52
WEEK 5 CONSIDER PERSPECTIVES Introduction Stakeholder identification Stakeholder analysis Stakeholder management

WEEK 5 CONSIDER PERSPECTIVES Introduction Stakeholder identification Stakeholder analysis Stakeholder management

Embed Size (px)

DESCRIPTION

Origins of the Stakeholder Concept What is a stake? An interest or a share in an undertaking and can be categorized as: InterestRightOwnership Legal Moral

Citation preview

Page 1: WEEK 5 CONSIDER PERSPECTIVES Introduction Stakeholder identification Stakeholder analysis Stakeholder management

WEEK 5CONSIDER PERSPECTIVES

IntroductionStakeholder identificationStakeholder analysisStakeholder management

WEEK 5CONSIDER PERSPECTIVES

IntroductionStakeholder identificationStakeholder analysisStakeholder management

Page 2: WEEK 5 CONSIDER PERSPECTIVES Introduction Stakeholder identification Stakeholder analysis Stakeholder management

INTRODUCTIONStakeholders

Individuals and groups with a multitude of interests, expectations, and demands as to what business should provide to society

Page 3: WEEK 5 CONSIDER PERSPECTIVES Introduction Stakeholder identification Stakeholder analysis Stakeholder management

Origins of the Stakeholder ConceptWhat is a stake?

An interest or a share in an undertaking and can be categorized as:Interest Right Ownership

Legal

Moral

Page 4: WEEK 5 CONSIDER PERSPECTIVES Introduction Stakeholder identification Stakeholder analysis Stakeholder management

Origins of the Stakeholder ConceptWhat is a stakeholder?

An individual who possesses a stake

Page 5: WEEK 5 CONSIDER PERSPECTIVES Introduction Stakeholder identification Stakeholder analysis Stakeholder management

Government

Employees

Business

Community

Consumers

Owners

Page 6: WEEK 5 CONSIDER PERSPECTIVES Introduction Stakeholder identification Stakeholder analysis Stakeholder management

INTRODUCTIONThe BA must work closely with stakeholder in order to have

a successful change. Stakeholders can support or resist a change, they can

clarify or confuse requirements, and they have knowledge that the analyst needs to acquire.

The process for working effectively with stakeholders has three major steps:

Stakeholder identificationStakeholder analysis

It is the process of identifying how the individuals or groups that are likely to affect or be affected by a proposed action, and sorting them according to their impact on the action and the impact the action will have on them

Stakeholder management

Page 7: WEEK 5 CONSIDER PERSPECTIVES Introduction Stakeholder identification Stakeholder analysis Stakeholder management

Stakeholder IdentificationThis is done in order to identify the stakeholders

within these groups who may have working links or interest with the area under investigation.

TechniquesStakeholder nomination during interviews or

workshopsBackground research through document

analysisThe stakeholder wheel

Page 8: WEEK 5 CONSIDER PERSPECTIVES Introduction Stakeholder identification Stakeholder analysis Stakeholder management

Stakeholder nominationThe first nomination is the project sponsor who in turn should be able to specify the key

managers and business staff who need to be involved in the business analysis work

This approach works in a hierarchical fashion of organization.

This approach has the risk of omitting important details because the people nominated are sympathetic to the sponsor or senior managers resulting in limited analysis

Page 9: WEEK 5 CONSIDER PERSPECTIVES Introduction Stakeholder identification Stakeholder analysis Stakeholder management

Background ResearchThe background research is also known as report analysis or

background repotThere are many reasons for initiating a business analysis

project. These include a change in business strategy, a request from a senior manager, changes to a related business area and legal or regulatory changes, it can also be follow up on feasibility study.

Examining such documentation will often provide information that will help the analyst uncover a wide range of stakeholders, including those working outside the area under investigation.

Other documents that are often found within organization and can be useful when identifying stakeholders are organization charts or project structures

Page 10: WEEK 5 CONSIDER PERSPECTIVES Introduction Stakeholder identification Stakeholder analysis Stakeholder management

The stakeholder WheelThe wheel identifies the range of stakeholder

groups, and adds structure to the process of identifying them

This process make it possible to include both internal and external stakeholder there by making it possible to consider all views.

Page 11: WEEK 5 CONSIDER PERSPECTIVES Introduction Stakeholder identification Stakeholder analysis Stakeholder management

The Stakeholder wheel

Page 12: WEEK 5 CONSIDER PERSPECTIVES Introduction Stakeholder identification Stakeholder analysis Stakeholder management

The Stakeholder wheel Cont’d

Page 13: WEEK 5 CONSIDER PERSPECTIVES Introduction Stakeholder identification Stakeholder analysis Stakeholder management

The Stakeholder wheel Cont’d

Page 14: WEEK 5 CONSIDER PERSPECTIVES Introduction Stakeholder identification Stakeholder analysis Stakeholder management

Using the Stakeholder wheel It helps to include both internal and external

stakeholders.It helps to identify external stakeholder

example various types of supplies

Page 15: WEEK 5 CONSIDER PERSPECTIVES Introduction Stakeholder identification Stakeholder analysis Stakeholder management

Stakeholder AnalysisTechnique: Power/interest grid.Other names for the techniques are the

influence/interest grid and the P/I grid.Variant is the power/impact grid

Page 16: WEEK 5 CONSIDER PERSPECTIVES Introduction Stakeholder identification Stakeholder analysis Stakeholder management

Power/Interest grid

Page 17: WEEK 5 CONSIDER PERSPECTIVES Introduction Stakeholder identification Stakeholder analysis Stakeholder management

Power/Interest grid

Page 18: WEEK 5 CONSIDER PERSPECTIVES Introduction Stakeholder identification Stakeholder analysis Stakeholder management

Power/Interest grid Cont’d

Page 19: WEEK 5 CONSIDER PERSPECTIVES Introduction Stakeholder identification Stakeholder analysis Stakeholder management

Extended power/interest grid

Page 20: WEEK 5 CONSIDER PERSPECTIVES Introduction Stakeholder identification Stakeholder analysis Stakeholder management

Extended power/interest grid Cont’d

Page 21: WEEK 5 CONSIDER PERSPECTIVES Introduction Stakeholder identification Stakeholder analysis Stakeholder management

Extended power/interest grid Cont’dHigh power/low interest: within organization

there are often incidents that bring seemingly minor issues to the attention of the more senior stakeholders, analyst should be aware of the stakeholders in this category

Medium power/low high interest: these stakeholders often include middle managers from across the organization, more important customers and supplies, and external regulators

Page 22: WEEK 5 CONSIDER PERSPECTIVES Introduction Stakeholder identification Stakeholder analysis Stakeholder management

Extended power/interest grid Cont’dLow power/low interest : These are the

stakeholders who do not have a direct interest or involvement in the business situation

Low power/medium to high interest: these stakeholders are the business staff who will operate any new processes and systems, they need to be kept informed and if possible kept on side.

Page 23: WEEK 5 CONSIDER PERSPECTIVES Introduction Stakeholder identification Stakeholder analysis Stakeholder management

Using the power/interest gridManage actively: They need to be closely involved at

all stages of the project and any key decisions. They are the high power/high interest stakeholders.

Keep satisfied: They need to be kept informed where necessary so that they do not begin to develop an unhelpful interest in aspects of the project and possibly delay or even reverse the progress. They are the high power/medium interest stakeholders

Watch: These stakeholder are usually at such a senior level that the business analysts work is of little interest to them, however powerful group could arouse their interest. Eg the media . They are the high power /low interest stakeholders

Page 24: WEEK 5 CONSIDER PERSPECTIVES Introduction Stakeholder identification Stakeholder analysis Stakeholder management

Using the power/interest grid Cont’dKeep onside: these are the medium power stakeholders

with a range of levels of interest from low to highKeep informed: these stakeholders are usually the

business staff who will apply the new process and use the new system. Keep them informed to avoid rumors The are low power and medium to high interest category.

Ignore: these are the stakeholders with low power and low interest. The change are likely to have little impact on them.

Stakeholder analysis need to be carried out throughout the project

Page 25: WEEK 5 CONSIDER PERSPECTIVES Introduction Stakeholder identification Stakeholder analysis Stakeholder management

Variants TechniquesVariants include VOCATE (viewpoint, owner,

customer, actor, transformation, and environment), PARADE (perspective or point of view, activity, recipient, actor, decision-maker and environment) and Root definition (in the soft Systems methodology).

One of the key reasons for managing relationship with stakeholders is to ensure that we understand their ideas, priorities and wishes before we put forward recommendations, or even worse, implement business changes. Understanding what the key players wants is vital if the work is to go in the right direction.

One of the most important feature of stakeholder analysis involve uncovering the direction each stakeholder believes the organization should take.

Page 26: WEEK 5 CONSIDER PERSPECTIVES Introduction Stakeholder identification Stakeholder analysis Stakeholder management

CATWOEPeter Checkland and his team developed

CATWOE approach to understanding what stakeholders value and the impact it will have on the direction of the project.

Page 27: WEEK 5 CONSIDER PERSPECTIVES Introduction Stakeholder identification Stakeholder analysis Stakeholder management

The acronym CATWOE represents the following elements:

Page 28: WEEK 5 CONSIDER PERSPECTIVES Introduction Stakeholder identification Stakeholder analysis Stakeholder management

Example of documentation using CATWOE

structure is as follows:

Page 29: WEEK 5 CONSIDER PERSPECTIVES Introduction Stakeholder identification Stakeholder analysis Stakeholder management
Page 30: WEEK 5 CONSIDER PERSPECTIVES Introduction Stakeholder identification Stakeholder analysis Stakeholder management
Page 31: WEEK 5 CONSIDER PERSPECTIVES Introduction Stakeholder identification Stakeholder analysis Stakeholder management

Business activity modelingThis is also known as BAM, related terms

include the conceptual model and the logical activity model.

The BAM is build at the level of what the organization does, not how it does it. It is more province of business process models

Page 32: WEEK 5 CONSIDER PERSPECTIVES Introduction Stakeholder identification Stakeholder analysis Stakeholder management

Five types of business activity Do: these are the primary task of the organization. The things that

is has been set up to do. Eg training and consultancy firm might have deliver training and provide consultancy as its doing

Resources are not the same for all organizations Examples of resources are: Staff Suppliers Production and services Production and processes Delivery processes Premises Infrastructure Marketing channels Distribution channels finance

Page 33: WEEK 5 CONSIDER PERSPECTIVES Introduction Stakeholder identification Stakeholder analysis Stakeholder management

Five types of business activity cont’d Enable: these activities obtain and where

relevant, replenish the resources needed to perform the primary task. Resource include people, materials, customers, etc

There may be several connected enables associated with each resources. Example with staff enabling activities might be:

Recruit staff Train staff

Page 34: WEEK 5 CONSIDER PERSPECTIVES Introduction Stakeholder identification Stakeholder analysis Stakeholder management

Five types of business activity cont’d Plan: In building BAM it is assumed that the

basic strategic planning has already taken place. The planning activities on BAM are the more detailed ones associated with putting the strategy into effect.

TechniquePlan numbers and types of staff requiredPlan recruitment methodsPlan training

Page 35: WEEK 5 CONSIDER PERSPECTIVES Introduction Stakeholder identification Stakeholder analysis Stakeholder management

Five types of business activity cont’d Monitor: these activities monitor the

achievement of the performance measures that have been set during the planning activities

Technique: appraise staff performanceMonitor staff satisfaction

Page 36: WEEK 5 CONSIDER PERSPECTIVES Introduction Stakeholder identification Stakeholder analysis Stakeholder management

Five types of business activity cont’d Control: There are two ways of showing control

activities on a BAM. Either a control activity is associated with each monitoring activity or all monitoring activities feed into one control activity

One or more control activities can be put in place to take action if the organization’s performance as measured by the monitoring activities falls short of the targets set in the planning activities.

BAM is a conceptual model of activities the BA would expect of see in place. BAM is to find out if there are gaps between what should be happening and what is happening now.

Page 37: WEEK 5 CONSIDER PERSPECTIVES Introduction Stakeholder identification Stakeholder analysis Stakeholder management

RASCI chartsVariants are RACI ( responsible, accountable,

consulted, informed) or ARCI ( accountable, responsible, consulted, informed).

Page 38: WEEK 5 CONSIDER PERSPECTIVES Introduction Stakeholder identification Stakeholder analysis Stakeholder management
Page 39: WEEK 5 CONSIDER PERSPECTIVES Introduction Stakeholder identification Stakeholder analysis Stakeholder management
Page 40: WEEK 5 CONSIDER PERSPECTIVES Introduction Stakeholder identification Stakeholder analysis Stakeholder management

Stakeholder managementA stakeholder management plan provide a means of capturing all of the information, and setting out the actions to be taken with regards to each stakeholder.

Page 41: WEEK 5 CONSIDER PERSPECTIVES Introduction Stakeholder identification Stakeholder analysis Stakeholder management

Careful assessment of the five core questions:

• Who are our stakeholders?• What are our stakeholders’ stakes?• What opportunities and challenges do

stakeholders present? • What economic, legal, ethical, and

philanthropic responsibilities does our firm have?

• What strategies or actions should our firm take to best manage stakeholder challenges and opportunities?

Page 42: WEEK 5 CONSIDER PERSPECTIVES Introduction Stakeholder identification Stakeholder analysis Stakeholder management

Key Questions In Stakeholder Management

What strategies or actions should our firm take to best manage stakeholder challenges and opportunities?Should we deal directly or indirectly with

stakeholders?Should we take the offense or the defense in

dealing with stakeholders?Should we accommodate, negotiate, manipulate

or resist stakeholder overtures?Should we employ a combination of the above

strategies or pursue a singular course of action?

Page 43: WEEK 5 CONSIDER PERSPECTIVES Introduction Stakeholder identification Stakeholder analysis Stakeholder management

The stakeholder management plan consist of an assessment for each one and the areas to be included in each assessment are as follows: Cont’d

Page 44: WEEK 5 CONSIDER PERSPECTIVES Introduction Stakeholder identification Stakeholder analysis Stakeholder management

The stakeholder management plan consist of an assessment for each one and the areas to be included in each assessment are as follows: Cont’d

Page 45: WEEK 5 CONSIDER PERSPECTIVES Introduction Stakeholder identification Stakeholder analysis Stakeholder management

The Thomas-Kilmann conflict mode instrument

Page 46: WEEK 5 CONSIDER PERSPECTIVES Introduction Stakeholder identification Stakeholder analysis Stakeholder management

The Thomas –Kilmann conflict mode instrument sets out five positions that may be adopted by people in a conflict or negotiation situation

Assertive Avoiding: Unassertive and uncooperative. This

stance is based upon a refusal to acknowledge that conflict exists often in the hope that is ignored the situation will resolve itself. Can build resentments

Accommodating: Unassertive and cooperative. In this position stakeholders have acknowledge their concerns and the existence of the conflict, but have decided to give way to the ideas or request from other parties . Usually those that are habitually ignored by the other stakeholders

Page 47: WEEK 5 CONSIDER PERSPECTIVES Introduction Stakeholder identification Stakeholder analysis Stakeholder management

Competing: Assertive and uncooperative. Stakeholders who adopt competing position are keen to focus on their own ideas and concerns and may pay little attention to the other stakeholders’ needs.

Compromising: Moderately assertive and moderately cooperative. This is often the approach that people recommend. Meeting all parties in the middle.

Collaborating: Assertive and cooperative. Sometimes known as win - win scenario, collaboration is the ideal outcome go a situation, since all the participants feel that the result is beneficial for them.

Page 48: WEEK 5 CONSIDER PERSPECTIVES Introduction Stakeholder identification Stakeholder analysis Stakeholder management

Principled NegotiationThe principled negotiation technique was

developed by William Ury and Roger Fisher. There are four main points that define this approach:• People : consider the people and separate them

from the problem• Interest: Focus on the stakeholders’ interest

and priorities rather than their positions.• Option: Consider a variety of options before

making any decisions.• Criteria: Set criteria upon which the decision

will be based

Page 49: WEEK 5 CONSIDER PERSPECTIVES Introduction Stakeholder identification Stakeholder analysis Stakeholder management

Using principled negotiationFailing to consider the people and to

appreciate the part that emotions and beliefs play in a negotiation, can be disastrous.

Where there is a conflict situation the first step is often to blame the people involved rather than finding the root of the problem and sorting it out.

Page 50: WEEK 5 CONSIDER PERSPECTIVES Introduction Stakeholder identification Stakeholder analysis Stakeholder management

Three aspects to consider about peoplePerception: How do they view the situation? This

involves trying to understand the stakeholders’ emotions and beliefs about the situation. You can use the CATWOE techniques in this situation

Emotion: the way that people feel during negotiation can often be as relevant as what they say. It can be vey valuable to acknowledge those feelings and recognize that they are important.

Communication: effective communication is very important in negotiations. This means using clear language that will encourage everyone to contribute

Page 51: WEEK 5 CONSIDER PERSPECTIVES Introduction Stakeholder identification Stakeholder analysis Stakeholder management

Positive basis for negotiation

Page 52: WEEK 5 CONSIDER PERSPECTIVES Introduction Stakeholder identification Stakeholder analysis Stakeholder management

Using the stakeholder management technique