1. STAKEHOLDER ANALYSIS IN PROJECT MANAGEMENT VIETNAM GERMANY UNIVERSITY – HCM CITY MANAGEMENT SKILL IN IT Supervised by: Dr. Hermann Siebdrat Duong Dinh Trieu – 12423 Lieu Duc Tuyen – Nguyen Chi Thien – Nguyen Minh Quang - 14058 Date: Jun 2018 1

2. AGENDA 1. Introduction 2. What is Stakeholder 3. Importance of Stakeholder Analysis 4. Stakeholder Analysis Steps 5. Conclusion 2

3. 1. Introduction  Stakeholder Analysis is a systematic way to analyze stakeholders by their power and interest.  High power, high interest stakeholders are Key Players.  Low power and low interest stakeholders are least important 3

4. 2. What is stakeholder? PROJECT NAME INTERNAL VendorsManagement Team Members Sponsor s Owners Functional Depts Customers EXTERNAL Competitors Community Government 4

5. 2. What is Stakeholder?  Individuals, groups, or organizations that have an interest in the project.  “individuals and organizations who are actively involved in the project, or whose interests may be positively or negatively affected as a result of project execution or successful project completion” (Project Management Institute (PMI ® ), 1996)  Project stakeholders usually include the project manager, the customer, team members 5

6. 3. Importance of Stakeholder Analysis  Creates a shared understanding of the key people who can impact on your success.  Provides a foundation for your communications and engagement strategy.  Identifies potential risks from negative stakeholders or those who feel they are not being heard.  Prioritizes stakeholders so the appropriate amount of resources can be assigned and the right engagement strategy is applied 6

7. 4. Stakeholder Analysis Steps  Identify Project Stakeholders  Identify Stakeholders Interests, Impact Level, and Relative Priority  Assess Stakeholders for Importance and Influence  Outline Assumptions and Risks  Define Stakeholder Participation 7

8. 4.1 Identify Project Stakeholders - Concept -Stakeholders must have some interest or level of influence that can impact the project. -Two types of Stakeholder Internal Stakeholder External Stakeholder -Is a continuous process Source: Smith, L. W. (2000). Stakeholder analysis: a pivotal practice of successful projects. Paper presented at Project Management Institute Annual Seminars & Symposium, Houston, TX. Newtown Square, PA: Project Management Institute. 8

9. Project Charter Procurement Documents Enterprise Environmental Factors Organizational Process Assets 4.1 Identify Project Stakeholders - Input Source: https://www.knowledgehut.com/blog/project-management/identifying-project-stakeholders- project-management-professional-way 9

10. 4.1 Identify Project Stakeholders - Template 10

11. 4.2 Identify Stakeholders Interests, Impact Level, and Relative Priority - Identify following Key interests Potential level of impact Priority of stakeholders. - Recommendation Identifying interests with the stakeholder’s perspective & related to the appropriate project phase Expectation? Benefit? Conflict? Source: Smith, L. W. (2000). Stakeholder analysis: a pivotal practice of successful projects. Paper presented at Project Management Institute Annual Seminars & Symposium, Houston, TX. Newtown Square, PA: Project Management Institute. 11

12. 4.2 Identify Stakeholders Interests, Impact Level, and Relative Priority - Template Source: Smith, L. W. (2000). Stakeholder analysis: a pivotal practice of successful projects. Paper presented at Project Management Institute Annual Seminars & Symposium, Houston, TX. Newtown Square, PA: Project Management Institute. 12

13. 4.3 Assess Stakeholders for Importance and Influence  Influence is the power which stakeholders have over a project - to control what decisions are made, facilitate its implementation, or exert influence which affects the project negatively.  It derived from the individual’s hierarchical, economic, social, or political position, though often someone with personal connections to other persons of influence also qualifies (source :Smith, L. W. (2000). Stakeholder analysis: a pivotal practice of successful projects. Paper presented at Project Management Institute Annual Seminars & Symposium, Houston, TX. Newtown Square, PA: Project Management Institute.) 13

14. 4.3 Assess Stakeholders for Importance and Influence  Importance indicates the degree to which the project cannot be considered successful if needs, expectations, and issues are not addressed  it derived based on the relation of the stakeholder need to the project’s goals and purposes (source :Smith, L. W. (2000). Stakeholder analysis: a pivotal practice of successful projects. Paper presented at Project Management Institute Annual Seminars & Symposium, Houston, TX. Newtown Square, PA: Project Management Institute.) 14

15. 4.3 Assess Stakeholders for Importance and Influence Eden, C. and Ackermann, F. (1998) Making Strategy: The Journey of Strategic Management 15

16. 4.4 Outline Assumptions and Risks  Risk : an uncertain event or condition that, if it occurs, has a positive or negative effect on a project’s objectives (Source:"Practice Standard Project Risk Management". www.pmi.org. PMI)  Examples:  Conflicts of interests between StakeHolders  Uncertain events which affects stakeholders participations 16

17. 4.4 Outline Assumptions and Risks Smith, L. W. (2000). Stakeholder analysis: a pivotal practice of successful project 17

18. 4.5 Define Stakeholder Participation 18 Power/Interest Grid

19. 19 4.5 Define Stakeholder Participation - Template

20. 20 4.5 Define Stakeholder Participation - Template

21. 5. Conclusion  Know where you are going before you jump into the work  The complexity of stakeholder analysis should be as complex as the project.  Get approval on your approach to the Project Analysis work  As you discover new things examiner your plan and make adjustments as necessary.  One of important things in successful project is how the project manager managed all the stakeholders in their project  Successful manage the stakeholders can make the project run smoothly and always update all the problems and come out with the solution. 21

22. References 22