STAKEHOLDER ENG
Interact and Affect
Same as of Risk
🏁Identified, studied,categorized, and tracked
✅Internal or external
✅Positive or negative impact
⭐Can not be managed. SH- expectations can be managed
⚠Risk can be managed
❎More than communication.
buy in for the program obj,benefits and outcomes
✅CRM approach for identify and mapping the relation
🏴PgM should be champion for change, familiar with change management
1-->
PgM
SH Identification
2-->SH Engagement
Planning
3-->
Stakeholder
engagement
Flow
1.-->Identify.
2.-->analyze, prioritize,categorize
( Needs, expectations, or influence)
⚠Output
💥Stakeholder Register
❗Sensitive information
‼Not accessible to all
⭐Regularly Reviewed and updated
Key
Stakeholders
✒pg Sponsor
pg Governance board
pg Manager
Project Manager, team members,
Funding organization
Performing org.
PMO, Customers, Potential Customers,
Suppliers, Competitors, other groups
Governmental Regulatory Agencies
Affected Individuals or Organizations
✏SH Identification
✏SH prioritization and analysis
✏SH register (Program mandate, BC,PC)
✏SH Emgagement plan (SH metrics, engagement, strategy)
❗Prog communication plan
❓Identify- Tools
⚠Expert Judgement, Organization analysis, Brainstorming, Program Impact analysis, Historical Information , Individual Interviews,
focus group or questionnaires and Surveys
💥Stakeholder Register Contains
List of SH
Categories their relationships to program
Their degree of support for the prog
Ability to influence the prog outcome
Other attributes of SH
Engagement strategy
🏴Identify Models
Power/Interest Grid
Power/Influence Grid
Influence /Impact Grid
Salience Model**
🏁The organization’s strategic plan, program charter, and program business case to understand the environment in which the program will operate.
Following
aspects
will be
considered
❗• Organizational culture and acceptance of change,
!❗• Attitudes about the program and its sponsors,
!❗• Expectation of program benefits delivery,
!❗• Degree of support or opposition to the program benefits, and
!❗• Ability to influence the outcome of the program.
Output
SH Engagement
Plan
detailed strategy for effective SH engagement
guidelines
how the SH of various components of a program are engaged.
defines the metrics
measure the effectiveness
The engagement in meeting its intended goal.
info used in the dev of the program’s communications plan
**continuous program activity
PgM stakeholders are adequately and appropriately engaged.
SH provided with adequate information to make the right decisions
PgM utilize strong communication, negotiation, and conflict resolution
primary metrics for stakeholder engagement
realization of the program’s objectives and benefits, stakeholder participation, and frequency or rate of communication with the program team.**
any questions (not issues) from SH should be captured and published to allow other SH benfit
Documents to be formatted and presented diff to certain SH groups.
SH engagement tools : - Forcing, negotiation, conflict res, facilitated nego.
Contents in PC and scope statement can be used to establish high level expectations among SH
SH issues are logged in SH issue register and tracked to closure very similar to risk register
adequately logged,
**including meeting invitations, attendance, meeting minutes, and action items.
Participation trends are analyzed, and ✅root-cause analysis is performed to identify and address the causes of nonparticipation**
Use of an issue log to document, prioritize, and track issues will help the entire program team understand the feedback received from the stakeholders
Stakeholder issues and concerns are likely to affect aspects of the program such as its scope, benefits, risks, costs, schedule, priorities, and outcomes. ✅Impact analysis techniques should be used to understand the urgency and probability of stakeholder issues and determine which issues may turn into program risks.