3 mistakes Why projects fail

Mistake #1: Identifying

and prioritizing the
wrong stakeholders
Mistake #3: Failing to
have a set stakeholder
communication plan

Mistake #2: Being

unrealistic with your key
stakeholders.

https://blog.capterra.com/mistakes-all-project-managers-make-with-their-stakeholders/
 Who is a Stakeholder

Any group or individual who can affect or is affected by the achievement of the organization objectives.

(FREEMAN 1984, p.46 in FRIEDMAN & MILES 2006, p.4)

An individual, group, or organization who may affect, be affected by, or perceive itself to be affected by a decision,
activity, or outcome of a project.
(PMBOK 2013, p.563)
The Role of Stakeholders in Your Business

They Invest
They buy

They control

They supply
They create
THE CLARKSON 7 PRINCIPLES OF SM

• Acknowledge and monitor all the concerns

• Listen and correspond to all the apprehensions

• Adopt relevant practices and modes of behavior

• Treat the stakeholders fairly

• Collaborate with the public and private entities

• Avoid any activities that might endanger human rights

• Take notice of the potential conflicts that may possibly occur

STAKEHOLDER ANALYSIS-QUALITATIVE

Explores the influence that the identified stakeholders (might) have on the project.
Should both be conducted immediately at the start of the project and updated or revised regularly over the
course of the project, since the stakeholder environment is liable to changing (their opinions) over time

A stakeholder’s influence on a project can be defined in three dimensions

1. Interest in/through the project (involvement)
2. Means of influencing the project (power)
3. Effect on the project (response).
CATEGORIZATION OF STAKEHOLDERS

• Benefits of Categorizing Stakeholders

• Strategize how much time to spend with each stakeholder.
• Identify the most important issues for each stakeholder.
• Understand the level of importance of each stakeholder’s concerns.
• Dimensions of Categorization
• Power: the measure of a stakeholder’s level of authority
• Impact: a stakeholder’s ability to effect changes to the project’s planning or execution.
• Interest: a stakeholder’s level of concern regarding the project outcomes.
• Influence: the stakeholder’s level of active involvement in the project
CATEGORIZATION OF STAKEHOLDERS :Stakeholder Engagement
Assessment Matrix
This categorization shows current and desired states of various stakeholders.
C= Current State of Stakeholder with respect to initiative
D= Desired State of Stakeholder with respect to initiative
PRIORITIZATION OF STAKEHOLDERS
PRIORITIZATION OF STAKEHOLDERS
PRIORITIZATION OF STAKEHOLDERS
PRIORITIZATION OF STAKEHOLDERS
PRIORITIZATION OF STAKEHOLDERS

Stakeholder Register – Priority

• Priority one: the most critical project stakeholders. Top-priority stakeholders have a high ranking in
three or more categories.

• Priority two: important stakeholders. Important stakeholders have a high ranking in two or more
categories.

• Priority three: stakeholders to keep engaged in the process. Priority three stakeholders have a high
ranking in one category.

• Priority four: stakeholders who should be monitored. Stakeholders without a high ranking in any
category are priority four.
Stakeholder Classification

Internal Stakeholders

External Stakeholders

Executive Stakeholders
Managing Internal Stakeholders

Project team members may be involved in each of the five phases of the project lifecycle:

• Initiating. :Team members may assist in drafting the charter and other initiation documents.

• Planning :Team members can help estimate the project time line, budget, key milestones, and so on.

• Execution :Project team members help manage stakeholders, initiate change requests, and provide overall
support for project execution.

• Monitoring and controlling :Team members may be involved in the approval process for project change
requests. Also, team members may track and control various project metrics such as earned value.

• Closing : Team members may help capture lessons learned, close out vendor contracts, and assist with team
celebrations
Managing Internal Stakeholders

Project team members may be:

• Full-time, part-time, or involved on an ad hoc basis.

• Dedicated to the project or borrowed from their regular jobs.

• Employed by the same organization as the project manager or by a different organization.

• Subject matter experts or generalists.

• Project customers and/or sponsors

Managing Internal Stakeholders

Tips for Managing Project Team Stakeholders

• Time Commitment : Spend some time with the team members

• Project Team Kickoff (Authentic, well-planned, positive)

• Breaking the Ice when In Person
• Breaking the Ice in a Virtual Environment

• Group Directory: A group directory, including contact information and photographs, is an effective way to
build team relationships and communication.

• Keep the Team Engaged

• Celebrate Success
Managing Internal Stakeholders

Extended Project Team

• If the group of individuals grows to be a large number, more than 10 or 12 people, the project
manager should consider creating a core project team and an extended project team.

• Watch-Outs
o Lack of Motivation
o Poor Direction
o Overburdened Team Members
o Loyalty to Team above the Project Manager
Managing External Stakeholders

Who are External Stakeholders

• Vendors.
• Consultants.
• Government regulators.
• Trade unions.
• Associations.
• Not-for-profit groups.
• Citizens’ action groups.
• Celebrities

Tips for Managing External Stakeholders

• Establish Contracts
• Provide Direction
• Hold Outside Vendors Accountable

Watch-outs
• The project manager should pay attention to the external stakeholder’s organization to identify when
its goals and the project organization’s goals are not aligned.
Managing Executive Stakeholders

Executive Stakeholders can be of two types

• Internal Executive Stakeholders
• External Executive Stakeholders

Internal Executive Stakeholders

• Senior individuals responsible for setting project goals and ensuring the project manager and the
project team deliver those outcome
• They reinforce, and support the efforts of the project team.

External Executive Stakeholders

• Customer, executive sponsor, executive council, supplemental executives
Managing Executive Stakeholders

Understand the Executive’s Key Drives

• What is the most important aspect of this project for you?

• How often would you like to be updated?

• How much detail do you want in the project reports you receive?

• What is the best way to communicate with you (for example, email, telephone, some sort of shared server)?

• What are the watch-outs the project team should be on the lookout for?

• What are your expectations of the project manager? The project team?

• Are there other executives we should talk to about this project?

Managing Executive Stakeholders
Tips for Managing Executive Stakeholders
• Convert project language into the executive language
• Be concise
• Proactively identify problems
• Understand the endgame
• Communicate, communicate, communicate
• Build relationships
• Be inclusive

Watch-outs
• Time constraints
• Disagreements over jurisdiction
• Uninterested
• Unaware
• Micromanager
Summing All steps of stakeholder management
Initiating Phase Planning Phase
• Determine how you will plan for each knowledge area
• Determine company culture and existing systems
• • Determine detailed requirement
Collect processes procedure and historical information
• • Create project scope statement
Divide large projects into phase
• • Create Activity list
Understand the business case
• • Create network diagram
Uncover initial requirement, assumptions, risks, constraints and
• Determine all roles and responsibility
existing agreements
• • Plan communications and stakeholder engagement
Assess project and product feasibility within the given constraints
• Perform risk identification, qualitative and quantitative risk analysis ad
• Create measurable objective
• Develop project charter risk response planning
• • Create Change management plan
Identify stakeholders and determine their expectations, influence
and impact • Hold kickoff meeting
• Involve Learning team and HR for designing training program on • Plan phase wise training to shortlisted employees on necessary
key skills required analytical training required
• Involve HR team to identify key managers and operations people in
Outcome: the company who play a pivotal role so that they can be educated on
• Set performance goals how analytics can help do their job better
• Establish priorities  Outcome
• Identify stakeholders and classify them on Power, Impact and • Stakeholder engagement plan
Influence • Change Management plan
• List of skills required on which targeted employees should be • Skill Training program plan
trained • Operations people awareness on analytics implementation program
plan
Summing All steps of stakeholder management
Executing phase
• Execute the work according to PM plan
• Produce product deliverable
• Implement approved changes
• Perform quality audits
• Manage and Engage stakeholder using Stakeholder
management plan
• Observe stakeholders and classify them as Promotors,
Sponsors, negative and positive skeptics, Cautious Fence sitter
and Indifferent Fence sitter
• Identify your BATNA
• Start executing skill based training for targeted employees
• Start awareness program for operations people
Outcome
• Ensure adequate and effective communication
• Maintain relationships with stakeholders
• Identify Stakeholder in above categories and redesign
Stakeholder communication plan
• Ensure quality
• Conduct camps , hackathons for awareness on analytics usage
in daily work and its benefits
Monitoring &Controlling phase
• Analyze, evaluate and measure performance against the
baseline
• influence factors that may benefit project
• Perform integrated change control
• Update PM plan and project document
• Inform stakeholders of result of change request
• Negotiate with stakeholder if required
• Monitor stakeholder engagement
• Create forecast
• Gain acceptance of deliverables
• Monitor employees and look for any negative thought be
spread
• Appoint Cause Champions to help spread positive word about
exercise
• Monitor training performance of technical skills
Outcome
• Negotiation strategy for difficult stakeholders
• Cause champions appointment