Stakeholder

Analysis &
Communication Mary Antonette L. Lao

Planning PA506A​​ 10/8/2022

Topics:
I. Identify Stakeholders
a. Find Stakeholders
b. Analyze Stakeholders
c. Document Stakeholders
II. Plan Stakeholder Engagement
a. Stakeholder Engagement Assessment
Matrix
b. Planning to Build Relationships w/
Stakeholders
III. Manage Stakeholder Engagement
IV. Monitor Stakeholder Engagement
Topics:
V. Plan Communication Management
a. Purposes of a Project Communication Plan
b. Communications Plan Considerations
c. Communications Matrix
d. Manage Project Knowledge

VI. Manage Communications

a. Determine Project Information Needs
b. Establish Information Retrieval and
Distribution
c. Project Meeting Management
d. Issues Management
I. Identify
Stakeholders
A process to determine the people, and groups, who might impact or be impacted
by some aspect of our project.

Stakeholders include people who:

• Work on the project
• Provide people or resources for the project
• Have their routines disrupted by the project
• Monitor regulations, laws, and standards of practice at local, county, state, and
federal levels

4
I. Identify
Stakeholders

 “Who will use, will be affected by, or could impact this project?”

 Determine whether they are internal to the organization performing the project or
external to it.

5
8/05/20XX
I. Identify
Stakeholders

 A stakeholder identification technique composed of gathering and evaluating

information to determine whose interests should be emphasized through-out the
project.

 The first part of stakeholder analysis is to prioritize the stakeholders.

7
I. Identify
Stakeholders

Stakeholders are frequently prioritized based upon level of:

1. Power—ability to get others to do something

2. Legitimacy—perception that their actions are appropriate

3. Urgency—time sensitivity and legitimacy of claim

8
8/05/20XX 9
I. Identify
Stakeholders

 A repository of information regarding all project stakeholders.

 Teams use it to develop strategies to either capitalize upon stakeholder support or to

mitigate the impact of their resistance.

 The stakeholder register is a living document that changes as needed.

 A stakeholder register often is in the format of a matrix.

10
8/05/20XX 11
II. Plan Stakeholder
Engagement
II. Plan Stakeholder
Engagement
a. Creating a Stakeholder Engagement Assessment Matrix

 Project teams create a stakeholder engagement plan to define how they will
effectively engage stakeholders in planning and performing the project based on the
analysis of the stakeholders’ needs, wants, and impacts. A primary tool used in this
plan is the stakeholder engagement assessment matrix. This matrix typically
includes a first column showing the stakeholders.
II. Plan Stakeholder
Engagement
b. Planning to Build Relationships with Stakeholders

 The project manager normally continues to nurture the relationship even after the
project is completed to increase the chances of securing future project work and to
maintain good will with the external stakeholders.
 In building relationships both within the project core team and with other
stakeholders, project managers need to remember that mutual respect and trust
greatly enhance the prospect of project success.
III. Manage Stakeholder
Engagement
A process of the project team
communicating and working with
stakeholders to satisfy their needs
(and additional desires, when
possible), handle issues quickly, and
encourage active stakeholder
participation throughout.
IV. Monitor Stakeholder
Engagement
 A process of engaging stakeholders and managing
relations with them effectively. ​

 The project manager and project team need to

continually manage effective two-way
communications with all stakeholders as described
in the communications plan. This includes a true
willingness to encourage stakeholders to ask
probing questions, as that is an effective way to
develop confidence with some stakeholders.

 They should use lessons learned from previous

projects and previous phases of the current project.
 V. Plan Communications Management
This plan considers stakeholders’ information desires and
guides the project communications. It needs to be a living
document that adapts to changing project needs.

8/05/20XX
 V. Plan Communications
Management
a. Purposes of a Project Communications Plan

 Failure to manage any of the challenges including technical, cost, and schedule
difficulties well can throw off a project.
 Many projects require a group of people to work together who have not done so
before.
 All projects are unique and therefore they have a different set of stakeholders.
 V. Plan Communications
Management
b. Communications Plan Considerations

 A myriad of considerations must be kept in mind when creating a communications

plan.
 A project team can develop a workable communications plan, use it, and improve
it as the project progresses.
 V. Plan Communications
Management
c. Communications Matrix

 Who does the project team need to learn from?

 What does the team need to learn from this stakeholder?
 Who does the project team need to share with?
 What does this stakeholder need to know?
 When do they need to know it?
 What is the most effective communications method for this stakeholder to
 understand?
 Who on the project team is responsible for this communication? (the owner)
 V. Plan Communications
Management
d. Manage Project Knowledge
 The process of using and developing knowledge to help improve both the current
project and the capability of the organization.
 One way to develop and expand expertise is to capture and reuse the knowledge
developed.
 Knowledge will remain dormant, and not very useful, until it is reflected in future
actions.
 To increase knowledge and the successful use and reapplication of it, organizations
often create a lessons learned knowledge base.
 In addition, part of the project closeout process should include facilitating a lessons
learned session for the entire project, especially on unsuccessful projects.
 VI. Manage
Communications
 Includes all the work
associated with the project
communications plan,
starting with planning for it;
generating it; organizing and
sharing it; and, finally,
storing and disposing of it.
 VI. Manage
Communications
a. Determine Project Information Needs

 Communicate accurately—Accurate communications means not only being

factually honest but also presenting information in a manner that people are likely
to interpret correctly.

 Communicate promptly—“Promptly” means providing the information soon enough

so that it is useful to the recipient to facilitate timely decisions.

 Communicate effectively—Effectiveness is the extent to which the receiver opens,

understands, and acts appropriately upon the communication.
 VI. Manage
Communications
b. Establish Information Retrieval and Distribution System

1. Target the communications. More is not better when people are already
overloaded.

2. Many methods are available, and the choices change rapidly. Use new methods if
useful, but do not discard proven methods just for the sake of change.

3. Projects often have many stakeholders who need specific information. Use your
communications plan and always keep asking if there is any other stakeholder in
need of upward, downward, or sideways communications.
 VI. Manage
Communications
c. Project Meeting Management

 Meetings are an important process on projects since many important decisions are
made at meetings and much time of expensive project personnel is invested in
meetings.

 Project meetings should be conducted as efficiently and effectively as possible.

One way to improve the project meeting process is to apply the simple and
effective plan-do-check-act (PDCA) model.
P Plan: prepare an advanced agenda to guide the meeting
D Do: conduct the meeting and write meeting minutes
C Check: evaluate the meeting and
A Act: perform in-between meeting tasks.
 VI. Manage
Communications
c. Project Meeting Management

 The first step is planning the

project meeting in advance.

 The project manager assures that

the agenda is prepared and
distributed ahead of time.
 VI. Manage
Communications
c. Project Meeting Management
 VI. Manage
Communications
c. Project Meeting Management

 The second step in the PDCA

process—“do”—means to
conduct the meeting and to
capture minutes as the meeting
is conducted.

 Many project teams rotate the

role of minutes taker so each
team member feels equal.
 VI. Manage
Communications
c. Project Meeting Management
 VI. Manage
Communications
d. Issues Management

 The project minutes mirror the agenda to the extent that both refer to the same
meeting.

 The four primary types of information captured in a project meeting are:

1. Decisions made

2. New issues surfaced and old issues resolved

3. Action items agreed to

4. An evaluation of the meeting

 VI. Manage
Communications

An issue is a situation that requires a decision to be made, but one

that the team cannot make now, usually either due to needing
information or more time. An issues log is a dynamic repository of
information regarding both open issues and those that have been
resolved.
 VI. Manage
Communications
d. Issues Management

• DECISIONS AND ISSUES. First, any decisions that were made

should be documented. Second, any new issues that surfaced or
existing issues that were resolved should be recorded.
• ACTION ITEMS. The third type of project information is action
items. Each of these is a task that one or more members of the
project team agree to perform by a specific date. These are
recorded, and the project manager reminds the team at the end of
each meeting what each member agreed to do.
• EVALUATION. The final item to be recorded on the project
meeting minutes is an evaluation of both good points from the
project meeting that the team would like to repeat or at least adapt
and poor points from the meeting that the team would like to
avoid or perform in a different manner in the future.
 KLOPPENBORG, T. I. M. O. T. H. Y. J. (2019). Contemporary
SOURCE
Project Management. CENGAGE LEARNING.