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7.stakeholder Management

This document discusses stakeholder management in projects. It defines stakeholders as individuals or groups affected by a project. The project manager's role is to understand stakeholders' expectations and ensure they are met. This involves identifying stakeholders, clarifying their needs which may conflict, and managing perceptions. Stakeholders can help or hinder a project so their power and support levels must be mapped. The document advocates collaborating with rather than just managing stakeholders to gain innovative ideas and competitive advantage.

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177 views12 pages

7.stakeholder Management

This document discusses stakeholder management in projects. It defines stakeholders as individuals or groups affected by a project. The project manager's role is to understand stakeholders' expectations and ensure they are met. This involves identifying stakeholders, clarifying their needs which may conflict, and managing perceptions. Stakeholders can help or hinder a project so their power and support levels must be mapped. The document advocates collaborating with rather than just managing stakeholders to gain innovative ideas and competitive advantage.

Uploaded by

chandanprakash30
Copyright
© © All Rights Reserved
We take content rights seriously. If you suspect this is your content, claim it here.
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Download as PPTX, PDF, TXT or read online on Scribd
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Stakeholder

Management
Dr. Mona N. Shah
Ph.D., MBA., DHL.

Ten views of the same project through the eyes of its


stakeholders

Rationale
Project management, revolves around
understanding and meeting client expectations.
Even the most efficiently completed project will
not count as a success if the client and other
important stakeholders are unhappy with the
results.
Project stakeholders can often exert considerable
influence over the success of the project with
their expertise, political influence, and additional
resources, an essential element of such a plan
will be on how to motivate the client to contribute
to the teams success throughout the life of the
project.
Stakeholders have the power to declare whether
your project was successful or not, hence

Matrix of stakeholder power versus level


of interest

Stakeholders
Project stakeholders are individuals, groups and
organisations who are actively involved in the project,
or whose interests may be positively or negatively
affected as a result of the project. Stakeholders can be
internal or external to the project. Owners and funders,
banks providing capital, senior management,
government agencies and media outlets, individual
citizens, temporary or permanent lobbying
organisations and society at large are all potential
project stakeholders.
The project manager is an important link person
between the different stakeholders, especially between
those who direct the project (the project board) and
those who carry out the activities (the project team).
The people involved in a project and their role vary

Project manager - the individual ultimately responsible for


managing and leading the project to its successful conclusion
Sponsor (or client or owner) - the individual, group or
organisation that provides the financial resources, in cash or in
kind, for the project
Project board (or steering committee) directs the project
on behalf of the sponsor, and makes sure that everything goes
according to plan
Finance providers - provide the finances required by the
project over and above that contributed directly by the client
Project champion - someone who strongly supports the project
and communicates enthusiasm and charisma about it to others
consultant - provides specialist advice, information and
consulting services for a fee
Performing organisation - the organisation or organisations
whose employees are most directly involved in doing the work of
the project
Customer (or end user) - the individuals or organisation who
will use the end product. The terms 'sponsor', 'client' and
'customer' are sometimes used indiscriminately, however,
sponsor and client usually refer to whoever is paying for the

Meeting the needs of the other


stakeholders:
All projects have a client, an end user (who might be different
from the client) and possibly a number of other external
stakeholders (such as suppliers and subcontractors). Such parties
have expectations of the project which the project manager must
seek to meet and it is often the case that they all want something
different.
Establishing who the stakeholders are in a project and what they
really want is never simple. The first thing to do is to ask lots of
questions. People are rarely clear in their first pronouncements
and a good project manager can rapidly build credibility by
helping them to clarify their ideas.
Another aspect of this leadership role is to point out where their
expectations clash with those of others and encourage the parties
to talk to try to resolve areas of conflict.
When developing a new product, for example, reconciling the
expectations of finance directors, design engineers, production
people, marketing and customers involves many leadership skills.

The position/importance matrix for project


stakeholders

Importance of Managing expectations:


There are often many stakeholders in a project and dissatisfied or
disillusioned stakeholders can cause a project to fail. Managing
stakeholder perceptions and expectations is about generating agreement
and harmony between the different views and beliefs held by the
stakeholders. The Critical Considerations box highlights the difficulties of
perception between two married people; how much more difficult for a
project manager to be sure of the thoughts, feelings and attitudes of a
project's stakeholders. When all the stakeholders are 'dancing to the
same tune', the project moves towards a successful outcome. One of the
amazing wonders of nature is the way that insects such as ants, termites,
and
wasps
can create intricate, delicate and wonderfully made structures. These
'projects' are executed successfully despite varying conditions and all
manner of natural obstacles in their way. At each stage in these projects,
hundreds or thousands of 'project participants' seem to know what to do,
when and where; and seem able to make their own micro-contribution fit
within a single overall projects objective.
The Impact of Stakeholders On the project
Once the stakeholders and their expectations have been identified, they
can be organised by mapping them in relation to their likely impact on
the project. For example, it is important to know:
1. whether or not they are likely to support or oppose the project

From Managing to Collaborating with


Stakeholders
Recent research and consulting efforts have focused on changing the
relationship between the project and its stakeholders from
'management' to 'collaboration'. Stakeholder management emphasises
mechanisms of how an organisation can identity, monitor and
respond to its stakeholders. The mechanisms include issue analysis,
consultation, strategic communication and formal contacts. The
impression created here is that managers can direct and control the
interactions with stakeholders, and that the main purpose is to buffer the
organisation or project from negative or challenging stakeholder
activities. In the organisation, the responsibility for stakeholder
management is generally assigned to functional departments rather
than senior managers or executives.
The collaboration approach, on the other hand, focuses on building
stakeholder relationships that are reciprocal, evolving and mutually
defined, and that are a source of opportunity and competitive
advantage. Collaboration is a meta-capability to establish
and maintain relationships which allows the organisation to tap into a
powerful source of creative energy, a large pool of innovative ideas and
a wider network. The goal here is 10 increase the organisation's

Matrix of stakeholder power versus


predictability

End

Amado, M., Ashton, K., Ashton, S., Bostwick, J., Clements, G.,
Drysdale, J., Francis, J., Harrison, B., Nan, V., Nisse, A., Randall, D.,
Rino, J., Robinson, J., Snyder, A., Wiley, D., & Anonymous. (DATE).
Project Management for Instructional Designers. Retrieved from
http://pm4id.org/. Licensed under a Creative Commons
Attribution NonCommercial ShareAlike (BY-NC-SA) license.

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