The document discusses effective stakeholder engagement for projects. It defines stakeholders as individuals or groups impacted by or critical to a project's success. The stakeholder engagement process involves identifying stakeholders, assessing them, planning communication, and engaging them. Effective engagement maximizes project success by winning support and cooperation. The document provides examples of identifying stakeholders for a university email migration project and assessing their concerns and communication needs. It also discusses challenges experienced with stakeholders and the successful outcome of applying engagement practices.
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
Optimise-GB provides you with a presentation on stakeholder engagement and management. Why is it that change initiatives, programmes and projects fail? Some might say that the project has been wrongly defined or executed poorly. There are other reasons why change initiatives fail: poor communication and a lack of engagement with stakeholders. This presentation provides some insights of how you can identify stakeholders, understand their issues and concerns, how to effectively communicate with people and how to resolve conflict to ensure buy in. There are a number of tools and techniques within this presentation. If you have any questions on simon@optimise-gb.com and visit www.optimise-gb.com for more details. Many thanks Simon Misiewicz
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
Optimise-GB provides you with a presentation on stakeholder engagement and management. Why is it that change initiatives, programmes and projects fail? Some might say that the project has been wrongly defined or executed poorly. There are other reasons why change initiatives fail: poor communication and a lack of engagement with stakeholders. This presentation provides some insights of how you can identify stakeholders, understand their issues and concerns, how to effectively communicate with people and how to resolve conflict to ensure buy in. There are a number of tools and techniques within this presentation. If you have any questions on simon@optimise-gb.com and visit www.optimise-gb.com for more details. Many thanks Simon Misiewicz
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!
Stakeholder Engagement: The art & science of winning the SE snakes and ladders game webinar
Tuesday 27 February 2018
APM Stakeholder Engagement Focus Group (SEFG),
part of APM People Specific Interest Group (SIG)
presented by Paul Mansell, MD ImpaQt Consulting
Contents are sourced from different authors including PMBOK 5th Edition.
This is provided for free as part of our Continuing Practice in Project Management Professional Certification. You may download, share but please refrain from commercializing it or altering parts. Thanks.
For more on Innovations and Project Management, please visit www.facebook.com/SigmaProcessExcellence
4 Steps for Improved Stakeholder EngagementBrightWork
Project managers need to secure stakeholder support early on to help work proceed smoothly. Creating a stakeholder engagement strategy involves four principal steps - Define, Analyze, Plan and Engage.
PMP Chap 13 - Project stakeholder management OverviewAnand Bobade
PMP Chap 13 - Project stakeholder management Overview
When working on a project, there are many people or organizations that are dependent on and/or are affected by the final product or output. These people are the stakeholders of a project.
Stakeholder management involves taking into consideration the different interests and values stakeholders have and addressing them during the duration of the project to ensure that all stakeholders are happy at the end.
This branch of management is important because it helps an organization to achieve its strategic objectives by involving both the external and internal environments and by creating a positive relationship with stakeholders through good management of their expectations.
Stakeholder management is also important because it helps identify positive existing relationships with stakeholders. These relationships can be converted to coalitions and partnerships, which go on to build trust and encourage collaboration among the stakeholders.
The Stakeholder Engagement tool helps ensure that the appropriate stakeholders in decision processes have been identified and involved.
Tool: https://www.cpc.unc.edu/measure/publications/ms-11-46-e
Webinar Recording: http://universityofnc.adobeconnect.com/p99y8bhnosx/
6 best practices in stakeholder engagementWayne Dunn
I recently did a piece on 5 mistakes companies make in stakeholder engagement and many of you asked me to give a list of best practices. Here are six.
1. Think Value and Interests – and do it transparently
2. It’s OK to disagree – but, disagree without being disagreeable. And stay curious
3. Do compliance but think and act strategic – check the boxes yes, but that is just the foundation
4. Share the credit, multiply the resources. Find partners!
5. Communicate so you are heard and understood.
6. Define stakeholders broadly and strategically – go beyond compliance
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!
Stakeholder Engagement: The art & science of winning the SE snakes and ladders game webinar
Tuesday 27 February 2018
APM Stakeholder Engagement Focus Group (SEFG),
part of APM People Specific Interest Group (SIG)
presented by Paul Mansell, MD ImpaQt Consulting
Contents are sourced from different authors including PMBOK 5th Edition.
This is provided for free as part of our Continuing Practice in Project Management Professional Certification. You may download, share but please refrain from commercializing it or altering parts. Thanks.
For more on Innovations and Project Management, please visit www.facebook.com/SigmaProcessExcellence
4 Steps for Improved Stakeholder EngagementBrightWork
Project managers need to secure stakeholder support early on to help work proceed smoothly. Creating a stakeholder engagement strategy involves four principal steps - Define, Analyze, Plan and Engage.
PMP Chap 13 - Project stakeholder management OverviewAnand Bobade
PMP Chap 13 - Project stakeholder management Overview
When working on a project, there are many people or organizations that are dependent on and/or are affected by the final product or output. These people are the stakeholders of a project.
Stakeholder management involves taking into consideration the different interests and values stakeholders have and addressing them during the duration of the project to ensure that all stakeholders are happy at the end.
This branch of management is important because it helps an organization to achieve its strategic objectives by involving both the external and internal environments and by creating a positive relationship with stakeholders through good management of their expectations.
Stakeholder management is also important because it helps identify positive existing relationships with stakeholders. These relationships can be converted to coalitions and partnerships, which go on to build trust and encourage collaboration among the stakeholders.
The Stakeholder Engagement tool helps ensure that the appropriate stakeholders in decision processes have been identified and involved.
Tool: https://www.cpc.unc.edu/measure/publications/ms-11-46-e
Webinar Recording: http://universityofnc.adobeconnect.com/p99y8bhnosx/
6 best practices in stakeholder engagementWayne Dunn
I recently did a piece on 5 mistakes companies make in stakeholder engagement and many of you asked me to give a list of best practices. Here are six.
1. Think Value and Interests – and do it transparently
2. It’s OK to disagree – but, disagree without being disagreeable. And stay curious
3. Do compliance but think and act strategic – check the boxes yes, but that is just the foundation
4. Share the credit, multiply the resources. Find partners!
5. Communicate so you are heard and understood.
6. Define stakeholders broadly and strategically – go beyond compliance
Stakeholder Engagement: Simple Steps to Better Public ConsultationCam McAlpine, APR
What is stakeholder engagement? Why on earth would you want to engage with the negative nellies and nimby's who just want to oppose what you're doing? And how might you go about conducting a stakeholder engagement or public consultation program?
Tools and tips to assist the development industry in undertaking best practice engagement. Explores the relationship between marketing, branding and engagement.
Technology for Good : 2011 Corporate Responsibility & Sustainability ReportEricsson
http://www.ericsson.com/thecompany/sustainability_corporateresponsibility.
This report, together with additional information available online, summarizes our 2011 sustainability and corporate responsibility (CR) performance. For us, sustainability is about the ‘‘triple bottom line” – long-term social equity, economic prosperity and environmental performance
'Stakeholder Engagement Shortcuts': Ilan Goldstein @ Colombo Agile Conference...ColomboCampsCommunity
Change is difficult, and the reality is that in many organisations, an agile adoption means considerable change. Kickstarting a new initiative such as Scrum requires support from your senior stakeholders. This presentation outlines some powerful shortcuts to help engage with your stakeholder community to ensure that Scrum is given the best opportunity to flourish!
Create Your End User Adoption StrategyErica Toelle
We all know that End User Adoption is an important area of focus in your SharePoint project. In this session we will take a closer look at the End User Adoption work stream on a SharePoint project, and the associated roles, responsibilities and tasks for the project plan.
All Pro Bono O.R. case studies completed to dateThe OR Society
Pro Bono O.R. has worked with lots of third sector organisations in the last couple of years. This presentations includes a one page case study slide from each project we have worked on.
Organizational change management is one of the most overlooked and under-planned parts of many SharePoint implementations. You simply cannot afford to ignore the importance of this topic. Successful organizational change management is a critical component to ensuring the success of any SharePoint initiative.
In this session, we will discuss field-proven tactics to help your users make sense of the change that your SharePoint solution will inevitably bring into their daily work lives. You will learn a user adoption framework and some factors you should consider when planning your next SharePoint initiative. We will challenge the mindset that adoption can be driven, and embrace the concept of designing change for long-term sustainable cultural acceptance. By attending this session, you will be able to:
Design your own organizational change-management strategy
Understand how to foster user adoption
Understand how to engage and build solution champions
Build a communication plan
Apply field-tested strategies in your organization
Slides from an Executive Masterclass I taught (with support from incredible guest lecturers) at Ta'atheer 2017, the Middle East, North Africa CSR and Social Impact Summit. The one-day program gave participants a quick dive into theory, practice and application of strategic CSR Impact Measurement and Management
.
Follow, engage, learn, perform
LinkedIn Profile http://bit.ly/Wayne-Profile
LinkedIn Author Page http://bit.ly/Wayne-LinkedIn
YouTube Channel http://bit.ly/CSR-YouTube
Strategic CSR Video Playlist: http://bit.ly/Strategic-CSR
SlideShare http://bit.ly/Wayne-SlideShare
CSR Training Institute on LinkedIn http://bit.ly/CSR-LinkedIn
Twitter @Zingmore / https://twitter.com/ZINGmore
Website http://www.csrtraininginstitute.com/
Newsletter - http://eepurl.com/XWCy5
Managing stakeholders as critical success factor in operational excellenceThe Jamilah H
Knowing stakeholders is the key thing in any transformational or continuous improvement initiatives, The presentation covers both high level and inter personal level of stake holders management techniques.
Among key contents are 7 Prevention Steps of Stakeholders misalignment and tools for Stakeholders Planning, Stakeholders Mapping, and Stakeholders Support Level.
Any time you have three or more people involved, there is politics. Effective leaders understand this and work with the political nature of people to bring out the best in them. Project managers often complain about politics, but wishing them to go away does not get the project done. Don Ortner guides people through some effective ways to work with politics in organizations to accomplish great things.
Show Me the Outcomes!
Evaluating and Proving Your Impact on the Community
Learn how to:
1. Understand how to build a successful outcomes plan for your nonprofit organization
2. Increase your funding by proving your program success to your funders
3. Make informed decisions about future programming and resource allocation
You will also receive an inside view of the Apricot Outcomes Palette™, a dynamic outcomes reporting tool
Presented by:
Kathryn Engelhardt-Cronk
Founder/CEO/President
Community TechKnowledge, Inc.
Information Services Project Management Change Theme Update May 2017Mark Ritchie
An update on how Information Services at the University of Edinburgh are improving project management capability as part of the Change Programme introduced by the CIO.
Digital Transformation at the University of EdinburghMark Ritchie
This slide set provides an overview of the Digital Transformation portfolio of projects being led by Information Services at the University of Edinburgh. The slide set provides the current position on 30th April 2017. We'll update the slideset as work progresses.
Digital Transformation is about more than just technology. Our goal is to adopt new "digital first" ways of working which leverage technology, further our mission and provide a world class experience for our students and staff. Digital Transformation is a major, multi-year portfolio of programmes and projects. The current programmes are:
- Enterprise APIs - to develop a flexible and secure API framework to support development and deployment of user focused solutions more quickly and at lower cost
- Enterprise Data Warehouse - to provide a standards based, flexible and integrated platform for business intelligence and management information
- User Experience Services - to improve the digital experience by focusing on user-centred design through consistent standards, user experience services and training
- User Centred Portal and Notifications - to develop a new user-centred interface for the University Enterprise Portal (MyEd)
- Engagement - to drive engagement with Digital Transformation across the University and provide a governance framework for projects that are not part of other programmes
A further tranche of programmes and projects will come on stream later in 2017 with a the portfolio of work to be completed by Summer 2020.
Overview of Project Services at University of EdinburghMark Ritchie
Project Services are part of Information Services at the University of Edinburgh. This slide set provides an overview of what we do. If you have any questions about Project Services contact mark.ritchie@ed.ac.uk
UCISA Toolkit - Establishing Process Improvement Capability in an HE EnvironmentMark Ritchie
Process improvement activity is increasing in UK universities, partly in response to calls for increased effectiveness and efficiency but also as a response to today’s rapidly changing political and economic environment.
This guide seeks to evidence what higher educational organisations are currently doing to embed process improvement capability and to support those considering undertaking such activity or those already doing so.
This guide was published by the UCISA Project and Change Management Group in November 2016
UCISA Toolkit - Effective Benefits Management for Business Change and IT Proj...Mark Ritchie
This toolkit provides an overview of the principles behind benefits realisation and some basic tools for use in projects. The toolkit also provide signposts to more sophisticated techniques that are available should a project require them.
Benefits management aims to ensure that benefits that have been identified at the start of a project are realised and that any benefits that emerge as the project progresses are properly exploited. As many project benefits are not realised until after the project is closed it is important that appropriate structures are put in place to monitor benefits realisation post project.
This toolkit was developed based on best practice at the University of Sheffield. The toolkit was published by the UCISA Project and Change Management Group in September 2016.
UCISA Toolkit - Establishing a PMO in an HE Environment Mark Ritchie
This toolkit provide guidance for higher education institutions,. and any other organisations, considering establishing a Project Management Office (PMO) function. It includes advice on designing your PMO and on implementation as well as providing a set of example artefacts.
This guide was published by the UCISA Project and Change Management Group in October 2015. This guide forms part of a set of UCISA Project and Change Management publications including the Major Project Governance Assessment Toolkit and the guide to Effective Risk Management for IT and Business Change Projects.
UCISA Toolkit - Effective Risk Management for Business Change and IT Projects Mark Ritchie
Risk Management is one of the most important tools available to the Project Manager to help successfully deliver complex projects. Yet, at the same time, Risk Management can be difficult to understand and, if used without insight and expertise, costly and ineffective.
This guidance has been developed to assist staff who are managing or participating in IT and business change projects. It has been developed by the UCISA Project and Change Management Group and is based on best practice guidance provided by PRINCE2 and experience of delivering major IT and business change projects at the University of Sheffield, University of Edinburgh, Lancaster University and Edinburgh Napier University.
The guidance is relevant for projects being managed and delivered using any methodology and is complementary to the UCISA Major Project Governance Assessment Toolkit.
This toolkit was published by the UCISA Project and Change Management Group in December 2015.
UCISA Major Projects Governance Assessment ToolkitMark Ritchie
Often there is a lack of consistency and rigour in the governance approach to major business change and IT projects. This can lead to significant cost overruns and project failure. Major Projects require a more rigorous approach to governance and project management to deliver success.
This Toolkit has been developed to assist staff who are managing or participating in major change projects. The Toolkit provides:
a) guidance on assessing which projects should be classed as Major Projects
b) the key governance elements that must be managed for Major Projects
c) an assessment tool for project governance to help ensure that the required governance actions are established and work effectively throughout the life of the project
d) a visualisation tool for project governance which gives a view of the project as it currently stands and the changes since the last review
e) case studies on the use of the Toolkit at the University of Edinburgh
The Toolkit has been designed to be complementary to existing project and change management processes. The Toolkit fills an important gap by providing a repeatable assessment process that covers all aspects of governance for Major Projects. The Toolkit can be used as a reference point and checklist for any project.
The Toolkit was originally developed by Mark Ritchie at the University of Edinburgh. The toolkit has been used successfully by the University on many major software and business change projects.
Mark further developed the toolkit with support from the UCISA Project and Change Management Group. UCISA published the toolkit, to widespread positive reviews, in July 2014.
Managing Project Dependencies on the University of Edinburgh Projects Web SiteMark Ritchie
This slide set describes how project dependencies are recorded and managed using the University of Edinburgh Projects Web Site. The slide set is generally useful but links may only be available to staff and students at the University.
Compliance IT projects we have to do them but no one is happy with the cost. The first step in managing the cost of IT compliance is to understand the drives. Within Information Services at the University of Edinburgh we've found using the following categories for analysing IT compliance.
This single slide identifes and defines our three main compliance categories - LEGISLATIVE, TECHNOLOGY and SECURITY. The slide also suggests who will be involved in making the decision as whether the project genuinely is needed for compliance within each category.
UCISA Project and Change Management Group Toolkits Mark Ritchie
The UCISA Project and Change Management Group (PCMG) is dedicated to improving project and change management practice across HE and FE. Effective project and change management will improve outcomes and increase benefits to students, staff and the wider community. In our first three years we have developed a range of toolkits to support project and change management professionals. These are public resources that can be used by anyone.
This presentation describes PCMG and provides an overview, with links, to our toolkits.
Overview of Project Services in Information Services at the University of Edi...Mark Ritchie
This slide set provides an overview of the work of Project Services who are part of Applications Division at the University of Edinburgh. The slide set includes links to a number of our recent projects our project web site and best practice resources we have developed or contributed to.
The slide set was presented to the Scottish Programme and Project Management Group in June 2016.
Piloting Major Business Change: Worktribe Research Management at the Universi...Mark Ritchie
The University of Edinburgh is leading the UK HE sector in providing a world class IT solution to support research management from project idea through costing, bid, award, post-award management and closure.
The new Worktribe Research Management system, which was procured and developed jointly with Heriot-Watt University, was launched on 18th April 2016. Worktribe was successfully piloted from November 2015 with a School or Research Institute from each College. The three Pilots Schools combined to provide over 1,000 active bids and projects to be managed in the new system. The “real world” testing provided by the pilot highlighted that that the solution worked. The Pilot increased confidence in the solution within the project team, Pilot Schools and User Groups. The Pilot also identified some business challenges and technical problems enabling these to be investigated and resolved ahead of the roll-out across the University.
This presentation provides a high level overview of the project and the lessons learned.
Programme or project plan on a single slide (with RAG status)Mark Ritchie
This is a simple one slide presentation of the projects or tasks in a plan in Gantt Chart format. Each task or project includes a RAG based on current delivery status. This slide is useful for inclusion in a high level presentation of a project or programme e.g. to senior management or for a Project or Programme Board. The slide has been used for projects delivered by the author at the University of Edinburgh
EDUCAUSE 2015 - Partnership Powered IT and Business Change Presentation and S...Mark Ritchie
Presentation given by Rhian Davies, Craig Henderson and Mark Ritchie from University of Edinburgh at EDUCAUSE 2015. Slides discuss the importance of partnership in effectively delivering IT and business change and review the work done by the University between 2005 and 2015 to build more effective partnerships. Slides include speakers notes.
EDUCAUSE 2015 - Partnership Powered IT Change Mark Ritchie
Presentation given by Rhian Davies, Craig Henderson and Mark Ritchie from University of Edinburgh at EDUCAUSE 2015. Slides discuss the importance of partnership in effectively delivering IT and business change and review the work done by the University between 2005 and 2015 to build more effective partnerships.
UCISA Major Project Governance Assessment ToolkitMark Ritchie
Universities and colleges are constantly undertaking significant change activities. These activities will typically be managed using existing institutional project and change management processes. Often, however, there is a lack of consistency and rigour in the governance approach. This can lead to significant cost overruns and project failure when confronted with the challenges of a major change project. Major projects require a more rigorous approach to governance and project management to deliver success.
The UCISA Major Project Governance Assessment Toolkit has been developed to assist staff who are managing or participating in major change projects.
The toolkit provides:
a) guidance on assessing which projects should be classed as Major
b) the key governance elements that must be managed for Major projects
c) an assessment tool for project governance to help ensure that the required governance actions are established and work effectively throughout the life of the project
d) a visualisation tool for project governance which gives a view of the project as it currently stands and the changes since the last review
e) case studies on the use of the toolkit at the University of Edinburgh
The toolkit has been designed to be complementary to existing project and change management processes. The toolkit fills an important gap by providing a repeatable assessment process that covers all aspects of governance for Major Projects. The toolkit can be used as a reference point and checklist for any project.
This presentation is from the UCISA15 conference in Ednburgh and may be useful for any organisation wishing to adopt the toolkit.
The Team Member and Guest Experience - Lead and Take Care of your restaurant team. They are the people closest to and delivering Hospitality to your paying Guests!
Make the call, and we can assist you.
408-784-7371
Foodservice Consulting + Design
Oprah Winfrey: A Leader in Media, Philanthropy, and Empowerment | CIO Women M...CIOWomenMagazine
This person is none other than Oprah Winfrey, a highly influential figure whose impact extends beyond television. This article will delve into the remarkable life and lasting legacy of Oprah. Her story serves as a reminder of the importance of perseverance, compassion, and firm determination.
Artificial intelligence (AI) offers new opportunities to radically reinvent the way we do business. This study explores how CEOs and top decision makers around the world are responding to the transformative potential of AI.
Senior Project and Engineering Leader Jim Smith.pdfJim Smith
I am a Project and Engineering Leader with extensive experience as a Business Operations Leader, Technical Project Manager, Engineering Manager and Operations Experience for Domestic and International companies such as Electrolux, Carrier, and Deutz. I have developed new products using Stage Gate development/MS Project/JIRA, for the pro-duction of Medical Equipment, Large Commercial Refrigeration Systems, Appliances, HVAC, and Diesel engines.
My experience includes:
Managed customized engineered refrigeration system projects with high voltage power panels from quote to ship, coordinating actions between electrical engineering, mechanical design and application engineering, purchasing, production, test, quality assurance and field installation. Managed projects $25k to $1M per project; 4-8 per month. (Hussmann refrigeration)
Successfully developed the $15-20M yearly corporate capital strategy for manufacturing, with the Executive Team and key stakeholders. Created project scope and specifications, business case, ROI, managed project plans with key personnel for nine consumer product manufacturing and distribution sites; to support the company’s strategic sales plan.
Over 15 years of experience managing and developing cost improvement projects with key Stakeholders, site Manufacturing Engineers, Mechanical Engineers, Maintenance, and facility support personnel to optimize pro-duction operations, safety, EHS, and new product development. (BioLab, Deutz, Caire)
Experience working as a Technical Manager developing new products with chemical engineers and packaging engineers to enhance and reduce the cost of retail products. I have led the activities of multiple engineering groups with diverse backgrounds.
Great experience managing the product development of products which utilize complex electrical controls, high voltage power panels, product testing, and commissioning.
Created project scope, business case, ROI for multiple capital projects to support electrotechnical assembly and CPG goods. Identified project cost, risk, success criteria, and performed equipment qualifications. (Carrier, Electrolux, Biolab, Price, Hussmann)
Created detailed projects plans using MS Project, Gant charts in excel, and updated new product development in Jira for stakeholders and project team members including critical path.
Great knowledge of ISO9001, NFPA, OSHA regulations.
User level knowledge of MRP/SAP, MS Project, Powerpoint, Visio, Mastercontrol, JIRA, Power BI and Tableau.
I appreciate your consideration, and look forward to discussing this role with you, and how I can lead your company’s growth and profitability. I can be contacted via LinkedIn via phone or E Mail.
Jim Smith
678-993-7195
jimsmith30024@gmail.com
The case study discusses the potential of drone delivery and the challenges that need to be addressed before it becomes widespread.
Key takeaways:
Drone delivery is in its early stages: Amazon's trial in the UK demonstrates the potential for faster deliveries, but it's still limited by regulations and technology.
Regulations are a major hurdle: Safety concerns around drone collisions with airplanes and people have led to restrictions on flight height and location.
Other challenges exist: Who will use drone delivery the most? Is it cost-effective compared to traditional delivery trucks?
Discussion questions:
Managerial challenges: Integrating drones requires planning for new infrastructure, training staff, and navigating regulations. There are also marketing and recruitment considerations specific to this technology.
External forces vary by country: Regulations, consumer acceptance, and infrastructure all differ between countries.
Demographics matter: Younger generations might be more receptive to drone delivery, while older populations might have concerns.
Stakeholders for Amazon: Customers, regulators, aviation authorities, and competitors are all stakeholders. Regulators likely hold the greatest influence as they determine the feasibility of drone delivery.
2. Stakeholder Engagement
• What are stakeholders?
• Why do stakeholders matter?
• Stakeholder Engagement Process
–Identification
–Assessment
–Planning Communication
• Stakeholder Engagement in practice
3. “a key individual or
group of people that
are impacted by the
project or are critical
to the success of the
project”
Stakeholder Definition
4. Project Communication
• Passive
• One way
• Reliant on newsletters,
mail shots and static
web sites
If your approach to informing
stakeholder is
this is unlikely to be result in happy customers or
successful projects!
5. 0% 5% 10% 15% 20% 25% 30%
Poor Communications
Inadequate Planning
Unrealistic Budget or Schedule
Poorly Defined Requirements or
Success Criteria
Lack of Stakeholder Buy In
Poor Risk Management
Lack of Change Control
Why Do Projects Fail?
Source: PMI
(2007)
6. Why Engage Stakeholders?
• maximise the likelihood of project success
• win and maintain support from the most
influential stakeholders
• encourage wider and more positive
cooperation with your project
• anticipate stakeholder reaction and build
into the plan actions to win support
• improve quality of project deliverables
7. Identify
Stakeholders
Plan
Communication
Engage
Stakeholders
Stakeholder
Assessment
Identify
stakeholder groups
Identify individual
stakeholders
representatives
Create initial
stakeholder list
Create Stakeholder
Communications
Planning Sheet
Identify engagement
activities
Develop detailed
engagement plans
Maintain plan to
support ongoing
engagement activities
Execute stakeholder
communication plan
Monitor progress
Conduct high-level
stakeholder
assessment
Prioritise
stakeholders
Develop
stakeholder map
Stakeholder List Stakeholder
Communications
Planning Sheet
Stakeholder
Communications
Plan
Updated Stakeholder
Communication Plan
Communication and
engagement activities
Feedback mechanisms
implemented
Stakeholder Map
Engagement Grid
Updated
Stakeholder List
Stakeholder Engagement Process
OutputsOutputs
TasksTasks
8. Who are our stakeholders?
Students Alumni Prospective Students
Academic Staff Administrative Staff Future Staff Recruits
Senior University
Executives
Project Team Colleagues
Human Resources Trade Unions Procurement
Disability Office Records Management Communications and
Marketing
Finance IT/Customer Support
Staff
Suppliers
Government Agencies General Public Press and Media
Press and Media Local Community
9. Identifying Stakeholders
• consider all areas of the project’s influence
• consider the entire project lifecycle
• be inclusive and diverse
• use past stakeholder information as a guide
• Include relevant interests groups e.g.
Finance, HR or Procurement
• engage empowered representatives
10. Stakeholder Map
New Email Service
Business Testers
Business Analyst: David Watters
Business Assurance: Stephen Smith
Business Reps (TBC): Units with
shared, delegated and real time diary
needs e.g. Careers or
Accommodation Services. Local
College integration experts. Non
central service units e.g. Physics.
Business Testers
Business Analyst: David Watters
Business Assurance: Stephen Smith
Business Reps (TBC): Units with
shared, delegated and real time diary
needs e.g. Careers or
Accommodation Services. Local
College integration experts. Non
central service units e.g. Physics.
Project Board
Convenor: Bruce Nelson
Project Board
Convenor: Bruce Nelson
User Support
Lead Migration coordinators,
Service Desk helpline & testers:
Neil Bruce
Keith Nicol
Local computing Officers
User Support
Lead Migration coordinators,
Service Desk helpline & testers:
Neil Bruce
Keith Nicol
Local computing Officers
External Suppliers
and Procurement
Procurement Office
Microsoft
Vodophone/02
External Suppliers
and Procurement
Procurement Office
Microsoft
Vodophone/02
Client Delivery
Client Config. for all OS’s: Hugh
Brown
Windows Desktop/CAB: Kenneth
McDonald
Client Delivery
Client Config. for all OS’s: Hugh
Brown
Windows Desktop/CAB: Kenneth
McDonald
MS Exchange
(2000/2007)
John McFarlane, David Foggo
MS Exchange
(2000/2007)
John McFarlane, David Foggo
Infrastructure
Technical Design: Iain Fiddes,
Pride Shoniwa, Garry Scobie,
Martin Cassels, Fiona Lawson,
Apollon Koutlidis
Mail relay, staffmail & SMS: Scott
Larnach
Infrastructure
Technical Design: Iain Fiddes,
Pride Shoniwa, Garry Scobie,
Martin Cassels, Fiona Lawson,
Apollon Koutlidis
Mail relay, staffmail & SMS: Scott
Larnach
Student Groups
Elected Student VP
EUSA
Student Groups
Elected Student VP
EUSA
UoE Staff
Incl. PGR’s, ‘staff like’ visitors,
and staff from each College and
support Group.
UoE Staff
Incl. PGR’s, ‘staff like’ visitors,
and staff from each College and
support Group.
Project
Project Sponsor: Jeff Haywood
Business Owner: Mark Wetton
Project Manager: Susan
McKeown
Service Manager: Stephen Smith
Programme Manager: Maurice
Franceschi
Project
Project Sponsor: Jeff Haywood
Business Owner: Mark Wetton
Project Manager: Susan
McKeown
Service Manager: Stephen Smith
Programme Manager: Maurice
Franceschi
11. Prioritising Stakeholders
• High Power/High Interest
– Fully engage with
– Make greatest efforts to satisfy
• High Power/Less Interest
– Keep satisfied
• Low Power/High Interest
– Keep informed
– Leverage their interest
• Low Power/Low Interest
– Monitor e.g for changes as
project progresses
12. Understanding Stakeholders
• Talk directly - don’t rely
on email
• Ask them their opinions
• Draw out emotional
responses
• Help them see next
steps and ultimate goal
• Explain the benefits
13. Understanding Stakeholders
• Have they a financial or other interest?
• What motivates them most?
• Is their current opinion positive or negative?
• Who influences them and who do they influence?
• At what stage will they be most impacted?
• Can they assist with project design or reduce costs?
• What information do they want from you?
• How can you win their support or manage their
opposition?
14. Key Concerns Record the stakeholder’s most important concerns about the project.
These may be positive drivers for why the stakeholder wants the project to
succeed or perceived negative impacts to be minimised or avoided
Communications
Approach
Monitor, Keep Informed, Keep Satisfied or Manage Closely
Required Level of
Support
High, Medium or Low
Required Action Record any actions that you need the stakeholder to take e.g. to publicly
champion the project or carry out specific tasks.
Sign Off Confirm whether the stakeholder will participate in sign off reviews and has
influence over whether the project is allowed to proceed.
Key Messages Record any messages you will need to convey to the stakeholder to
maintain there support. Typically messages will identify benefits to the
stakeholder or focus on their particular concerns.
Communications Planning Sheet
15. Planning Communication
• Focus on issues that matter
• Choose the right format and
frequency
• Ensure adequate resources
• Provide feedback loops
• Be ready to act - not just PR
• Listen – especially to critics
• Be open and build trust
16. Stakeholder
Group Key Concerns Approach
Required
Support Required Actions
Project
Sponsor
Exchange 2007 solution to be
implemented as quickly as possible to
ease current staff dissatisfaction and
relieve burden on support staff.
Satisfy Medium
To publicly champion the
project and provide funding for
costs.
UoE staff New solution needed as quickly as
possible due to problems with current
system. Use across different
platforms, especially Linux and
mobile devices, not just Blackberry.
Minimise user effort required to move
to new solution.
Satisfy High
To provide user requirements
to inform the project and
ensure the best solution is
delivered. To provide timely
feedback during testing and
immediately following
deployment.
Microsoft Solution meets the requirements and
enhance Microsoft's reputation.
Manage
Closely
High
Advise and participate in the
analysis, design and delivery.
Students How the move will affect students
ability to book time with staff
Inform Low
None
IS ITI
Infrastructure
Storage and back-up implications.
Mail relay implications. Impact on
Exchange architecture. Networking.
M M
To actively participate in the
project.
Communications Planning Sheet (Example)
17. Identify
Stakeholders
Plan Stakeholder
Communication
Engage
Stakeholders
KeyDelive
Stakeholder
Assessment
KeyActivities
Identify stakeholder
groups
Identify individual
stakeholders
representatives for
each groups
Create initial
stakeholder list
Create Stakeholder
Communications
Planning Sheet
Identify engagement
activities
Develop detailed
engagement plans
and timelines
Maintain plan to
support ongoing
engagement
activities
Execute stakeholder
communication plan
Regular checks to
monitor progress
Conduct high-level
stakeholder
assessment
Prioritise
stakeholders for
engagement
Develop stakeholder
map
Stakeholder List Stakeholder
Communications
Planning Sheet
Stakeholder
Communications
Plan
Updated Stakeholder
Communication Plan
Communication and
engagement
activities
Feedback
mechanisms
implemented
Stakeholder Map
Engagement Grid
Updated Stakeholder
List
Stakeholder Engagement Process
20. Background
• Online marketplace for goods and
services
• National eProcurement programme
run by the Scottish Government
• Used in central government, local
government, NHS, higher and
further education
23. Communication
• Needed to actively engage key stakeholders
– Established a communication strategy
• Used a variety of techniques:
– Workshops
– One to one meetings
– Information events
– Dedicated staff e.g. supplier management
24. Challenges – Delivery Partners
• Who…
– Delivery partners
• What…
– Wanted basic implementation
– UoE wanted to add more value
• How…
– Set expectations at start of project
– Maintained focus on added value
25. Challenges - Suppliers
• What…
– Lack of interest
– Why fix what isn’t broken?
• How…
– Dedicated team member
– Regular updates
– Work with other institutions
26. Challenges - Users
• What…
– needed to maintain interest
despite delays
• How…
– Communication
– Focus on benefits
27. Challenges – Software Provider
• What…
– Had to communicate through 3rd
party
• How…
– Established weekly conference
calls
– Highlighted issues to 3rd
party
senior management
28. Outcome
• Successful rollout
• Obtained value added solution
– Integration with the Finance system
– Accessed via EASE single sign on
• Positive feedback from users post
implementation