1. Project Management SWOT and Stakeholders

2. Project Management © 2009 Olaf Passenheim & Ventus Publishing ApS ISBN 978-87-7681-487-8

3. SWOT Analysis  The SWOT analysis helps define possible risks.  Developed in the 1960s by Albert Humphrey at Stanford University using data from 500 U.S. public corporations  From this data he developed the SWOT analysis.  Strengths, weaknesses, opportunities, threats

4. S.W.O.T. Internal factors StrengthsWeaknesses External factors OpportunitiesThreats

5. S.W.O.T. Internal factors StrengthsWeaknesses Attributes of the organization: Product, marketing, production, economy, organizational structure and culture External factors OpportunitiesThreats Attributes of the environment: Demography, technology, legal issues, national conditions, customers, competitors, distribution, suppliers

6. S.W.O.T.  Known or predictable weaknesses and threats will be apparent.  SWOT can be used for companies, their departments and divisions.  It helps in generating new ideas.

7. S.W.O.T.  The easy creation and use of SWOT means that there is no detailed information about how to reach an objective or how important a threat is.  A careful use of the outcome of the SWOT analysis is therefore highly recommended.  Making a SWOT and not using it for anything is a common mistake.

8. S.W.O.T.  The SWOT is for organisational structures and projects. This can also be a division or department of a company.  It is never used for a product or service, which is the output of the project or organisation.

9. Typical Swot model

10. Stakeholders  There are many types of stakeholders

11. Stakeholders Individuals, groups, or even organizations that have a “stake” or claim in the project’s (successful or unsuccessful) outcome

12. Stakeholder Analysis Process 1.Develop a list of stakeholders who have an interest in the successful or unsuccessful outcome of the project 2.Identify the stakeholder’s interest in the project  “+1” for positive interest  “0” for neutral  “-1” for negative interest

13. Stakeholder Analysis 1.Determine the degree of influence each stakeholder has on a scale of 0 (no influence) to 10 (can terminate the project) 2.Define a role for each stakeholder – e.g., champion, consultant, decision maker, ally, rival, foe, etc.

14. Stakeholder Analysis 1.Identify an objective for each stakeholder – e.g., provide resources, guidance, expertise, acceptance, approval, etc. 2.Identify a strategy for each stakeholder – e.g., build, maintain, improve, re-establish the relationship

15. StakeholderInterestInfluencePotential Conflicts RoleObjectiveStrategy Hirem N. Firem+15Competition for resources with other functional managers Project Sponsor and Champion Provide resources, approvals, and public support for the project To maintain open communication so that political landmines can be avoided Dee Manitger+13Resources not made available as promised by functional managers Project ManagerLead and manage the project so that it achieves its MOV Work closely with project stakeholders and project team Project Team+12This project will change a number business processes. Affected users may resist change by withholding information Steve Turner – Network Administrator Shedelle Bivits – Systems Analyst Corean Jenkins – Programmer/DB A Myra Dickens – Inventory Analyst Provide expertise to complete the project work Support project team with adequate resources while minimizing distractions I. Will Sellit4As the marketing manager, Sellit is not pleased that this project was chosen over his proposed project. May withhold promised resources FoeBuild and maintain best possible relationship to minimize attempts to divert resources Maintain open communication. Use project sponsor’s influence as necessary

16. Power/Interest grid.  The stakeholder analysis can use a map of the interest and power/influence of each stakeholder

17. Power/Interest grid.  Once you have mapped your stakeholders you can focus your efforts on the highest priority groups while providing sufficient information to keep the less powerful groups happy.

18. influence in Stakeholder Analysis  Adding influences reveals lines of communication between stakeholders predicting the path potential issues will follow as they flow along influence lines to become an important concern for a key player.