The document discusses stakeholder management within project management, emphasizing that stakeholders are individuals or organizations significantly affected by a project's execution or completion. It outlines the processes for identifying, classifying, and engaging stakeholders, while also highlighting the importance of effective communication throughout a project's life cycle. Ultimately, successful stakeholder management is presented as crucial for achieving project success.

1. Stakeholders – Can They be
Managed?
The Smarter Everyday project is owned and operated by CTE Solutions Inc.

2. Copyright Information & PMI
Stakeholders – Can They Be Managed? may not be reproduced in whole or in part without the
written authorization of the administrator through CTE Solutions.
Stakeholders – Can They Be Managed? is compliant with the Project Management Institute’s A Guide
to the Project Management Body of Knowledge, 5th Edition, 2013.
Some of the seminar materials are copyrighted by Bates Project Management Inc. for which the
authors have authority to utilize for their use.
The presentation is copyrighted by William S. Bates and Thomas Flynn, 2014 and is on loan for use
by CTE Solutions.
PMBOK is a registered mark of the Project Management Institute, Inc.
Copyright William S. Bates & Thomas Flynn
- All Rights Reserved
2

3. Who Are Project Stakeholders
• “Any person or organization that is actively
involved in a project or whose interests may
be positively or negatively affected by
execution or completion of the project.”
www.projectstakeholder.com
• Stakeholders are always people or are
represented by people

4. Project Management and People
•
People and how they communicate are absolutely key
to the success of initiating, planning and executing
projects
•
Many actors and behind the scenes people are
involved, many of which will be mentioned in this
seminar
•
How well they communicate or not will be telling
Copyright William S. Bates & Thomas Flynn
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4

5. Communications Audiences
•
•
•
•
Executives
$
Sponsor
Finance
•
•
Stakeholders
Clients
Client employees
Internal employees
Interested
organizations
Governments
Media
Other PMs
Functional
Managers
PM
Contractors
Teams
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5

6. Project Planning and Control
Model
Project
Initiation
Update & Detail
Project Scope
Definition
Monitoring &
Control
Updates
Finalize Plan &
Gain Approvals
Stakeholder
Management Happens
Though Out Project
Life Cycle
Other Processes as
required
Risk, Quality,
Human Resources,
Communications,
Procurement,
Stakeholder
Detailed Work
Package Planning
& Estimating
Project
Schedule
Development
Project Budget
Development
Copyright William S. Bates & Thomas Flynn
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6

7. PMBOK® Guide Stakeholder Management
Identify
Stakeholders
Project Planning
Control
Stakeholder
Engagement
Plan
Stakeholder
Management
Manage
Stakeholder
Engagement
Copyright William S. Bates & Thomas Flynn
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7

8. Stakeholder Management Process
Identify
Classify
Needs &
``
Expectations
Influence
Communicate
Evaluate

9. Project Initiation Process
Corporate Planning and
Sales Identify Projects
Initiative
Identification
Project
Planning 
Feasibility
Study/Business
Case Study
Project
Definition
Initial
Project
Charter
Key
Stakeholder
Analysis
Feasibility
Study Plan
From the CORE™
Project Management
Methodology
Y
Study
Report
Approve
Approve
N
Y
Conceptual
Project Plan
N
Archives
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10. Initial Major Stakeholder Analysis
•
Stakeholder Definition
–Individuals or organizations who are impacted by the project or have a major
interest in it
–Both internal & external to the project sponsoring organization
•
Who are some typical major stakeholders at this point?
•
Study Leader should interview stakeholders to determine
–Level of influence
–Needs/requirements
–Expectations
Copyright William S. Bates & Thomas Flynn
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11. Initial Stakeholder Analysis Cont’d.
•
Project manager’s level of influence
Internal Stakeholders
Medium to high
May take direct action to influence
External Stakeholders
Low to medium
Stakeholders can go over PMs head
•
Stakeholder list likely to expand as project planning
proceeds
Copyright William S. Bates & Thomas Flynn
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11

12. Initial Stakeholder Analysis Cont’d.
•
Identify stakeholder attitude to project
Allies
Supportive
Neutral
Reluctant
Opponent
•
Need plans to convert or at least neutralize the bottom two

13. Example Stakeholder Analysis
Date
Jan. 6,
201X
Version No.
Project Name
Project Manager
Project Sponsor
Name
Project No.
Corporate Admin and Sales
Facilities Consolidation Project
Sam Black
Jeanette LaMontagne
Key Stakeholders
Title
Organization
Telephone No.
Telephone No.
Influence
Level
(H,M,L)
H
Mike
Hands, C
CEO,
General Holding
Corporation
Burt
James
President
Microsystems
Networking
H
Hector
McLeod
Managing
Director
Office Systems
Software
H
Sue Moore
President
IT Project
Management
H
905-999-4444
416-666-1023
Need/Requirement
Expectations
That all admin and
sales functions in the
Greater Toronto Area
will be consolidated to;
(1) achieve overhead
cost savings and (2) to
gain better cooperation
between the sales
teams of the subsidiary
companies
That the consolidation
will have minimum
impact on regional sales
and operation as well as
on the staff
That his company
technically leads the
consolidation of office
systems software
requirements on the
project.
That the several major
client projects her
company is involved in
are not impacted.
That this consolidation
will be achieved as
quickly as possible,
say 18 months, and
that it will have a
direct impact on
growing revenues for
the overall
corporation.
Does not want to lose
key staff members
because of the move
and possible impact of
commuting.
That his company will
recognize sales
through the move by
provision of the office
system software.
That her staff is
not disrupted any
more than
necessary by the
move
Recommended
Communication
Event(s)
Project Sponsor meet
monthly to brief CEO
on project status.
PM meet monthly with
key staff to know &
respond to concerns
PM advise Corp. Fin. to
recognize OSS sales
revenues
Proj. Sched.
consider other
projects &
communicate to
Pres.
• Stakeholders almost always high or very high at this stage
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14. Stakeholder Classification Mapping
•
•
•
•
Treats stakeholders as groups
Recognizes various levels of influence & interest
Communicate with the group and not just individuals
–Large program/project may have dozens or hundreds of
stakeholders
–Program/project managers do not get bogged down
communicating with a myriad of individuals, especially during
execution
Create a stakeholder map
Copyright William S. Bates & Thomas Flynn
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15. Stakeholder Group Map
Corporate Admin and Sales Facilities Consolidation Project
Keep Satisfied
- To be determined
Manage Closely
-Mike Hands, CEO
INFLUENCE
-Burt James, Pres. Microsystems
Software
Keep Informed
- Suppliers
Keep Informed +
Two Way
Communication
- Pierre Guy, Pres. Temp Agency
Staffing
INTEREST
Source: www.expertprogrammanagement.com
Copyright William S. Bates & Thomas Flynn
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15

16. Stakeholder Group Definitions
•
Keep Informed Group
Low influence & low interest
Simply need to be kept informed
Group not interested in project benefits
•
Keep Informed plus Two
Way Communication
Group
Low influence & high interest
Motivate with regular communications as
group has significant impact on
completing project
Obtain groups’ feedback & tailor
communications to them
• Keep Satisfied Group
High influence & low interest
• No direct influence on project but could be called
upon when their help is needed
• Possibly devote specific time to this group
• Manage Closely Group
High influence & high interest
Manage relationship with this group
• Meet with group & likely as individuals
• Provide both general & tailored project
communications
Copyright William S. Bates & Thomas Flynn
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17. Stakeholder Engagement
Date
Version No.
Nov. 1, 201x
2
Project Name
Best Home Energy
Project Manager Betty Wiseman
Project Sponsor Irina Gronski
Key Stakeholders
Name
Title
Organization
Project No.
Telephone No.
Telephone No.
Influence
Level
(H,M,L)
27-1x
613-333-8877
613-333-9999
Need/Requirement
Irina
Gronski
ADM
Corporate
Services
Branch
H
A well-defined, consumer
oriented, best cost
approach to alternative
energy for their homes
June May
DG
Research
Services
H
That this initial project will
provide sufficient product
selection information to
create a focused public
awareness campaign
Copyright William S. Bates & Thomas Flynn
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Expectations
That this initial
project will lead DE
to position itself in
order that it can
develop rapidly, an
alternative home
energy policy
To gain alternative
energy product
information to
support the public
awareness
campaign
Updated
Expectation
During Project
Execution
PM meet once a
week rather
original plan of
once a month
Submit draft
information
campaign one
week earlier
17

18. Stakeholder Engagement
•
•
Manage Stakeholder Engagement
Confirm stakeholders’ continued commitment to project
Clarify and resolve issues
Helps to ensure project goals are achieved
Control Stakeholder Engagement
Process of monitoring stakeholder relationships
Adjust plans and strategies for engaging stakeholders
Copyright William S. Bates & Thomas Flynn
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19. Conclusions
• Stakeholders need to be managed
• There is a process to identifying, analyzing
and managing stakeholders
• Good stakeholder management is a key to
project success

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