1. ACQ 452 “Forging Stakeholder Relationships”
Welcome
ACQ 4XYZ: Overview
Stakeholder Management Plan
Introductions
Welcome to ACQ 452!

2. Administration Attendance & Dress Code Name tents Restrooms
Coffee, Soda & Snack Machines
Dining
Parking
Course Material
Login to classroom PC
End of Course Survey (Metrics That Matter – MTM)

3. Acquisition Leadership and Management Curriculum
Stakeholder Relationships
Integrated Acquisition
ACQ 451
ACQ 450
Leading People
ACQ 452
Leader as
Coach
ACQ 453
Ethics
Evolving Policies
The Leadership and Management curriculum (ACQ 4XYZ) provides the AT&L workforce with a “Fully Integrated, Powerful Learning Environment that Engages the Learner at the Point of Need.” Key themes that cut across all three courses are: leadership, ethics, best practices and tools, and evolving policies. The three courses do not have to be taken together or in a particular order but they do build/relate to one another by leveraging the concepts of each. A new course available in FY2011 is the ACQ 453- Leader as Coach. The Leader As Coach course is a resident course that focuses on the thinking, behaviors, skills and strategies needed to accomplish a paradigm shift from managers that primarily direct and evaluate subordinates to a paradigm that encourages and rewards innovation, agility, listening, collaboration, continuous and purposeful growth, results and accountability. As a leader you will develop greater personal awareness and increase the impact of your energy and the energy of your organization. You will do this through the learning and application of the principles and behaviors of effective performance coaches.
Best Practices and Tools
Leadership
Leading from “Inside – Out”

4. ACQ 452 “Forging Stakeholder Relationships”
THIS IS THE INTRODUCTION POINT FOR THE SPECIFICS OF THE ACQ 452 COURSE.

5. R. E. Freeman defined a stakeholder as:
“any group or individual who can affect or is affected by the achievement of the organization’s objectives.”
The basic premise of stakeholder theory is that the stronger your relationships are with other external parties, the easier it will be to meet your corporate business objectives; the worse your relationships, the harder it will be.
Strong relationships with stakeholders are those based on opportunities to connect, solid first impressions, effective communications, and your message or approach .
This is the definition of what a stakeholder is as offered by Dr. Freeman.
It is important to emphasize that it may not be a perfect definition but that one is needed in order to fully explore our relationships with stakeholders.
At this point ask the class to briefly discuss this definition or highlight the comments they posted to the Blackboard prior to the start of the course.

6. FOSTERing Collaborative Stakeholder Relationships1
Evaluating, Improving and Refreshing Stakeholder Relationships
Develop a Stakeholder
Strategy
Refresh
Evaluate +
Improve
Relationships
Create a Foundation for Relationship
Building (R-B)
Creating a More Effective
Organization for R-B
Building a
Trusting Relationship F O S T E R
Building a Trusting Stakeholder Relationship
(Module 3)
Developing a Stakeholder Strategy
(Moldules 2 & 4)
Significant research was spent reviewing the existing body of knowledge associated with stakeholders and their management.
The overall framework for this course has been adapted from a concept called “FOSTERing Collaborative Stakeholder Relationships” which was introduced by Ann Svendsen. The participants have as part of their pre-course readings an article from the Executive Citizen (1998) which high-lights Ms. Svendsen’s concept of FOSTER. This course takes this concept and develops it into a framework that focuses on 6 Stages of SH Relationship Building:
Create a Foundation for Relationship Building (R-B) – The “F” in FOSTER
Creating a More Effective Organization for R-B – The “O” in FOSTER
Develop a Stakeholder Strategy – The “S” in FOSTER
Building a Trusting Relationship – The “T” in FOSTER
Evaluate and Improve Relationships – The “E” in FOSTER
Refresh or revisit the previous elements. Nothing stays the same. Stakeholders change; the acquisition life cycle moves on; programs, projects, milestone reviews – change is constant.
FOSTER is only one model of others to consider. ACQ452 focuses on FOSTER.
Mindtools.com – valuable resources for Stakeholder planning, analysis, management.
Module 1 will focus on the F and O elements of the FOSTER concept; Module 2 on the S element; Module 4 on the T element; Module 5 on the E element.
Using this framework promotes within the course a model for a more formalized approach to understanding our stakeholders and the relationships we need to have with them for success.
Creating a Foundation and a More Effective Organization for Relationships Building (Module 1)
1Adapted from Ann Svendsen’s “Six Stages in Relationship-Building Process”

7. Forging Stakeholder Relationships ACQ 452
Using the Relationship Building Framework (FOSTER model) as the main focus of the course, you will be introduced to some key concepts and tools that will be valuable for understanding and strengthening stakeholder relationships.
Those concepts and tools include:
IERs
Power Grid
Involvement Matrix
Management Action Strategies
Trust
Stakeholder Mgt Plan
Putting these all together leads to a Value Proposition of Building Ownership Across the Enterprise T R U S
Stakeholder
Management
Plan
Value Proposition: Building Ownership Across the Enterprise

8. Course agenda – expectations
Start at 0800 promptly and end approximately 1630
Course designed to provide the practical skills necessary for:
“Understanding” the material, concepts, and tools
“Practicing” the concepts, and
“Applying” the concepts
All lessons lead up to the Capstone – Stakeholder Management Plan

9. Stakeholder Management Plan (SMP) – Preparing for the Capstone
THIS NEXT SEGMENT WILL OUTLINE THE PARTICIPANTS ASSIGNMENT TO DEVELOP A Stakeholder Management Plan for the Capstone Exercise.
IT IS IMPORTANT TO MAKE CLEAR EMPHASIS ON THE FIRST DAY ABOUT THIS ASSIGNMENT SO THAT THE PARTICIPANTS ARE THINKING ABOUT IT IN ADVANCE OF DAY 2’S EVENING ACTIVITIES.
- SELECT A PARTICULAR TASK OR PROJECT AND THE STAKEHOLDERS RELATED TO THE TASK OR PROJECT.
- Identify or Update your proposed Stakeholder List
- UNDERSTAND THE UTILITY OF THE TOOLS WE INTRODUCE: SHM AND STAKEHOLDER RELATIONSHIP ENHANCEMENT
- REFLECT UPON EACH STAKEHOLDER ACTIVITY AND HOW IT RELATES TO YOUR CIRCUMSTANCES
- LEVERAGE THE KNOWLEDGE OF THE OTHER PARTICIPANTS, INSTRUCTORS, MATERIAL AND YOUR RESEARCH
- CREATE A SHM PLAN TO ADDRESS THE SITUATION and TO FORGE A BETTER RELATIONSHIP WITH YOUR STAKEHOLDERS.

10. Stakeholder Management Plan Capstone Expectations
PowerPoint Presentation – Thursday morning
Presentation includes FOSTER framework:
Foundation
Background
Stakeholder(s)
Interests, Expectations, & Requirements (IERs)
Stakeholder Assessment & Strategy
Power Grid & Involvement Matrix Mapping
Action Strategies
Trust Relationship Building, Extending, Restoring
What, Why, How, When?
Evaluation Methods & Sources
Next Steps
Organizational Changes required?
Create a foundation (mission, vision, project/program tasks)
Create a more effective organization (processes)
Develop a stakeholder strategy (prioritization and involvement)
Build a trusting relationship (assessing trust and determining appropriate actions)
Evaluate and improve (refresh as necessary)

11. Outbriefing Small Group Large Group
Each participant brief their SMP to their team
Discuss approach to forging their selected stakeholder relationships
10-15 minutes per person
Large Group
Selected Presentations – Briefing to Class
20 – 30 minutes
Class observations, thoughts, recommendations
Preparation for Capstone Brief
Learning Partners – discuss outline and proposed SHM capstone briefing and ensure practical skills clearly understood. (First and Second day – end of class)
Final day of class
hr – individual preparation
– 1.5 to 2 hr – small group briefing, selection of briefing, and final preparation for Large Group presentation
– Lunch
– Selected Presentations conducted for class

12. Stakeholder Management Plan Template
ACQ 452

13. Stakeholder Management Plan
Presentation includes:
Foundation
Background
Stakeholder(s)
Interests, Expectations, & Requirements (IERs)
Stakeholder Assessment & Strategy
Power Grid & Involvement Matrix Mapping
Action Strategies
Trust Relationship Building, Extending, Restoring
What, Why, How, When?
Evaluation Methods & Sources
Next Steps
Organizational Changes required?

14. Stakeholder Strategy Are there any stakeholders that you need to move?
If so, where do you move them?
What specific actions need to be taken?
What outcome do you want with the stakeholder? (what do you want to improve or do differently?)
Is there a behavior that you or they need to adopt? (what vital behaviors need to be changed/adopted that support achievement of the outcome above?)
Are there specific ways you can influence that behavior?

15. Stakeholders
External
Program
Project
You

16. Power Grid
Secondary
Primary
Importance
Other
Secondary
Influence

17. Consult
Monitor
Inform
Partner

18. IERs
Stakeholders
Interests
Expectations
Requirements
“You”

19. Stakeholder Management Plan
Action Strategy
Stakeholder
Involvement*
(From / To)
Action**
How and/or What activity to be taken?
When
POC Responsible
*Advocate, Sponsor, Supporter, Apathetic, Skeptic, Adversary
** Inform, Monitor, Consult, Partner

20. Evaluating for Success
Stakeholder
Evaluation Area(s)
Method(s)
Sources of Info
Success Looks Like (short term & long term)
For each stakeholder, determine how you will measure success in fostering the relationship. Then provide the information to complete the template.

21. Sample SMP

22. Stakeholder Management Plan - Sample -
Background: FORD Class Aircraft Carrier
ACAT 1D Program
Replacement Aircraft carrier for NIMITZ Class
Three Ship Build Plan on 5 yr centers
CVN 79 is first follow-on from lead ship design
Engineering Design and Construction Perspective of Ship Design Manager

23. Stakeholders - Sample -
Warfighter
External
DOD
Congress
Program
SUPSHIPS
NAVSEA
PEO IWS
Project
ASN RDA
NAVSEA 05V
PMS 378 APM
PEO C4I
SPAWAR
PEO C4I
Rep
IWS 10
PEO IWS
CNO
You
SPAWAR
TWHs
PEO CV
NNGN-SB
NAVAIR
NAVAIR Rep
NAVSEA 08
NAVSEA 05
PMS 378 PM
DASN (SHIPS)

24. Power Grid - Sample - Importance Influence Secondary Other Primary
PMS 378
APM
PMS 378 PM
SPAWAR
PEO C4I
Rep
NAVSEA 05V
NAVSEA 08
NNGN-SB
NAVAIR Rep
IWS 10
NAVSEA 05
ASN RDA
NAVSEA
PEO CV
DASN (SHIPS)
PEO C4I
PEO IWS
SUPSHIPS
NAVAIR
SPAWAR

25. Commitment - Sample - “Adopting” “Apathetic” PMS 378 PEO CV APM
NAVSEA
PEO IWS
PEO C4I
NAVAIR
SPAWAR
ASN RDA
DASN (SHIPS)
SUPSHIPS
NAVSEA 05
PMS 378
APM
NAVSEA 05V
NNGN-SB
NAVSEA 08
IWS 10
Congress
- Sample -

26. IERs - Sample - Interests Expectations Requirements Stakeholder “You”
Delivery of engineering products on time.
Lead engineering team
Provide guidance and direction for team.
Engineering data reviewed on time with quality
Deliver engineering products on time.
Support PMS 378 with highly accurate products.
PMS 378 APM
Deliver ship on time; on budget
Manage all aspects of delivery thru construction
Delivery of ship on time within budget
NNGN-SB
Stabilize workforce
Maximize dollars & profits
Influence design
Meet schedule dates
Fully participate in gov’t design teams
Support PMO
Support from Gov’t Engineering and PMO
Gov’t provide engineering in timely manner
Gov’t deliver GFE to support shipyard
NAVSEA 05V
Technically sound and safe products
Quality technical info
Collaborate with SMEs
Provide technically sound and safe options
All engineering products provided on time.
Other PEOs
Provide latest equipment to new ship
Latest equipment incorporated in design and construction
Deliver program info and equip on time & within budget

27. Stakeholder Management Plan Sample
Action Strategy
Stakeholder
Involvement*
(From / To)
Action**
How and/or What activity to be taken?
When
POC Responsible
NNGN-SB
Advocate/
Advocate
Partner
Conduct min weekly telecons with NNGN-SB design mgr
Set aside time each day for emergent hot issues
Ongoing
SDM
PEO CV
PEOs/
SYSCOMs
Apathetic/
Supporter
Inform
PM meet regularly
IPT members provide weekly updates to system PMs PM
IWS 10
Sponsor/
Consult
Request feedback to design issues
Request redesign options
Seek recommendation on design changes
*Advocate, Sponsor, Supporter, Apathetic, Skeptic, Adversary
** Inform, Monitor, Consult, Partner

28. Evaluating for Success Indicators
Stakeholder
Evaluation Area(s)
Method(s)
Sources of
Info
Success Looks Like (short term & long term)
NNGN-SB
Attendance at engineering IPTs
Attendance at telcons
Willingness to resolve issues at lowest level
Attendance roster
Weekly issues resolved
Action tracker
Meeting minutes
Participate in design alternatives
Timely review and support of PM and SDM requests
PEO CV
PEOs/
SYSCOMs
Higher level status meeting
Have understanding of PMS 378 plan
Support for PM at quarterly reviews
Modify systems plans as necessary
System info and design info
PEO cooperation at lowest levels to support PMO and engineering design team
IWS 10
Support design reviews, recommendations, and inputs
Provide recommendations in timely fashion
Recommendations provided
Support engineering requests
Provide best systems available on time and within budget

29. Introductions