3 Stakeholder Planning

7/24/2019 3 Stakeholder Planning

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Stakeholder Analysis and Planning

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Stakeholder Analysis

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Identify each stakeholder's expectation, interests, or winconditions

financial benefits, specific time to market, required functionality,

performance targets, usability, reliability, or other quality

characteristics.

Evaluate how the project will be affected if each interest

is or is not satisfied.

Assess the relative influence each stakeholder has on

the project's decisions. E.g. association of the stakeholders with the members of upper

management


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Where to look for project stakeholders?

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Internal External

Project manager Direct and indirect user classes

Program manager Procuring customers

Product manager Regulatory bodies

Executive sponsor or funding authority Auditors

Project team members, including analysts,

developers, testers, and technical writers

Standards certification bodies

Government agenciesQuality assurance Subcontractors

Infrastructure support staff Prime contractors

Company owners or shareholders Suppliers of materials, information, and

services

Marketing Maintainers or users of related products

Manufacturing Business partners

Finance Venture capitalists

Legal The general public

Sales

User support and help desk staff


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Project Manager

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The person responsible for ensuring that the projectteam completes the project

Responsible for the management of project on a day-to-

day basis for achieving the project objectives

Strive to meet the triple constraint


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Project Team

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They can influence results, but their priorities are not thesame as those of the project.

Possible concerns

Too much other work to do

Can learn something new in the project

Seeking an opportunity to grow their reputation or career

Want to use their efforts on the project to gain a promotion

Project is a stepping stone to more preferred projects


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Project sponsor

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An individual within the organization who has the powerto assign team members, allocate funds, and approve

decisions on the project work.

Monitor the progress of the project from a business

standpoint and ensure that project still meet the businessneeds

Terminate the project if necessary


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Steering committee (Aka. Project authority,

Project board)

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Management representatives and representatives from otherkey stakeholder groups (e.g. users, suppliers)

Project sponsor may chair the steering committee on large projects

Approve project deliverables, help resolve issues and policy

decisions, approve scope changes, and provide direction and

guidance to the project


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Users

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Make use of the facilities of the system in their every daywork

Provides the user requirement for system design and

implementation


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Functional managers

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May have other work to do Frequently are not compensated for their efforts to

support projects

May concern about how much of her staff s time would

be needed on the project.

Matrix Organization

Employees may work in multiple projects

at the same time (Full time/part time) Employees have two supervisors, the

project director/program manager/project

manager and the functional manager


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Public

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Politician, environmentalist, community E.g. Politicians and the community may resist to project

which seeks to move jobs elsewhere


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Positive vs. Negative Stakeholder

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Positive ones will benefit from project implementation,for example their work will become more effective, more

automated, easier, and more fun.

Negative stakeholders will have problems once the

project is implemented. E.g. they will be fired because their job will be done by new

software.


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Meeting Stakeholder expectation

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Examples I expect this project will not interrupt my departments work,

I expect the system will be dramatically improved as a result

of the project.

I expect to receive project update once a month PMs role is to identify stakeholders expectation and seek

to convert as many expectations to requirements as

possible.


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How should we manage the relationships

with the project stakeholders

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When necessary,

make them awareof project success

Relied upon forhelp, guidance and

advise

Communicateperiodically andinform them of

the project status

Use their influence

to get rid of thebarrier and obstacleof the project

Can make big impact to

project success by makingdecisions either to run or

terminate the project


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Involving stakeholders in the project

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Proactively involve the stakeholders in the project Identify requirements

Status reporting

Invite them to project meetings

Project decisions (e.g. establishing the project scope, request

for additional funding or approve project changes) Sign-off for project requirements

Make the stakeholders feel that their needs and concernsare being considered

Enable stakeholders to inform you of potential changes,added risks, and other information Prevent problems later and catch problems before they

become too large.


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Communicating with Stakeholders

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Ask stakeholders their preferred communication methods

Some of the stakeholders may prefer to be called, others may prefer being e-

mailed, some may just want a hard copy of a report

Preferences may change throughout the project and you will need to make

certain that you update your communications management plan

Frequency of communication, information to be communicated,level of details, and who will produce the information

Stakeholder Registers


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Communications Documents

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Status Report Communicate weekly progress of project

Meeting agenda

Meeting Notes

Documentation of what decisions were made and discussiontaken place in the meeting

Important for absent team members

To-do list

Budget

Communicate the financial status of the project

Important for project status


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References

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Information Technology Project Management, 7th Edition Chapter 13