Oxford Major Programmes Ltd

Stakeholder

Management 22/03/17

Benedict Pinches

Vincent Van Gogh, The Potato Eaters, 1885

Project Stakeholders

“A person or organisation

that is: actively involved in

the project, whose interests

may be positively or

negatively affected either by

the work of the project or

the outputs from the

project, and who may exert

influence over the project or

its deliverables.” (PMBoK)

2

“Individuals or groups with

an interest in the project,

programme or portfolio

because they are involved

in the work or affected by

the outcomes” (APMBoK)

“A stakeholder is any group or

individual who can affect, or is

affected by, the achievement of

a corporation’s purpose.”project’s purpose.

Ed Freeman

Ed Freeman, Strategic Management: A Stakeholder Approach, 1984

Community

Engagement?

12-home hamlet

Split by train line

Want to work with the

Company…

What do you do?

Not ‘Soft’ but ‘Real’

Adaptability

Consistency

Resilience Hunger to learn

CompassionEmpathy

Competitiveness

Passion for customer service

Emotional intelligence

Endurance

Enthusiasm

Ethical

Etiquette

Friendliness

BalanceDiplomacyMotivation

Self awareness

Self confidence

Humour

Strategic thinker

Tolerance

Focus Decisive

Diligent

EntrepreneurialFacilitation

Goal-setting

Innovative

Listening Tasteful

CreativeCritical thinking

Acceptance

MentoringGood judgement

Charisma

Influence

Inspiring

Negotiation

Presentation

Persuasion

Story telling

Seth Goldin, Medium, 2017

Project Management is…

Art

Science Craft

Project

Management

Henry Mintzberg, Managing, 2009

Buyers

Builders

Users

PM Teamlawyers

special

interest

groups

Government

Regulators

audit

financial

beneficiaries

negative

stakeholders

PR

designersarchitects

consultants

technicians

general public

operators

support

Stakeholders and Benefits

Gareth Morgan, Imaginization

CLARITY OF WHY

DISCIPLINE OF HOW

CONSISTENCY OF WHAT

Simon Sinek, How Great Leaders Inspire Action, 2009

Stakeholder

Identification

Who might be affected?

Who are the voiceless?

Who is responsible for what is

intended?

Who is likely to mobilise for or

against what is intended?

Who can execute control on what is

intended?

Internal versus

external stakeholders

Internal

team

Core

externals

Rest of

the world

Alex Budzier, Essentials of Project Management for Engineers and Scientists, 2015

Project StakeholdersPower-Interest Map

12

Context setters Players

Crowd Subjects

High

Power

Low

Low Interest High

Power: the stakeholder’s position in the organisation or issue

Interest: the stakeholder’s ability to affect the organisations’ or

issue’s future

Alex Budzier, Essentials of Project Management for Engineers and Scientists, 2015

Project StakeholdersPower-Interest Map

13

Keep satisfied

Moderate priority

Need to keep this group

sufficiently involved

Manage closely

Highest priority

Manage through active

engagement

Monitor only

Lowest priority

Don’t overload them with

communication

Keep informed

Moderate priority

Objective is to sustain

their interest and leverage

when useful to the project

High

Power

Low

Low Interest High

Power: the stakeholder’s position in the organisation or issue

Interest: the stakeholder’s ability to affect the organisations’ or

issue’s future

Alex Budzier, Essentials of Project Management for Engineers and Scientists, 2015

Stakeholder Attributes

Attributes

Power: the ability of

stakeholders to bring about

outcomes they desire

Legitimacy: the norms and

values either at an individual

level, an organisation level or

level of society.

Urgency: time sensitive and critical demand immediate response.

Power

LegitimacyUrgency

Mitchell, Agle, and Wood, Toward a Theory of Stakeholder Identification and Salience, 1997

Stakeholder Attributes

Types of Stakeholders

Latent: one attribute1. Dormant

2. Discretionary

3. Demanding

Expectant: two attributes4. Dominant

5. Dangerous

6. Dependent

Highly salient: all attributes7. Definite

Non-stakeholders: none of the attributes

8. Non-stakeholder

Power

LegitimacyUrgency

Mitchell, Agle, and Wood, Toward a Theory of Stakeholder Identification and Salience, 1997

1

3 2

45

6

7

8

Stakeholder Attributes

Strategies

Power

• Direct and indirect withholding

• Resource building

Legitimacy

• Coalition building

• Conflict escalation

• Credibility building

Urgency

• Communication

• Direct action

Power

LegitimacyUrgency

Mitchell, Agle, and Wood, Toward a Theory of Stakeholder Identification and Salience, 1997

1

3 2

45

6

7

8

Where they

are now

Where we need

them in 4

months

Internalisation

ContactAwareness

Understanding

Acceptance

Commitment“I want to help make the implementation work”

1

2

3

4

5

6

Time

Level of C

om

mitm

ent

Where we

need them

in 2 months

“I want to know more about the programme”

“I’ve heard about the programme”

“I understand how this programme will affect me”

“It’s just the way we do things around here”

Engagement?

?

?

Commitment Curve

Commitment Curve

Daryl Connor, Commitment Model, 2006

David Merrill & Roger Reid, Personal Styles and Effective Performance, 1991

Personality Types

How to Engage Stakeholders

Identify

Prioritise

Visualise

Engage

Monitor

Stakeholder practice

Accuracy of

stakeholder

analysis

Time

Usual approach(At best)

Monthly reviews

Accuracy of

stakeholder

analysis

Time

Preferred approach

Good Practice Project Management

Reduced Risk

Reduced Schedule Slippage

Reduced Cost

Stakeholder Engagement Focus Group

‘Rules’ of

Thumb

Behavioural

PatternsCase

Studies

1. Communicate

2. Consult, early & often

3. They’re only human

4. Plan it!

5. Relationships are key

6. Simple, but not easy

7. Just part of managing risk

8. Compromise

9. Understand what success

is

10. Take responsibility

Key Principles(RICS/APM Guidance

Document)

Frequently asked Questions

https://www.apm.org.uk/resources/find-a-resource/stakeholder-engagement/

@apmsefg

click

Benedict Pinches

Founder and Director

Oxford Major Programmes

Phone: +44 (0) 7956 677 483

Email: ben.pinches@oxmp.co

Twitter: @oxmp

Web: www.oxmp.co

Facebook: http://on.fb.me/PzavIu