12-1 Copyright © 2013 McGraw-Hill Education (Australia) Pty Ltd Pearson, Larson, Gray, Project Management in Practice, 1e CHAPTER 12 Project Stakeholder.

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Presentation transcript:

12-1 Copyright © 2013 McGraw-Hill Education (Australia) Pty Ltd Pearson, Larson, Gray, Project Management in Practice, 1e CHAPTER 12 Project Stakeholder Management

12-2 Copyright © 2013 McGraw-Hill Education (Australia) Pty Ltd Pearson, Larson, Gray, Project Management in Practice, 1e Identifying Project Stakeholders Stakeholder engagement cycle

12-3 Copyright © 2013 McGraw-Hill Education (Australia) Pty Ltd Pearson, Larson, Gray, Project Management in Practice, 1e Identifying Project Stakeholders (cont.)

12-4 Copyright © 2013 McGraw-Hill Education (Australia) Pty Ltd Pearson, Larson, Gray, Project Management in Practice, 1e Identifying Project Stakeholders (cont.)

12-5 Copyright © 2013 McGraw-Hill Education (Australia) Pty Ltd Pearson, Larson, Gray, Project Management in Practice, 1e Stakeholder Matrix Capture identified stakeholders Analyse stakeholders  Groups/patterns  Currencies  Change tolerance  Perceptions Track stakeholder engagement

12-6 Copyright © 2013 McGraw-Hill Education (Australia) Pty Ltd Pearson, Larson, Gray, Project Management in Practice, 1e Commonly Traded Organisational Currencies

12-7 Copyright © 2013 McGraw-Hill Education (Australia) Pty Ltd Pearson, Larson, Gray, Project Management in Practice, 1e The Stakeholder Power/Interest Grid

12-8 Copyright © 2013 McGraw-Hill Education (Australia) Pty Ltd Pearson, Larson, Gray, Project Management in Practice, 1e Stakeholder Continuum

12-9 Copyright © 2013 McGraw-Hill Education (Australia) Pty Ltd Pearson, Larson, Gray, Project Management in Practice, 1e Stakeholder Engagement Key Unaware: Unaware of the project and any potential impacts Resistant: Aware of the project and its potential impacts and is resistant to change Neutral: Aware of the project yet neither supportive nor resistant Supportive: Aware of the project and potential impacts and supportive of the change Leading: Aware of the project and potential impacts and actively engaged in the success of the project Current Engagement = C Desired Engagement = D

12-10 Copyright © 2013 McGraw-Hill Education (Australia) Pty Ltd Pearson, Larson, Gray, Project Management in Practice, 1e Contribution/Commitment Grid

12-11 Copyright © 2013 McGraw-Hill Education (Australia) Pty Ltd Pearson, Larson, Gray, Project Management in Practice, 1e Managing Stakeholders Trust Motivation Embeddedness of stakeholder thinking The importance of accurate representation Tone from the top Organisational behaviour Non-productive engagement behaviour

12-12 Copyright © 2013 McGraw-Hill Education (Australia) Pty Ltd Pearson, Larson, Gray, Project Management in Practice, 1e A Note on Managing Customer Relations Customer satisfaction is the bottom line. Bad news travels faster and farther than good news. The met-expectations model of customer satisfaction 0.90 = Perceived performance = 1.10 Dissatisfied Expected performance Very satisfied

12-13 Copyright © 2013 McGraw-Hill Education (Australia) Pty Ltd Pearson, Larson, Gray, Project Management in Practice, 1e A Note on Managing Customer Relations (cont.) Speak with one voice. Nothing erodes confidence in a project more than for a customer to receive conflicting messages from different project members. Speak the language of the customer. Too often project members respond to customer inquiries with technical jargon that exceeds the customer’s vocabulary.

12-14 Copyright © 2013 McGraw-Hill Education (Australia) Pty Ltd Pearson, Larson, Gray, Project Management in Practice, 1e Summary Stakeholder management is critical to the successful delivery of a project. It is a key activity of the project manager throughout the life cycle of the project. A comprehensive stakeholder analysis must be completed as it informs project communication management planning.

12-15 Copyright © 2013 McGraw-Hill Education (Australia) Pty Ltd Pearson, Larson, Gray, Project Management in Practice, 1e Key Terms contribution/commitment grid currencies inspiration-related currency law of reciprocity met expectations personal-related currency position-related currency power/interest grid primary stakeholder relationship-related currency secondary stakeholder stakeholder stakeholder matrix task-related currency

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