Stakeholder Management Processes in Projects - Revision history

Tummasm: /* Stakeholder Identification */

2021-02-23T15:08:12Z

Stakeholder Identification

← Older revision		Revision as of 15:08, 23 February 2021
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	==Stakeholder Identification ==		==Stakeholder Identification ==
	[[File: ~~Stakeholder_Analysis_~~.jpg \|400px\|thumb\|right\|top\|Figure 1: Initial Brainstorm of Relevant Stakeholders via a General Meeting <ref name="Identity">Business2Community, Jamie Macdonald ''Stakeholder Identification and Analysis Made Easy for Project Managers'', 2016</ref>]]		[[File:DashboardExample.png]]

	Before the management can begin with multiple processes within a project, an identification is essential. The identification includes an initial brainstorm investigating all stakeholders who are potentially affected by any decision throughout the project. Stakeholders can be businesses, companies, individuals or educational industries; therefore, spending a sufficient amount of time on the identification process is fundamental. The following questions should be asked during the brainstorming session to embark on the identification process <ref name="PMI1">Smith, L. W. (2000). Stakeholder analysis: a pivotal practice of successful projects. Paper presented at Project Management Institute Annual Seminars & Symposium, Houston, TX. Newtown Square, PA: Project Management Institute.</ref>:		Before the management can begin with multiple processes within a project, an identification is essential. The identification includes an initial brainstorm investigating all stakeholders who are potentially affected by any decision throughout the project. Stakeholders can be businesses, companies, individuals or educational industries; therefore, spending a sufficient amount of time on the identification process is fundamental. The following questions should be asked during the brainstorming session to embark on the identification process <ref name="PMI1">Smith, L. W. (2000). Stakeholder analysis: a pivotal practice of successful projects. Paper presented at Project Management Institute Annual Seminars & Symposium, Houston, TX. Newtown Square, PA: Project Management Institute.</ref>:

Fraino12345 at 08:28, 26 February 2019

2019-02-26T08:28:18Z

← Older revision		Revision as of 08:28, 26 February 2019
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	* Introduce multiple key principles and processes for different stakeholder situations		* Introduce multiple key principles and processes for different stakeholder situations

	This article looks into how essential separate stakeholder processes are for projects. Powerful stakeholders can be used in early development of projects or portfolios to improve quality. “''The ability of the project manager to correctly identify and manage these stakeholders in an appropriate manner can mean the difference between success and failure''”. <ref name="PMI">Project Management Institute, ''A Guide to the Project Management Body of Knowledge (PMBOK® Guide), Fifth Edition'', 2013</ref> But, this can only begin once resources and a general understanding of the problem is gained through multiple meetings. Thus anticipation and prediction allows the Stakeholder Manager to plan and support their actions. This article focusses on the stakeholder analysis via Stakeholder Management Processes. Therefore 4 processes are mentioned within this article: Power/Interested Grid, Stakeholder Interest and Impact Table, Salience Model and Organisational Political Map Technique. Nevertheless, topics such as engagement, key principles and effective teamwork regarding Stakeholder Management are mentioned for a clear understanding of the entire process. This can only start through Stakeholder Identification processes.		This article looks into how essential separate stakeholder processes are for projects. Powerful stakeholders can be used in early development of projects or portfolios to improve quality. “''The ability of the project manager to correctly identify and manage these stakeholders in an appropriate manner can mean the difference between success and failure''”. <ref name="PMI">Project Management Institute, ''A Guide to the Project Management Body of Knowledge (PMBOK® Guide), Fifth Edition'', 2013</ref> But, this can only begin once resources and a general understanding of the problem is gained through multiple meetings. Thus anticipation and prediction allows the Stakeholder Manager to plan and support their actions. This article focusses on the stakeholder analysis via Stakeholder Management Processes. Therefore 4 processes are mentioned within this article: Power/Interested Grid, Stakeholder Interest and Impact Table, Salience Model and Organisational Political Map Technique. Nevertheless, topics such as engagement, key principles and effective teamwork regarding Stakeholder Management are mentioned for a clear understanding of the entire process. Improvements of Stakeholder Management Processes are specified for clarification throughout this article. This can only start through Stakeholder Identification processes.

	__TOC__		__TOC__

Fraino12345: /* Stakeholder Engagement */

2019-02-26T08:26:26Z

Stakeholder Engagement

← Older revision		Revision as of 08:26, 26 February 2019
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	According to the European Bank for Reconstruction and Development, Environmental and Social Policy, Stakeholder Engagement is a ''free manipulation, interference, coercion, and intimidation, and conducted on the basis of timely, relevant, understandable and accessible information, in a culturally appropriate format'' <ref name="EU">The European Bank for Reconstruction and Development, Environmental and social Policy, may 2014: Performance Requirement 10 para.5., 2014 </ref> By engaging correctly with all stakeholders in an appropriate matter, it can cut costs, enhance reputation, avoid conflicts, identify risks, manage expectations and improve cooperative policies. In order to engage all stakeholders in the project, the Stakeholder Manager must remember four aspects:		According to the European Bank for Reconstruction and Development, Environmental and Social Policy, Stakeholder Engagement is a ''free manipulation, interference, coercion, and intimidation, and conducted on the basis of timely, relevant, understandable and accessible information, in a culturally appropriate format'' <ref name="EU">The European Bank for Reconstruction and Development, Environmental and social Policy, may 2014: Performance Requirement 10 para.5., 2014 </ref> By engaging correctly with all stakeholders in an appropriate matter, it can cut costs, enhance reputation, avoid conflicts, identify risks, manage expectations and improve cooperative policies. In order to engage all stakeholders in the project, the Stakeholder Manager must remember four aspects:

	'''Time and Resources are Precious''' - To engage with all stakeholders, it takes time to develop trust relationships. They should not be pushed onto stakeholders but rather ~~nutered~~ and fostered. Remember that engaging with stakeholders takes resources such as labour and capital so be concise.		'''Time and Resources are Precious''' - To engage with all stakeholders, it takes time to develop trust relationships. They should not be pushed onto stakeholders but rather nurtured and fostered. Remember that engaging with stakeholders takes resources such as labour and capital so be concise.

	'''High Expectations''' - Stakeholders will start a project with unrealistic high expectations of benefits that may occur. This is known as a blind path. To avoid this, the Stakeholder Manager must engage and outset the project in a clear and mannered way.		'''High Expectations''' - Stakeholders will start a project with unrealistic high expectations of benefits that may occur. This is known as a blind path. To avoid this, the Stakeholder Manager must engage and outset the project in a clear and mannered way.

	'''Participation from Stakeholders''' - Diversity norms can bring stakeholders closer or drive them further apart. Often conflicts arise due to a conflicting cultural community that can ~~jeopardize~~ a project and lead to stakeholders avoiding participation in projects. The Stakeholder Manager ''must'' address these issues prior to the project beginning if possible. Often ''if'' the project does not engage within a stakeholders life, lack of participation will also occur. To avoid this case, interact and challenge stakeholders opinions with feedback from cliental and consultants. Thus, they will feel more involved and participation will increase.		'''Participation from Stakeholders''' - Diversity norms can bring stakeholders closer or drive them further apart. Often conflicts arise due to a conflicting cultural community that can jeopardise a project and lead to stakeholders avoiding participation in projects. The Stakeholder Manager ''must'' address these issues prior to the project beginning if possible. Often ''if'' the project does not engage within a stakeholders life, lack of participation will also occur. To avoid this case, interact and challenge stakeholders opinions with feedback from cliental and consultants. Thus, they will feel more involved and participation will increase.

	From the engagement process, seven key principles should be focused on for a Stakeholder Management within a project.		From the engagement process, seven key principles should be focused on for a Stakeholder Management within a project.

Fraino12345: /* Stakeholder Engagement */

2019-02-26T08:25:51Z

Stakeholder Engagement

← Older revision		Revision as of 08:25, 26 February 2019
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	According to the European Bank for Reconstruction and Development, Environmental and Social Policy, Stakeholder Engagement is a ''free manipulation, interference, coercion, and intimidation, and conducted on the basis of timely, relevant, understandable and accessible information, in a culturally appropriate format'' <ref name="EU">The European Bank for Reconstruction and Development, Environmental and social Policy, may 2014: Performance Requirement 10 para.5., 2014 </ref> By engaging correctly with all stakeholders in an appropriate matter, it can cut costs, enhance reputation, avoid conflicts, identify risks, manage expectations and improve cooperative policies. In order to engage all stakeholders in the project, the Stakeholder Manager must remember four aspects:		According to the European Bank for Reconstruction and Development, Environmental and Social Policy, Stakeholder Engagement is a ''free manipulation, interference, coercion, and intimidation, and conducted on the basis of timely, relevant, understandable and accessible information, in a culturally appropriate format'' <ref name="EU">The European Bank for Reconstruction and Development, Environmental and social Policy, may 2014: Performance Requirement 10 para.5., 2014 </ref> By engaging correctly with all stakeholders in an appropriate matter, it can cut costs, enhance reputation, avoid conflicts, identify risks, manage expectations and improve cooperative policies. In order to engage all stakeholders in the project, the Stakeholder Manager must remember four aspects:

	'''Time and Resources are Precious''' - To engage with all stakeholders, it takes time to develop trust relationships. They should not be pushed onto stakeholders but rather ~~neutered~~ and fostered. Remember that engaging with stakeholders takes resources such as labour and capital so be concise.		'''Time and Resources are Precious''' - To engage with all stakeholders, it takes time to develop trust relationships. They should not be pushed onto stakeholders but rather nutered and fostered. Remember that engaging with stakeholders takes resources such as labour and capital so be concise.

	'''High Expectations''' - Stakeholders will start a project with unrealistic high expectations of benefits that may occur. This is known as a blind path. To avoid this, the Stakeholder Manager must engage and outset the project in a clear and mannered way.		'''High Expectations''' - Stakeholders will start a project with unrealistic high expectations of benefits that may occur. This is known as a blind path. To avoid this, the Stakeholder Manager must engage and outset the project in a clear and mannered way.

Fraino12345: /* Abstract */

2019-02-26T08:24:47Z

Abstract

← Older revision		Revision as of 08:24, 26 February 2019
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	* Introduce multiple key principles and processes for different stakeholder situations		* Introduce multiple key principles and processes for different stakeholder situations

	This article looks into how essential separate stakeholder processes are for projects. Powerful stakeholders can be used in early development of projects or portfolios to improve quality. “''The ability of the project manager to correctly identify and manage these stakeholders in an appropriate manner can mean the difference between success and failure''”. <ref name="PMI">Project Management Institute, ''A Guide to the Project Management Body of Knowledge (PMBOK® Guide), Fifth Edition'', 2013</ref> But, this can only begin once resources and a general understanding of the problem is gained through multiple meetings. Thus anticipation and prediction allows the Stakeholder Manager to plan and support their actions. This article focusses on the stakeholder analysis via Stakeholder Management Processes. Therefore 4 processes are mentioned within this article: Power/Interested Grid, Stakeholder Interest and Impact Table, Salience Model and Organisational Political Map Technique. Nevertheless, ~~all~~ topics regarding Stakeholder Management are mentioned for a clear understanding of the entire process. This can only start through Stakeholder Identification processes.		This article looks into how essential separate stakeholder processes are for projects. Powerful stakeholders can be used in early development of projects or portfolios to improve quality. “''The ability of the project manager to correctly identify and manage these stakeholders in an appropriate manner can mean the difference between success and failure''”. <ref name="PMI">Project Management Institute, ''A Guide to the Project Management Body of Knowledge (PMBOK® Guide), Fifth Edition'', 2013</ref> But, this can only begin once resources and a general understanding of the problem is gained through multiple meetings. Thus anticipation and prediction allows the Stakeholder Manager to plan and support their actions. This article focusses on the stakeholder analysis via Stakeholder Management Processes. Therefore 4 processes are mentioned within this article: Power/Interested Grid, Stakeholder Interest and Impact Table, Salience Model and Organisational Political Map Technique. Nevertheless, topics such as engagement, key principles and effective teamwork regarding Stakeholder Management are mentioned for a clear understanding of the entire process. This can only start through Stakeholder Identification processes.

	__TOC__		__TOC__

Fraino12345: /* Stakeholder Effective Teamwork */

2019-02-25T23:12:30Z

Stakeholder Effective Teamwork

← Older revision		Revision as of 23:12, 25 February 2019
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	As a Stakeholder Manager, working efficiently and effectively on projects is fundamental. The manager is responsible not only for the outcome but for satisfying all relevant parties affected by the process and fallout. According to McIntyre & Salas <ref name="MUCH">Muchinsky, McIntyre & Salas, ''Situation Awareness in Team Performance: Implications for Measurement and Training, Third Edition'', 2006</ref>, there are 5 principles of effective teamwork.		As a Stakeholder Manager, working efficiently and effectively on projects is fundamental. The manager is responsible not only for the outcome but for satisfying all relevant parties affected by the process and fallout. According to McIntyre & Salas <ref name="MUCH">Muchinsky, McIntyre & Salas, ''Situation Awareness in Team Performance: Implications for Measurement and Training, Third Edition'', 2006</ref>, there are 5 principles of effective teamwork.

	[[File:Core.png\|~~300px~~\|thumb\|right\|top\|Figure 6: Effective Teamwork Processes According to PMI <ref name = "PMI"/>]]		[[File:Core.png\|500px\|thumb\|right\|top\|Figure 6: Effective Teamwork Processes According to PMI <ref name = "PMI"/>]]

	1. '''FEEDBACK''' to and from one another		1. '''FEEDBACK''' to and from one another

Fraino12345: /* Stakeholder Effective Teamwork */

2019-02-25T23:12:01Z

Stakeholder Effective Teamwork

← Older revision		Revision as of 23:12, 25 February 2019
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	As a Stakeholder Manager, working efficiently and effectively on projects is fundamental. The manager is responsible not only for the outcome but for satisfying all relevant parties affected by the process and fallout. According to McIntyre & Salas <ref name="MUCH">Muchinsky, McIntyre & Salas, ''Situation Awareness in Team Performance: Implications for Measurement and Training, Third Edition'', 2006</ref>, there are 5 principles of effective teamwork.		As a Stakeholder Manager, working efficiently and effectively on projects is fundamental. The manager is responsible not only for the outcome but for satisfying all relevant parties affected by the process and fallout. According to McIntyre & Salas <ref name="MUCH">Muchinsky, McIntyre & Salas, ''Situation Awareness in Team Performance: Implications for Measurement and Training, Third Edition'', 2006</ref>, there are 5 principles of effective teamwork.

			[[File:Core.png\|300px\|thumb\|right\|top\|Figure 6: Effective Teamwork Processes According to PMI <ref name = "PMI"/>]]

	1. '''FEEDBACK''' to and from one another		1. '''FEEDBACK''' to and from one another
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	5. '''TEAM LEADERSHIP''' affects performance of the team.		5. '''TEAM LEADERSHIP''' affects performance of the team.

	~~[[File:Core.png\|500px\|thumb\|center\|Figure 6: Effective Teamwork Processes According to PMI <ref name = "PMI"/>]]~~

	The principles aforementioned according to McIntyre & Salas ensure a successful project being ran by a Stakeholder Manager. The feedback establishes a flat organisational structure in regards to communication. This asset declares everyones voice to be heard. The willingness to and from stakeholders		The principles aforementioned according to McIntyre & Salas ensure a successful project being ran by a Stakeholder Manager. The feedback establishes a flat organisational structure in regards to communication. This asset declares everyones voice to be heard. The willingness to and from stakeholders

Fraino12345: /* Organisational Political Map Technique */

2019-02-25T23:11:15Z

Organisational Political Map Technique

← Older revision		Revision as of 23:11, 25 February 2019
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	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).



	The diagram shows that if Cal wants a milestone accepted then he should ask Pat and Jack. Whereas Zoe and Matt have a negative relationship so should not work together unless necessary. This tool is powerful tool for understanding the politics behind the company. If a decision is made within that milestone of the project, who is in control of the influence and who is high up in the company and can change this decision. Stakeholder Managers should use this tool in companies which they often do not know well or they want to understand better. Consultants should use this to enable and develop strategies for interacting with all stakeholders and ensuring a desired result is reached.		The diagram shows that if Cal wants a milestone accepted then he should ask Pat and Jack. Whereas Zoe and Matt have a negative relationship so should not work together unless necessary. This tool is powerful tool for understanding the politics behind the company. If a decision is made within that milestone of the project, who is in control of the influence and who is high up in the company and can change this decision. Stakeholder Managers should use this tool in companies which they often do not know well or they want to understand better. Consultants should use this to enable and develop strategies for interacting with all stakeholders and ensuring a desired result is reached.

Fraino12345: /* Organisational Political Map Technique */

2019-02-25T23:11:08Z

Organisational Political Map Technique

← Older revision		Revision as of 23:11, 25 February 2019
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	===Organisational Political Map Technique===		===Organisational Political Map Technique===
	The final analysis which can be used is the Organisational Political Map Technique. It involves analysing who can affect a decision and where they stand within the company. Begin with the identification phase, followed by your overview milestones of the project. Once the milestones are found, stakeholders should be placed into which milestone they influence. Not only for the final decision of the milestone but also for those who influence in a smaller manor. Then 4 steps should be followed:		The final analysis which can be used is the Organisational Political Map Technique. It involves analysing who can affect a decision and where they stand within the company. Begin with the identification phase, followed by your overview milestones of the project. Once the milestones are found, stakeholders should be placed into which milestone they influence. Not only for the final decision of the milestone but also for those who influence in a smaller manor. Then 4 steps should be followed:

			[[File: Politics.png \|300px\|thumb\|right\|top\|Figure 5: Map of Stakeholders and their Relationship within an Organisation <ref name="PMI">Project Management Institute, ''A Guide to the Project Management Body of Knowledge (PMBOK® Guide), Fifth Edition'', 2013</ref>]]

	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.
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	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).

	[[File: Politics.png \|300px\|thumb\|right\|top\|Figure 5: Map of Stakeholders and their Relationship within an Organisation <ref name="PMI">Project Management Institute, ''A Guide to the Project Management Body of Knowledge (PMBOK® Guide), Fifth Edition'', 2013</ref>]]

	The diagram shows that if Cal wants a milestone accepted then he should ask Pat and Jack. Whereas Zoe and Matt have a negative relationship so should not work together unless necessary. This tool is powerful tool for understanding the politics behind the company. If a decision is made within that milestone of the project, who is in control of the influence and who is high up in the company and can change this decision. Stakeholder Managers should use this tool in companies which they often do not know well or they want to understand better. Consultants should use this to enable and develop strategies for interacting with all stakeholders and ensuring a desired result is reached.		The diagram shows that if Cal wants a milestone accepted then he should ask Pat and Jack. Whereas Zoe and Matt have a negative relationship so should not work together unless necessary. This tool is powerful tool for understanding the politics behind the company. If a decision is made within that milestone of the project, who is in control of the influence and who is high up in the company and can change this decision. Stakeholder Managers should use this tool in companies which they often do not know well or they want to understand better. Consultants should use this to enable and develop strategies for interacting with all stakeholders and ensuring a desired result is reached.

Fraino12345: /* Organisational Political Map Technique */

2019-02-25T23:10:55Z

Organisational Political Map Technique

← Older revision		Revision as of 23:10, 25 February 2019
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	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).

	~~An example of the graph created can be seen below. 5 stakeholders (Jack, Pat, Cal, Zoe, Matt) who have a large impact or high position within the company are noted:~~		[[File: Politics.png \|300px\|thumb\|right\|top\|Figure 5: Map of Stakeholders and their Relationship within an Organisation <ref name="PMI">Project Management Institute, ''A Guide to the Project Management Body of Knowledge (PMBOK® Guide), Fifth Edition'', 2013</ref>]]

	[[File: Politics.png \|~~500px~~\|thumb\|~~center~~\|Figure 5: Map of Stakeholders and their Relationship within an Organisation <ref name="PMI">Project Management Institute, ''A Guide to the Project Management Body of Knowledge (PMBOK® Guide), Fifth Edition'', 2013</ref>]]

	The diagram shows that if Cal wants a milestone accepted then he should ask Pat and Jack. Whereas Zoe and Matt have a negative relationship so should not work together unless necessary. This tool is powerful tool for understanding the politics behind the company. If a decision is made within that milestone of the project, who is in control of the influence and who is high up in the company and can change this decision. Stakeholder Managers should use this tool in companies which they often do not know well or they want to understand better. Consultants should use this to enable and develop strategies for interacting with all stakeholders and ensuring a desired result is reached.		The diagram shows that if Cal wants a milestone accepted then he should ask Pat and Jack. Whereas Zoe and Matt have a negative relationship so should not work together unless necessary. This tool is powerful tool for understanding the politics behind the company. If a decision is made within that milestone of the project, who is in control of the influence and who is high up in the company and can change this decision. Stakeholder Managers should use this tool in companies which they often do not know well or they want to understand better. Consultants should use this to enable and develop strategies for interacting with all stakeholders and ensuring a desired result is reached.