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Chapter 13 focuses on Project Stakeholder Management, emphasizing the importance of identifying, planning, managing, and monitoring stakeholders throughout the project lifecycle. It outlines the different levels of stakeholder engagement and strategies for effectively interacting with each group. The chapter also introduces tools such as the stakeholder register and the Stakeholder Engagement Assessment Matrix to facilitate stakeholder management.

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5 views

6

Chapter 13 focuses on Project Stakeholder Management, emphasizing the importance of identifying, planning, managing, and monitoring stakeholders throughout the project lifecycle. It outlines the different levels of stakeholder engagement and strategies for effectively interacting with each group. The chapter also introduces tools such as the stakeholder register and the Stakeholder Engagement Assessment Matrix to facilitate stakeholder management.

Uploaded by

h.as.a.b.a.hm.b.i.jo.m.b.i
Copyright
© © All Rights Reserved
We take content rights seriously. If you suspect this is your content, claim it here.
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Chapter 13

Introducing Project
Stakeholder Management
Project Stakeholder
Management?
 My project would
have gone perfectly
if not for all the
people…
 Determine the “who” of
the project
 Where do they stand
and what do they need
 How do we treat them
going foward
Project Stakeholder Management

 Identifying the project stakeholders


 Planning for stakeholders management
 Managing stakeholder engagement
 Monitoring stakeholder engagement
Project Stakeholder Management

 Identifying the project stakeholders (Initiating)


 Planning for stakeholder management (Planning)
 Managing stakeholder engagement (Executing)
 Monitoring stakeholder engagement (Monitoring and
Controlling)
How to define “stakeholder”?
 Persons and organizations
 Involved in the project
 Affected positively or negatively by the project
 Some can exert influence over the project

Not all stakeholders can exert influence over the project!


13.1 Identifying Project Stakeholder
 Stakeholder identification should begin as early as
possible in the project and should continue
throughout the project.
 Tool: All identified stakeholders are documented in
the stakeholder register.
 The stakeholder register should be updated as new
stakeholders are identified in the project

The earliest stage is initiating! But this continues throughout…


Stakeholder Register
 Stakeholder register is your one-stop shop for all
information regarding your stakeholders

Source: PM Illustrated – 2.4 Engage Stakeholders


Visualizing Stakeholder Influence

 The Power/Interest
2x2 is the standard
tool for quick
analysis of
stakeholder
influence on a
project
 How would you treat
each of these
stakeholders based
on their position on
the 2x2?
Stakeholder Engagement Levels

 Unaware: Have no knowledge of the project and its potential impacts on them. The focus is
to raise awareness and provide them with relevant information to bring them up to speed.
Strategy: Inform and educate about the project's existence, goals, and benefits to garner
interest or support.
 Resistant: Understand the project but are opposed to it. Their resistance could be due to
perceived negative impacts, conflicts of interest, or misunderstandings Strategy: Engage in
dialogue to understand their concerns, address misinformation, and negotiate compromises
where possible.
 Neutral: Aware of the project but neither support nor oppose it. They might not see its
relevance or benefit to them. Strategy: Increase engagement by demonstrating the project's
value and potential benefits to gain their support.
 Supportive: Favorable towards the project and may actively contribute to its success.
However, their support might be passive rather than active. Strategy: Leverage their positive
stance by involving them more deeply in the project, encouraging active support and
advocacy.
 Leading: Actively involved in ensuring the project's success. They may take on leadership
roles, champion the project, and influence others. Strategy: Empower and collaborate closely
with these stakeholders, utilizing their enthusiasm and influence to drive the project forward
and enlist further support.
13.2 Planning for
Stakeholder
Management
 Stakeholder engagement is
needed to keep stakeholders
interested, involved, and
informed about the overall
project status.
 Stakeholders are
categorized based on their
project engagement
 Planning for stakeholder
management is linked
closely to the project’s
communications
management plan.
13.3 Managing
Stakeholder
Engagement
 The process of managing
stakeholder engagement aims
to meet stakeholders’ needs
and expectations
How to manage different
stakeholders?
 Manage: Actively
engage in decision
making, prioritize needs SATISFY MANAGE
and expectations
 Satisfy: Ensure needs
are met to maintain
support – light touch
 Inform: Keep updated
on progress, seek input
MONITO
 Monitor: Monitor for INFORM
changes in their position R
13.4 Monitoring Stakeholder
Management
 Integrated with other knowledge areas and
processes
 Linked to communications
 Actively engage stakeholders
 Tool: Stakeholder Engagement Assessment Matrix
Stakeholder Engagement Assessment
Matrix
 Supports comparison between the current
engagement levels of the stakeholders and the
desired engagement levels required for successful
project delivery

Source: PM Illustrated – 2.4 Engage Stakeholders

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