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In cooperation with: Partly sponsored by: Project Stakeholder Management Netlipse network meeting Copenhagen, May 7, 2012

Project Stakeholder Management - NETLIPSEnetlipse.eu/media/48359/aagaard - rethink!psm project stakeholder... · An example of sustainable stakeholder project management - Case project:

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In cooperation with: Partly sponsored by:

Project Stakeholder Management

Netlipse network meeting

Copenhagen, May 7, 2012

Rethink!PSM: Research Questions

How can contemporary stakeholder theory contribute to a more comprehensive project stakeholder management in the context of Sustainable Development (SD)?

– to ensure SD in the project

– to ensure SD for the investor organization(s)

– to ensure SD for other stakeholders

How can we use working forms to support a comprehensive project stakeholder management?

What are the potentials and limitations when applying a more comprehensive project stakeholder approach?

Research objectives

Develop a more comprehensive stakeholder

management approach in the context of sustainable

development which considers new insights from

contemporary stakeholder theory.

Develop adequate working forms to support a more

comprehensive project stakeholder management

approach.

Reflect potentials and limitations of the proposed project

stakeholder approach.

Write journal articles as well as PMI manuscript.

Project schedule

Project bar chart 2012 2013

1 2 3 4 5 6 7 8 9 10 11 12 1 2 3 4 5 6 7 8 9 10

1.1 Project Management

1.2 Research approach & planning

1.3 Hypotheses development & focus group

1.4 In depth literature research

1.5 Practice & demonstration case studies

1.6 Further hypotheses development & focus groups

1.7 Further practice & demonstration case studies

1.8 Reflection & finalization models

1.9 Publications & manuscript development

Project team: Rethink!PSM

Martina Huemann, Pernille Eskerod, Claudia Weninger, Annabeth Aagaard

Rethink!PSM

SustPM

PhD Thesis Claudia

Habilitation Martina

Dynamic capabilities

of POC

Gower Book Publication

PSM

Cooperation in multi partner

projects

Energy at Sea

WU Vienna Univ. of Southern Denmark

Case study project 1

Case study project 1

Case study project

??

Other

Stakeholder management in projects

Stakeholder relationships management (SRM) spans a spectrum “from information-based stakeholder involvement to goal-oriented partnerships with key stakeholders” (Steurer et al. 2005).

“Knowledge of which stakeholders possess information that can help resolve a specific issue and which groups should participate in the decision-making process” is critical (Maon et al. 2008: 416).

Sustainable development in projects

Until now, other than the application of selected tools, very limited consideration is given to the SD of projects and programmes (Eid 2009).

SD and projects can be related: SD of companies and also of societies can be managed

by projects. Projects can contribute to their SD. Projects as temporary organizations can themselves

be objects of SD.

10

1. Economic, ecologic, social-oriented

2. Short, mid, long term-oriented

3. Local, regional, global-oriented

4. Values-based

„… a development that meets the needs of the present without compromising the ability of future generations to meet their own needs..“ (Our Common Future. The Report of the World Commission on Environment and Development 1987)

Sustainable Development (SD) Principles (Gareis et al 2012)

Original Stakeholder Definitions

Those groups which make a difference (Thompson, 1967)

Individuals or groups which depend on a given organization to fulfil their personal goals and on whom the organization is depended (Rhenman,1964;1968)

Groups that provide resources to the organization (Keeley, 1978)

Any group or individual who can affect or is affected by the achievement of a organization’s objectives (Freeman, 1984)

Project Stakeholder Definitions in PM standards

PMBOK, PMI (2008): ”Persons and organizations such

as customers, sponsors, the performing organization,

and the public that are actively involved in the project,

or whose interests may be positively or negatively

affected by the execution or completion of the project”

(p. 246)

ICB, IPMA (2006): “People or groups, who are

interested in the performance and or success of the

project, or who are constrained by the project” (p. 42)

PRINCE2 (2009): “Any individual, group or organization

that can affect, be affected by, or perceives itself to be

affected by an initiative programme, project, activity, risk” (p. 313)

Two different approaches (Freeman et al. 2007)

1. Management-of-stakeholders approach • An instrumental approach.

• Stakeholders as means to provide resources.

• A core mgmt. task: Make stakeholders comply to

the organization’s needs.

2. Management-for-stakeholders approach • A normative or ethical approach.

• Stakeholders have legitimate rights regardless of

their power to influence the organization.

• A core mgmt task: To search for win-win

situations.

Managerial dilemma

Strategic choice:

(1) Mgmt.-of-stakeholders: Spend management attention and

resources mainly on a few stakeholders due to their high

harm/help potentials; or

(2) Mgmt.-for-stakeholders: Try to create win-win situations for

all stakeholders.

Dilemma:

Choosing (1) may create disbenefits for some of the

stakeholders e.g. future generations;

while choosing (2) may lead to conflicts and delays => no

benefits for any stakeholders.

.

An example of sustainable stakeholder project

management - Case project: EPC -Wind Park Farm

The project objectives are – designing, manufacturing, transporting, installing and

commissioning 63 wind turbines at 5 sites

– to plan for the maintenance service,

– train the future service personnel of the client and, and organize hand over to the service team

Systemic constellation: work setting

Systemic constellation: Stakeholder analysis

Project Stakeholder Analysis (short- & medium-term)

Stakeholder Group Stakeholder L / R / G

Project Expectations Stakeholder Expectations

Expectation Ec So Ec Expectation Ec So Ec

Other contractors Civil L Basis for partnership x

Avoid problems with local community x

Electrical L

Community City 1 R Clean water x x Job opportunity during project x

City 2 Adequate and healthy food x Cheaper energy x

Acceptance of community x Water and waste solution during project x

Communication (noise etc.) x

Authorities Transport A. R Waste and water solutions x

Working Regulation A.

R Compliance

x

Environmental A.

R Availability

x Compliance

x

x

Police R Availability for transportation Good preparation and planning x

Finance R Implementation of standard x Use a min. of 50% of national companies x

Pay on time x

Transportation supplier

L

On time delivery x

Fixed dates x

Low costs x Payment on time x

Clean road x Support with police

Optimize transport x

Road survey x

Economic Ecologic Social

Project Stakeholder Analysis

Project Stakeholders & SD Principles

Project stakeholder analysis

– includes directly and indirectly effected stakeholders

– considers relationships between the stakeholders

– allows to analyze relevant impacts on different stakeholders

– all stakeholders have the legitimacy to be considered

– may be extended with a risk identification

Project stakeholder management through sustainable

principles require a balance between managing of

stakeholders versus managing for stakeholders.

Focus Group Workshop in Vienna:

Objectives

Introduction of research project: Rethink!PSM

Knowledge co-production of researchers and

practitioners on project stakeholder management in the

context of sustainable development.

Reflection of first working research hypotheses.

Introduction of potential systemic working forms as

candidates for further development.

Establishment of a basis for further cooperation

regarding potential case studies and future focus group

workshops.

Contribution to the research project: Rethink!PSM

Focus Group Workshop in Vienna:

Preliminary findings

The magnitude and size of the stakeholder groups affects the focus of mgt ‘for/of’ stakeholder – larger groups means emphasis on mgt. of stakeholders, and smaller groups imply emphasis on mgt for stakeholders.

Lack of time equals focus on mgt. of stakeholders

More time spent on mgt. for stakeholders in the beginning may reduce the project time, so that the total project become better and shorter in duration

During the project phases the level of mgt. for/of stakeholders change. In planning there is much focus on mgt. of stakeholders, in implementation the focus shifts into mgt. for stakeholders

The level of influence/importance/risk represent criteria for selecting stakeholders into different groups. The different stakeholder groups are the object of different activities and focuses

The project type determines the level/balance of mgt. ‘of/for’ stakeholders

If the scheme is fixed – mgt. of stakeholders is applied

Focus on the stakeholders who can stop the project and involve them in the project group.

Opportunities for participation and collaboration

Our next focus group workshop is at University of Southern

Denmark on September 17-18th 2012

We will attend the next Netlipse meeting in October/November

Interested in participating as a case study and/or in the focus

group workshop?

Please contact Claudia Weninger at [email protected]

or Annabeth Aagaard at [email protected]

Collaboration opportunity: case study partner

Benefits

– Participating in the further development of project stakeholder

management in the context of sustainable development

– Promoting sustainable development within projects

– Contributing to the personnel development regarding

stakeholder management

– Co developing of working forms for a more holistic stakeholder

management, adequate for the case study project and for use in

further project

– Becoming visible as cooperation partner of this research project

– Networking with other case study partner

Case study partner

Contributions

– Representatives of case study partner participating in interviews

and workshops

– Providing relevant documents for a case study (e.g. corporate

sustainability reports, project documentation, stakeholder

analysis, communication plans)

– Providing financial contribution to the research project