Stakeholder Analysis w0208 Hello and welcome to our presentation on stakeholder analysis, I’m Tom and I’m Anderson.

Introduction This presentation will cover:- Brief project outline Stakeholders – who they are Theory – Onion model and Power/Interest Matrix Suitable methods of communication

Stakeholders Operational level Strategic level Outside influences Prospective employees Employees Customers Strategic level Shareholders Sponsors Partner Project manager Outside influences Suppliers Competitors Industry Trade groups Unions “These are those without whose participation the corporation cannot survive.” Clarkson (1995) These are the stakeholders for the project. At an operational level there are the prospective employees, current employees and prospective customers. At a strategic level there are shareholders, sponsors, partners and the project manager. “These are those without whose participation the corporation cannot survive.” Clarkson (1995) The outside influences are the suppliers, competitors, industry trade groups and the unions. It could be argued that stakeholders fit into a number of categories such as the influence of unions at an operational level due to their level of contact with employees. Say all questions

Onion Model (Mitroff et al, 1989) The Wider Environment The Business Unions Business Systems Partner Prospective customers Software Update Sponsor Project manager Prospective employees Employees Suppliers Industry trade groups Shareholders Competitors

Power/Interest Grid (Mendelow, 1991) High Power Shareholders Project manager Sponsors Low Power Prospective employees Prospective customers Suppliers Partners Unions Employees Competitors Industry Trade groups Low Interest High Interest The Power/Interest grid was originally created by Aubrey Mendelow, 1991. It consists of 4 different areas and covers the 4 interest and power groups that are involved in projects. This is an important tool as it allows an organisation to divide their stakeholders into groups in order to assess how they should inform them about the project. Those with high power will have a stronger influence on how the project plan is constructed and are the people that need to be kept happy when progressing the project. High power – Low interest group must be kept satisfied. High power high interest are the key players and require high maintenance to keep satisfied. Those with a high interest but low power should be kept informed perhaps through a newsletter or e-mail communication. It could be argued that the power/interest grid is very simplistic and there are stakeholders that could fit into a number of categories. For example, competitors have a high interest in this project but informing the competitors on this progress could be giving away the competitive edge that they are trying to gain through the implementation of the computer systems. Olander and Landin (2005) noted that the stakeholders influence can constantly change throughout the project and therefore this grid must be constantly updated as and when required depending on the stage in the project.

References Clarkson, M. (1995). A stakeholder framework for analyzing and evaluating corporate social performance.. Academy of Management Review. 20 (5), 92- 117. Mitroff, I.I., Pauchant, T., Finney, M. and Pearson, C. (1989), ``Do (some) organizations cause their own crises?: The cultural profiles of crisis-prone vs. crisis-prepared organizations'', Industrial Crisis Quarterly, Vol. 3, p269-83. Olander, S., Landin, A. (2005). Evaluation of stakeholder influence in the implementation of construction projects. International Journal of Project Management. 23 (17), p321-328. Sheng, M. Keyi, W. Jian, W. (2011). The Corporate Stakeholder Management Integrated Model Research: A Conceptual Framework and Theoretical Approach Review. ournal of Convergence Information Technology. 6 (7), p415- 424.