4. • their needs and
EXPECTATIONS,
• their needs and
EXPECTATIONS,understand
• ISSUES as they occur • ISSUES as they occur addressing
• CONFLICTING interests • CONFLICTING interests managing
• ENGAGEMENT in project
decisions and activities.
• ENGAGEMENT in project
decisions and activities. fostering
OSO OCT 2013
continuous communication with stakeholders to:
10. • Q&Q information • Q&Q information Gathering and analyzing
• should be taken into account • should be taken into account whose interests
• the interests, expectations, and influence• the interests, expectations, and influenceidentifies
• stakeholder relationships• stakeholder relationshipsidentify
• coalitions and potential partnerships • coalitions and potential partnerships to build
• the project’s chance of success• the project’s chance of successto enhance
OSO OCT 2013
11. identify Key stakeholders -decision-makers
(sponsor, project manager, primary customer)
Identifying other stakeholders by interviewing
identified stakeholders
Analyze impact /support & classify -define
strategy
prioritize
OSO OCT 2013
12. OSO OCT 2013
INVOLVEMENT
P O W E R
INVOLVEMENT‐POWER
INTEREST –POWER
INFLUE NCE ‐ IMPACT
INTEREST
INFLUENCE
P O W E R
I M P A C T
LEGITIMACY
P O W E R
14. OSO OCT 2013
INVOLVEMENT :
• active influence
POWER:
• authority / ability
to impose
INTEREST:
• level or concern
IMPACT:
• ability to effect
changes
INFLUENCE:
• active
involvement
Urgency :
• immediate
attention
Legitimacy :
• involvement is
appropriate
15. Name Position Role
Contact
Information
Requirements Expectations Influence Classification
OSO OCT 2013
Project Title: Date Prepared:
Stakeholder Register
• Assessment information classification• Identification information:
19. Project management planProject management plan
Life cycle selected
how work will be
executed
HR (R&R, STF)
Change management
plan
Need and techniques
for communication
Stakeholder registerStakeholder register
S/H information
Enterprise Environmental
Factors:
Enterprise Environmental
Factors:
organizational
culture*, structure,
political climate
Organizational Process
Assets:
Organizational Process
Assets:
lessons learned
database
historical information
OSO OCT 2013
*http://en.wikipedia.org/wiki/Organizational_culture
29. OSO OCT 2013
13.3.1.1 Stakeholder
management plan:
• How stakeholders
can be involved
• methods &
technologies ‐
communication
• level of interactions
of various
stakeholders
13.3.1.2
Communications
management plan:
• communications
requirements
Information to be
communicated
• Reason for
distribution of
information
• Person or groups
who will receive
information
• Escalation process
13.3.1.3 Change log
• document changes
that occur during a
project
• Change & impacts
communicated to the
stakeholders
13.1.1.4
Organizational Process
Assets:
• Organizational
communication
requirements,
• Issue management
procedures,
• Change control
procedures,
• Historical
information about
previous projects.
32. Issue log • updated as new issues are identified and current issues are resolved
Change requests • corrective or preventive actions to the project itself or to the
interaction with the impacted stakeholders
Project management plan
updates
• Stakeholder management plan
• new or changed stakeholders requirements are identified
• addressing concerns and resolving issues
Project documents
updates
• stakeholder register :
Organizational process
assets updates
• Stakeholder notifications
• Project reports
• Project presentations
• Project records
• Feedback from stakeholders
• Lessons learned documentation
OSO OCT 2013
36. • capture, store, and distribute information to stakeholders
• consolidate reports from several systems and facilitate report distribution.
• capture, store, and distribute information to stakeholders
• consolidate reports from several systems and facilitate report distribution.
Information Management Systems
• ensure comprehensive identification
• listing of new stakeholders,
• reassessment of current stakeholders
• ensure comprehensive identification
• listing of new stakeholders,
• reassessment of current stakeholders
Expert Judgment
• exchange and analyze information about stakeholder engagement• exchange and analyze information about stakeholder engagement
Meetings
OSO OCT 2013
39. Replacing old Street Lights ‐ Dusseldorf,
Germany
The municipal power utility in the German city of
Dusseldorf recently started a project to replace 10,000
of the 17,000 gas street lights in use in the old city with
the latest LED (”Light Emitting Diode”)
Dusseldorf lamps, now admits to ‘making a mistake’ with
the initial design, as many residents complained that the
light from the new lamps was too cold, as compared to
the soft glow of the original gas lights. Luckily, another
useful characteristic of LED’s is their ability to produce
different colours and hues, which can be used to imitate
the old friendly glow.
Lesson Learned:
Get all stakeholders involved as soon as possible with
your project design, as they might have concerns that
never occurred to you.
