Chapter6.pdf

CONTEMPORARY PROJECT MANAGEMENT, 4E

Timothy J. KloppenborgVittal Anantatmula

Kathryn N. Wells

Stakeholder Analysis and Communication Planning

Chapter 6

Chapter 6 Core Objectives:

• List, describe, & prioritize project stakeholders

• Describe each section of a project communication plan

• Build a communication matrix

• Develop strategies for stakeholder management

Chapter 6 Behavioral Objectives:

• Tell how to build project relationships & why they are important for communication

• Develop a project communications management plan

• Plan, conduct, & improve project meetings

The Organizational Zoo

“The use of creative tools such as metaphor and reflective conversations is becoming more common and makes a significant contribution to success…”

www.organizationalzoo.com/profilerCopyright Arthur Shelley 2013Image artist John Szabo

© 2015 Cengage Learning. All Rights Reserved. May not be copied, scanned, or duplicated, in whole or in part, except for use as permitted in a license distributed with a certain product or service or otherwise on a password-protected website for classroom

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Identify Stakeholders

After charter is accepted, a good place to start detailed planning is with understanding who the stakeholders are and how to communicate with them

PM’s Stakeholder Responsibilities include:

• Understanding the stakeholders

• Building relationships with stakeholders

• Developing a communications plan for dealing with stakeholders

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Identify Stakeholders

• Multiple users with different—sometimes conflicting—requirements

• May not know what they want

• May not be the actual user

• Unreasonable requests

• Stakeholders other than the users

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Find StakeholdersAnalyze stakeholdersDocument stakeholders

Find Stakeholders

• Who will use or be affected by the result of a project?• Work on the project

• Provide people or resources

• Have their routines disrupted

• Who will be positively or negatively impacted by the process of performing the project?

• Are stakeholders internal or external?

Identify stakeholders –the process of determining the individuals and groups who might impact or be impacted by some aspect of the project.

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Examples of Project Stakeholders

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Breakout Session! Identifying Project Stakeholders

• Use classic rules of brainstorming

• List project processes and results stakeholders may be interested in

• Combine stakeholder list into groups

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Analyze Stakeholders

• Prioritize stakeholders

Stakeholder analysis – a stakeholder identification technique composed of gathering and evaluating information to determine whose interests should be emphasized throughout the project.

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Analyze Stakeholders

Success Criteria for Various Stakeholders

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6.3

Breakout Session! Analyze Project Stakeholders

• Prioritize among your stakeholders to ensure the most important project needs are met

• Refer to Exhibits 6.2 & 6.3

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Results of Find and Analyze Stakeholders

• Set clear direction

• Prioritize objectives

• Recognize complex tradeoffs and consequences

• Facilitate necessary decisions

• Develop a shared sense of risk

• Build a strong relationship with customers

• Lead with an empowering style

• Serve as good stewards of resources

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Document Stakeholders

• Create a stakeholder register

• Capitalize on stakeholder support

• Mitigate impact of stakeholder resistance

Stakeholder register – a repository of information regarding all project stakeholders

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Project Stakeholder Register

Plan Stakeholder Engagement

• Create Stakeholder Engagement Assessment MatrixDefine how to engage & manage stakeholders throughout project lifecycle

This matrix is primary tool that comprises stakeholder management plan

• Plan to Build Relationships with StakeholdersPM & team should engage stakeholders throughout lifecycle of project and beyond

Team-building & involving key stakeholders is especially important during planning phase

Developing relationships to influence others is critical

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Plan Stakeholder Engagement

Relationship Building with Stakeholders

• “What is in it for me?”

• Treat stakeholders as partners

• Use core team relationship building activities

• Foster respect and trust

Stakeholder engagement plan – a subsidiary component of the project management plan that defines how to effectively engage stakeholders in planning and performing the project based on the analysis of stakeholders’ needs, wants, and impacts.

Manage & Monitor Stakeholder Engagement

Manage Stakeholder Engagement

• Share planning documents

• Hold informal conversations

• Follow the formal change control process

• Understand stakeholder assumptionsElaborate on analysis created for charter

Document expectations regarding project deliverables & have stakeholders verify them prior to project execution

Manage stakeholder engagement – process of the project team communicating and working with stakeholders to satisfy their needs (and desires, when possible), handle issues quickly, and encourage active stakeholder participation throughout.

Monitor Stakeholder Engagement

• Relationships

• Communications

• Lessons learned

Monitor stakeholder engagement – the process of engaging stakeholders and managing relations with them effectively.

Educated about their rolesAlerted about changesAsked for early and continuous feedback

Plan Communications Management

• Purposes of a project communications management planPM must use effective communications to set & manage stakeholders’ expectations

Ensure that project work is completed properly

• Communications plan considerations

• Communications matrix

• Knowledge management

Communications management plan – a living document and component of theproject management plan that considers stakeholders’ information desires and guides the

project communications.

Purposes of a Project Communications Plan

“Communication leads to cooperation,

which leads to coordination,

which leads to project harmony,

which leads to project success.”

Adedeji Badiru

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Project Communications Plan Considerations

Purpose—Project communications need to be: Clear Concise Courteous Consistent Confidential Compelling

Structures—use existing organizational forms & supplement where necessary

Methods—can be pushed, pulled, or interactive

Timing—can be routine, tied to project life cycle, or as needed

Project Communications Plan Considerations

Communications Matrix

• Who to learn from?

• What to learn?

• Who to share with?

• What to know?

• When to know it?

• What communications method?

• Who is responsible?

Communications from Stakeholders

• To authorize work

• To determine requirements

• To uncover and resolve issues

• To receive feedback

Velocity, burn down charts, running tested features, earned business value

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Project Communications Matrix

Breakout Session! Project Communication Matrix

Begin a Communication Matrix for your project, using the columns found in Exhibit 6.9:• Stakeholder

• Project Information Needs

• Stakeholder Information Needs

• Methods

• Timing

Knowledge Management

• Capture and reuse knowledge developed

• Create a lessons learned knowledge base

• Facilitate a lessons learned session for the project

Knowledge—insights derived from information and experience…can be linked & compared to other information

Manage project knowledge—the process of using & developing knoledge to help improve both the current project and the capability of the organization

Manage Communications

• Determine project information needs Need to be handled accurately, promptly, & effectively

Different stakeholder info needs at different stages of project

• Establish Information Retrieval & Distribution SystemTarget communication only to people who need it

Use newer technologies if helpful, but don’t discard older methods without reason

Use communication management plan & matrix

Constantly ask yourself, “who needs to know what?”

Project Meeting Management

• Establish project plans

• Conduct project activities

• Verify progress

• Make decisions

• Accept deliverables

• Close out projects

Improving Project Meetings

• Meetings are a process that can be studied & improved

• Apply the plan-do-check-act (PDCA) model

• Any process practiced repeatedly will improve over time

PDCA Model Applied to Project Meetings

Project Meeting Agenda Template

Project Meeting Minutes Template

Breakout Session! Project Meeting Management

Plan & execute a project meeting. Be prepared to share your agenda (Exhibit 6.11), meeting minutes (Exhibit 6.12), and include a short meeting

evaluation (Exhibit 6.14)

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Issues Management

• 4 primary types of information captured in a project meeting:

• Decisions made

• New issues surfaced & old issues resolved

• Action items agreed to

• An evaluation of the meeting

Issue – a situation that requires a decision to be made, but one that cannot be made now(usually due to needing more information or more time)

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The Issues Log

• All decisions made should be documented

• Issues do not need to be resolved immediately, but they will need to be resolved in time

• Important issues are added to the log

• Ensures issues are not forgotten

Issues log – a living document in which new and ongoing issues are recorded and stored & resolved issues are removed

Project Issues Log

Action Items and Evaluation

Agile evaluations are called retrospectives

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• For each agreed upon action item, capture who will do it and when• Evaluate meetings with the plus (positives)—delta (change) template

Summary

• After charter approval—identify, prioritize, and document stakeholders

• Plan, manage, and monitor stakeholder engagement—through and beyond project lifecycle

• Plan & manage communications with a communications plan• Communications matrix

• Managing and improving meetings

• Managing and escalating issues

• Capturing and using lessons learned

PMBOK Exams

• Tremendous overlap between Communications Management & Stakeholders Management (including recent changes—so make sure you are using most recent 6th edition of PMBOK to study!)

• Besides developing Charter, only process in Initiating project phase is Identify Stakeholders

• Main work of the next phase—the Planning Process Group—is creating the Project Management Plan. PM plan is aggregate of plans from each of the ten knowledge areas and includes the

Communications management plan & Stakeholders Management Plan

 As always, be familiar with the inputs, tools & techniques, and outputs for each process

Casa de Paz Development Project

• The stakeholder priority matrix shown is a start and now we need to understand what each needs to share with us and learn from us.

• This leads us to create a communications matrix.

• We need to develop and use agendas, minutes, issues logs and meeting evaluations.

• How would you facilitate Agile ceremonies such as stand-up meetings and retrospectives?

Project Communication Planning for a Distributed Project

• IT rollout of servers, clients, networking equipment & central data center

• Need for revision of original communications plan

• What finally saved the project?

PM IN ACTION

Chapter6.pdf

Chapter6.pdf

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