Stakeholder Management Flashcards
Stakeholder analysis
Stakeholder analysis results in a list of stakeholders and relevant information such as their positions in the organization, roles on the project, “stakes,” expectations, attitudes (their levels of support for the project), and their interest in information about the project.
Interest. A person or group can be affected by a decision related to the project or its outcomes.
Rights (legal or moral rights). Legal rights, such as occupational health and safety, may be defined in the legislation framework of a country. Moral rights may involve concepts of protection of historical sites or environmental sustainability.
Ownership. A person or group has a legal title to an asset or a property.
Knowledge. Specialist knowledge, which can benefit the project through more effective delivery of project objectives, organizational outcomes, or knowledge of the power structures of the organization.
Contribution. Provision of funds or other resources, including human resources, or providing support for the project in more intangible ways, such as advocacy in the form of promoting the objectives of the project or acting as a buffer between the project and the power structures of the organization and its politics.
Stakeholder register
The main output of the Identify Stakeholders process is the stakeholder register. This document contains information about identified stakeholders.
Identification information. Name, organizational position, location and contact details, and role on the project.
Assessment information. Major requirements, expectations, potential for influencing project outcomes, and the phase of the project life cycle where the stakeholder has the most influence or impact.
Stakeholder classification. Internal/external, impact/influence/power/interest, upward/downward/outward/ sideward, or any other classification model chosen by the project manager.
Directions of influence
Directions of influence. Classifies stakeholders according to their influence on the work of the project or the project team itself. Stakeholders can be classified in the following ways:
Upward (senior management of the performing organization or customer organization, sponsor, and steering committee)
Downward (the team or specialists contributing knowledge or skills in a temporary capacity)
Outward (stakeholder groups and their representatives outside the project team, such as suppliers, government departments, the public, end-users, and regulators)
Sideward (the peers of the project manager, such as other project managers or middle managers who are in competition for scarce project resources or who collaborate with the project manager in sharing resources or information).
Power/interest grid, power/influence grid, or impact/influence grid
Power/interest grid, power/influence grid, or impact/influence grid. Each of these techniques supports a grouping of stakeholders according to their level of authority (power), level of concern about the project’s outcomes (interest), ability to influence the outcomes of the project (influence), or ability to cause changes to the project’s planning or execution.
Stakeholder cube
Stakeholder cube. This is a refinement of the grid models previously mentioned. This model combines the grid elements into a three-dimensional model that can be useful to project managers and teams in identifying and engaging their stakeholder community.
Salience model
Salience model. Describes classes of stakeholders based on assessments of their power (level of authority or ability to influence the outcomes of the project), urgency (need for immediate attention, either time-constrained or relating to the stakeholders’ high stake in the outcome), and legitimacy (their involvement is appropriate).
Stakeholder engagement plan
The stakeholder engagement plan is updated regularly to reflect changes to the stakeholder community. Typical trigger situations requiring updates to the plan include but are not limited to:
When it is the start of a new phase of the project;
When there are changes to the organization structure or within the industry
When new individuals or groups become stakeholders, current stakeholders are no longer part of the stakeholder community, or the importance of particular stakeholders to the project’s success changes; and
When outputs of other project process areas, such as change management, risk management, or issue management, require a review of stakeholder engagement strategies.
Stakeholder engagement assessment matrix
A stakeholder engagement assessment matrix supports comparison between the current engagement levels of stakeholders and the desired engagement levels required for successful project delivery.
-Unaware -Resistant -Neutral -Supportive -Leading.
Stakeholder engagement plan
The stakeholder engagement plan is a component of the project management plan that identifies the strategies and actions required to promote productive involvement of stakeholders in decision making and execution. It can be formal or informal and highly detailed or broadly framed, based on the needs of the project and the expectations of stakeholders.
Manage stakeholder engagement involves
Manage Stakeholder Engagement involves activities such as:
Engaging stakeholders at appropriate project stages to obtain, confirm, or maintain their continued commitment to the success of the project
Managing stakeholder expectations through negotiation and communication
Addressing any risks or potential concerns related to stakeholder management and anticipating future issues that may be raised by stakeholders
Clarifying and resolving issues that have been identified.
Communication skills
The methods of communication identified for each stakeholder in the communications management plan are applied during stakeholder engagement management. The project management team uses feedback to assist in understanding stakeholder reaction to the various project management activities and key decisions.
- Conversations; both formal and informal
- Issue identification and discussion
- Meetings
- Progress reporting
- Surveys
