| What is a Stakeholder? | | | | project objectives and outcomes. An ill-informed |
| Try "define: Stakeholder" in Google and you will be | | | | supporter can be just as dangerous as a well-informed |
| surprised by the huge differences in the way this | | | | objector! |
| simple word is defined. It perhaps proves - in a way - | | | | Stakeholder Management |
| just how confused people get about Stakeholder | | | | There are many different suugested approaches for |
| Management and how inconsistent the different | | | | Stakeholder Management. In the chapter on |
| approaches to it can be! | | | | (stakeholders) in my (free to access) Intranet Portal |
| My simple definition is "anyone affected by a decision | | | | Guide, I offer a simple, tried and tested, four-way |
| and interested in its outcome". This can include | | | | approach: |
| individuals or groups, both inside and outside your | | | | 1) Partner |
| organisation. | | | | Primary stakeholders (with high influence and |
| Stakeholder Analysis | | | | importance to project success) are likely to provide |
| The first step in Stakeholder Analysis is to assess the | | | | the project 'coalition of support' in planning and |
| Influence and Importance (two different things!) of each | | | | implementation. As such, you should partner them to |
| individual Stakeholder or Stakeholder group. | | | | increase their engagement and commitment (revising |
| Influence is defined as the extent to which a | | | | and tailoring project strategy, objectives and outcomes |
| stakeholder is able to act on project operations and | | | | if necessary to win their support). |
| therefore affect project outcomes. Influence is a | | | | 2) Consult |
| measure of the power of the stakeholder. Factors | | | | Secondary stakeholders with higher influence but |
| likely to lead to higher influence include the extent of | | | | lower importance need to be 'kept on board'. You |
| control over the project funding and the extent to | | | | should consult with them to actively seek their opinions |
| which the stakeholder informs decision-making around | | | | and input for key decisions (and not only those which |
| investments in technology and business change. | | | | may affect them directly). It is unlikely you would alter |
| Importance is defined as the extent to which a | | | | your strategy as a result of such consultation, but you |
| stakeholder's problems, needs and interests are | | | | might well alter your tactics (e.g. the who, when or |
| affected by project operations or desired outcomes. If | | | | where of project plans) to maintain higher levels of |
| 'important' stakeholders are not assisted effectively | | | | commitment. |
| then the project cannot be deemed a 'success'. | | | | 3) Inform |
| Where Stakeholders are both important and influential, | | | | Secondary stakeholders with lower influence but |
| then they are primary stakeholders and must by fully | | | | higher importance need to be kept informed of |
| engaged in the governance and steering of the | | | | decisions taken that may affect them directly. It is |
| project, if it is to succeed. Where Stakeholders are | | | | unlikely that they would play an active role in making |
| either important or influential, then they are secondary | | | | those decisions. However, were they to highlight a |
| stakeholders and need to be actively managed during | | | | particular issue with a decision, it is likely serious |
| the project. | | | | consideration would be given to refining the decision |
| The second step in Stakeholder Analysis is to | | | | made. |
| understand the current position of each Stakeholder | | | | 4) Control |
| with respect to the project objectives and expected | | | | Control is appropriate where a stakeholder isn't |
| outcomes. For this purpose, a series of Stakeholder | | | | important or influential and they need help only to |
| Interviews and Surveys should be undertaken, to | | | | respect any decisions taken. Objections to or issues |
| understand the degree of engagement and the | | | | raised are unlikely to be given serious consideration (as |
| degree of commitment. | | | | they would otherwise divert valuable management |
| Engagement is a measure of how well the | | | | attention and resources). |
| Stakeholder understands the challenges the project | | | | Conclusions |
| seeks to tackle and the strategy, plans and outcomes. | | | | Stakeholders are key to successful Project Delivery in |
| A low engagement score signals a lack of | | | | the modern organisation. Both Stakeholder Analysis |
| understanding. | | | | and Stakeholder Management are vital tools and |
| Commitment is a measure of how supportive the | | | | should be used iteratively throughout a project to keep |
| stakeholder is. A low score signals hostility, whilst a high | | | | everyone on the same page. Be aware that different |
| score signals strong support. | | | | approaches are appropriate for different Stakeholder |
| Ideally, of course, any project wants engaged, | | | | types. You can't keep all the people happy all the time. |
| informed stakeholders who actively support the | | | | Check out my guide for more hints, tips and tools. |