APPPM 20 - Revision history

Beatrice Chiusi at 14:32, 6 March 2020

2020-03-06T14:32:53Z

← Older revision		Revision as of 14:32, 6 March 2020
Line 66:		Line 66:
	Once the major interests are identified, it is also useful to outline how the project will be impacted if these are or are not met. To align project success criteria with interests, an additional step is to give a rough prioritization of each stakeholder and their accompanying interests. Since not all needs can be met with the same level of intensity or at the same time, a prioritization schema would also be beneficial. Figure 1 provides an example of this information contained in a table adapted from ODA (1995).		Once the major interests are identified, it is also useful to outline how the project will be impacted if these are or are not met. To align project success criteria with interests, an additional step is to give a rough prioritization of each stakeholder and their accompanying interests. Since not all needs can be met with the same level of intensity or at the same time, a prioritization schema would also be beneficial. Figure 1 provides an example of this information contained in a table adapted from ODA (1995).

	'''Political map technique ~~by PMI~~''' [https://www.pmi.org/learning/library/stakeholder-management-strategies-applying-risk-management-7479]		'''Political map technique''' [https://www.pmi.org/learning/library/stakeholder-management-strategies-applying-risk-management-7479]

	Making the decisions requires an understanding of who can affect a decision and where they stand. (DeLuca, 1999) Begin by identifying who is involved in the decision – not just the final decision makers but also those who influence their thinking. A method for understanding and influencing individual decisions within an organization should involve the following steps.		Making the decisions requires an understanding of who can affect a decision and where they stand. (DeLuca, 1999) Begin by identifying who is involved in the decision – not just the final decision makers but also those who influence their thinking. A method for understanding and influencing individual decisions within an organization should involve the following steps.

Beatrice Chiusi at 14:31, 6 March 2020

2020-03-06T14:31:07Z

← Older revision		Revision as of 14:31, 6 March 2020
Line 19:		Line 19:


	'''Stakeholder register by PMI'''[https://ebookcentral-proquest-com.proxy.findit.dtu.dk/lib/dtudk/reader.action?docID=5180851# ]		'''Stakeholder register by PMI''' [https://ebookcentral-proquest-com.proxy.findit.dtu.dk/lib/dtudk/reader.action?docID=5180851# ]

	Stakeholder register is used in identification of key stakeholder or stakeholder groups. It lists the stakeholders by categorising their relationship to the program, their influence, support and other characteristics that would influence the outcome of the program.		Stakeholder register is used in identification of key stakeholder or stakeholder groups. It lists the stakeholders by categorising their relationship to the program, their influence, support and other characteristics that would influence the outcome of the program.
Line 82:		Line 82:
	== ''Engagement'' ==		== ''Engagement'' ==

	'''Engagement assessment matrix by'''		'''Engagement assessment matrix by PMI''' [https://ebookcentral-proquest-com.proxy.findit.dtu.dk/lib/dtudk/reader.action?docID=5180851# ]

	Contrary to many other tools presented here, this one is a dynamic one meaning that it needs to be actualized throughout the project. Its objective is to represent the current situation of the project in term of stakeholder engagement by showing both their desired engagement level and their current one.		Contrary to many other tools presented here, this one is a dynamic one meaning that it needs to be actualized throughout the project. Its objective is to represent the current situation of the project in term of stakeholder engagement by showing both their desired engagement level and their current one.

Beatrice Chiusi at 14:28, 6 March 2020

2020-03-06T14:28:15Z

← Older revision		Revision as of 14:28, 6 March 2020
Line 41:		Line 41:
	The Power-Influence grid is, also, similar to the two previous tools and it helps to categorize project stakeholders by the power and influence they have on the project. By definition, power (on the Y axis) is the level of authority a stakeholder has in the project. While, influence (on the X axis) is the level of involvement the person has.		The Power-Influence grid is, also, similar to the two previous tools and it helps to categorize project stakeholders by the power and influence they have on the project. By definition, power (on the Y axis) is the level of authority a stakeholder has in the project. While, influence (on the X axis) is the level of involvement the person has.

	'''Salience model by ~~PMI~~''' [http://wiki.doing-projects.org/index.php/Stakeholder_analysis]		'''Salience model by WikiArticle''' [http://wiki.doing-projects.org/index.php/Stakeholder_analysis]

	The Salience Model looks at the degree to which managers give priority to the competing stakeholder claims based on assessments of their power, urgency, and legitimacy		The Salience Model looks at the degree to which managers give priority to the competing stakeholder claims based on assessments of their power, urgency, and legitimacy

Beatrice Chiusi at 14:26, 6 March 2020

2020-03-06T14:26:58Z

← Older revision		Revision as of 14:26, 6 March 2020
Line 2:		Line 2:
	== ''Identification'' ==		== ''Identification'' ==

	'''Brainstorming ~~from~~ WikiArticle''' [http://wiki.doing-projects.org/index.php/Effective_Brainstorming]		'''Brainstorming by WikiArticle''' [http://wiki.doing-projects.org/index.php/Effective_Brainstorming]

	Brainstorming is a group creative technique where a group of people meet to generate new ideas and solutions. The strength of Brainstorming is that the participants have the liberty to spread the ideas in a free thinking environment by widening their solution space with the other participants.		Brainstorming is a group creative technique where a group of people meet to generate new ideas and solutions. The strength of Brainstorming is that the participants have the liberty to spread the ideas in a free thinking environment by widening their solution space with the other participants.

Beatrice Chiusi at 14:26, 6 March 2020

2020-03-06T14:26:41Z

← Older revision		Revision as of 14:26, 6 March 2020
Line 14:		Line 14:
	This technique would help in understanding how someone else might handle the situation. What would that individual do to manage the problem we are discussing? How might that person’s approach work?		This technique would help in understanding how someone else might handle the situation. What would that individual do to manage the problem we are discussing? How might that person’s approach work?

	'''The Five Whys''' [https://business.tutsplus.com/articles/top-brainstorming-techniques--cms-27181 19]		'''The Five Whys''' [https://business.tutsplus.com/articles/top-brainstorming-techniques--cms-27181]

	Simply start with a problem you’re addressing by asking questions like “why is this happening?” Once you have some answers, ask “why does this happen?” Continue the process for a few times digging deeper each time until you’ve come to the root of the issue.		Simply start with a problem you’re addressing by asking questions like “why is this happening?” Once you have some answers, ask “why does this happen?” Continue the process for a few times digging deeper each time until you’ve come to the root of the issue.

Beatrice Chiusi at 14:26, 6 March 2020

2020-03-06T14:26:11Z

← Older revision		Revision as of 14:26, 6 March 2020
Line 2:		Line 2:
	== ''Identification'' ==		== ''Identification'' ==

	'''Brainstorming from WikiArticle''' [http://wiki.doing-projects.org/index.php/Effective_Brainstorming ~~Effective Brainstorming by Alexandros Bellos~~]		'''Brainstorming from WikiArticle''' [http://wiki.doing-projects.org/index.php/Effective_Brainstorming]

	Brainstorming is a group creative technique where a group of people meet to generate new ideas and solutions. The strength of Brainstorming is that the participants have the liberty to spread the ideas in a free thinking environment by widening their solution space with the other participants.		Brainstorming is a group creative technique where a group of people meet to generate new ideas and solutions. The strength of Brainstorming is that the participants have the liberty to spread the ideas in a free thinking environment by widening their solution space with the other participants.
Line 14:		Line 14:
	This technique would help in understanding how someone else might handle the situation. What would that individual do to manage the problem we are discussing? How might that person’s approach work?		This technique would help in understanding how someone else might handle the situation. What would that individual do to manage the problem we are discussing? How might that person’s approach work?

	'''The Five Whys''' [https://business.tutsplus.com/articles/top-brainstorming-techniques--cms-27181 19 ~~Top Brainstorming Techniques to Generate Ideas for Every Situation by Lisa Jo Rudy~~]		'''The Five Whys''' [https://business.tutsplus.com/articles/top-brainstorming-techniques--cms-27181 19]

	Simply start with a problem you’re addressing by asking questions like “why is this happening?” Once you have some answers, ask “why does this happen?” Continue the process for a few times digging deeper each time until you’ve come to the root of the issue.		Simply start with a problem you’re addressing by asking questions like “why is this happening?” Once you have some answers, ask “why does this happen?” Continue the process for a few times digging deeper each time until you’ve come to the root of the issue.
Line 27:		Line 27:


	==		== ''Categorization'' ==
	''Categorization'' ==

	'''Power-interest grid''' [https://www.brighthubpm.com/resource-management/80523-what-is-the-powerinterest-grid/ ~~An Overview of the Power Interest Grid for Stakeholder Prioritization by Rupen Sharma~~]		'''Power-interest grid''' [https://www.brighthubpm.com/resource-management/80523-what-is-the-powerinterest-grid/]

	The power-interest grid, is also known as the Power Interest Matrix, it is an easy tool that helps to categorize the project stakeholders according to the power and the interest they have in the project. This matrix represent has in the X axis the interest level, whereas the Y axis represent the power and the authority related to the project , and thanks to it, is possible to determine which stakeholders to manage closely and which stakeholders to put minimum effort in, in a way that allows to channel time and energy on the ones that have the most power and interest in project success.		The power-interest grid, is also known as the Power Interest Matrix, it is an easy tool that helps to categorize the project stakeholders according to the power and the interest they have in the project. This matrix represent has in the X axis the interest level, whereas the Y axis represent the power and the authority related to the project , and thanks to it, is possible to determine which stakeholders to manage closely and which stakeholders to put minimum effort in, in a way that allows to channel time and energy on the ones that have the most power and interest in project success.
Line 39:		Line 38:

	'''Power-Influence grid''' [https://www.brighthubpm.com/resource-management/81140-what-is-the-power-influence-grid-or-matrix/]		'''Power-Influence grid''' [https://www.brighthubpm.com/resource-management/81140-what-is-the-power-influence-grid-or-matrix/]

	The Power-Influence grid is, also, similar to the two previous tools and it helps to categorize project stakeholders by the power and influence they have on the project. By definition, power (on the Y axis) is the level of authority a stakeholder has in the project. While, influence (on the X axis) is the level of involvement the person has.		The Power-Influence grid is, also, similar to the two previous tools and it helps to categorize project stakeholders by the power and influence they have on the project. By definition, power (on the Y axis) is the level of authority a stakeholder has in the project. While, influence (on the X axis) is the level of involvement the person has.

	'''Salience model by PMI''' [http://wiki.doing-projects.org/index.php/Stakeholder_analysis]		'''Salience model by PMI''' [http://wiki.doing-projects.org/index.php/Stakeholder_analysis]

	The Salience Model looks at the degree to which managers give priority to the competing stakeholder claims based on assessments of their power, urgency, and legitimacy		The Salience Model looks at the degree to which managers give priority to the competing stakeholder claims based on assessments of their power, urgency, and legitimacy
	Power is a social factor where the capability of stakeholders to force their desire.		Power is a social factor where the capability of stakeholders to force their desire.
Line 49:		Line 50:

	'''Customer relationship Canvas by Business Model Generation'''		'''Customer relationship Canvas by Business Model Generation'''

	Customer relationships defines the type of relationship a company establishes with its specific customer segments. It is a tool that is used for customer management, sales management, productivity, and more. The goal is to simply Improve business relationships.		Customer relationships defines the type of relationship a company establishes with its specific customer segments. It is a tool that is used for customer management, sales management, productivity, and more. The goal is to simply Improve business relationships.
	Categories of Customer Relationships:		Categories of Customer Relationships:
Line 59:		Line 61:

	'''Interest-impact table''' [https://www.pmi.org/learning/library/stakeholder-analysis-pivotal-practice-projects-8905]		'''Interest-impact table''' [https://www.pmi.org/learning/library/stakeholder-analysis-pivotal-practice-projects-8905]

	To refine the previous stage, the stakeholders should be listed in a table or spreadsheet with their key interests, potential level of impact to the project, and priority in relation to other stakeholders. We want to be careful and outline multiple interests, particularly those that are overt and hidden in relation to project objectives.		To refine the previous stage, the stakeholders should be listed in a table or spreadsheet with their key interests, potential level of impact to the project, and priority in relation to other stakeholders. We want to be careful and outline multiple interests, particularly those that are overt and hidden in relation to project objectives.

Line 64:		Line 67:

	'''Political map technique by PMI''' [https://www.pmi.org/learning/library/stakeholder-management-strategies-applying-risk-management-7479]		'''Political map technique by PMI''' [https://www.pmi.org/learning/library/stakeholder-management-strategies-applying-risk-management-7479]

	Making the decisions requires an understanding of who can affect a decision and where they stand. (DeLuca, 1999) Begin by identifying who is involved in the decision – not just the final decision makers but also those who influence their thinking. A method for understanding and influencing individual decisions within an organization should involve the following steps.		Making the decisions requires an understanding of who can affect a decision and where they stand. (DeLuca, 1999) Begin by identifying who is involved in the decision – not just the final decision makers but also those who influence their thinking. A method for understanding and influencing individual decisions within an organization should involve the following steps.
	1) Rank the stakeholders by their position in the company. Anyone who has a final say in the decision or puts highly sort after resources into the project should be very high.		1) Rank the stakeholders by their position in the company. Anyone who has a final say in the decision or puts highly sort after resources into the project should be very high.
Line 70:		Line 74:
	4) Map the relationship of all stakeholders. Any relationships which are neutral should not be noted; only strong positive (solid line) and strong negative (dashed line).		4) Map the relationship of all stakeholders. Any relationships which are neutral should not be noted; only strong positive (solid line) and strong negative (dashed line).

	~~Figure 1: Map of Stakeholders and their Relationship within an Organisation [1]~~		'''Value proposition Canvas by Business Model Generation'''
	~~The diagram suggests that if Madison wants to gain acceptance of the proposal the path of positive relationships leads to Chris and Pat, asking Chris to influence Pat in favor of the proposal.~~

	~~V'''alue proposition Canvas by Business Model Generation'''~~
	~~Alexander Osterwalder and Yves Pigneur~~
	The value proposition is normally a tool used for business models. But clearly defining it is also important for stakeholder engagement when it comes to the various types of stakeholders (end-users, clients etc.) who are mainly interested in what benefits the company can offer them.		The value proposition is normally a tool used for business models. But clearly defining it is also important for stakeholder engagement when it comes to the various types of stakeholders (end-users, clients etc.) who are mainly interested in what benefits the company can offer them.
	Demonstration of those benefits can be a way to reinforce stakeholder engagement at the later stages of a project.		Demonstration of those benefits can be a way to reinforce stakeholder engagement at the later stages of a project.

	''Engagement''
			== ''Engagement'' ==

	'''Engagement assessment matrix by'''		'''Engagement assessment matrix by'''

	Contrary to many other tools presented here, this one is a dynamic one meaning that it needs to be actualized throughout the project. Its objective is to represent the current situation of the project in term of stakeholder engagement by showing both their desired engagement level and their current one.		Contrary to many other tools presented here, this one is a dynamic one meaning that it needs to be actualized throughout the project. Its objective is to represent the current situation of the project in term of stakeholder engagement by showing both their desired engagement level and their current one.
	The 5 possible levels of engagement range from unaware to leading so that all types of stakeholders can be covered.		The 5 possible levels of engagement range from unaware to leading so that all types of stakeholders can be covered.

	'''''Engagement approaches''''' [https://www.stakeholdermap.com/stakeholder-engagement.html]		'''''Engagement approaches''''' [https://www.stakeholdermap.com/stakeholder-engagement.html]

	Based on their interest and influence in the project, stakeholders can be subject to different engagement approaches.		Based on their interest and influence in the project, stakeholders can be subject to different engagement approaches.
	PARTNERSHIP: the stakeholder shares accountability and responsibility; participates in decision making and actions.		PARTNERSHIP: the stakeholder shares accountability and responsibility; participates in decision making and actions.
Line 91:		Line 96:
	PULL COMMUNICATION: the organization needs information from the stakeholder but it is the stakeholder that decides to answer (web-pages..).		PULL COMMUNICATION: the organization needs information from the stakeholder but it is the stakeholder that decides to answer (web-pages..).

	'''Four types of stakeholder integration'''[https://journals.sagepub.com/doi/10.1177/000765030204100104 ~~Building Mutually Enforcing Relationships~~]		'''Four types of stakeholder integration'''[https://journals.sagepub.com/doi/10.1177/000765030204100104]
	Buffering. The organization creates a network of indirect stakeholders who have a name, function, location and are therefore controllable. They close links together and in this way the organization deals with the uncertainty related to the stakeholders. The stakeholders are represented by the organization on which they have influence but the main organization is still independent in regards to their operational structure.
	Co-optation. When direct stakeholders participate to the technical core of the company through investments, a co-optation strategy helps to reduce the uncertainty of these dependencies. It is a dyadic stakeholder technique which involve partial inglobation of the stakeholders. The organization absorbs new elements in their leadership or in their policy-determining structure.		'''Buffering.''' The organization creates a network of indirect stakeholders who have a name, function, location and are therefore controllable. They close links together and in this way the organization deals with the uncertainty related to the stakeholders. The stakeholders are represented by the organization on which they have influence but the main organization is still independent in regards to their operational structure.
	Mutual learning. A dyadic collaborative process in which the organization shares with the stakeholders their concerns and together they try to find a solution which can be beneficial in terms of stakeholders’ interests.
	Meta-problem solving. Network-level technique used when the stakeholders are not well defined or when stakeholders have different powers and expertises. These stakeholders are integrated into the organization and they combine their resources and perspective into the main organization.		'''Co-optation.''' When direct stakeholders participate to the technical core of the company through investments, a co-optation strategy helps to reduce the uncertainty of these dependencies. It is a dyadic stakeholder technique which involve partial inglobation of the stakeholders. The organization absorbs new elements in their leadership or in their policy-determining structure.

			'''Mutual learning.''' A dyadic collaborative process in which the organization shares with the stakeholders their concerns and together they try to find a solution which can be beneficial in terms of stakeholders’ interests.

			'''Meta-problem solving.''' Network-level technique used when the stakeholders are not well defined or when stakeholders have different powers and expertises. These stakeholders are integrated into the organization and they combine their resources and perspective into the main organization.

Beatrice Chiusi at 14:22, 6 March 2020

2020-03-06T14:22:17Z

← Older revision		Revision as of 14:22, 6 March 2020
Line 1:		Line 1:
	''Identification''
	'''Brainstorming from WikiArticle''' [http://wiki.doing-projects.org/index.php/Effective_Brainstorming]		== ''Identification'' ==

			'''Brainstorming from WikiArticle''' [http://wiki.doing-projects.org/index.php/Effective_Brainstorming Effective Brainstorming by Alexandros Bellos]

	Brainstorming is a group creative technique where a group of people meet to generate new ideas and solutions. The strength of Brainstorming is that the participants have the liberty to spread the ideas in a free thinking environment by widening their solution space with the other participants.		Brainstorming is a group creative technique where a group of people meet to generate new ideas and solutions. The strength of Brainstorming is that the participants have the liberty to spread the ideas in a free thinking environment by widening their solution space with the other participants.

			'''Brain writing'''

	~~Brainstorming Techniques~~		The general principle of this technique is to separate generation of an idea from discussion. It gives every individual more time to think over the idea and write them down. These ideas are then passed to other individuals in the team who use that to develop their own ideas or critique the ideas and this process is repeated for a few minutes.
	~~There~~ are ~~many brainstorming techniques used~~ to ~~analyse~~ a ~~problem~~. ~~Some of the brainstorming techniques used for stakeholder engagement are:~~

	~~Brain writing~~		'''Figuring storming'''
	The general principle of this technique is to separate generation of an idea from discussion. It gives every individual more time to think over the idea and write them down. These ideas are then passed to other individuals in the team who use that to develop their own ideas or critique the ideas and this process is repeated for a few minutes.

	~~Figuring storming~~
	This technique would help in understanding how someone else might handle the situation. What would that individual do to manage the problem we are discussing? How might that person’s approach work?		This technique would help in understanding how someone else might handle the situation. What would that individual do to manage the problem we are discussing? How might that person’s approach work?

	The Five Whys		'''The Five Whys''' [https://business.tutsplus.com/articles/top-brainstorming-techniques--cms-27181 19 Top Brainstorming Techniques to Generate Ideas for Every Situation by Lisa Jo Rudy]

	Simply start with a problem you’re addressing by asking questions like “why is this happening?” Once you have some answers, ask “why does this happen?” Continue the process for a few times digging deeper each time until you’ve come to the root of the issue.		Simply start with a problem you’re addressing by asking questions like “why is this happening?” Once you have some answers, ask “why does this happen?” Continue the process for a few times digging deeper each time until you’ve come to the root of the issue.
	~~https://business.tutsplus.com/articles/top-brainstorming-techniques--cms-27181~~

	'''Stakeholder register'''[https://ebookcentral-proquest-com.proxy.findit.dtu.dk/lib/dtudk/reader.action?docID=5180851#]
			'''Stakeholder register by PMI'''[https://ebookcentral-proquest-com.proxy.findit.dtu.dk/lib/dtudk/reader.action?docID=5180851# ]

	Stakeholder register is used in identification of key stakeholder or stakeholder groups. It lists the stakeholders by categorising their relationship to the program, their influence, support and other characteristics that would influence the outcome of the program.		Stakeholder register is used in identification of key stakeholder or stakeholder groups. It lists the stakeholders by categorising their relationship to the program, their influence, support and other characteristics that would influence the outcome of the program.
Line 25:		Line 27:


	''Categorization''		==
	'''Power-interest grid''' [https://www.brighthubpm.com/resource-management/80523-what-is-the-powerinterest-grid/]		''Categorization'' ==

			'''Power-interest grid''' [https://www.brighthubpm.com/resource-management/80523-what-is-the-powerinterest-grid/ An Overview of the Power Interest Grid for Stakeholder Prioritization by Rupen Sharma]

	The power-interest grid, is also known as the Power Interest Matrix, it is an easy tool that helps to categorize the project stakeholders according to the power and the interest they have in the project. This matrix represent has in the X axis the interest level, whereas the Y axis represent the power and the authority related to the project , and thanks to it, is possible to determine which stakeholders to manage closely and which stakeholders to put minimum effort in, in a way that allows to channel time and energy on the ones that have the most power and interest in project success.		The power-interest grid, is also known as the Power Interest Matrix, it is an easy tool that helps to categorize the project stakeholders according to the power and the interest they have in the project. This matrix represent has in the X axis the interest level, whereas the Y axis represent the power and the authority related to the project , and thanks to it, is possible to determine which stakeholders to manage closely and which stakeholders to put minimum effort in, in a way that allows to channel time and energy on the ones that have the most power and interest in project success.

	'''Influence-impact grid''' [https://www.brighthubpm.com/resource-management/81618-what-is-the-influenceimpact-grid-influenceimpact-matrix/]		'''Influence-impact grid''' [https://www.brighthubpm.com/resource-management/81618-what-is-the-influenceimpact-grid-influenceimpact-matrix/ ]

	The influence-Impact grid model presents a very similar structure compared to the Power-Interest Matrix. It puts the stakeholders in a graph, representing their capability to affect the project compared with their ability to cause changes in the project management and execution, focusing both, on the stakeholders that have the most influence and on the impact they can make on the project success. By definition, Influence is the level of involvement the person has, and impact is the ability of the stakeholder to bring out a desired change.		The influence-Impact grid model presents a very similar structure compared to the Power-Interest Matrix. It puts the stakeholders in a graph, representing their capability to affect the project compared with their ability to cause changes in the project management and execution, focusing both, on the stakeholders that have the most influence and on the impact they can make on the project success. By definition, Influence is the level of involvement the person has, and impact is the ability of the stakeholder to bring out a desired change.

Beatrice Chiusi at 14:16, 6 March 2020

2020-03-06T14:16:31Z

← Older revision	Revision as of 14:16, 6 March 2020
Line 1:	Line 1:
		''Identification''
		'''Brainstorming from WikiArticle''' [http://wiki.doing-projects.org/index.php/Effective_Brainstorming]
		Brainstorming is a group creative technique where a group of people meet to generate new ideas and solutions. The strength of Brainstorming is that the participants have the liberty to spread the ideas in a free thinking environment by widening their solution space with the other participants.


		Brainstorming Techniques
		There are many brainstorming techniques used to analyse a problem. Some of the brainstorming techniques used for stakeholder engagement are:

		Brain writing
		The general principle of this technique is to separate generation of an idea from discussion. It gives every individual more time to think over the idea and write them down. These ideas are then passed to other individuals in the team who use that to develop their own ideas or critique the ideas and this process is repeated for a few minutes.

		Figuring storming
		This technique would help in understanding how someone else might handle the situation. What would that individual do to manage the problem we are discussing? How might that person’s approach work?

		The Five Whys
		Simply start with a problem you’re addressing by asking questions like “why is this happening?” Once you have some answers, ask “why does this happen?” Continue the process for a few times digging deeper each time until you’ve come to the root of the issue.
		https://business.tutsplus.com/articles/top-brainstorming-techniques--cms-27181

		'''Stakeholder register'''[https://ebookcentral-proquest-com.proxy.findit.dtu.dk/lib/dtudk/reader.action?docID=5180851#]

		Stakeholder register is used in identification of key stakeholder or stakeholder groups. It lists the stakeholders by categorising their relationship to the program, their influence, support and other characteristics that would influence the outcome of the program.


		Stakeholder register is a dynamic document which has to be updated by the program manager as the program evolves and can be used easily for the reference in reporting, distributing program deliverables, and for providing formal and informal communications.


		''Categorization''
		'''Power-interest grid''' [https://www.brighthubpm.com/resource-management/80523-what-is-the-powerinterest-grid/]
		The power-interest grid, is also known as the Power Interest Matrix, it is an easy tool that helps to categorize the project stakeholders according to the power and the interest they have in the project. This matrix represent has in the X axis the interest level, whereas the Y axis represent the power and the authority related to the project , and thanks to it, is possible to determine which stakeholders to manage closely and which stakeholders to put minimum effort in, in a way that allows to channel time and energy on the ones that have the most power and interest in project success.

		'''Influence-impact grid''' [https://www.brighthubpm.com/resource-management/81618-what-is-the-influenceimpact-grid-influenceimpact-matrix/]
		The influence-Impact grid model presents a very similar structure compared to the Power-Interest Matrix. It puts the stakeholders in a graph, representing their capability to affect the project compared with their ability to cause changes in the project management and execution, focusing both, on the stakeholders that have the most influence and on the impact they can make on the project success. By definition, Influence is the level of involvement the person has, and impact is the ability of the stakeholder to bring out a desired change.

		'''Power-Influence grid''' [https://www.brighthubpm.com/resource-management/81140-what-is-the-power-influence-grid-or-matrix/]
		The Power-Influence grid is, also, similar to the two previous tools and it helps to categorize project stakeholders by the power and influence they have on the project. By definition, power (on the Y axis) is the level of authority a stakeholder has in the project. While, influence (on the X axis) is the level of involvement the person has.

		'''Salience model by PMI''' [http://wiki.doing-projects.org/index.php/Stakeholder_analysis]
		The Salience Model looks at the degree to which managers give priority to the competing stakeholder claims based on assessments of their power, urgency, and legitimacy
		Power is a social factor where the capability of stakeholders to force their desire.
		Legitimacy is the assessment of their involvement in the project's decisions based on social norms, beliefs and definitions.
		Urgency is how fast the stakeholder has the necessity for immediate actions.
		If the stakeholder is one out of three of the factors, this is known as a latent stakeholder, making them low on the salience scale (1, 2, 3 in figure). If they have two attributes, the stakeholders are known as expectants (4, 5, 6 in figure). These are medium on the salience scale. If the stakeholder has power, legitimacy and urgency they are a definitive stakeholder with the highest salience (7 in figure).

		'''Customer relationship Canvas by Business Model Generation'''
		Customer relationships defines the type of relationship a company establishes with its specific customer segments. It is a tool that is used for customer management, sales management, productivity, and more. The goal is to simply Improve business relationships.
		Categories of Customer Relationships:
		Personal Assistance
		Dedicated Personal Assistance
		Self-Service
		Automated Services
		Communities
		Co-Creation

		'''Interest-impact table''' [https://www.pmi.org/learning/library/stakeholder-analysis-pivotal-practice-projects-8905]
		To refine the previous stage, the stakeholders should be listed in a table or spreadsheet with their key interests, potential level of impact to the project, and priority in relation to other stakeholders. We want to be careful and outline multiple interests, particularly those that are overt and hidden in relation to project objectives.

		Once the major interests are identified, it is also useful to outline how the project will be impacted if these are or are not met. To align project success criteria with interests, an additional step is to give a rough prioritization of each stakeholder and their accompanying interests. Since not all needs can be met with the same level of intensity or at the same time, a prioritization schema would also be beneficial. Figure 1 provides an example of this information contained in a table adapted from ODA (1995).

		'''Political map technique by PMI''' [https://www.pmi.org/learning/library/stakeholder-management-strategies-applying-risk-management-7479]
		Making the decisions requires an understanding of who can affect a decision and where they stand. (DeLuca, 1999) Begin by identifying who is involved in the decision – not just the final decision makers but also those who influence their thinking. A method for understanding and influencing individual decisions within an organization should involve the following steps.
		1) Rank the stakeholders by their position in the company. Anyone who has a final say in the decision or puts highly sort after resources into the project should be very high.
		2) Rank their ability to influence all decisions within the milestones.
		3) Graph these two factors against each other (Influence vs Position) to illustrate which stakeholders have the largest stake in the project.
		4) Map the relationship of all stakeholders. Any relationships which are neutral should not be noted; only strong positive (solid line) and strong negative (dashed line).

		Figure 1: Map of Stakeholders and their Relationship within an Organisation [1]
		The diagram suggests that if Madison wants to gain acceptance of the proposal the path of positive relationships leads to Chris and Pat, asking Chris to influence Pat in favor of the proposal.

		V'''alue proposition Canvas by Business Model Generation'''
		Alexander Osterwalder and Yves Pigneur
		The value proposition is normally a tool used for business models. But clearly defining it is also important for stakeholder engagement when it comes to the various types of stakeholders (end-users, clients etc.) who are mainly interested in what benefits the company can offer them.
		Demonstration of those benefits can be a way to reinforce stakeholder engagement at the later stages of a project.

		''Engagement''
		'''Engagement assessment matrix by'''
		Contrary to many other tools presented here, this one is a dynamic one meaning that it needs to be actualized throughout the project. Its objective is to represent the current situation of the project in term of stakeholder engagement by showing both their desired engagement level and their current one.
		The 5 possible levels of engagement range from unaware to leading so that all types of stakeholders can be covered.

		'''''Engagement approaches''''' [https://www.stakeholdermap.com/stakeholder-engagement.html]
		Based on their interest and influence in the project, stakeholders can be subject to different engagement approaches.
		PARTNERSHIP: the stakeholder shares accountability and responsibility; participates in decision making and actions.
		PARTICIPATION: the stakeholder is part of the team and has tasks concerning a particular activity but limited responsibility.
		CONSULTATION: the organization provides information and asks questions the stakeholder provides answers in turn; low responsibility and influence.
		PUSH COMMUNICATION: the organization asks question and the stakeholder answers. The communication channel is direct (emails, letters..) and the stakeholder is a specific group.
		PULL COMMUNICATION: the organization needs information from the stakeholder but it is the stakeholder that decides to answer (web-pages..).

		'''Four types of stakeholder integration'''[https://journals.sagepub.com/doi/10.1177/000765030204100104 Building Mutually Enforcing Relationships]
		Buffering. The organization creates a network of indirect stakeholders who have a name, function, location and are therefore controllable. They close links together and in this way the organization deals with the uncertainty related to the stakeholders. The stakeholders are represented by the organization on which they have influence but the main organization is still independent in regards to their operational structure.
		Co-optation. When direct stakeholders participate to the technical core of the company through investments, a co-optation strategy helps to reduce the uncertainty of these dependencies. It is a dyadic stakeholder technique which involve partial inglobation of the stakeholders. The organization absorbs new elements in their leadership or in their policy-determining structure.
		Mutual learning. A dyadic collaborative process in which the organization shares with the stakeholders their concerns and together they try to find a solution which can be beneficial in terms of stakeholders’ interests.
		Meta-problem solving. Network-level technique used when the stakeholders are not well defined or when stakeholders have different powers and expertises. These stakeholders are integrated into the organization and they combine their resources and perspective into the main organization.

Yao Xu: Blanked the page

2020-02-11T10:34:57Z

Blanked the page

← Older revision		Revision as of 10:34, 11 February 2020
Line 1:		Line 1:
	~~qqq~~

Yao Xu: Created page with "qqq"

2020-02-11T10:34:29Z

Created page with "qqq"

New page

qqq