Stakeholder Analysis and Communication Planning Chapter 5 Contemporary Project Management...

Stakeholder Analysis and Communication Planning

Chapter 5

Contemporary Project Management

Kloppenborg

© 2012 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.


Chapter Vignette

Chapter Vignette

The Built-Green Home

• The highest three-star level and largest Built Green-certified community in Washington State

• A large component of Nunes’ vision centered on education

• Required careful selection of the right steering committee


Chapter Vignette

Chapter Vignette

The Built-Green Home

• Steering committee that large enough to represent the diverse group of stakeholders but small enough to be effective.

• Project managers who are able to manage stakeholder expectations and communications enhance the prospects of completing their projects successfully.

At the end of this chapter…

• Enumerate and describe project stakeholders• How to build project relationships• Understand the project communications plan• Develop a project communications plan• Facilitate project meetings• Understand communication challenges



Project Selection, Prioritization, and Initiation

Develop the Project Management Plan

• The basis for executing, monitoring, controlling and closing all project work

• Develop the outline of a project management plan

• Use project initiation documentation

Project management plan – “a formal, approved document that defines how the project is executed, monitored, and controlled…” PMBOK® Guide

Project management plan – “a formal, approved document that defines how the project is executed, monitored, and controlled…” PMBOK® Guide


Start Developing the Project Plan

• Relationship building and detailed planning occur simultaneously

• Plans include: communicationsscope

schedule

budgetresources risk

Plan communications– “the process of determining project stakeholder information needs and defining a communications approach.” PMBOK® Guide

Plan communications– “the process of determining project stakeholder information needs and defining a communications approach.” PMBOK® Guide

quality


The Communications Management Plan

• Communication needs and expectations• The who, what, where, when, and how

Communications management plan – “the document that describes: the communication needs and expectations for the project; how and in what format information will be communicated; when and where each communication will be made; and who is responsible for providing each type of communication.” PMBOK® Guide

Communications management plan – “the document that describes: the communication needs and expectations for the project; how and in what format information will be communicated; when and where each communication will be made; and who is responsible for providing each type of communication.” PMBOK® Guide


The Project Management Plan

• Formally approved • Updated/revised by formally approved changes

Project Management Plan

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Determinants of Project Success

Understand the Stakeholders

• Multiple users with different requirements• May not know what they want• May not be the actual user• Unreasonable requests • Stakeholders other than the users


PMs Stakeholder Responsibility

• Understand the stakeholders• Build relationships with stakeholders• Develop a communications plan for dealing with

stakeholders


Identify Stakeholders

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

• Are stakeholders internal or external?

Identify stakeholders – “the process of identifying all people or organizations impacted by the project, and documenting relevant information regarding their interests, involvement, and impact on project success.” PMBOK® Guide

Identify stakeholders – “the process of identifying all people or organizations impacted by the project, and documenting relevant information regarding their interests, involvement, and impact on project success.” PMBOK® Guide


Examples of Project Stakeholders


Identifying Project Stakeholders

• Use classic rules of brainstorming• List project processes and results stakeholders

may be interested in• Combine stakeholder list into groups



Success Criteria for Various Stakeholders

Stakeholder/Success Criteria

On Time

OnBudget

Meet Requirements

Partnership

Profit Realized

Follow-on Work

Minimal Overtime Recognition Challenge

Customer X X X X

End user X X X X

Customer management X X X X X X

Project manager X X X X X X X X

Contractor management X X X X X X X

Project team member X X X X X X X

Subcontractor X X X X X X

Prioritize Stakeholders

• Proximity to the project• Power over the project• Urgency in terms of time sensitivity• Rate aspects on a 1 to 3 priority scale• Generate a total prioritization score


Stakeholder Identification and Prioritization Matrix



Alternative Breaks Project Stakeholder Matrix

Stakeholder Interest in Project PrioritySupport/Mitigation Strategies

Students Going on trip 1 KeySupport and guide through process

FamiliesMonetary support, worry about student 3

Help students guide families through process

Community organizations We support them 2 Constant communication

VP Student Affairs Success for division 1 Key Share and publicize "wins"Executive Director of Faith and Justice

Success for Faith and Justice 1 Key

Share and publicize "wins", keep informed of progress

BoardSuccess for board and students 1 Key Constant improvement

AdvisorSuccess for board, students, and advisor 2 Constant improvement

Winter break tripLearn from Alternative Breaks 3

Remain in contact, share strategies

National Organization Break Away 2 way sharing 2

Continue current relationship

Results of Stakeholder Identification and Prioritization

• Set clear direction• Prioritize objectives• Recognize complex tradeoffs and consequences• Facilitate necessary decisions• Develop a shared sense of risk• Build a strong relationship with their customers• Lead with an empowering style• Serve as good stewards of resources


Prioritize Stakeholders

• Select top 10 to 15 stakeholders for emphasis during planning

• Get feedback from sponsors• Team considers top stakeholders throughout the

project• Complete the stakeholder register


Building Core Team Relationships

• Mutual respect and trust promote successful projects• Relationship building activities:

Share motives

Encouragecommunication

Establish agendas

Sharedlearning

Joint decision-making

Celebratesuccess

Share enjoyment

Appropriatedecision-making


Project Decision-Making Guide


Building Relationships Building With All Other Stakeholders

• “What is in it for me?”• Treat stakeholders as partners• Use core team relationship building activities• Foster respect and trust


Communications Planning

• Purposes of a project communications management plan

• Communications plan considerations• Communications matrix• Knowledge management


Purposes of a Project Communications Plan

• Use effective communications to:

– Set and manage expectations – Resolve conflicting desires– Ensure project work is completed– Document meaningful lessons


Communications from Stakeholders

• To determine requirements• To uncover and resolve issues• To receive feedback


Communications to Stakeholders

• For decision making• To assure adequate understanding• To enable full commitment


Project Communications Plan Considerations

Interactive methods: As needed - others Telephone-teleconferencing Wikis VOIP/videoconferencing Groupware


Six Cs of Project Communications

• Clearly state the subject.• Concisely make the point.• Courteously deliver the message.• Consistently reinforce your point. • Respect confidentiality at all times.• Compel the recipient to be receptive.


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?


Project Communication Matrix


Alternative BreaksProject Communications Matrix


Stakeholder Learn from Share with Timing Method Owner

Student Needs Education,Reflection

Bi-weekly & as needed

Meetings, test, email

Board, Site coordinators

Families Concerns Plan & study info

At start, before, & during trip

Student AB website

Student & advisor

Community organizations Education, needs Our plans & needs

At start, before, & during trip Phone Site coordinators

VP Student AffairsDefinition of success “Wins” At start & at “wins” E-mail Advisor

Executive Director of Faith and Justice

Definition of success “Wins” & progress

At start, at wins, and monthly E-mail & meetings Advisor

AdvisorUniversity needs & strategic outlook Progress, needs Almost daily E-mail & meetings Board

National Organization Break Away

Summer student training, Listserv info

Forms, methods, daily guidelines At start & monthly E-mail Chair & advisor

Knowledge Management• Capture and reuse knowledge developed• Create a lessons learned knowledge base• Facilitate a lessons learned session for the

project

Knowledge – “a conclusion drawn from information after it is linked to other information and compared to what is already known”

Knowledge – “a conclusion drawn from information after it is linked to other information and compared to what is already known”


Project Meeting Management

• Establish project plans• Conduct the project activities• Verify progress• Accept deliverables• Close-out projects


Improving Project Meetings

• 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

PLAN

Project Meeting Minutes Template

DO


Issues Management

• Information captured in a project meeting:– Decisions made– New issues surfaced and old issues resolved– Action items agreed to– An evaluation of the meeting

Issue – “a point or matter in question or in dispute, or a point or matter that is not settled an is under discussion or over which there are opposing views or disagreements.” PMBOK® Guide

Issue – “a point or matter in question or in dispute, or a point or matter that is not settled an is under discussion or over which there are opposing views or disagreements.” PMBOK® Guide


The Issues Log

• A living document that lists open issues• State when and how issues are resolved• Benefits

– Important issues are added to the log– Ensures issues are not forgotten


Project Issues Log


Action Items and Evaluation

• Tasks to perform by a specific date• Evaluation of good and poor points from the

meeting• Capture evaluations using a Plus-Delta template

– Each person provides at least one good thing ( + )– Each person provides one thing to overcome ( Δ )



Project Meeting Plus-Delta Evaluation Template

Communication Needs of Global and Virtual Project Teams

• Talent from a wide pool of resources• Greater autonomy• Greater reliance on persuasion • Sensitivity to cultural patterns • Charters and communication vehicles are more

critical• One face-to-face meetingVirtual team – “a group of persons with a shared objective who fulfill their roles with little or no time spent meeting face to face.” PMBOK® Guide

Virtual team – “a group of persons with a shared objective who fulfill their roles with little or no time spent meeting face to face.” PMBOK® Guide


Challenges for Virtual and Global Project Teams


Countries and Project Communication Preferences



Communications Technologies

• Ensure communications systems are compatible• Choose technologies that facilitate


Communication Technology Examples

Automated workflow Automator

Blog Twitter

Bulletin board

Calendaring system Windows Live Calendar, Google Calendar

Database Oracle

Desktop videoconference

Electronic blackboard

E-mail Gmail, Hotmail

Fax Forums http://www.pmforum.org/

Groupware Lotus Notes, Microsoft Exchange

Instant messaging MSN messenger, Yahoo Messenger, AIM, Google TalkInternet Intranet Shared database SharepointShared document repository Shared white board

Social network Linkedin, Qzone, Friendster, Orkut, VK, Badoo, MixiTelephone/Teleconference Voice mail

Voice over Internet protocol (VOIP) Skype, Vonage

Web-based project management software MS Project Server, Primavera, Copper Project, eRoomWiki

Summary

• Project planning is iterative– Identify stakeholders– Plan communications– Determine project scope

• Build effective working relationships• Create a communications plan

– Communications matrix– Capturing and using lessons learned– Managing and improving meetings– Managing issues


Summary

• Virtual and global teams add communication challenges– Different cultures offer communication challenges

• Consider appropriate communications technologies



Using Appreciative Inquiry to Understand Stakeholders

• Appreciative inquiry is a positive philosophy for change wherein whole systems convene to inquire for change

• Four phases: Discovery, Dream, Design, and Delivery

PM in Action Example

Implications of AI on Defining Project Scope

• Key Outcome– Stakeholders have

elicited a clear understanding of their true needs and wants

– Understanding of how their needs and wants link to a future state.

PM in Action Example

Stakeholder Analysis and Communication Planning Chapter 5 Contemporary Project Management...

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