C E 7 0 1 1 : S TA K E H O L D E R M A N A G E M E N T
D R . B U K U N M I O G U N S A N YA
L E C T U R E O V E RV I E W
This session is an overview of stakeholders and their importance
during the lifecycle of construction and engineering projects,
specifically:
•
Who are the stakeholders?
•
Why manage stakeholders?
•
How can we interpret stakeholder drivers?
OUTLINE
• Definition of stakeholders
• Key Stakeholders – Internal & External
• Identify Stakeholders & Process
• Analyse Stakeholders
• Prioritise Stakeholders
• Engage Stakeholders
• Communicating
• Managing Expectations
W H O A R E T H E S TA K E H O L D E R S ?
Anyone who can ruin my day” (XYL Ltd Leader)
“
“Anyone that can affect or is affected by what you are trying to achieve”*
• any individual or group of individuals that are directly or indirectly impacted by an entity or a task.
• More specifically, the term project stakeholder refers to any individual or group of individuals that
are directly or indirectly impacted by a project.
• Stakeholders can be internal or external to the project team or they can be internal or external to
the project scope.
K E Y S TA K E H O L D E R S
• Vary with the project type
• Depend on type of contract
• Project complexity level
• The number of key stakeholders, their roles, and communication structure are
subject to change
• Each delivery stage of the project is led by a specific stakeholder and assisted by
others
S TA K E H O L D E R S M A N A G E M E N T
W H AT
IS
A
S TA K E H O L D E R
MAN AGE ME N T
S T R AT E G Y ?
A stakeholder management strategy is a plan to identify, engage, and
monitor internal and external stakeholders.
An effective stakeholder management strategy aims to build positive
relationships with stakeholders, address their concerns and needs, and
ensure that their perspectives are considered well in the decisionmaking processes.
S TA K E H O L D E R M A N A G E M E N T P R O C E S S
• Identify
• Analyse
• Prioritise
• Engage
• Communicate often
IDENTIFY
Consider those who have the ability to:
•
impact your project
•
enhance your project (SMEs)
•
slow down your projects (e.g., teams or
groups you depend on)
•
remove impediments
•
lead opinions
•
facilitate the change resulting from
your project
•
provide “a voice of reason”
C O N S T R U C T I O N P RO J E C T S TA K E H O L D E R S
A N A LY S E T H E S TA K E H O L D E R S
What is Stakeholder Analysis?
“The identification of stakeholder groups, their interest levels, and their ability to influence the project
or programme” (APM, 2023).
The analysis provides answers to the following questions:
•
Who are the most important stakeholders?
•
What is the stakeholders’ knowledge of the project?
•
How will the stakeholder groups be impacted by the project?
•
What are the stakeholders’ positions in the project?
•
What do the stakeholders see as possible advantages or disadvantages of the project?
•
Which stakeholders might form alliances?
•
Which stakeholders need to be closely monitored?
•
Which stakeholders could jeopardize the project?
Analyse Stakeholders (a)
From a construction project
perspective:
Designer
Delivery
Team
Funder
Internal
Client
End
User
Analyse Stakeholders (b)
From a construction project
perspective:
Councils
Planners
Regulatory
External
Neighbours
Utility Co
PRIORITISE STAKEHOLDERS
Prioritising stakeholders is like grooming a backlog: it happens continuously
Considerations:
• Influence (not just power)
• Interest/availability
• Attitude
And also...
• Time value (needed this sprint? This
release?)
P R I O R I T I S E S TA K E H O L D E R S
Stakeholder Map
Provides a framework for managing stakeholders based on
interest and influence
High
•
Y-axis sometimes labeled “Power”
Keep
Satisfied
Actively
Engage
Monitor
Keep
Informed
(but can be a charged term)
•
X-axis sometimes just labelled
“Interest” (but who likes to be
thought of as disinterested?)
Low
Low
High
Interest / Availability
Stakeholder Map
High influence / High interest
•
Business owners and others with
significant decision-making
authority
•
Typically easy to identify
•
Can kill, sustain, or nurture the
project
•
They’re typically easy to actively
engage. Set up consistent touch
points
High
Keep
Satisfied
Actively
Engage
Monitor
Keep
Informed
Low
Low
High
Interest / Availability
Stakeholder Map
High influence / Low interest
•
Those with significantly decisionmaking authority
•
Lacks the availability or interest to
be actively engaged
•
It is usually difficult to have
consistent touch points. Do
whatever is needed to keep them
satisfied.
High
Keep
Satisfied
Actively
Engage
Monitor
Keep
Informed
Low
Low
High
Interest / Availability
Stakeholder Map
Low influence / High interest
•
May be impacted by the project but
have little influence
•
May want more of your time than
you can give
•
Find efficient ways to
communicate and keep them
informed
•
Email updates
•
Presentations
•
Publicity campaigns
High
Keep
Satisfied
Actively
Engage
Monitor
Keep
Informed
Low
Low
High
Interest / Availability
Stakeholder Map
Low influence / Low interest
•
They aren’t (and don’t expect to
be) significantly involved
•
They may not even be aware of
your project... and may not want
another email in their inbox!
•
Know who they are
•
Monitor them and be aware if they
move into other quadrants
High
Keep
Satisfied
Actively
Engage
Monitor
Keep
Informed
Low
Low
High
Interest / Availability
Engaging Stakeholders
Now that we’ve identified our stakeholders, we need to define
how we’ll be interacting with them
• Determine your touchpoints:
•
One-on-one conversations
•
Standing meetings
•
Scrum ceremonies
•
Workshops
• Define the objectives
• Set the frequency
Stakeholder engagement is the systematic identification, analysis, planning, and
implementation of actions designed to influence stakeholders (Association for
Project Management, 2023).
TOWARDS THE APPROPRIATE COMMUNICATION STRATEGY
Identify
Obstacles and
Opportunities
Understand
appetite for
risk
Know when to
communicate
Develop
appropriate
relationships
Develop an
appropriate
communication
strategy
EXECUTING THE PLAN
Who
Who tracks each stakeholder, who should they hear
it from, whom to ‘leverage’
What
What information do they need or want, what do we
need from them, what should not be given
When
When, how frequently, and how much time should
be devoted to stakeholder management
How
Face to face, phone, press releases, stakeholder
events?
Why manage stakeholders?
The Iceberg concept
Rational Interests
Social Interests
Personal Interests
Use trade-off methodology, it has always worked
Sample Stakeholder Management Plan for product development
A stakeholder map can drive the type and frequency of interactions,
e.g., one-on-one conversations, invitations to ceremonies/events, and workshops
Role
Person/Group
Samples – Engagement Methods / Frequency
Business
Owner
Bob Ollis
• One-on-one meetings to discuss vision, roadmap, and features prior to each release planning
meeting
• Attendance at requirements workshops as needed
• Attendance at the release planning meeting
• Attendance at the PSI Inspect & Adapt workshop
• Email communication when program scope is at risk
Major
Stakeholder
Mary Smith
• Attendance at discover workshops
• Preview of the prioritized backlog prior to the release planning meeting
• Attendance at the PSI Inspect & Adapt workshop as needed
• Attendance at the system sprint demo
• Attendance at the team sprint demo (optional)
• Email communication when sprint or program scope is at risk
Minor
Stakeholder
Mike Schnitzel
Subject Matter
Expert
Sam M. Edwards
• Email updates as needed
• Attendance at requirements workshops as needed
• Pulled into sprint ceremonies as needed
• Pulled into individual or group SME meetings as needed
Read more - www.agilealliance.co.uk/stakeholdermanagementframework
W H Y S H O U L D W E M A N A G E S TA K E H O L D E R S E F F E C T I V E LY ?
• It helps to identify project risks and opportunities to improve decision-making
• It helps to manage stakeholder risk to secure social acceptance.
• Helps to better address stakeholder needs to build more positive relationships
• It helps to improve trust among key stakeholders, thus smoothing the way for future projects.
• It is often a requirement of key external stakeholders.
DO & DON’T
Do
•
•
•
•
•
•
Consider carefully what “success” is
Quantify attitudes
Have a strategy (and adopt it)
Identify and map the stakeholders
Expect frustration & persist
Communicate….lots
Don’t
•
•
•
•
Make assumptions
Change the plan based on stakeholder pressure
Think that what you say is what stakeholders hear
Underestimate the amount of time that stakeholder management takes.
C A S E S T U DY
THE HS2 PROJECT
What is HS2 - HS2?
CLA SS ACTIVITY
- IDENTIFY THE KEY STAKEHOLDERS ON
THE HS2 PROJECT – in groups of 10 each
- GENERATE THE STAKEHOLDERS MAPPING
DIAGRAM
Internal Stakeholders
External Stakeholders
Demand Side
Private
Supply Side
·
Local Residents
·
Local businesses and
landowners
·
·
Department for
Transport (sponsor)
·
·
British
Government
·
Allan Cook,
Chairman HS2 Ltd
Engineers
Contractors
·
Material
Suppliers
·
Railway
Industry
Association
·
Staff
Public
·
Special interest groups
·
Environmentalists
·
Conservationists
·
Archaeologists
·
Other Rail networks
·
Transport businesses
·
Taxpayers
·
Local Councils
·
Regulatory
Agencies
·
Newspapers
/media
·
European Rail
Freight Association
Stakeholder mapping for the HS2 project
HS2 Stakeholder Analysis – Hunter & Spark (wordpress.com)
QUESTIONS
THANK YOU
FOR COMING