Chapter 06 Power Points

Contemporary Project Management
Kloppenborg, Contemporary Project Management, 4 th Edition. © 2019 Cengage. All Rights Reserved. May not be scanned,
copied or duplicated, or posted to a publicly accessible website, in whole or in part.
Chapter 6
Stakeholder Analysis and Communication
Planning
Kloppenborg, Contemporary Project Management, 4 th Edition. © 2019 Cengage. All Rights Reserved. May not be scanned,
copied or duplicated, or posted to a publicly accessible website, in whole or in part.
Chapter 6 Stakeholder Analysis and
Communication Planning
Kloppenborg, Contemporary Project Management, 4 th Edition. © 2019 Cengage. All Rights Reserved. May not be scanned, copied
or duplicated, or posted to a publicly accessible website, in whole or in part.
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…”
organizationalzoo.com/profiler Copyright Arthur

Shelley 2013 Image artist John Szabo
Identify Stakeholders (1 of 2)
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
Identify Stakeholders (2 of 2)
• 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
Find Stakeholders Analyze stakeholders Document 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.
EXHIBIT 6.1: Examples of Project Stakeholders
INTERNAL EXTERNAL
Affected by Project Process Owner Suppliers
Sponsor Partners
Project Manager Creditors
Functional Managers Government Agencies
Competing Projects Special Interest Groups
Financing SourceProject Core Team Neighbors
Subject Matter Experts Client
Employees Professional Groups
Stockholders Media
Taxpayers
Union
Competitors
Affected by Project Result Internal Customer Client
Sponsor Public
Users Special Interest Groups
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
Analyze Stakeholders (1 of 2)
• Prioritize stakeholders
POWER
INTEREST INFLUENCE
IMPACT URGENCY LEGITIMACY
Stakeholder analysis – a stakeholder identification technique composed of

gathering and evaluating information to determine whose interests should be
emphasized throughout the project.
Analyze Stakeholders (2 of 2)
EXHIBIT 6.2: MODULAR COURSES: STAKEHOLDER IDENTIFICATION AND PRIORITIZATION MATRIX
VICE DEANS OF ACADEMIC STUDENT
LECTURERS: (*) STUDENTS
CHANCELLOR FACULTY (*) REGISTRAR: SUPPORT
What Is Important to
This Stakeholder
Power 3 3 3 2 1 1
Interest 3 1 2 1 2 2
Influence 1 3 2 2 1 1
Impact 3 2 3 1 1 1
Urgency 2 1 2 1 1 1
Legitimacy 2 1 3 3 1 3
Total: 14 11 15 9 7 6
Priority Key Key Key Secondary Other Other
(Key or Other):
(*) Lecturers and the deans are unlikely to be homogeneous in their views—more information is needed to identify
groupings and interest areas. For this case, we have kept it simple.
Source: Louise Worsley.
EXHIBIT 6.3: Success Criteria for Various
Stakeholders
Source: Adapted from Ralph R. Young, Steven M. Brady, and Dennis C. Nagle, Jr., How to Save a Failing Project: Chaos
to Control (Vienna, VA: Management Concepts, 2009): 14. © 2009 by Management Concepts, Inc. All rights reserved,
www.managementconcepts.com/pubs.
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
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
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
Project Stakeholder Register
EXHIPIT 6.4 MODULAR COURSES: PROJECT STAKEHOLDER MATRIX
STAKEHOLDER INTEREST IN PROJECT PRIORITY SUPPORT/MITIGATION STRATEGIES
Vice Chancellor Make major improvements in university services Key Consult on target improvement areas—use his
and avoid government intervention. power to support key and difficult changes.
Deans of Faculty Protect against changes that could influence their Key Work with nominated representatives to identify
power base. Reduce detrimental impact on faculty and seek out solutions to barriers to change.
activities. Establish and communicate wins for faculties.
Academic Develop the power base of AR—demand and Key Increase visibility and power of AR. Increased
Registrar (AR) obtain quality improvements on courses across visible support for AR regarding resources and
the university. political support from senior management.
Lecturers Be kept informed of impacts upon them. Reduce Secondary Identify supportive champions. Create, test,
or resist changes that are considered negative to and deliver carefully considered communication
them. strategy.
Student support Be able to prepare and train staff on how to roll Other Help student support guide staff through process
out new schemes to current and prospective —develop training programs and online web
students. support.
Students University shows signs of improvement and Other Set up consultation and communication groups.
ensures students’ needs are considered. Keep informed.
Source: Louise Worsley.

Plan Stakeholder Engagement (1 of 2)
• 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
Plan Stakeholder Engagement (2 of 2)
EXHIBIT 6.5: MODULAR COURSES–STAKEHOLDER ENGAGEMENT ASSESSMENT MATRIX
CURRENT TARGET
STAKEHOLDER POSITION POSITION BARRIERS TO CHANGE STRATEGY
Vice Chancellor Leading Leading Competing day-to-day priorities Ensure engagement is ‘efficient’ and effective.
Consider extending role of deputy
Chancellor to cover for some day to-day
activities.
Deans of Faculty Resistant Neutral, Supportive, Some Deans more powerful than others (relates to Consider each Dean’s WIIFT individually.
or Leading student numbers and academic ratings). ‘Power Consider strategies for individuals as well as the
owners’ are very influential. group.
Academic Supportive Leading Competing day-to-day priorities—lack of leadership Engage deputy, provide skills and
Registrar (AR) skills. mentorship.
Lecturers Unaware to Neutral or Very large group with veto power through unionized Involve HR and legal department to evaluate all
neutral supportive actions. changes that may impact lecturers.
Identify supportive champions and stakeholder
groupings for engagement.
Student support Neutral Leading Not considered important by academic staff–services Provide consultancy support to team to redesign
currently limited and not highly rated. and promote new services (including
student website).
Students Unaware Neutral Very large group. Student representative council not Set up consultation and communication
well resourced or highly valued by students. groups. Keep informed. Consider use of
social media.
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.
EXHIBIT 6.6: Manage & Monitor Stakeholder
Engagement
Monitor
Continuously Monitor:
Relationships,
Communications, and
Lessons Learned
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 roles

Alerted about changes
Asked 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

the project 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
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
EXHIBIT 6.8: Project Communications Plan
Considerations
PURPOSES STRUCTURES METHODS TIMING
Authorization Existing organizational forms (reuse) Push methods: Project life cycle
Direction setting Project specific: Instant messaging Charter
Information seeking Templates (adapt) E-mail Project plan
Status reporting: Unique (create) Voice mail Milestones
Schedule Text Output acceptance
Cost Pull methods: Project close-out
People Shared document repositories Routine time
Risk Intranet Daily—member
Issues Blog (repository) Weekly—core team
Quality Bulletin boards Monthly—sponsor
Change control Interactive methods: As needed—others
Approval of project
Telephone—teleconferencing
outputs
Escalation Wikis
Lessons learned VOIP/videoconferencing
Groupware
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
Project Communications Matrix
EXHIBIT 6.9: MODULAR COURSES - PROJECT COMMUNICATIONS MATRIX
STAKEHOLDER PROJECT INFO. STAKEHOLDER METHODS TIMING
NEEDS INFO. NEEDS
Program Board Direction, strategy, Status—progress and SH Scheduled board meetings, Weekly and as needed
(Vice Chancellor) budget, authorizations positions circulated minutes, one-on-ones Daily 15-min. stand-up with
with Vice Chancellor Vice Chancellor
Deans of Faculty Concerns, WIIFT Plans, changes to practices Program newsletter, across faculty Every 2-3 weeks depending
affecting their staff workshops, informal one-on-ones upon concerns.
consultation
Academic Requirements Resource commitments, Workshops with team, e-mails Frequent in early stages then
Registrar (AR) status timed to delivery points.
Lecturers Concerns Plans, changes to practices Program newsletter, presentations, Monthly

affecting them e-mails
Student support Requirements Resource commitments, Workshops with team, e-mails Frequent in early stages then
status timed to delivery points
Students Concerns Changes to enrollment Social media, e-mails, E-mail and meetings
procedures presentations
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 knowledge 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
EXHIBIT 6.10: PDCA Model Applied to Project
Meetings
Source: Adapted from Timothy J. Kloppenborg and Joseph A. Petrick, “Meeting Management and Group
Character Development,” Journal of Managerial Issues (Summer 19 99): 168–172.
EXHIBIT 6.11: Project Meeting Agenda Template
PLAN-
WELL-RUN MEETINGS
REQUIRE PLANNING
EXHIBIT 6.12: Project Meeting Minutes Template
DO
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)
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)
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
EXHIBIT 6.13: Project Issues Log
OPEN ISSUES
NAME DATE OPENED ORIGINATOR POTENTIAL IMPACT PROGRESS
.
CLOSED ISSUES
NAME DATE OPENED ORIGINATOR HOW RESOLVED DATE CLOSED
.
. .
Action Items and Evaluation
• For each agreed upon action item, capture who will do it and when
• Evaluate meetings with the plus (positives)—delta (change) template
EXHIBIT 6.14: PROJECT MEETING PLUS-DELTA EVALUATION TEMPLATE
Agile evaluations are called retrospectives
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
PM IN ACTION
• IT rollout of servers, clients, networking equipment & central data center
• Need for revision of original communications plan
• What finally saved the project?

Chapter 06 Power Points

Uploaded by

Document Information

Copyright

Available Formats

Share this document

Share or Embed Document

Sharing Options

Did you find this document useful?

Is this content inappropriate?

Copyright:

Available Formats

Chapter 06 Power Points

Uploaded by

Copyright:

Available Formats

Contemporary Project Management

• List, describe, & prioritize project stakeholders

“The use of creative tools such as

organizationalzoo.com/profiler Copyright Arthur

After charter is accepted, a good place to start detailed planning is with

• Multiple users with different—sometimes conflicting—requirements

Find Stakeholders Analyze stakeholders Document stakeholders

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

Identify stakeholders –the process of determining the individuals and

• Use classic rules of brainstorming

Stakeholder analysis – a stakeholder identification technique composed of

• Prioritize among your stakeholders to ensure the most important project

• Set clear direction

• Create a stakeholder register

Stakeholder register – a repository of information regarding all project

Source: Louise Worsley.

• Create Stakeholder Engagement Assessment Matrix

• “What is in it for me?”

Stakeholder engagement plan – a subsidiary component of the project

• Share planning documents

Educated about their roles

• Purposes of a project communications management plan

Communications management plan – a living document and component of

“Communication leads to cooperation,

Purpose—Project communications need to be:

• Who to learn from?

Velocity, burn down charts, running tested features, earned

Lecturers Concerns Plans, changes to practices Program newsletter, presentations, Monthly

• Capture and reuse knowledge developed

Knowledge—insights derived from information and experience…can be linked

• Determine project information needs

• Establish project plans

• Meetings are a process that can be studied & improved

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

• All decisions made should be documented

Agile evaluations are called retrospectives

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

• Tremendous overlap between Communications Management & Stakeholders

• The stakeholder priority matrix shown is a start and now we need to

You might also like