Stakeholders Engagement

How do you define a stakeholder?

Who is a Stakeholder?
 Someone who has something to gain or lose through
the outcomes of your program
 Someone who can potentially influence, champion or
block your program’s implementation.
What is Stakeholder Analysis ?

The Stakeholder Analysis is a method for identifying internal and

external stakeholders, their concern and objectives, their potential
influence, and how to deal with them.
Why is it important to work effectively
with your stakeholders?
Managing the stakeholders relationships is an important key in
reaching a successful project outcome.

The analysis is an important part of defining the project purpose,

objectives and success criteria - in general and in respect of the key
stakeholders.

It is important from the perspective of engaging them throughout the

project life cycle to achieve the project objectives.
Management vs Engagement

Stakeholder Management – to control, direct or tell

Stakeholder Engagement – to interact, involve or empower

Stakeholder Engagement

The 4 C’s of engagement:

 Communicate: to proactively share information.
 Consult: to understand and respond to stakeholder concerns.
 Collaborate: to work in partnership with stakeholders ( Any technology
collaboration).
 Co-create: to create innovative solutions.
Co creation
 Why co-creation :
 because of the increasing shift of value from products to experiences, the product centric approach is replaced by a
customer experience approach, where users can become partners of the organisation. This change of perspective,
changes the markets and processes, engaging users who are not seen anymore as preys (an animal hunted or seized
for food,), but are an active part of the innovation process.
 What is Cocreation
 It is a social and participative experience where all key stakeholders are engaged in a constructive
activity to better understand reciprocal points of view and collaboratively create concepts that are
valuable for all parts involved – the organisation,the users, the developers.
 Example: Involvement and constant engagement of customers/designers/mfg engineers/key suppliers in the development of three
seater electric car from the concept development to commercialization
 https://www.youtube.com/watch?v=gMzFcSCxRSs
 https://www.youtube.com/watch?v=5lxu9Zmm1ug&t=37s – multiple products
 Who should facilitate this
 A BA and PM. Therefore, a cocreation workshop should involve a balanced mix of users, designers, the client, to
make the experience productive and time effective.
Stakeholder Engagement Process

IDENTIFY ANALYSE PLAN ENGAGE

How do you identify the stakeholders?
 How to Identify Stakeholders?
 Discussions with the Project sponsor
 Looking at the contract signed
 Looking at the similar projects in the past from Process assets library
 Examples of project stakeholders
 Internal project stakeholders generally include the project sponsor, project
team, support staff, and internal customers for the project. Other internal
stakeholders include top management, other functional managers, and other
project managers
 External project stakeholders include the project’s customers (if they are
external to the organization), competitors, suppliers, and other external
groups that are potentially involved in the project or affected by it, such as
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IDENTIFY
government officials and concerned citizens
Stakeholder Engagement Process

What makes someone a stakeholder?

IDENTIFY
Stakeholder Engagement Process
 Someone who has something to gain or lose through
the outcomes of your program
 Someone who can potentially influence, champion or
block your program’s implementation.

IDENTIFY
Stakeholder Engagement Process

 Who will be impacted by the program?

 Who should contribute towards the outcome?
 Who can champion the program?
 Who will be involved in the program?
 Who is accountable for the program?
 Who may object to the program?

IDENTIFY
Stakeholder Register
 A stakeholder register includes basic information on stakeholders:

 Identification information: The stakeholders’ names, positions,

locations, roles in the project, and contact information
 Assessment information: The stakeholders’ major requirements
and expectations, potential influences, and phases of the project
in which stakeholders have the most interest
 Stakeholder classification: Is the stakeholder internal or external
to the organization? Is the stakeholder a supporter of the project
or resistant to it?

IDENTIFY
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 Sample Stakeholder Register

IDENTIFY
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Stakeholder Engagement Process

 Stakeholders can be rated based on their level of

impact and their level of interest in your program.
 A stakeholder analysis grid is an easy way to categorise
each stakeholder.

ANALYSE
 Stakeholder Engagement Process

•Power is the ability of the

Keep satisfied Manage closely
stakeholder to stop or
change the project.  For

Level of impact (low to high)

(ENGAGE) (COLLABORATE) example, a government
regulatory approval
authority has a very high
level of power.
•Interest is the size of the
Monitor Keep informed
overlap between the
(MAINTAIN (COMMUNICATE) stakeholder’s and the
AWARENESS) project’s goals.  For
example, a landowner
who has a property that
has to be removed to
Level of interest (low to high) make way for a project
has a very high interest.
ANALYSE
Stakeholder Engagement Process
 Information gathered during the identification and
analysis phases can now be used to plan your
engagement activities.
 The purpose of the plan is to define the level of
stakeholder engagement and to proactively manage
these activities.

PLAN
 Stakeholder Engagement Process
Communication Strategies
Keep satisfied (engage) Manage relationship closely
(collaborate)
Share the info reqd Request to champion the
Meet frequently project.
Build good relationship Participate in critical
reviews
Build very healthy
relationship
Monitor Keep informed
Provide the general Provide the specific info
updates Meet as and when required
Meet occasionally
PLAN
Stakeholder Engagement Process
 Ensure you adhere to any existing organisational
policies or protocols.
 Have a methodology that allows you to solve problems
in a systematic and timely way.
 Look for common ground with your stakeholders
 Build partnerships such that everyone can benefit

ENGAGE
Stakeholder Engagement Process
 Make sure every stakeholder has an appropriate way to
participate and offer input.
 Engage stakeholders in a timely manner to avoid last-minute
problems.
 Solicit the help of other stakeholders (champions).
 Sometimes you just cannot agree – an ability to disagree
without damaging relationships is a major asset

ENGAGE
Stakeholder Engagement Process

 Communication needs to be clear and timely so that there can

be no confusion by either party.
 Follow-up with stakeholders, ensure their understanding.
 Ensure roles and responsibilities are clear and documented.

ENGAGE
Questions?
Communications Management
Plan Communications Mgt Manage Communications Monitor Communications

• collect, create, distribute, • ensures that all the

• systematic and
store, retrieve, manage, monitor information needs and
effective plan is
and finally dispose of the requirements of the
developed for the
project information in an project and the involved
activities involved in
appropriate and timely manner stakeholders are met by its
project communication.
• Tools/Technology needed for completion.
• Understand stakeholder
communication are selected • It is performed throughout
requirements
• Performed throughout the the project lifecycle and
• is performed in periodic
project lifecycle helps in optimizing the flow
intervals throughout the
• helps in accommodating the of the information as per
project life cycle.
changing demands and needs of the communication
the stakeholders without management and
 
disrupting the communication stakeholder engagement
flow plan.
Stakeholder Engagement Levels
 Unaware: Unaware of the project and its potential impacts
on them

 Resistant: Aware of the project yet resistant to change

 Neutral: Aware of the project yet neither supportive nor

resistant

 Supportive: Aware of the project and supportive of change

 Leading: Aware of the project

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