Stakeholder Management for Business Analsyst.pptx

Stakeholder Management for BA

1. Contact Awareness “I’ve heard about the project” 2 3 5 Acceptance “The project is going to happen” 4 Engagement “I want to know more about the project” Understanding 6 Commitment “I want to help make the implementation work” 7 Internalisation “It’s the way we do things here” 1 Level of Commitment Time Stakeholder Management 1 of 18

2. What is Stakeholder Management? 2 of 18 Stakeholder Management is forming and maintaining relationships with stakeholders and influencing them in order to achieve an objective – or at least not undermine it An objective might be identifying new opportunities, winning a bid or delivering a project A Stakeholder is any person or group with interest in or impacted by the objective – either positively or negatively Stakeholder Management is two- way communication and incorporation of feedback to: build and sustain appropriate levels of commitment to the objective identify and mitigate resistance Who are the most important stakeholders? Those who can stop you achieving the objective

3. The Business Network Objective Stakeholder Management Budget Owners Users Partners Account Management Project Delivery Bid Capture Campaign Influence to achieve an objective Gather intelligence to inform a bid Managing stakeholders common to an organisation Delivering a winning bid Delivering a successful outcome Keeping all stakeholders on board Miller Heiman: Economic Buyer 3 of 18

4. When is Stakeholder Management done? 4 of 18 Stakeholder Management starts as soon as the objective is agreed and continues until the objective has been achieved A pre- defined approach should include: A process of stakeholder identification, analysis and on- going monitoring to drive the actions required to build appropriate levels of support and deal with any issues Key messages around business rationale, benefits, transition plans & impacts Stakeholder Management roles and responsibilities

5. Why do Stakeholder Management? 5 of 18 Stakeholders may significantly influence the success or otherwise of achieving the objective Stakeholders will have a variety of understandings, expectations and levels of commitment So it is vital to understand: Who are the interested parties? What is their reaction to the objective? What is their role within the interested community? What are their current and future levels of commitment? What level of power and influence do they have? Who or what influences the stakeholder? Stakeholder Management will enable effective time management

6. Stakeholder Management Process Identify Name each stakeholder and determine their interest in the objective and what information they will require Assess Understand the level of interest, influence and commitment of the stakeholder to appropriately manage them Plan Record the required level of engagement, any change needed and name of the gatekeeper in a Stakeholder Management Plan Create a Stakeholder Map to visualise groupings and relationships Act Engage with stakeholders as planned Regularly review and update the Stakeholder Management Plan 6 of 18

7. Identify Stakeholders 7 of 18 Stakeholders can be individuals, groups, functions or organisations and fall into categories: Those groups or individuals impacted by the objective Those whose involvement is essential Those able to influence the outcome Those who just need to be kept informed requiring communications but not themselves impacted by the objective The Gatekeeper is the main point of contact who will manage each stakeholder All contact should be co- ordinated through the gatekeeper There may other colleagues who play a supporting role It may be necessary or desirable to manage a stakeholder indirectly – perhaps by managing someone who has influence over them

8. Identify Possible Stakeholders Objective Business Development Division Heads Executive Support Groups Engineering Groups Commercial Procurement Executive Requirement Owners Users Business Development Commercial Executive Operational Commercial Standards General Public Lobbyists Groups Internal External Customers Suppliers Partners 8 of 18

9. Assess : Where are they on the Commitment Curve Where they are now Contact Awareness “I’ve heard about the project” 2 3 5 Acceptance “The project is going to happen” 4 Engagement “I want to know more about the project” Understanding 7 Internalisation “It’s the way we do things here” Where we need them in 5 weeks 6 Commitment “I want to help make the implementation work” Where we need them in 3 weeks 1 Level of Commitment Time Visualise where stakeholders are now and where we want to get them to in the future 9 of 18

10. Assess : Analyse for each Stakeholder How are they affected? Impacted – Involved – Influencers – Keep Informed What are the changes they will face? What are the benefits and disadvantages to them? What is their reaction? Supporter – Opponent – Enthusiast – Neutral – Unknown Where are they now on the commitment curve? How do we know? What are our concerns? What are their concerns? What issues do they have? Where do we want them on the commitment curve? How will we know when they are there? What will we be seeing / hearing? What do we need them to do? Do they have any requirements of us? Change Drivers Requirements Concerns Actions How do we get them up the commitment curve? Who owns the actions? When do we need to contact them? What contact has there been to date? Who has been speaking to them? What category stakeholder are they? Light Touch or Firm Control To build commitment and surface resistance in the required timescale 10 of 18

11. Plan : Stakeholder Map Internal Objective Name – Project Manager +5 D H Name – Technical Authority +5 D H Users Customer Gatekeeper User – Function – details +2 U M Prime Gatekeeper P Rime – Prime PM – details +2 D H Name – System Architect +5 D H Gatekeeper Name – Customer PM – details +5 E H Sub Contractors P Rime S Contractor – SC PM – details +2 T M Stakeholder – Title, Location Gatekeeper Stakeholder Template U M +2 11 of 18

12. Plan : Stakeholder Management Plan Stakeholder Analysis Project Name: ProjectID ProjectName Stakeholder Marker(s) & Influencer(s) Change Drivers Rating How Affected Commitment Curve # Buying Influence Name Title Location Role Degree of Influence Mode Gatekeeper (Gatekeeper Supporter) Stakeholder Influencer(s) Key Wins & Results Benefits & Disadvantages -5 to +5 Involve Inform Impacted Influencer Now Desired By When Customer 1 Y I L 2 Y E M Macro to copy selected Stakeholder data (those selected as Buying Influence in column 2) to Miller Heiman (MH) Blue Sheet for Single Sales Objective Analysis Place the Stakeholder on the Commitment Curve Decide how the Stakeholder is affected MH Rating for the Stakeholder +5 (Enthusiastic Advocate) to - 5 (Antagonistic Anti-Sponsor) MH Buying Influence Role E/U/T/C/D/I MH Mode G/T/EK/OC Main Point of Contact MH Wins & Results 12 of 18

13. Plan : Level of Control Firm Control Stakeholders whose engagement requires very tight co- ordination and control Light Touch Stakeholders who don’t require tight control Contact or communication with a Stakeholder where not the Gatekeeper: ASK the Gatekeeper first Contact Process Gatekeeper authorises and provides current status of the relationship from their information and Stakeholder Management Plan Contact the Stakeholder, document any significant outcome and send to Gatekeeper Contact or communication with a Stakeholder where not the Gatekeeper Contact Process Refer to Stakeholder Plan to obtain latest position Optional: Ask Gatekeeper for their view on current status of the relationship Contact Stakeholder and inform Gatekeeper of significant outcomes 13 of 18

14. Plan : Gatekeepers 14 of 18 Lead Stakeholder engagement maintaining an overview of current relationship status Act as the co- ordination point for liaison with Stakeholders, pre- authorising contact with Stakeholders in the Firm Control category Identify and implement the activities necessary to build the required levels of Stakeholder support and buy- in Record all analysis and regularly update the Stakeholder Management Plan to provide a complete history of contacts and significant responses Highlight issues as they arise and identify actions to address them Escalate serious Stakeholder issues & risks as required Communicate consistent, clear and agreed messages

15. Act : Flagging Stakeholders - Examples There are issues or concerns present for which no resolution is currently identified Stakeholder has refused to sign off material Stakeholder has the power to delay the project and is deemed likely to do so Stakeholder is communicating negative messages about the project Stakeholder not at the required point on the commitment curve but unlikely to delay progress Stakeholder raised issues or concerns which are being managed, unresolved to date, but can be resolved Stakeholder not signed- off or seen material on schedule but no reason to believe they will raise issues Insufficient contact to enable Gatekeeper to make reliable status assessment – status unknown Stakeholder has seen and approved all relevant material for the current stage of the project All Stakeholder issues addressed to their satisfaction at this stage Stakeholder at the required point on the commitment curve for this stage of the project 15 of 18

16. Act : Validation & Maintenance 16 of 18 Has the whole lifecycle and every aspect of the programme been considered? e.g. all technical, managerial and organisational impacts All appropriate reporting lines covered for the Stakeholders identified? Avoid ‘black holes’ i.e. ensure an awareness at all appropriate levels Does everyone understand the content of the Stakeholder Management Plan? Is it clear, specific and unambiguous? Actions sufficient to build required commitment and surface resistance in the timescale? How will progress along the commitment curve be measured? What will Stakeholders be saying and doing at each stage? Do the actions focus on priority Stakeholders in relation to timing of impact?

17. Cautions 17 of 18 Stakeholder Management Plan content must comply with Data Protection Legislation Data protection legislation entitles individuals access to information recorded about them Only record fact, not assumptions or perceptions

18. Author Profile After 4 years as an electronics engineer for Siemens, achieving Chartered Engineer, I moved into project management for 14 years, at Siemens and Roke Manor Research. Successfully delivering Roke’s most challenging whole lifecycle product developments on time and under budget led to a role as Director and board member for 6 years. In 2013 I returned to hands- on project management as Programme Director at Cambridge Consultants, founder member of the Cambridge Science Park. In my board role I led a team of 22 Project Managers and 5 Quality Engineers, and ensured Roke’s £79m project portfolio delivered better than budget profit. I set- up and ran a virtual PMO and created REP, the Roke Engineering Process, also managing the engineering tools to support it. Creator of the APM corporate accredited PM Excellence Programme, I chaired a quarterly PM forum to share best practice and built a supportive PM community. I coached seven PMs to RPP, five to PQ, and all passed APMP. These investments in PM professionalism led to a turn- around and annual improvement in project results across a 400 project portfolio and delivered an above budget performance in five consecutive years with profits totalling £7.9m above budget. Passionate advocate of PM professionalism, Fellow of the APM and the IET and author of articles published in Project and PM Today . Professional Development Winning Project Work Planning Estimating Risk Management Earned Value Management Change Control Stakeholder Management 3 Steps to Professional Project Management: Case Study Project Management Topics 18 of 18