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Stakeholder Analysis and Planning
1
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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?
3
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
4
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
5
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