1. Stakeholder Management
Dr. Yeffry Handoko Putra, M.T
Magister Sistem Informasi Universitas Komputer Indonesia

3. Background and Problem
Many IT project depend on skill person, and He may sign out in the tight schedule project (Risk Problem)
Communication and sharing knowledge is success key in IT project
The expectation and responsibility is dynamically change along the project
Philanthropy is a good reason to make solid team
Business Value can be made effectively in good stakeholder engagement (knowing external stakeholder)
Team Experience can be achieve by good engagement (knowing internal stakeholder)

4. Lecture Plan

5. What is Stakeholder?

6. Stakeholder Theory
Can business leaders make decisions about the conduct of the business without considering the impact of these decisions on (all) those who will be affected by the decisions? Is it possible to separate “business” decisions from the ethical considerations of their impact? (Freeman et al., 2010:5)

7. What is Stakeholder? defined (http://www.dictionary.com)
The holder of the stakes of a wager (this was the original meaning of the word).
A person or group that has an investment, share, or interest in something, such as a business or industry. (This is now the generally accepted usage in the English-speaking business world.)
Law: A person holding money or property for two or more persons making rival claims.

8. What is Stakeholder? A Guide to the Project Management Body of Knowledge (PMBOK® Guide) (Project Management Institute [PMI], 2012:563):
Stakeholders are individuals, groups, or organizations who may affect, be affected by, or perceive themselves to be affected by a decision, activity, or outcome of a project, program, or portfolio

9. Who is Stakeholder?

10. Who are stakeholders? Company External Stakeholder Society Employee
Internal Stakeholder
Supplier/
Vendor
Programmer
Society
IT Manager
Employee
Operation Manag
Company
Goverment
Manager
Creditors
Owner
Shareholder
Customer

11. Example: Who are stakeholders?

12. Example: Who are stakeholders?

13. How to define Stakeholder?
customer care, public relations, supplier relations, and regulatory and government relations
Functional (external) engagements:
reporting and assurance; management accounting; human resource (HR) management
Organization-wide (internal) engagements
human rights; heritage and environmental moral rights; and philanthropic activities
Issue-based engagement

14. Stakeholder indentification

15. A Stakeholder Has a “Stake” (kepentingan)
Interest (I):
Financial advantage or profit,
Pastimes or a hobby, or
Significance or relevance
Rights (R)
Legal rights
Moral rights CSR
Ownership (O)
A worker’s right to earn a living from his or her knowledge,
Shareholders’ ownership of a portion of an organization’s assets
Intellectual property resulting from the exploitation of an idea, or
Legal title to an asset or a property. I R O N C

16. A Stakeholder Has a “Stake” (kepentingan)
Support in the form of knowledge (N)
Impact or Influence (I)
Impacted by the activity or its outcomes: Staff, customers, shareholders
Impact (or influence) on the activity or its outcomes: Sponsor, governments (legislation, regulation), the public
contribution (C)
Allocation of resources—people or materials,
Provision of funds—either the initial approval or ongoing assurance of continued funding, and
Provision of “political support” within the organization’s hierarchy or the wider community. I R O N C

18. Do You Really Know Your Stakeholder?
Investor
Owners
Goverment
Business
Stakeholders
Employee
Families
Customers
Employee
Comunity

20. Stakeholder Register
Stakeholder register for project name Prepared by : Date :
Name
Position
Internal/external
Project Role
Contact Information

21. Sample Stakeholder Register
Stakeholder register for project name Prepared by : Date :
Name
Position
Internal/external
Project Role
Contact Information
Ayutingting
Vice president of HR
Internal
Project Champion
Lusi
Training Director
Project Sponsor
Bayu Kusumah
Senior HR Staff Member
Led the phase I Project
Nur Cahyo
Project Legal
External
Consultant legal office

22. Stakeholder Identification Matrix
SPECIALITS
Inform
VIPs Engage Deeply
High
Level of
Interest
Of stake
BYSTANDERS
Monitors
INFLUENCES
Consults
Low
Dimana posisi owner, staff ahli, auditor, konsultant IT, Manager IT?
Pada engagement pertama kotak yang mana yg ada? Dan pada enggagment ke dua dan seterusnya?
Low
Degree of
Influence
High

23. Stakeholder Management Strategy
Stakeholder Management Strategy for Project Name : Prepared by Date:
Name
Level of Interest
Level of Influence
Potential management Strategy

24. Sample of Stakeholder Management Strategy
Stakeholder Management Strategy for Project Name : Prepared by Date:
Name
Level of Interest
Level of Influence
Potential management Strategy
Ayu Tinting
High
Ayu is very outgoing and visionary . Great trait for project champion. She concerned about financial and has MSi. Keep her informed and ask her for adcvised if needed
Lusi
Lusi has PhD in education and knows training at this company . She is very professional and easy to work with.
Bayu
Medium
Bayu led the phase I project and is upset that he was not asked to lead phase II . He was been with company over 20 years

25. STAKEHOLDER “ENGAGEMENT”
Definition Enggagement
Involvement or commitment, both emotional and physical, to a cause or an idea
Participation in the actions of a group,
Intervention, intercession, or conflict, such as military battles or fights,
Obligations or agreements, either social or financial, such as a promise to marry or other types of contractual arrangements, or
Employment, especially for a specified time.

26. How to success in Stakeholder Engagement?
provision (or withholding) of funds, support, or resources such as materials or people with the essential skills, they should be identified by the project team as stakeholders
effective communication (delegate, asking)
Relationships
Knowing the expectations of important stakeholders
Documentation
Survey
provision (or withholding) of funds, support, or resources such as materials or people with the essential skills, they should be identified by the project team as stakeholders
effective communication (delegate, asking)
Relationships
Knowing the expectations of important stakeholders
Documentation
Survey

27. State of Stakeholder Engagement

28. Mulai dari think
Saling memahami, belajar bersama, cerdas bersama, sepakat dan berkolaborasi
How to engagement? (knowing, learning, increase level, arrange, do)

29. Stakeholder Engagement
Bagaimana mengubah customer yang low influence, low interest menjadi low influence high interest marketing selling multi interest (jualan kukis dgn sejarah inggris)
Supplier itu high influence and low interest, berbahaya kalau supplier high influence and high interest  monopoly hulu hingga hilir

30. Stakeholder Engagement Spectrum
Dipaksa, bisa dan terbiasa (WIKA) untuk warna kuning ke merah
Dijelaskan, terformalisasi, berkembang dan seragam (kuning ke hijau)

31. Standard for Stakeholder Engagement (The Institute of Social and Ethical Accountability 2006, 2011)
Functional (external) engagements: customer care, public relations, supplier relations, and regulatory and government relations
Organization-wide (internal) engagements: reporting and assurance; management accounting; human resource (HR) management
Issue-based engagement: human rights; heritage and environmental moral rights; and philanthropic activities

32. Stakeholder Engagement Matrix
Example from Hongkong Architecture Service Department

33. Stakeholder Engagement Matrix

35. Understanding stakeholders’ expectations
Ask the stakeholder or stakeholder’s colleagues,
Research project documentation, form a perspective of what expectations may be, and offer some ideas to help the stakeholder formulate his or her own, or
Use surveys, use customer satisfaction surveys (CSSs)

36. Understanding stakeholders’ expectations

37. Stakeholder Relationship Management

38. ORGANIZATION ACTIVITIES AND STAKEHOLDER COMMUNITIES
CSR activities
Achievement of competitive advantage and improvement of the bottom line
Business change
Mergers and acquisitions (M&A)
Projects and programs of work

39. Petal Diagram of Governance

40. Circle of Stakeholder The Project Current stakeholder community
Project team
The Project

41. There are five steps to the methodology of Circle Stakeholder:
Step 1: identification of all stakeholders.
Step 2: prioritization to determine who is important.
Step 3: visualization to understand the overall stakeholder community.
Step 4: engagement through effective communications.
Step 5: monitoring the effect of the engagement.

42. Step 1: identification of all stakeholders : Direction of Influence

44. Step 1: identification of all stakeholders : Stakeholder Analysis

45. Step 2: Prioritize: How to Understand Who Is Important
Power: the power an individual or group may have to permanently change or stop the project.
Proximity: the degree of involvement that the individual or group has in the work of the team.
Urgency: the importance of the work or its outcomes, whether positive or negative, to certain stakeholders (their stake) and how prepared they are to act to achieve these outcomes.

48. Step 3: Visualization: Presentation of Complex Data
Graphical or pictorial views,
Tables or sorted lists,
Written explanations,
Discussions.

49. Step 3: Visualization: Presentation of Complex Data

50. Step 4: Engage

51. Step 5: Monitor the Effectiveness of the Communication
Deming cycle of plan, do, check, act

53. Stakeholder Engagement with PDCA

54. THE VALUE OF EFFECTIVE STAKEHOLDER ENGAGEMENT

55. THE VALUE OF EFFECTIVE STAKEHOLDER ENGAGEMENT
Zero Cost of Quality Quality is free (Crosby, 1979:1)—what really costs an organization is failure to do things right the first time More important, costs are also intangible:

56. THE VALUE OF EFFECTIVE STAKEHOLDER ENGAGEMENT
On Time/On Budget Delivery