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IN THE NAME OF ALLAH THE MOST BENEFICENT, THE

MOST MERCIFUL
Copyright © 2014 by The University of Kansas
Project Stakeholders Management
• The course is meant to provide a conceptual introduction to Project
Stakeholders Management . It is designed to enable students to understand
Project Stakeholders Management including stakeholders identification,
understanding, engagement and management . Besides discussing the
concepts of Project Stakeholders Management, focus will also be given to the
implementation of Project Stakeholders Management as one of the basic
foundation for the project success .
• Course will provide a forum for discussion on Project Stakeholders
Management, and will offer exposure and understanding on Project
Stakeholders Management issues.
• At the end of the course the students shall be able to discuss Project
Stakeholders Management, understand the Project Stakeholders
Management concept from different aspects of management, understand
the tools and methods of Project Stakeholders Management and be able to
advise or implement these methods on project management assignment s in
future .

Copyright © 2014 by The University of Kansas


Project Stakeholders Management
• Course Contents:
• Introduction to Project Stakeholders Management .
• Basic concepts and management philosophy of Project Stakeholders Management
• Systematic process for Project Stakeholders Management
• Stakeholders management and project risk management
• Stakeholder management in diverse organisations.
• Stakeholder management in Sustainable Development
• Case studies.

• Reference books:
• Project Risk management Guidelines , Managing Risks in Large Projects and Complex Procurements by
Dale F. Cooper, Stephen Grey, Geoffrey Raymond and Phil Walker
• Project Management by Gary R. Heerkens, PMP
• A Guide to the Project Management Body of Knowledge Third Edition (PMBOK® Guide)

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Project Stakeholders Management
Class MS- Project Management

Semester Fall 2019

Instructor M I Haq

Cell# 0345-5162673

Email: engr200351@gmail.com

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Group Assignments

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Project Stakeholders
Management

Overview / Intro.

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Do organizations need
Project Stakeholders Management

No
Or

Yes
Justify

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Justification

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What about importance of Project Stakeholders
Management in today’s project management?

OR

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But Why do you think so?

Because the projects are more complex, diverse and


involve multicultural environment .

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What is stake holder management?
Stakeholder Management includes the processes
required to identify people, groups or organizations
that could impact or be impacted by the project.
To analyze stakeholder expectations and their impact
on the project and
To develop appropriate management strategies for
effectively engaging stakeholders in project decisions
and execution.

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Who is a Stakeholder?

 Anyone who is potentially impacted by the


project

 Anyone who has an impact on the project.

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Principles for Stakeholder Management
 Treat them with respect.
 Provide whatever information, training, mentoring, and/or other
support they need to stay involved.
 Find jobs for them to do that catch their interest and use their talents.
 Maintain their enthusiasm with praise, celebrations, small tokens of
appreciation, and continual reminders of the effort’s accomplishments.
 Engage them in decision-making.
 Employ them in the conception, planning, implementation, and
evaluation of the effort from its beginning.
 In the case of those who start with little power or influence, help them
learn how to gain and exercise influence by working together and
developing their personal, critical thinking, and political skills.

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Identifying and Analyzing
Stakeholders and Their Interests

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What do we mean by stakeholders
and their interests?
• Stakeholders are those who may be affected by or
have an effect on an effort.
• They may also include those interested for
academic, political, or philosophical reasons.
• They can be divided into primary, secondary, and
key stakeholders.
• Their interests depend on how they affect or are
affected by the effort, and can span a broad range
of categories.

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Why identify and analyze
stakeholders and their interests?
• It puts more ideas on the table.
• It includes varied perspectives from all
sectors and elements of the community
affected.
• It gains buy-in and support for the effort
from all stakeholders.
• It’s fair to everyone.
• It saves you from being blindsided from
concerns you didn’t know about.

Copyright © 2014 by The University of Kansas


Why identify and analyze
stakeholders and their interests?
• It strengthens your position if there’s opposition.
• It creates bridging social capital for the
community
• It increases the credibility of your organization.
• It increases the chances for the success of your
effort.

Copyright © 2014 by The University of Kansas


Who are potential stakeholders?
• Primary stakeholders:
• Beneficiaries or targets of the effort.
• Secondary stakeholders:
• Those directly involved with or responsible for beneficiaries
or targets of the effort.
• Those whose jobs or lives might be affected by the process or
results of the effort.
• Key stakeholders:
• Government officials and policy makers.
• Those who can influence others.
• Those with an interest in the outcome of an effort.

Copyright © 2014 by The University of Kansas


When should you identify
stakeholders?
In general, stakeholders and their interests should be
identified and involved/addressed as early in the
process of the development of the effort as possible.

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How do you identify and analyze
stakeholders and their interests?
Identify stakeholders by:
• Brainstorming.
• Collecting categories and names from informants in the community.
• Consulting with organizations that either are or have been involved
in similar efforts, or that work with the population or in the area of
concern.
• Getting more ideas from stakeholders as you identify them.
• If appropriate, advertising.

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Identify stakeholder Interests
Discover and try to understand stakeholder interests
by asking them what’s important to them.

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Apply stakeholder analysis /
stakeholder mapping

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Stakeholder Analysis
 Promoters have both great interest in the effort and
the power to help make it successful (or to derail it).
 Defenders have a vested interest and can voice their
support in the community, but have little actual
power to influence the effort in any way.
 Latent have no particular interest or involvement in
the effort, but have the power to influence it greatly
if they become interested.
 Apathetic have little interest and little power, and
may not even know the effort exists.

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Stakeholder Groups

 Internal to the project

 Internal to the company

 External to the company

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Stakeholder Management
Identify
Monitor Stakeholders Analyze
Review
Status Classify/Map
& Iterate Stakeholders

Record Needs
Implement Uncover
Actions Expectations

Agree Goals & Assess


Value Criteria Achievability

Negotiate
Trade-offs

Influence
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What is the process of analysis?
• Identify all players involved or impacted by the
project

• Identify the possible impact on the project of each


stakeholder

• Identify the possible resistance level to the project


of each stakeholder

• Plot them on a chart

AG
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4 Quadrant Analysis
High Audit Zones
HR/ Payroll
Impact Steering
of
Group Line
Committee
Executive Management focus
IT
Business
Mgrs
Finance

Staff

Unions

Low
Impact

Supportive Disruptive

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Benefits

 Focus attention to better leverage


stakeholder power and influence

 Identify possible risks up front

 It is the preliminary ground work


necessary for the Communication Plan

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Stakeholder Matrix
What they What do they
How are they What does the
Gain from know/ think
Stakeholder impacted by project need
the project about the
the project from them ?
project

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Stakeholder Map
HR IT

Federal Finance
Govt.

Peter Reid

Luke Jones
Shaun Peters Andrew Simons
Australia

Brian Smith
Unions
South America
Sue Niel James Russo

North America
Marketing
Asia
Engineering

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Stakeholder Map Legend
Behaviour Leadership

Green: Staunch / Trusted Support


Force Leader
Blue: Fair weathered Friend
Red: Public Pain Opinion Leader
Orange: Not Yet Tested

Future Leader
Role based power is inferred by
relative position from the center
(godlike) to the outside edge Shadow
(serf)

Stakeholders that need to


be carefully managed Active Sniper Potential Sniper

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Power / Interest Grid
High HR/ Payroll

Power Keep
Manage
Satisfied
Closely
/ Potentially
/ Key Players
Influencial

Staff

Monitor Keep
/ Marginal Informed
( minimum effort ) / Affected
Low
Power

Low Interest High Interest

Reference: Rachel Manktelow,


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Power / Interest Grid Example
High HR/ Payroll
• Robert Lee • Lex Salamon
Power
Keep Manage
Satisfied Closely

• Melanie Singh

Staff
• Stephanie Powers

Monitor Keep
( minimum effort ) Informed

• Bill Brown
Low
Power

Low Interest High Interest

Reference: Rachel Manktelow,


Copyright © 2014 by The University of Kansas
Evaluate Stakeholder involvement
• Evaluate the stakeholder process:
• What could you have done to better identify
stakeholders?
• Which strategies worked best to involve different
populations and groups?
• How successful were you in keeping people involved?
• Did you provide any training or other support? Was it
helpful? How could it have been improved?
• Did your stakeholder analysis and management efforts
have the desired effect? Were they helpful?
• Did stakeholder involvement improve the work,
effectiveness, and/or political and community support of
the effort?

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Sustain Stakeholder Involvement
• Keep at it for the long term
• Maintain stakeholders’ and supporters’ motivation, keep
them informed, and continue to find meaningful work for
them to do.
• New stakeholders may need to be brought in as time goes
on.
• Although some people may cease to be actual stakeholders,
they may retain an interest in the effort and you should
therefore continue to include them.
• Understanding and engaging stakeholders can be
tremendously helpful to your effort, but only if it results in
their ownership of it and long-term commitment to it. And
that depends on your continuing attention.

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Questions

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