also, these stakeholders also may affect the
organization‟s actions, decisions, policies, or
practices.
Therefore, there is a potential two-way interaction
or exchange of influence between stakeholders and
organization.
7. What is Stakeholder?
Classic definition (Freeman, 1984):
“Any group or individual who can affect or is affected
by the achievement of the organization‟s objectives”
Freeman, 2004:
“Those groups who are vital to the survival
and success of the organization”
R. Edward Freeman
(December 18, 1951-
Present)
Click Here
8. Stockholders
The
General Creditors
Public
Local Employees
Communities
Type of
Stakeholders
Competitors Customers
Unions Suppliers
Governments
9. Example of stakeholders and their
interests
Stakeholders Examples of interests
Participate in distribution of profits, election of board of directors,
Stockholders additional rights as established in the contract with the
corporation.
Creditors Credit score, new contracts, liquidity.
Employees Rates of pay, job security, compensation, respect.
Customers Value, quality, customer care, ethical products.
Providers of products and services used in the end product for the
Suppliers
customer, equitable business opportunities.
Government Taxation, low unemployment, social welfare.
Trade Unions Product quality, staff protection.
Norms established by society and the industry for competitive
Competitors
conduct.
Community Jobs, environmental protection, social protection.
10. The Need to Manage Stakeholder
Stakeholders are individuals or groups that benefit
from an organization.
Stakeholders can affect an organization‟s
functioning, goals, development and survival.
They are beneficial when they help you achieve
your goals and they are antagonistic when they
oppose your mission.
Therefore, stakeholders have power to be either a
threat or a benefit to an organization (Gibson,
2000).
11. The Need to Manage Stakeholder
Their influence can be small or great and can be
exercised either intentionally or incidentally.
Individuals and organizations need to be wary of
their stakeholders and their influences.
If stakeholders have negative influence on us, why
should we deal with or bother about them? WHY?
12. The Need to Manage Stakeholder
Simply because organizations are depending on
external stakeholders for resources, services and
information.
Stakeholders have claims, rights and expectations
that ought to be honored and not taken lightly.
Thus, stakeholders must be managed properly to
avoid any negative influences, especially those that
could contrary to the organization‟s objectives.
14. There are 2 steps for analyzing organizational
stakeholders
1. Step 1: Identify Stakeholders
Think of all the people within the organization
who are impacted by your work, who have
influence over it, or have a stake in its successful
completion.
2. Step 2: Prioritize Stakeholders
Which stakeholder influence or interest is at the
highest priority.
15. It is important that an organization understands it‟s
stakeholders, strategies to satisfy all stakeholder‟s
goal and objectives, along with a prediction of the
future impact of that stakeholder‟s actions on a
project‟s outcome.
17. Project Stakeholders
Each project has its own unique set of stakeholders.
Considering the
potential influence
of the project‟s
stakeholders
Development of
Identification of all strategies to facilitate
project stakeholders the “management” of
and their relevant the stakeholders
stakes in the project. during the life cycle of
the project.
Successful
Project
Management
18. Example
A project managers who must make
recommendation concerning the design of a new
plant must be aware of the state and local land
use, plant design, tax laws and the area’s likely
pattern of growth.
Hmm…Is that all?
Are you sure?
19. The project manager also must be aware of:
1. Local political climate.
2. Availability of a skilled labor force.
3. Public attitudes towards the location of the plant in
the community.
Politics can also have profound impact on the outcome
of a project.
1. E.g.: The project manager who neglects the building
and maintenance of alliances with key political
stakeholders will soon find indifference or opposition
to his/her project.
20. The success of a project depends on taking into
account the potential impact of project decisions on
all stakeholders during the entire life of the project.
21. Stakeholder Influence
Stakeholders will manifest the attributes of
legitimacy and power (Carroll and Buchholts,
2006).
Legitimacy - validity of a claim to a stake
Power - the capacity to induce or persuade the
actions of others and is displayed when one part in
a relationship is able to impose its will on the other
part (Johnson et al.,2005).
22. Stakeholder Influence
Power may be displayed through:
1. Force (coercive power)
2. Material or financial resources (utilitarian
power)
3. Symbolic resources (normative power)
23. Stakeholder Influence
Therefore, stakeholders must be managed to avoid
any of their influences contrary to an organization
or project objectives.
An ideal way is to optimize by maximizing the
benefits from stakeholders while minimizing their
potential negative impacts.
24. Example of Stakeholder Influence
Example 1
In a 1-million-square-foot addition to the New York
Hospital, environment, political and social
challenges existed.
Over 45 agencies – „stakeholders‟ – Need to be
satisfied even though no public money was involved in
the project. Issues such as the highway, the river,
working space, historical preservation and other issues
need to be considered.
25. Example of Successful Stakeholder
Management
Example 1
James Webb and his colleagues at NASA practiced
stakeholder management during the Apollo
program.
NASA gained the support not only from the aerospace
industry and related constitutions but also from the
educational community, the basic sciences and weather
forecast profession.
26. Example of Successful Stakeholder
Management
Example 1
The 12.5 miles, $490 million highway project
through Glenwood Canyon in Colorado is one of the
expensive nonurban sections of the interstate
system.
Required more than 10 years to plan and 12 years to
construct.
Involved a high degree of cooperation among project
team, environmentalists and tourists to create a major
highway that preserved and enhanced the nation's
premier natural settings.
27. Theproject experienced fierce opposition initially,
countless design changes and physical constraints but a
remarkable cooperation between all stakeholders
created a four-lane highway that even
environmentalists love.
NEXT
Glenwood Canyon highway (source: wikipedia)
28. Group Activity
Gather one example of a successful and one
example of a failure in the implementation of
stakeholder management.
Requirements (due date: 20/9/2012)
1. Work in a group of 5
2. Explain the background or purpose of the project.
3. Why is the project a successful / failure one.
4. Groups will be randomly picked to present their
findings.
29. Additional Requirement:
1. Successful in Implementation (minimum 200 words).
2. Failure in Implementation (minimum 200 words).
3. Hard copy – Typed
4. Presentation slides – Max 6 slides.