PROJECT

MANAGEMENT

Procurement / contract management

Stakeholders management
Project Procurement Management
Processes:

1. Plan Procurement
Management
2. Conduct Procurements
3. Control Procurements
4. Close Procurements
 Why Procurement Management??

Most all projects will need to acquire some resources from outside

Not understanding the different ways to contract could result in unnecessary risk
for the project

Note for Test Takers: PMI Procurement questions are from the BUYERS perspective unless noted otherwise
 Types of Scopes of Work

Performance
What the project wants, how accomplished and project needs defined by seller

Functional or Detailed
Defines what end product should be as well as minimum requirements

Design
Defines exactly what is required and how to accomplish it
 Procurement Documents

• Request for Proposal (RFP)

Asks for the price and how/who will do the work

• Invitation for Bid (IFB)

One simple price to do the work

• Request for Quotation (RFQ)

Price per unit quote
 Negotiating Tactics

• Attacks – Argue a point

• Personal Insults – Attack other sides negotiator • Fair and Reasonable

• Good Guy/Bad Guy • Delay – Tabling issues important to

the other side
• Deadline – The offer stands until…
• Extreme Demands
• Lying
• Withdrawal – Feigning interest
• Limited Authority – I need to check with ____
• Fait Accompli – Done Deal, this is
how we have to do it….
• Missing Man – She is out today, I will have to

get back tomorrow

These are all tactics, but not necessarily good tactics!
 Procurement Terms

• Arbitration – Third party dispute resolution

• Breach/Default – When a contract provision is not met

• Force Majeure – Riots, wars, weather, or other “Acts of God”

• Indemnification – Who is liable

• Liquidated Damages – Estimated damages for specific types of defaults as defined in the contract

• Material Breach – A violation of the contract of sufficient magnitude that the contract cannot be completed
 Procurement Terms Continued

• Retainage – Monies withheld to ensure performance at the end of the

contract

• Termination – Stopping the work before it is completed

• Waiver – Statements in the contract that indicate that rights cannot be
ignored or modified without written agreement between the two parties

• Time is of the essence – Seller is placed on notice that delivery agreements

are strictly binding

• Work for Hire – At the end of the contract the work product generated will be
owned by the buyer
 Plan Procurement Management
Inputs
• Project management plan
• Requirements
documentation
• Risk register
• Activity resource
requirements
• Project schedule
• Activity cost estimates
• Stakeholder register
• Enterprise environmental
factors
• Organizational process assets
Tools and Techniques Outputs
• Make-or-buy analysis • Procurement management
• Expert judgment plan
• Market research • Procurement statement of
• Meetings work
• Procurement documents
• Source selection criteria
• Make-or-buy decisions
• Change requests
• Project document updates
 Plan Procurement Management:
Develop Project Data Flow
Management
• Project
Plan management Project Procurement Management
plan
Collect
Plan
Requirements • Requirements
documentation Procurement Project documents
• Project
Management documents
Identify Risks updates
• Risk register
Perform
Estimate • Make-or-buy
Integrated
• Change
Activity decisions requests
Change Control
• Activity resource

• Procurement documents
Resources • Procurement
requirements management plan
• Procurement Control Identify
Develop statement of work Procurements
Schedule • Project schedule • Procurement Stakeholders
• Source selection
documents
criteria

Estimate Costs Conduct Close

• Activity cost Identify Risks
• Procurement
estimates Procurements Procurements documents
Identify
Stakeholders • Stakeholder
register

Enterprise /
Organization
 Types of contracts
• Fixed-price contracts

• Cost-reimbursable contracts

• Time and Material contracts (T&M)

 Fixed-price contracts
• Firm Fixed Price Contracts (FFP)

• Fixed Price Incentive Fee Contracts (FPIF)

• Fixed Price with Economic Price Adjustment Contracts (FP-

EPA)
Cost-reimbursable contracts

• Cost Plus Fixed Fee Contracts (CPFF)

• Cost Plus Incentive Fee Contracts (CPIF)

• Cost Plus Award Fee Contracts (CPAF)

 Source selection criteria
• Understanding of need
• Overall or life-cycle cost
• Technical capability
• Risk
• Management approach
• Technical approach
• Warranty
• Financial capacity
• Production capacity and
interest
• Business size and type
• Past performance of sellers
• References
• Intellectual property rights
• Proprietary rights
 Conduct Procurements
Inputs
• Procurement management
plan
• Procurement documents
• Source selection criteria
• Seller proposals
• Project documents
• Make-or-buy decisions
• Procurement statement of
work
• Organizational process assets
Tools and Techniques Outputs
• Bidder conference • Selected sellers
• Proposal evaluation • Agreements
techniques • Resource calendars
• Independent estimates • Change requests
• Expert judgment • Project management plan
• Advertising updates
• Analytical techniques • Project documents updates
• Procurement negotiations
 Conduct Procurements: Data Flow
• Project documents Project documents
updates
Project Procurement Management
Develop Project
Management
Plan • Project management
Plan
Procurement plan updates
Management Estimate
Activity
Project documents • Resource calendars
• Project • Procurement management plan Resources
documents • Procurement documents
Estimate
• Source selection criteria
• Make-or-buy decisions Activity
• Resource calendars
• Procurement statement of work Durations

Develop
Enterprise / Conduct • Resource calendars Schedule
Organization • OPA Procurements
Determine
• Resource calendars Budget
• Agreements
Develop Project
• Resource calendars Team
Sellers
• Seller proposals
Perform
Control Integrated
Procurements • Change requests
Change Control

September 2022 Develop Project

• Selected sellers • Agreements Charter
Risk to Buyer and Seller According to
Contract Types

100%
Buyer

Risk

Seller
0% CPPC: Cost Plus Percentage ofCosts
CPFF: Cost Plus Fixed Fee
CPPC CPAF T&M FPIF CPAF: Cost Plus Award Fee
CPFF CPIF FPEPA FP CPIF: Cost Plus Incentive Fee
T&M: Time and Material
FPEPA: Fixed Price Economic Price Adjustment
FPIF: Fixed Price Incentive Fee
FP: Fixed Price
 Control Procurements
Inputs
• Project management plan
• Procurement documents
• Agreements
• Approved change requests
• Work performance reports
• Work performance data
Tools and Techniques
• Contract change control
system
• Procurement performance
reviews
• Inspections and audits
• Performance reporting
• Payment systems
• Claims administration
• Records management system
Outputs
• Work performance
information
• Change requests
• Project management plan
updates
• Project documents updates
• Organizational process assets
updates
 Control Procurements: Data Flow
• Project Management Planupdates
Develop Project
Management
• Project Project Procurement Management
Plan Management Plan

Plan
Procurement • Project documents Project documents
Direct and Management updates
Manage Project
• Work performance • Procurement documents
Work data

• Project
Conduct
communications
Perform
Perform Procurements Integrated
Integrated • Change requests
• Approved change Change Control
Change Control • Agreements
requests

Control
Procurements Enterprise /
Monitor and • OPA updates Organization
Control Project
• Work performance
Work reports

• Work performance information

 Close Procurements

Inputs Tools and Techniques Outputs

• Project management plan • Procurement audits • Closed procurements
• Procurement documents • Procurement negotiations • Organizational process assets
• Records management system updates
 Close Procurements: Data Flow
Project Procurement Management

Plan
Procurement
Management

• Procurement documents

Develop Project
Close Enterprise /
Management
• Project Procurements • OPA updates Organization
Plan
Management
Plan
• Closed
procurements
The risk shared between the buyer and the seller is determined by which of the following?

ⓘ Start presenting to display the poll results on this slide.

 Sample question
• You are managing a complex project and some of the project work needs to be
outsourced. You have prepared a procurement statement of work document and
you are about to advertise the job to obtain vendor proposals. However, you need
to have a benchmark document against which you can later compare the vendor
proposals. Your primary focus for this activity is to have control over the quoted
prices. You will also need this document later to compare whether or not your
vendors properly understood the scope of the work required. Which technique
should you use to develop this benchmark document?

A. Bidder Conferences
B. Independent Estimates
C. Internet Search
D. Procurement Negotiations
 Sample question

• You are managing a complex project and some of the project work needs to be
outsourced. You have prepared a procurement statement of work document and
you are about to advertise the job to obtain vendor proposals. However, you need
to have a benchmark document against which you can later compare the vendor
proposals. Your primary focus for this activity is to have control over the quoted
prices. You will also need this document later to compare whether or not your
vendors properly understood the scope of the work required. Which technique
should you use to develop this benchmark document?

A. Bidder Conferences
B. Independent Estimates
C. Internet Search
D. Procurement Negotiations
 Sample question
• The project team is arguing about the prospective sellers who have
submitted proposals. One team member argues for a certain seller
while another team member wants the project to be awarded to a
different seller. The best thing the project manager should remind the
team to focus on in order to make a selection is the:

A. Procurement documents
B. Procurement audits
C. Source selection criteria
D. Procurement management plan
 Sample question

• The project team is arguing about the prospective sellers who have
submitted proposals. One team member argues for a certain seller
while another team member wants the project to be awarded to a
different seller. The best thing the project manager should remind the
team to focus on in order to make a selection is the:

A. Procurement documents
B. Procurement audits
C. Source selection criteria
D. Procurement management plan
 Sample question
• During which procurement processes does procurement negotiation
occur?

A. Plan Procurement Management and Close Procurements

B. Control Procurements and Close Procurements
C. Conduct Procurements and Control Procurements
D. Conduct Procurements and Close Procurements
 Sample question
• During which procurement processes does procurement negotiation
occur?

A. Plan Procurement Management and Close Procurements

B. Control Procurements and Close Procurements
C. Conduct Procurements and Control Procurements
D. Conduct Procurements and Close Procurements
 Sample question
• Your program manager has come to you, the project manager, for help
with a bid for her newest project. You want to protect your company
from financial risk, and you have limited scope definition. What is the
best type of contract to choose?

A. Fixed Price (FP)

B. Cost Plus Percentage of Cost (CPPC)
C. Time and Material (T&M)
D. Cost Plus Fixed Fee (CPFF)
 Sample question
• Your program manager has come to you, the project manager, for help
with a bid for her newest project. You want to protect your company
from financial risk, and you have limited scope definition. What is the
best type of contract to choose?

A. Fixed Price (FP)

B. Cost Plus Percentage of Cost (CPPC)
C. Time and Material (T&M)
D. Cost Plus Fixed Fee (CPFF)
 Sample question
• Close procurements is different from Close Project or Phase in that
Close Procurements

A. Occurs before Close Project or Phase

B. Is the only one to involve the customer
C. Includes the return of property
D. May be done more than once for each contract
 Sample question
• Close procurements is different from Close Project or Phase in that
Close Procurements

A. Occurs before Close Project or Phase

B. Is the only one to involve the customer
C. Includes the return of property
D. May be done more than once for each contract
Tipuri de Contracte
Este important de cunoscut beneficiile și riscurile diferitor tipuri de
contracte din perspectiva vânzătorului și cumpărătorului
Mare Riscul Cumpărătorului Mic

FFP FPIF FP EPA T&M PO CPFF CPIF CPAF CPPC

• (FFP)Mare Riscul Vânzătorului

Firm Fixed Price – permite cumpărătorului să bugeteze un preț fix; solicită vânzătorului să detalieze
Mic conținutul
lucrului și să estimeze cât de exact prețul; destul de răspândit

• (FFIF) Fixed Price Incentive Fee – include o primă pentru a motiva vânzătorul să producă cât mai repede
• (FF EPA) Fixed Price Economic Price Adjustment – compensează pentru schimbările de la an la an
• (T&M) Time and Materials – utilizat, de obicei, pentru proiecte mici
• (PO) Purchase Order – utilizat, în principal, pentru produsele de bază
• (CPFF) Cost Plus Fixed Fee – costurile variabile sunt cost-plus, iar costurile prognozabile sunt fixe
• (CPIF) Cost Plus Incentive Fee – costurile efective plus o primă de motivare pentru livrare rapidă
• (CPAF) Cost Plus Award Fee – costul efectiv plus o primă în baza satisfacției clientului
• (CPPC) Cost Plus Percent of Cost – costul efectiv plus % costul efectiv; cu cât mai mare costul, cu atât mai mare
comisionul
Tipuri de contract – transfer de risc

Tipul Cost + % Cost + Cost + Preț fix + Preț fix

contractului din cost comision de comision fix comision ferm
performanță
INCERTITUDINE ÎNALTĂ MICĂ
100%
ALOCAREA RISCULUI

client

furnizor

0%
 Cum să alegem tipul de contract?
Ce cumpărăm (produs sau
serviciu)?
Cum vor fi menționate costurile în
contractul cumpărătorului?
Cum va fi menționat profitul în
contract?
Care este riscul de cost al
cumpărătorului?
Cât de important este un SOW
detaliat?
Ce industrii utilizează cel mai
frecvent acest tip de contract?
Cât de mult negociem după
recepționarea prețului vânzătorului?
Ce nivel de efort și expertiză sunt
necesare cumpărătorului?
Cum sunt costurile facturate
cumpărătorului?
Cât efort de audit este necesar
costurilor vânzătorului?
Rambursare costuri
Servicii (pot fi și unele produse)
Costurile sunt variabile, dar
comisionul/remunerarea este fix(ă) (o
sumă absolută sau un procentaj)
Menționat separat și cunoscut
cumpărătorului
Mare; creșterile de cost sunt rambursate
de cumpărător
Puțin; SOW trebuie să descrie doar
performanța sau funcționalitatea,
deoarece vânzătorul oferă expertiza
necesară realizării lucrărilor; cumpărătorul
plătește toate costurile, prin urmare, este
mai puțin important să finalizezi definirea
conținutului
IT, cercetare & dezvoltare, lucrări de
cunoaștere; când lucrări similare nu au
fost realizate anterior, vânzătorul nu poate
fixa un preț
Mult; toate costurile estimate sunt
analizate, pentru a calcula comisionul
Mare
Costurile curente – pe parcursul
implementării, profitul – la sfârșit sau
porționat
Mult; toate costurile trebuie auditate
Timp & Matteriale
Servicii
Rată pe oră sau cost perunitate
Inclus în rata pe oră și poate să nufie
cunoscut cumpărătorului
Mediu; chiar dacă costurile nu sunt
fixate, sunt cunoscute per unitate și
astfel de contracte sunt utilizate pentru
achiziții mici și limitate în timp.
Puțin; de obicei, acest tip de contract
are un conținut puțin detaliat și poatesă
definească doar competențele necesare
executării.
Legale, programare, instalații, etc.; când
– în esență – angajăm persoane cu ora
pentru un anumit obiectiv/serviciu
Puțin sau deloc
Mediu
Per oră sau unitate (includ și costurile, și
profitul)
Deloc; poate fi auditat volumul orelor
efectiv lucrate versus facturate, dar
aceasta va necesita puțin efort
Preț Fix
Produs
Un preț prestabilit (sumă fixă)
Inclus în preț și necunoscu
cumpărătorului
Mic; creșterea costurilor este
asimilată de către vânzător
Important; SOW trebuie să fie
complet pentru ca vânzătorul să
cunoască exact ce urmează a fi
realizat și pentru a da estimări
exacte de timp și buget.
Construcții
Deloc
Mic
Conform unui program de plăți
stabilit în contract și conform
realizării proiectului
Puțin; prețul contractului este
fixat. Auditul se va concentra pe
lucrările realizate.
 Planul de management al procurărilor
• modalitatea în care procurările vor fi coordonate cu alte aspecte ale proiectului, cum ar fi procesul
de elaborare a programului de execuţie al proiectului și procesele de control;

• calendarul activităților cheie ale procurărilor;

• modalitățile de măsurare a procurărilor care vor fi utilizate pentru managementul contractelor;

• rolurile și responsabilitățile părților interesate legate de procurări, inclusiv autoritatea și
constrângerile echipei de proiect atunci când organizația executantă are un departament de
procurări ;

• constrângerile și ipotezele care ar putea afecta procurările planificate;

• jurisdicția legală și moneda în care vor fi efectuate plățile;

• determinarea dacă vor fi utilizate estimări independente și dacă acestea sunt necesare ca și criterii
de evaluare;

• aspectele legate de managementul riscurilor, inclusiv identificarea cerințelor privind garanțiile

depuse sau contractele de asigurare pentru a atenua anumite forme de risc pentru proiect;

• furnizorii precalificați, să fie utilizați, dacă există.

Criterii de selectare a surselor

• capabilitate și capacitate;

• costul produsului și costul pe ciclul de viață;

• termene de livrare;

• expertiza și abordarea tehnică;

• experiență specifică relevantă;

• adecvarea abordării propuse și a planului de lucru ca răspuns la cerințele SOW;

• calificările, disponibilitatea și competența personalului cheie;

• stabilitatea financiară a firmei;

• experiență în management;

• adecvarea programului transferului de cunoștințe, inclusiv instruirea profesională.

 Compararea documentației de procurare
Plan de management al procurărilor Strategia de Specificația lucrărilor Documente de licitație
procurare

Cum vor fi coordonate activitățile de procurare și Metode de livrare a Descrierea elementelor procurării Cerere de informații (RFI)
integrate cu alte lucrări ale proiectului, în special procurărilor Cerere de cotație (RFQ)
cu resursele, programul de execuție și bugetul Cerere pentru propunere (RFP)

Graficul de execuție pentru acțivitățile cheie de Tip de acord Specificații, cerințe ale calității și metrici
procurare ale performanței

Metrici ale procurării pentru managementul Faze ale procurării Specificații, cerințe ale calității și metrici
contractului Responsabilitățile tuturor părților ale performanței Descrierea serviciilor
interesate colaterale cerute
Ipoteze și constrângeri ale procurării Criterii și metode de acceptare Date
Jurisdicția și valuta utilizată pentru plăți privind performanța și alte
Informații ale estimărilor independente rapoarte cerute Calitate
Probleme ale managementului Perioada și locul performanței Valuta:
riscurilor graficul de plăți Garanție
Furnizori precalificați, dacă sunt aplicabili
 Terminologia de Achiziții
Termin Descriere
Analiza Produce/ Cumpără Este mai practic de produs în interior sau de achiziționat din exterior (în baza comparației costurilor)?
Conferința Ofertanților Înainte de a depune ofertele, vânzătorii au oportunitatea să obțină mai multă informație și clarificări
Estimări Independente Utilizat pentru validarea informației din propuneri/oferte
Contract (CCOLA) Trebuie să includă 5 Componente: Capacity/Capacitate, Consideration/Retribuție, Offer/Ofertă, Legal Purpose/Obiectivul Legal,
Acceptance/Acceptanță
Vânzătorul este responsabil pentru toate depășirile de cost; PTA = (Prețul Plafon – Prețul Țintă)/Partea Clientului + Cost Țintă
Punctul de Asumare Totală

Prețul Plafon % din Costul Țintă (e.g. Plafonul = 140% din Costul Țintă)
Costul Țintă Costul așteptat al lucrărilor contractului
Prețul Țintă = Costul Țintă + Profitul Țintă
Rata de Contribuție Rata de divizare a economiilor sau depășirilor de cost între cumpărător și vânzător (e.g. 70/30)
RFP Request for Proposal / Solicitare de Propunere, utilizate pentru produse sau servicii mai scumpe și customizate
RFQ Request for Quote / Solicitare de Cotație, utilizat pentru produse comune, standardizate
IFB Invitation to Bid / Invitație la Licitare, utilizat pentru proiectele guvernamentale (similar RFP)
Design Scope of Work (SOW) Cumpărătorul oferă detalii exacte; rezultă, de obicei, într-un contract cu preț fix
Functional Scope of Work (SOW) Cumpărătorul oferă cerințele funcționale; rezultă, de obicei, contracte de tip Cost-Plus
Sursă Unică Este subcontractat un furnizor, fără concurență (e.g. furnizorul are patent)
Sursă Individuală Este subcontractat un furnizor, chiar dacă există concurență (e.g. ”furnizor preferat”, considerente de securitate)
Negocieri Este preferabilă abordarea win-win
Termeni & Condiții Standard Contract tipic non-negociabil cu un spectru restrâns de parametri
Clauze Speciale Pentru a ține cont de schimbările la Termenii & Condițiile Standard
Administrarea Reclamațiilor Modalitate de gestionare a schimbărilor contestate sau dezacordurilor cu privire la remunerare

ADR Alternative Dispute Resolution / Rezolvare Alternativă a Disputelor (e.g. arbitrare) utilizată în cazurile în care reclamațiile nu pot fi rezolvate
între cumpărător și vânzător
 Stakeholder Analysis
Winning
Support for your Projects
 Agenda

 Introduction.

 Benefits of using a stakeholder analysis.

 Identifying Your Stakeholders.

 Prioritize Your Stakeholders.

 Understanding your key stakeholders.

 Example of the technique.

 Conclusion

1
 Stakeholder in business

“ Stakeholder management is critical to the success of every

project in every organization I have ever worked with. By
engaging the right people in the right way in your project, you
can make a big difference to its success... and to your career.“

- Rachel Thompson, Experienced Project Manager -

2
 Stakeholder Analysis
 Stakeholder Analysis is a term used in:
 conflict resolution.
 project management.
 Business administration.

 Stakeholder analysis describe a process where all the individuals or groups

that are likely to be affected by a proposed action are identified and then
sorted according to how much they can affect the action and how much
the action can affect them. This information is used to assess how the
interests of those stakeholders should be addressed in a project plan,
policy, program, or other action.

3
 Stakeholder analysis
 Stakeholder Management is an important discipline that
successful people use to win support from others. It helps them
ensure that their projects succeed where others fail.

 There are two major elements to Stakeholder Management:

 Stakeholder Analysis: is the technique used to identify the key people who
have to be won over.
 Stakeholder Planning: is used to build the support that helps you succeed.

4
 Agenda

 Introduction.

 Benefits of using a stakeholder analysis.

 Identifying Your Stakeholders.

 Prioritize Your Stakeholders.

 Understanding your key stakeholders.

 Example of the technique.

 Conclusion

5
 Benefits of stakeholder based approach
 You can use the opinions of the most powerful stakeholders to
shape your projects at an early stage. Not only does this make it
more likely that they will support you, their input can also improve
the quality of your project.
 Support from powerful stakeholders can help you to win more
resources. This makes it more likely that your projects will be
successful.
 By communicating with stakeholders early and often, you can
ensure that they know what you are doing and fully understand the
benefits of your project. This means they can support you actively
when necessary.
 You can anticipate what people's reaction to your project may be,
and build into your plan the actions that will win people's support.

6
 Agenda

 Introduction.

 Benefits of using a stakeholder analysis.

 Identifying Your Stakeholders.

 Prioritize Your Stakeholders.

 Understanding your key stakeholders.

 Example of the technique.

 Conclusion

7
 How to Use the Tool
 Implementing Stakeholder analysis :

1) The first step in Stakeholder Analysis is to identify who your stakeholders

are.
2) The next step is to work out their power, influence and interest, so you
know who you should focus on.
3) The final step is to develop a good understanding of the most important
stakeholders so that you can work out how to win their support.
4) Record this analysis on a stakeholder map.
5) After you have used this tool and created a stakeholder map, you can use
the stakeholder planning tool to plan how you will communicate with
each stakeholder.

8
 Identifying Your Stakeholders
 The first step in your stakeholder analysis is to brainstorm who your stakeholders
are. As part of this, think of all the people who are affected by your work, who
have influence or power over it, or have an interest in its successful or
unsuccessful conclusion.
 The table below shows some of the people who might be stakeholders in your job
or in your projects:
Your boss Shareholders Government stakeholders
may be both
Senior executives Alliance partners Trades associations organizations
Your coworkers Suppliers The press and people
Your team Lenders Interest groups Note
Customers Analysts The public
you can only
Prospective customers Future recruits The community communicate
Your family with
individual
people

9
 Agenda

 Introduction.

 Benefits of using a stakeholder analysis.

 Identifying Your Stakeholders.

 Prioritize Your Stakeholders.

 Understanding your key stakeholders.

 Example of the technique.

 Conclusion
 Prioritize Your Stakeholders
• You may now have a long list of people and organizations that are affected by your work.
Some of these may have the power either to block or advance it. Some may be interested in
what you are doing, others may not care.

High
Keep
Satisfied Manage Closely

Power/Interest Grid Power

Monitor Keep Informed

Minimum
Effort
low

low Interest High

 Prioritize Your Stakeholders
For example, your boss is likely to have high power and influence over
your projects and high interest. Your family may have high interest, but are
unlikely to have power over it.
 Someone's position on the grid shows you the actions you have to take
with them:
 High power, interested people: these are the people you must fully engage
with, and make the greatest efforts to satisfy.
 High power, less interested people: put enough work in with these people
to keep them satisfied, but not so much that they become bored with your
message.
 Low power, interested people: keep these people adequately informed,
and talk to them to ensure that no major issues are arising. These people
can often be very helpful with the detail of your project.
 Low power, less interested people: again, monitor these people, but do
not bore them with excessive communication.
 Agenda

 Introduction.

 Benefits of using a stakeholder analysis.

 Identifying Your Stakeholders.

 Prioritize Your Stakeholders.

 Understanding your key stakeholders.

 Example of the technique.

 Conclusion
 Understanding your key stakeholders
 Key questions that can help you understand your stakeholders
are:
 What financial or emotional interest do they have in the outcome of your work? Is it
positive or negative?
 What motivates them most of all?
 What information do they want from you?
 How do they want to receive information from you? What is the best way of
communicating with them?
 What is their current opinion of your work? Is it based on good information?
 Who influences their opinions generally, and who influences their opinion of you? Do
some of these influencers therefore become important stakeholders in their own right?
 If they are not likely to be positive, what will win them around to support your project?
 If you don't think you will be able to win them around, how will you manage their
opposition?
 Who else might be influenced by their opinions? Do these people become stakeholders
in their own right?
 Understanding your key stakeholders
You can summarize the understanding you have gained on the stakeholder
map, so that you can easily see which stakeholders are expected to be
blockers or critics, and which stakeholders are likely to be advocates and
supporters or your project. A good way of doing this is by color coding:
showing advocates and supporters in green, blockers and critics in red,
and others who are neutral in blue.

- Color Coding -

Blocker Supporter Neutral

 Agenda

 Introduction.

 Benefits of using a stakeholder analysis.

 Identifying Your Stakeholders.

 Prioritize Your Stakeholders.

 Understanding your key stakeholders.

 Example of the technique.

 Conclusion
 Example of the technique
 You can create your own example of stakeholder analysis at work - whether for
your current role, a job you want to do or a new project.
 Conduct a full stakeholder analysis. Ask yourself whether you are communicating
as effectively as you should be with your stakeholders. What actions can you take
to get more from your supporters or win over your critics?
 The following example shows the stakeholders analysis technique in X- company. It
shows all the candidate stakeholder in the companies and there mapping in the
Power/Interest Grid.
 The following table shows the stakeholders:
CEO- A.R Mngr- W.B
VP- A.A Coworker- A.H
GM- A.M Government sector X- company
Mngr- A.S Contractor
Mngr- H.Q The press
 Mapping the
stakeholder:
High
Keep Satisfied Manage Closely
Mngr- H.Q
Coding: Supporter GM- A.M

Blocker Mngr- A.S

CEO- A.R
Neutral

VP- A.A
you can see that a lot
of effort needs to be Power
put into persuading Monitor Minimum Keep Informed
GM- A.M and Mngr- Effort contractor
press
H.Q of the benefits of
the project
Mngr- W.B
Mngr- A.S need to Coworker- A.H
managed well as Government sector
powerful supporters. low

low Interest High

 Agenda

 Introduction.

 Benefits of using a stakeholder analysis.

 Identifying Your Stakeholders.

 Prioritize Your Stakeholders.

 Understanding your key stakeholders.

 Example of the technique.

 Conclusion
 Conclusion

As the work you do and the projects you run become more important, you will affect
more and more people. Some of these people have the power to undermine your
projects and your position. Others may be strong supporters of your work.

Stakeholder Management is the process by which you identify your key stakeholders and
win their support. Stakeholder Analysis is the first stage of this, where you identify and
start to understand your most important stakeholders.

The first stage of this is brainstorm who your stakeholders are. The next step is to prioritize
them by power and interest, and to plot this on a Power/Interest Grid. The final stage is to
get an understanding of what motivates your stakeholders and how you need to win them
around.
THANK YOU!
Angela Sirbu