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CMGT 8602 > Week 8: Planning for Effective Engagement > Flashcards

Week 8: Planning for Effective Engagement Flashcards

1
Q

Stakeholder engagement planning process.

A

01- IDENTIFY (STAKEHOLDER REGISTER)

02 ANALYZE (COMPREHENSIVE UNDERSTANDING OF STAKEHOLDERS)

03 STRATEGIZE (ENGAGEMENT & COMMUNICATION PLAN)

04 ENGAGE (BUILDING RELATIONSHIPS TOWARDS A SUCCESSFUL PROJECT)

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2
Q

Strategize project stakeholders (Engagement & Communication Plan)

A

DETERMINING THE APPROPRIATE LEVELS & METHODS OF ENGAGEMENT

DETERMINING THE RELEVANT INFORMATION TO ISSUE EACH STAKEHOLDER

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3
Q

Stakeholder management plan outcome

A

WITH STAKEHOLDER REGISTER

& COMMUNICATION PLAN

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4
Q

Strategize: Activity Resources

A

STAKEHOLDER REGISTER - PRIORITIZE STAKEHOLDERS

PROJECT DOCUMENTATION

STAKEHOLDERS

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5
Q

Strategize: Task & Tools

A

TECHNICAL & CRITICAL THINKING SKILLS

COMMUNICATION SKILLS

SPECTRUM OF ENGAGEMENT - INTEGRATE INTO PLANS

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6
Q

Strategize Deliverables

A

STAKEHOLDER ENGAGEMENT PLAN

LIST SPECIFIC STAKEHOLDER KEY MESSAGES, METHODS AND FREQUENCY OF COMMUNICATION

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7
Q

Three questions to strategize:

A

WHAT IS THE KEY MESSAGE?

HOW IS THE MESSAGE TO BE ISSUED?

WHEN IS THE MESSAGE TO BE ISSUED?

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8
Q

Both needed for project success.

A

STAKEHOLDER ENGAGEMENT

STAKEHOLDER MANAGEMENT

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9
Q

Stakeholder engagement

A

RELATIONSHIP AND INFLUENCE

RESOURCES RISKS

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10
Q

Stakeholder Management

A

PROCESSES & ORGANIZATION

QUALITY SCOPE

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11
Q

Strategize steps with stakeholder engagement and stakeholder management.

A

CHANGE REQUIREMENTS

PLANNING

PROJECT CONTROL

PROJECT DELIVERY

BUSINESS VALUE

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12
Q

A stakeholder engagement plan:

A

IS DEVELOPED THROUGH THE PROCESSES IN THE STAKEHOLDER ENGAGEMENT PLANNING FRAMEWORK.

THE PURPOSE IS TO ENSURE EXPECTATIONS, DECISIONS, RISKS AND PROJECT PROGRESS INFORMATION IS DELIVER TO THE RIGHT PERSON AT THE RIGHT TIME, WITH THE MOST EFFICIENT AND EFFECTIVE LEVEL OF INFORMATION.

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13
Q

Steps for planning an external engagement guide.

A

STEP 1: UNDERSTAND THE LOCAL CONTEXT

STEP 2: IDENTIFY & ANALYZE YOUR STAKEHOLDERS

STEP 3: DETERMINE KEY MESSAGES

STEP 4: SELECT APPROPRIATE ENGAGEMENT CHANNELS

STEP 5: CREATE AN INTEGRATED IMPLEMENTATION PLAN

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14
Q

Guiding questions for stakeholder identification and analysis:

A

WHAT ARE THE VARIOUS INTERESTS OF STAKEHOLDERS AND WHAT INFLUENCE MIGHT THIS HAVE ON A PROJECT?

WHAT STAKEHOLDERS CAN BEST ASSIST WITH THE EARLY SCOPING OF ISSUES AND IMPACTS?

WHO IS CRITICAL TO ENGAGE WITH FIRST AND WHY?

WHO STRONGLY SUPPORTS OR OPPOSES THE CHANGES THAT A PROJECT WILL BRING AND WHY?

WHICH ARE THE DOMINANT INDUSTRIES COMMERCIAL AND RESIDENTIAL BUILDINGS NEAR PROPOSED PROJECT?

WHAT ARE THE POSSIBLE TRIGGERS AND MOTIVATIONS FOR THEM TO CONNECT TO A DISTRICT ENERGY SYSTEM?

HOW KNOWLEDGEABLE ARE THE POTENTIAL CUSTOMERS IN THESE MARKETS ABOUT DISTRICT ENERGY?

WHO ARE THE KEY DES SERVICE PROVIDERS AND HOW MAY THEY INFLUENCE DES PROJECTS?

WHAT COMMUNITY BASED OR NON-PROFIT ORGANIZATIONS MAY SUPPORT OR OPPOSE A DES PROJECT AND WHY?

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15
Q

Classifying stakeholders:

A

SUPPORTERS

OPPONENTS

UNDETERMINED

OBSERVERS

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16
Q

Prioritizing stakeholders: Y-Axis - Influence power of stakeholders / X-Axis - Interest of stakeholders

A

HIGH - LOW: MEET THEIR NEEDS

ENGAGE & CONSULT ON INTEREST AREA
TRY TO INCREASE LEVEL OF INTEREST
AIM TO MOVE INTO RIGHT HAND BOX (HIGH - HIGH)

HIGH - HIGH: KEY PLAYER

KEY PLAYERS FOCUS EFFORTS ON THIS GROUP
INVOLVE IN GOVERNANCE DECISION MAKING BODIES
ENGAGE & CONSULT REGULARLY

LOW-HIGH: SHOW CONSIDERATION

MAKE USE OF INTEREST THROUGH INVOLVEMENT IN LOW RISK AREAS

POTENTIAL SUPPORTER GOODWILL AMBASSADOR

LOW-LOW: LEAST IMPORTANT

INFORM VIA GENERAL COMMUNICATIONS (NEWSPAPERS, WEBSITES, MAIL SHOTS)
AIM TO MOVE INTO THE RIGHT HAND BOX (LOW-HIGH)

17
Q

The purpose of the Communication Management Plan

A

TO FACILITATE A SUCCESSFUL PROJECT BY ENSURING THE INFORMATION NEEDS OF PROJECT STAKEHOLDERS ARE MET.

18
Q

The Communication Plan

A

ONE OF MANY PROJECT DOCUMENTS TO BE READ AND INTERPRETED HOLISTICALLY TO HELP THE PROJECT TEAM DELIVER A SUCCESSFUL PROJECT BY FOCUSING ON COMMUNICATION.

19
Q

Does not address project controls, financing , design, construction, or other management responsibilities.

A

THE PLAN

20
Q

What is the key message (s) we need to send each stakeholder?

A

PRIORITIZE AND DEFINE RELEVANT INFORMATION.

ENSURE CONSISTENCY, CONTINUITY, AND ACCURACY.

OPPORTUNITY TO MITIGATE CHANGES.

MEASURE, TRACK, AND ACKNOWLEDGE SUCCESSES.

21
Q

The main points of project information you want the stakeholder to understand.

A

KEY MESSAGE:

BRIEF SUMMARIES AND UPDATES THAT CLARIFY THE STATUS ON SPECIFIC ITEMS OF INTEREST.

ENOUGH INFORMATION TO SATISFY, BUT NOT TOO MUCH.

22
Q

How to determine key messages?

A

CONSIDER A.I.M.

A - AUDIENCE - THE SPECIFIC STAKEHOLDER (S)

I - INTERESTS - WHAT IS THEIR INTERESTS?

M - MESSAGE
WHAT IS THE KEY MESSAGE?
WHAT IS THE BEST METHOD TO SEND THE MESSAGE?
WHEN & HOW OFTEN DO WE SEND THE MESSAGE?

23
Q

Spectrum of stakeholder engagement (Pyramid)

A

BASE - INFORM
NEXT - CONSULT
NEXT - INVOLVE
APEX - COLLABORATE

23
Q

Determining key messages:

A

CLEARLY DEFINE THE CONTENT OF THE KEY MESSAGE (S) FOR EACH STAKEHOLDER AS IT RELATES TO THEIR ‘STAKES’ IN THE PROJECT.

DEVELOP CONCISE RESPONSES THAT ADDRESS THEIR ‘STAKES’. ENOUGH INFORMATION, BUT NOT TOO MUCH!

24
Q

Inform (Base)

A

LOWEST LEVEL OF ENGAGEMENT.

HIGH LEVEL INFORMATION.

BALANCED AND OBJECTIVE UPDATES.

TYPICAL MESSAGES: PROJECT OBJECTIVES, SCHEDULE, DELAYS, ISSUES ARISING.

TAILOR MESSAGES TO SPECIFIC STAKEHOLDER GROUPS.

25
Q

Consult (Next to inform)

A

INTENT IS TO OBTAIN FEEDBACK.

DETAILED INFORMATION IN SPECIFIC AREA (S).

ASKING FOR PERSPECTIVE AND EXPLAINING PROJECTS DECISIONS.

STAKEHOLDERS ADD INFORMATION TO DECISION MAKING PROCESS.

TAILOR MESSAGES TO SPECIFIC STAKEHOLDER GROUPS.

26
Q

Involve (Next to consult - 2nd to highest)

A

THE TEAM WORKS DIRECTLY WITH THESE STAKEHOLDERS.

CONTINUE TO LEARN ABOUT THEIR EXPECTATIONS AND INTERESTS, TAKE THEM INTO CONSIDERATION WHEN PLANNING.

TAILOR MESSAGES TO SPECIFIC STAKEHOLDER GROUPS.

27
Q

Collaborate (Apex)

A

THE PROJECT MANAGER WORKS DIRECTLY WITH THESE STAKEHOLDERS.

PARTNERS WITH THEM FOR PROJECT PLANS, DECISION MAKING, AND IDENTIFYING SOLUTIONS.

TAILOR MESSAGES TO SPECIFIC STAKEHOLDER GROUPS.

28
Q

Stakeholder group (Developers)

A

INFORM:
ADS IN TRADE PUBLICATIONS
BROCHURE OF FACT SHEET
NEWSLETTER
SITE TOUR
E-MAIL LIST
INDUSTRY BLOG

CONSULT:
SURVEY
PRESENTATIONS AT PROFESSIONAL ASSOCIATION MEETINGS AND INDUSTRY EVENTS

INVOLVE:
ONE ON ONE MEETING MAKERS OF BUILDING
CAPACITY BUILDING WORKSHOPS
STAKEHOLDER MEETING
ENERGY CENTRE DESIGN CHARRETTE

COLLABORATE:
ADVISORY COMMITTEE TASK FORCE

29
Q

X-Axis (Power) / Y-Axis (Interest) - Low-Medium-High

A

HIGH - HIGH: MANAGE CLOSELY - COLLABORATE
MOST EFFORT HERE
DIRECT PM ENGAGEMENT
RESPOND QUICKLY
CLEAR PLAN
YOU NEED THEIR BUY-IN

LOW-HIGH (X-Y): KEEP INFORMED -INVOLVE
ADVICE ON PROGRESS
COMMUNICATE CHANGES
INFORM ON KEY DECISIONS
EASY TO SPEND TIME HERE
DO NOT (THEY CAN HELP YOU)

HIGH - LOW: KEEP SATISFIED -CONSULT
FOCUSED ATTENTION
CLEAR & CONCISE
BE DILIGENT, CONSISTENT
IF POSITIVE - DRAW ON IT
FATAL IF OVERLOOKED

LOW - LOW: MONITOR - INFORM
COMMUNICATE AS NEEDED
DELEGATE COMMUNICATION
MONITOR FOR STATUS CHANGE
LEAST EFFORT
DANGEROUS IF MISJUDGED

30
Q

Examples of engagement tools

A

INFORM:
FACTSHEETS
EMAIL BULLETINS
MEDIA RELEASES
DEDICATED WEB PAGES ON THE RECBC WEBSITE
WRITTEN REPORTS
CORPORATE DOCUMENTS (ANNUAL REPORT, STRATEGIC PLAN, SERVICE PLAN)

CONSULT:
FOCUS GROUPS
SURVEYS
PUBLIC MEETINGS
MEETINGS WITH SELECTED STAKEHOLDERS
WEBINARS AND OTHER ONLINE FORUMS

INVOLVE:
WORKSHOPS
CONSULTATIVE COMMITTEES
(E.G. RECBC ADVISORY GROUPS)
OTHER ADVISORY COMMITTEES OR GROUPS (SUCH AS THE STANDARD FORMS COMMITTEE)

COLLABORATE:
CONSENSUS BUILDING
PARTICIPATORY DECISION MAKING
PARTNERSHIPS

31
Q

Appropriate Methods of Communication are determined as the project management team:

A

INCORPORATE ORGANIZATIONAL STRATEGIES INTO THEIR PROJECT PLAN

WORKS THROUGH THE STEPS OF THE STAKEHOLDER ENGAGEMENT FRAMEWORK.

COMES TO UNDERSTAND THE SPECIFIC NATURE OF STAKEHOLDERS ON THEIR UNIQUE PROJECT.

CMGT 8602 (8 decks)

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