Stakeholder Analysis and
Communication Planning
Chapter 5
Contemporary Project Management
Kloppenborg
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to a publicly accessible website, in whole or in part.
Chapter
Vignette
The Built-Green Home
• The highest three-star level and largest Built
Green-certified community in Washington State
• A large component of Nunes’ vision centered on
education
• Required careful selection of the right steering
committee
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to a publicly accessible website, in whole or in part.
Chapter
Vignette
The Built-Green Home
• Steering committee that large enough to
represent the diverse group of stakeholders but
small enough to be effective.
• Project managers who are able to manage
stakeholder expectations and communications
enhance the prospects of completing their
projects successfully.
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to a publicly accessible website, in whole or in part.
At the end of this chapter…
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Enumerate and describe project stakeholders
How to build project relationships
Understand the project communications plan
Develop a project communications plan
Facilitate project meetings
Understand communication challenges
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to a publicly accessible website, in whole or in part.
Project Selection, Prioritization,
and Initiation
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to a publicly accessible website, in whole or in part.
Develop the Project Management Plan
• The basis for executing, monitoring, controlling
and closing all project work
• Develop the outline of a project management
plan
• Use project initiation documentation
Project management plan – “a formal, approved document
that defines how the project is executed, monitored, and
controlled…” PMBOK® Guide
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to a publicly accessible website, in whole or in part.
Start Developing the Project Plan
• Relationship building and detailed planning
occur simultaneously
• Plans include:
communications
scope
schedule
budget
resources
risk
quality
Plan communications– “the process of determining project
stakeholder information needs and defining a
communications approach.” PMBOK® Guide
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to a publicly accessible website, in whole or in part.
The Communications Management Plan
• Communication needs and expectations
• The who, what, where, when, and how
Communications management plan – “the document that
describes: the communication needs and expectations for
the project; how and in what format information will be
communicated; when and where each communication will
be made; and who is responsible for providing each type of
communication.” PMBOK® Guide
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to a publicly accessible website, in whole or in part.
The Project Management Plan
• Formally approved
• Updated/revised by formally approved changes
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to a publicly accessible website, in whole or in part.
Determinants of Project Success
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to a publicly accessible website, in whole or in part.
Understand the Stakeholders
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Multiple users with different requirements
May not know what they want
May not be the actual user
Unreasonable requests
Stakeholders other than the users
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to a publicly accessible website, in whole or in part.
PMs Stakeholder Responsibility
• Understand the stakeholders
• Build relationships with stakeholders
• Develop a communications plan for dealing with
stakeholders
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to a publicly accessible website, in whole or in part.
Identify Stakeholders
• Who will use or be affected by the result of a
project?
• Are stakeholders internal or external?
Identify stakeholders – “the process of identifying all people
or organizations impacted by the project, and documenting
relevant information regarding their interests, involvement,
and impact on project success.” PMBOK® Guide
© 2012 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted
to a publicly accessible website, in whole or in part.
Examples of Project Stakeholders
© 2012 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted
to a publicly accessible website, in whole or in part.
Identifying Project Stakeholders
• Use classic rules of brainstorming
• List project processes and results stakeholders
may be interested in
• Combine stakeholder list into groups
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to a publicly accessible website, in whole or in part.
Success Criteria for Various
Stakeholders
Stakeholder/
Success
Criteria
On
Time
Customer
X
End user
Customer
management
Project
manager
Contractor
management
Project team
member
X
Subcontractor
X
On
Budget
Meet
Requirements
Profit
Partnership Realized
Follow-on
Work
Minimal
Overtime
X
X
X
X
X
X
X
X
X
X
X
X
X
X
X
X
X
X
X
X
X
X
X
X
X
X
X
X
X
X
X
X
X
X
X
X
X
Recognition
X
Challenge
X
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to a publicly accessible website, in whole or in part.
Prioritize Stakeholders
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Proximity to the project
Power over the project
Urgency in terms of time sensitivity
Rate aspects on a 1 to 3 priority scale
Generate a total prioritization score
© 2012 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted
to a publicly accessible website, in whole or in part.
Stakeholder Identification and
Prioritization Matrix
© 2012 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted
to a publicly accessible website, in whole or in part.
Alternative Breaks Project
Stakeholder Matrix
Stakeholder
Interest in Project
Students
Families
Going on trip
Monetary support, worry
about student
Community organizations
We support them
VP Student Affairs
Executive Director of Faith
and Justice
Success for division
Success for Faith and
Justice
Success for board and
students
Success for board,
students, and advisor
Learn from Alternative
Breaks
Board
Advisor
Winter break trip
National Organization Break
Away
2 way sharing
3
Support/Mitigation
Strategies
Support and guide through
process
Help students guide families
through process
2
Constant communication
Priority
1 Key
1 Key
1 Key
Share and publicize "wins"
Share and publicize "wins",
keep informed of progress
1 Key
Constant improvement
2
3
2
Constant improvement
Remain in contact, share
strategies
Continue current
relationship
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to a publicly accessible website, in whole or in part.
Results of Stakeholder
Identification and Prioritization
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Set clear direction
Prioritize objectives
Recognize complex tradeoffs and consequences
Facilitate necessary decisions
Develop a shared sense of risk
Build a strong relationship with their customers
Lead with an empowering style
Serve as good stewards of resources
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to a publicly accessible website, in whole or in part.
Prioritize Stakeholders
• Select top 10 to 15 stakeholders for emphasis
during planning
• Get feedback from sponsors
• Team considers top stakeholders throughout the
project
• Complete the stakeholder register
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to a publicly accessible website, in whole or in part.
Building Core Team Relationships
• Mutual respect and trust promote successful projects
• Relationship building activities:
Shared
learning
Establish
agendas
Encourage
communication
Share motives
Joint decisionmaking
Celebrate
success
Share
enjoyment
Appropriate
decisionmaking
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to a publicly accessible website, in whole or in part.
Project Decision-Making Guide
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to a publicly accessible website, in whole or in part.
Building Relationships Building
With All Other Stakeholders
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“What is in it for me?”
Treat stakeholders as partners
Use core team relationship building activities
Foster respect and trust
© 2012 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted
to a publicly accessible website, in whole or in part.
Communications Planning
• Purposes of a project communications
management plan
• Communications plan considerations
• Communications matrix
• Knowledge management
© 2012 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted
to a publicly accessible website, in whole or in part.
Purposes of a Project
Communications Plan
• Use effective communications to:
– Set and manage expectations
– Resolve conflicting desires
– Ensure project work is completed
– Document meaningful lessons
© 2012 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted
to a publicly accessible website, in whole or in part.
Communications from
Stakeholders
• To determine requirements
• To uncover and resolve issues
• To receive feedback
© 2012 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted
to a publicly accessible website, in whole or in part.
Communications to Stakeholders
• For decision making
• To assure adequate understanding
• To enable full commitment
© 2012 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted
to a publicly accessible website, in whole or in part.
Project Communications Plan
Considerations
Interactive methods:
Telephone-teleconferencing
Wikis
VOIP/videoconferencing
Groupware
As needed - others
© 2012 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted
to a publicly accessible website, in whole or in part.
Six Cs of Project Communications
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Clearly state the subject.
Concisely make the point.
Courteously deliver the message.
Consistently reinforce your point.
Respect confidentiality at all times.
Compel the recipient to be receptive.
© 2012 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted
to a publicly accessible website, in whole or in part.
Communications Matrix
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Who to learn from?
What to learn?
Who to share with?
What to know?
When to know it?
What communications method?
Who is responsible?
© 2012 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted
to a publicly accessible website, in whole or in part.
Project Communication Matrix
© 2012 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted
to a publicly accessible website, in whole or in part.
Alternative Breaks
Project Communications Matrix
Stakeholder
Learn from
Share with
Timing
Method
Owner
Student
Needs
Education,
Reflection
Bi-weekly & as
needed
Meetings, test,
email
Board, Site
coordinators
Families
Concerns
Plan & study
info
At start, before,
& during trip
Student AB
website
Student &
advisor
Community
organizations
At start, before, &
Education, needs Our plans & needs during trip
Phone
Definition of
VP Student Affairs success
“Wins”
Executive Director
of Faith and
Definition of
Justice
success
At start, at wins,
“Wins” & progress and monthly
Advisor
University needs &
strategic outlook Progress, needs
At start & at “wins” E-mail
Almost daily
Site coordinators
Advisor
E-mail & meetings Advisor
E-mail & meetings Board
National
Summer student
Organization
training, Listserv Forms, methods,
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Cengage
Learning.
All Rights daily
Reserved.
May not
be scanned,
posted
Break Away
info
guidelines
At start
& monthly copied
E-mail or duplicated,
Chairor
& advisor
to a publicly accessible website, in whole or in part.
Knowledge Management
• Capture and reuse knowledge developed
• Create a lessons learned knowledge base
• Facilitate a lessons learned session for the
project
Knowledge – “a conclusion drawn from information after it
is linked to other information and compared to what is
already known”
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to a publicly accessible website, in whole or in part.
Project Meeting Management
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Establish project plans
Conduct the project activities
Verify progress
Accept deliverables
Close-out projects
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to a publicly accessible website, in whole or in part.
Improving Project Meetings
• Apply the plan-do-check-act (PDCA) model
• Any process practiced repeatedly will improve
over time
© 2012 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted
to a publicly accessible website, in whole or in part.
PDCA Model Applied to Project
Meetings
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to a publicly accessible website, in whole or in part.
Project Meeting Agenda Template
PLAN
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to a publicly accessible website, in whole or in part.
Project Meeting Minutes Template
DO
© 2012 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted
to a publicly accessible website, in whole or in part.
Issues Management
• Information captured in a project meeting:
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–
–
–
Decisions made
New issues surfaced and old issues resolved
Action items agreed to
An evaluation of the meeting
Issue – “a point or matter in question or in dispute, or a
point or matter that is not settled an is under discussion or
over which there are opposing views or disagreements.”
PMBOK® Guide
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to a publicly accessible website, in whole or in part.
The Issues Log
• A living document that lists open issues
• State when and how issues are resolved
• Benefits
– Important issues are added to the log
– Ensures issues are not forgotten
© 2012 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted
to a publicly accessible website, in whole or in part.
Project Issues Log
© 2012 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted
to a publicly accessible website, in whole or in part.
Action Items and Evaluation
• Tasks to perform by a specific date
• Evaluation of good and poor points from the
meeting
• Capture evaluations using a Plus-Delta template
– Each person provides at least one good thing ( + )
– Each person provides one thing to overcome ( Δ )
© 2012 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted
to a publicly accessible website, in whole or in part.
Project Meeting Plus-Delta
Evaluation Template
© 2012 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted
to a publicly accessible website, in whole or in part.
Communication Needs of Global
and Virtual Project Teams
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•
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Talent from a wide pool of resources
Greater autonomy
Greater reliance on persuasion
Sensitivity to cultural patterns
Charters and communication vehicles are more
critical
• One face-to-face meeting
Virtual team – “a group of persons with a shared objective
who fulfill their roles with little or no time spent meeting face
to face.” PMBOK® Guide
© 2012 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted
to a publicly accessible website, in whole or in part.
Challenges for Virtual and Global
Project Teams
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to a publicly accessible website, in whole or in part.
Countries and Project
Communication Preferences
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to a publicly accessible website, in whole or in part.
Communications Technologies
• Ensure communications systems are compatible
• Choose technologies that facilitate
© 2012 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted
to a publicly accessible website, in whole or in part.
Communication Technology
Examples
Automated workflow
Automator
Blog
Twitter
Bulletin board
Calendaring system
Windows Live Calendar, Google Calendar
Database
Oracle
Desktop videoconference
Electronic blackboard
E-mail
Gmail, Hotmail
Fax
Forums
http://www.pmforum.org/
Groupware
Lotus Notes, Microsoft Exchange
Instant messaging
Internet
Intranet
Shared database
Shared document repository
Shared white board
MSN messenger, Yahoo Messenger, AIM, Google Talk
Social network
Telephone/Teleconference
Voice mail
Linkedin, Qzone, Friendster, Orkut, VK, Badoo, Mixi
Voice over Internet protocol (VOIP)
Skype, Vonage
Sharepoint
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Learning.software
All Rights Reserved. MayMS
notProject
be scanned,
copied orCopper
duplicated,
posted
Web-based
project management
Server, Primavera,
Project,oreRoom
to a publicly accessible website, in whole or in part.
Wiki
Summary
• Project planning is iterative
– Identify stakeholders
– Plan communications
– Determine project scope
• Build effective working relationships
• Create a communications plan
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–
–
–
Communications matrix
Capturing and using lessons learned
Managing and improving meetings
Managing issues
© 2012 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted
to a publicly accessible website, in whole or in part.
Summary
• Virtual and global teams add communication
challenges
– Different cultures offer communication challenges
• Consider appropriate communications
technologies
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to a publicly accessible website, in whole or in part.
Using Appreciative Inquiry to
Understand Stakeholders
• Appreciative inquiry is a positive philosophy for
change wherein whole systems convene to
inquire for change
• Four phases: Discovery, Dream, Design, and
Delivery
PM in Action Example
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to a publicly accessible website, in whole or in part.
Implications of AI on Defining
Project Scope
• Key Outcome
– Stakeholders have
elicited a clear
understanding of their
true needs and wants
– Understanding of how
their needs and wants
link to a future state.
PM in Action Example