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Stakeholders – Can They be
Managed?
The Smarter Everyday project is owned and operated by CTE Solutions Inc.
Copyright Information & PMI
Stakeholders – Can They Be Managed? may not be reproduced in whole or in part without the
written authorization of the administrator through CTE Solutions.
Stakeholders – Can They Be Managed? is compliant with the Project Management Institute’s A Guide
to the Project Management Body of Knowledge, 5th Edition, 2013.
Some of the seminar materials are copyrighted by Bates Project Management Inc. for which the
authors have authority to utilize for their use.
The presentation is copyrighted by William S. Bates and Thomas Flynn, 2014 and is on loan for use
by CTE Solutions.

PMBOK is a registered mark of the Project Management Institute, Inc.
Copyright William S. Bates & Thomas Flynn
- All Rights Reserved

2
Who Are Project Stakeholders
• “Any person or organization that is actively
involved in a project or whose interests may
be positively or negatively affected by
execution or completion of the project.”
www.projectstakeholder.com
• Stakeholders are always people or are
represented by people
Project Management and People
•

People and how they communicate are absolutely key
to the success of initiating, planning and executing
projects

•

Many actors and behind the scenes people are
involved, many of which will be mentioned in this
seminar

•

How well they communicate or not will be telling

Copyright William S. Bates & Thomas Flynn
- All Rights Reserved

4
Communications Audiences
•
•
•
•

Executives

$
Sponsor

Finance

•
•

Stakeholders

Clients
Client employees
Internal employees
Interested
organizations
Governments
Media

Other PMs
Functional
Managers

PM

Contractors

Teams
Copyright William S. Bates & Thomas Flynn
- All Rights Reserved

5
Project Planning and Control
Model
Project
Initiation

Update & Detail
Project Scope
Definition
Monitoring &
Control
Updates

Finalize Plan &
Gain Approvals

Stakeholder
Management Happens
Though Out Project
Life Cycle

Other Processes as
required
Risk, Quality,
Human Resources,
Communications,
Procurement,
Stakeholder

Detailed Work
Package Planning
& Estimating

Project
Schedule
Development

Project Budget
Development
Copyright William S. Bates & Thomas Flynn
- All Rights Reserved

6
PMBOK® Guide Stakeholder Management
Identify
Stakeholders

Project Planning

Control
Stakeholder
Engagement

Plan
Stakeholder
Management

Manage
Stakeholder
Engagement

Copyright William S. Bates & Thomas Flynn
- All Rights Reserved

7
Stakeholder Management Process

Identify
Classify
Needs &
``
Expectations
Influence
Communicate
Evaluate
Project Initiation Process
Corporate Planning and
Sales Identify Projects

Initiative
Identification

Project
Planning 
Feasibility
Study/Business
Case Study

Project
Definition
Initial
Project
Charter
Key
Stakeholder
Analysis
Feasibility
Study Plan

From the CORE™
Project Management
Methodology

Y

Study
Report
Approve

Approve

N

Y

Conceptual
Project Plan

N

Archives
Copyright William S. Bates & Thomas Flynn
- All Rights Reserved

9
Initial Major Stakeholder Analysis
•

Stakeholder Definition
–Individuals or organizations who are impacted by the project or have a major
interest in it
–Both internal & external to the project sponsoring organization

•

Who are some typical major stakeholders at this point?

•

Study Leader should interview stakeholders to determine
–Level of influence
–Needs/requirements
–Expectations

Copyright William S. Bates & Thomas Flynn
- All Rights Reserved

10
Initial Stakeholder Analysis Cont’d.
•

Project manager’s level of influence
Internal Stakeholders

Medium to high
May take direct action to influence
External Stakeholders

Low to medium
Stakeholders can go over PMs head

•

Stakeholder list likely to expand as project planning
proceeds

Copyright William S. Bates & Thomas Flynn
- All Rights Reserved

11
Initial Stakeholder Analysis Cont’d.
•

Identify stakeholder attitude to project
Allies
Supportive
Neutral
Reluctant
Opponent

•

Need plans to convert or at least neutralize the bottom two
Example Stakeholder Analysis
Date

Jan. 6,
201X

Version No.
Project Name
Project Manager
Project Sponsor

Name

Project No.

Corporate Admin and Sales
Facilities Consolidation Project
Sam Black
Jeanette LaMontagne

Key Stakeholders
Title
Organization

Telephone No.
Telephone No.

Influence
Level
(H,M,L)
H

Mike
Hands, C

CEO,

General Holding
Corporation

Burt
James

President

Microsystems
Networking

H

Hector
McLeod

Managing
Director

Office Systems
Software

H

Sue Moore

President

IT Project
Management

H

905-999-4444
416-666-1023

Need/Requirement

Expectations

That all admin and
sales functions in the
Greater Toronto Area
will be consolidated to;
(1) achieve overhead
cost savings and (2) to
gain better cooperation
between the sales
teams of the subsidiary
companies
That the consolidation
will have minimum
impact on regional sales
and operation as well as
on the staff
That his company
technically leads the
consolidation of office
systems software
requirements on the
project.
That the several major
client projects her
company is involved in
are not impacted.

That this consolidation
will be achieved as
quickly as possible,
say 18 months, and
that it will have a
direct impact on
growing revenues for
the overall
corporation.
Does not want to lose
key staff members
because of the move
and possible impact of
commuting.
That his company will
recognize sales
through the move by
provision of the office
system software.
That her staff is
not disrupted any
more than
necessary by the
move

Recommended
Communication
Event(s)
Project Sponsor meet
monthly to brief CEO
on project status.

PM meet monthly with
key staff to know &
respond to concerns

PM advise Corp. Fin. to
recognize OSS sales
revenues

Proj. Sched.
consider other
projects &
communicate to
Pres.

• Stakeholders almost always high or very high at this stage
Copyright William S. Bates & Thomas Flynn
- All Rights Reserved

13
Stakeholder Classification Mapping
•
•
•

•

Treats stakeholders as groups
Recognizes various levels of influence & interest
Communicate with the group and not just individuals
–Large program/project may have dozens or hundreds of
stakeholders
–Program/project managers do not get bogged down
communicating with a myriad of individuals, especially during
execution
Create a stakeholder map

Copyright William S. Bates & Thomas Flynn
- All Rights Reserved

14
Stakeholder Group Map
Corporate Admin and Sales Facilities Consolidation Project

Keep Satisfied
- To be determined

Manage Closely
-Mike Hands, CEO

INFLUENCE

-Burt James, Pres. Microsystems
Software

Keep Informed
- Suppliers

Keep Informed +
Two Way
Communication
- Pierre Guy, Pres. Temp Agency
Staffing

INTEREST
Source: www.expertprogrammanagement.com
Copyright William S. Bates & Thomas Flynn
- All Rights Reserved

15
Stakeholder Group Definitions
•

Keep Informed Group
Low influence & low interest
Simply need to be kept informed
Group not interested in project benefits

•

Keep Informed plus Two
Way Communication
Group
Low influence & high interest
Motivate with regular communications as
group has significant impact on
completing project
Obtain groups’ feedback & tailor
communications to them

• Keep Satisfied Group
High influence & low interest
• No direct influence on project but could be called
upon when their help is needed
• Possibly devote specific time to this group

• Manage Closely Group
High influence & high interest
Manage relationship with this group
• Meet with group & likely as individuals
• Provide both general & tailored project
communications

Copyright William S. Bates & Thomas Flynn
- All Rights Reserved

16
Stakeholder Engagement
Date
Version No.

Nov. 1, 201x
2

Project Name
Best Home Energy
Project Manager Betty Wiseman
Project Sponsor Irina Gronski
Key Stakeholders
Name
Title
Organization

Project No.
Telephone No.
Telephone No.
Influence
Level
(H,M,L)

27-1x
613-333-8877
613-333-9999

Need/Requirement

Irina
Gronski

ADM

Corporate
Services
Branch

H

A well-defined, consumer
oriented, best cost
approach to alternative
energy for their homes

June May

DG

Research
Services

H

That this initial project will
provide sufficient product
selection information to
create a focused public
awareness campaign

Copyright William S. Bates & Thomas Flynn
- All Rights Reserved

Expectations

That this initial
project will lead DE
to position itself in
order that it can
develop rapidly, an
alternative home
energy policy
To gain alternative
energy product
information to
support the public
awareness
campaign

Updated
Expectation
During Project
Execution
PM meet once a
week rather
original plan of
once a month

Submit draft
information
campaign one
week earlier

17
Stakeholder Engagement
•

•

Manage Stakeholder Engagement
Confirm stakeholders’ continued commitment to project
Clarify and resolve issues
Helps to ensure project goals are achieved

Control Stakeholder Engagement

Process of monitoring stakeholder relationships
Adjust plans and strategies for engaging stakeholders

Copyright William S. Bates & Thomas Flynn
- All Rights Reserved

18
Conclusions
• Stakeholders need to be managed

• There is a process to identifying, analyzing
and managing stakeholders
• Good stakeholder management is a key to
project success
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T
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Architecture
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Communication Skills
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and many more…
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Project Management Essentials: Stakeholder Management

  • 1. Stakeholders – Can They be Managed? The Smarter Everyday project is owned and operated by CTE Solutions Inc.
  • 2. Copyright Information & PMI Stakeholders – Can They Be Managed? may not be reproduced in whole or in part without the written authorization of the administrator through CTE Solutions. Stakeholders – Can They Be Managed? is compliant with the Project Management Institute’s A Guide to the Project Management Body of Knowledge, 5th Edition, 2013. Some of the seminar materials are copyrighted by Bates Project Management Inc. for which the authors have authority to utilize for their use. The presentation is copyrighted by William S. Bates and Thomas Flynn, 2014 and is on loan for use by CTE Solutions. PMBOK is a registered mark of the Project Management Institute, Inc. Copyright William S. Bates & Thomas Flynn - All Rights Reserved 2
  • 3. Who Are Project Stakeholders • “Any person or organization that is actively involved in a project or whose interests may be positively or negatively affected by execution or completion of the project.” www.projectstakeholder.com • Stakeholders are always people or are represented by people
  • 4. Project Management and People • People and how they communicate are absolutely key to the success of initiating, planning and executing projects • Many actors and behind the scenes people are involved, many of which will be mentioned in this seminar • How well they communicate or not will be telling Copyright William S. Bates & Thomas Flynn - All Rights Reserved 4
  • 5. Communications Audiences • • • • Executives $ Sponsor Finance • • Stakeholders Clients Client employees Internal employees Interested organizations Governments Media Other PMs Functional Managers PM Contractors Teams Copyright William S. Bates & Thomas Flynn - All Rights Reserved 5
  • 6. Project Planning and Control Model Project Initiation Update & Detail Project Scope Definition Monitoring & Control Updates Finalize Plan & Gain Approvals Stakeholder Management Happens Though Out Project Life Cycle Other Processes as required Risk, Quality, Human Resources, Communications, Procurement, Stakeholder Detailed Work Package Planning & Estimating Project Schedule Development Project Budget Development Copyright William S. Bates & Thomas Flynn - All Rights Reserved 6
  • 7. PMBOK® Guide Stakeholder Management Identify Stakeholders Project Planning Control Stakeholder Engagement Plan Stakeholder Management Manage Stakeholder Engagement Copyright William S. Bates & Thomas Flynn - All Rights Reserved 7
  • 8. Stakeholder Management Process Identify Classify Needs & `` Expectations Influence Communicate Evaluate
  • 9. Project Initiation Process Corporate Planning and Sales Identify Projects Initiative Identification Project Planning  Feasibility Study/Business Case Study Project Definition Initial Project Charter Key Stakeholder Analysis Feasibility Study Plan From the CORE™ Project Management Methodology Y Study Report Approve Approve N Y Conceptual Project Plan N Archives Copyright William S. Bates & Thomas Flynn - All Rights Reserved 9
  • 10. Initial Major Stakeholder Analysis • Stakeholder Definition –Individuals or organizations who are impacted by the project or have a major interest in it –Both internal & external to the project sponsoring organization • Who are some typical major stakeholders at this point? • Study Leader should interview stakeholders to determine –Level of influence –Needs/requirements –Expectations Copyright William S. Bates & Thomas Flynn - All Rights Reserved 10
  • 11. Initial Stakeholder Analysis Cont’d. • Project manager’s level of influence Internal Stakeholders Medium to high May take direct action to influence External Stakeholders Low to medium Stakeholders can go over PMs head • Stakeholder list likely to expand as project planning proceeds Copyright William S. Bates & Thomas Flynn - All Rights Reserved 11
  • 12. Initial Stakeholder Analysis Cont’d. • Identify stakeholder attitude to project Allies Supportive Neutral Reluctant Opponent • Need plans to convert or at least neutralize the bottom two
  • 13. Example Stakeholder Analysis Date Jan. 6, 201X Version No. Project Name Project Manager Project Sponsor Name Project No. Corporate Admin and Sales Facilities Consolidation Project Sam Black Jeanette LaMontagne Key Stakeholders Title Organization Telephone No. Telephone No. Influence Level (H,M,L) H Mike Hands, C CEO, General Holding Corporation Burt James President Microsystems Networking H Hector McLeod Managing Director Office Systems Software H Sue Moore President IT Project Management H 905-999-4444 416-666-1023 Need/Requirement Expectations That all admin and sales functions in the Greater Toronto Area will be consolidated to; (1) achieve overhead cost savings and (2) to gain better cooperation between the sales teams of the subsidiary companies That the consolidation will have minimum impact on regional sales and operation as well as on the staff That his company technically leads the consolidation of office systems software requirements on the project. That the several major client projects her company is involved in are not impacted. That this consolidation will be achieved as quickly as possible, say 18 months, and that it will have a direct impact on growing revenues for the overall corporation. Does not want to lose key staff members because of the move and possible impact of commuting. That his company will recognize sales through the move by provision of the office system software. That her staff is not disrupted any more than necessary by the move Recommended Communication Event(s) Project Sponsor meet monthly to brief CEO on project status. PM meet monthly with key staff to know & respond to concerns PM advise Corp. Fin. to recognize OSS sales revenues Proj. Sched. consider other projects & communicate to Pres. • Stakeholders almost always high or very high at this stage Copyright William S. Bates & Thomas Flynn - All Rights Reserved 13
  • 14. Stakeholder Classification Mapping • • • • Treats stakeholders as groups Recognizes various levels of influence & interest Communicate with the group and not just individuals –Large program/project may have dozens or hundreds of stakeholders –Program/project managers do not get bogged down communicating with a myriad of individuals, especially during execution Create a stakeholder map Copyright William S. Bates & Thomas Flynn - All Rights Reserved 14
  • 15. Stakeholder Group Map Corporate Admin and Sales Facilities Consolidation Project Keep Satisfied - To be determined Manage Closely -Mike Hands, CEO INFLUENCE -Burt James, Pres. Microsystems Software Keep Informed - Suppliers Keep Informed + Two Way Communication - Pierre Guy, Pres. Temp Agency Staffing INTEREST Source: www.expertprogrammanagement.com Copyright William S. Bates & Thomas Flynn - All Rights Reserved 15
  • 16. Stakeholder Group Definitions • Keep Informed Group Low influence & low interest Simply need to be kept informed Group not interested in project benefits • Keep Informed plus Two Way Communication Group Low influence & high interest Motivate with regular communications as group has significant impact on completing project Obtain groups’ feedback & tailor communications to them • Keep Satisfied Group High influence & low interest • No direct influence on project but could be called upon when their help is needed • Possibly devote specific time to this group • Manage Closely Group High influence & high interest Manage relationship with this group • Meet with group & likely as individuals • Provide both general & tailored project communications Copyright William S. Bates & Thomas Flynn - All Rights Reserved 16
  • 17. Stakeholder Engagement Date Version No. Nov. 1, 201x 2 Project Name Best Home Energy Project Manager Betty Wiseman Project Sponsor Irina Gronski Key Stakeholders Name Title Organization Project No. Telephone No. Telephone No. Influence Level (H,M,L) 27-1x 613-333-8877 613-333-9999 Need/Requirement Irina Gronski ADM Corporate Services Branch H A well-defined, consumer oriented, best cost approach to alternative energy for their homes June May DG Research Services H That this initial project will provide sufficient product selection information to create a focused public awareness campaign Copyright William S. Bates & Thomas Flynn - All Rights Reserved Expectations That this initial project will lead DE to position itself in order that it can develop rapidly, an alternative home energy policy To gain alternative energy product information to support the public awareness campaign Updated Expectation During Project Execution PM meet once a week rather original plan of once a month Submit draft information campaign one week earlier 17
  • 18. Stakeholder Engagement • • Manage Stakeholder Engagement Confirm stakeholders’ continued commitment to project Clarify and resolve issues Helps to ensure project goals are achieved Control Stakeholder Engagement Process of monitoring stakeholder relationships Adjust plans and strategies for engaging stakeholders Copyright William S. Bates & Thomas Flynn - All Rights Reserved 18
  • 19. Conclusions • Stakeholders need to be managed • There is a process to identifying, analyzing and managing stakeholders • Good stakeholder management is a key to project success
  • 20. TECHNICAL Microsoft VMware Cloud Computing IT and Cyber Security CompTIA Java ProgrammingLanguages Novell UNIX Training with impact MANAGEMEN BUSINESS Change Management TOGAF T Enterprise Architecture ITIL COBiT Agile and Scrum Business Analysis Project Management Communication Skills Leadership Skills Negotiation Skills Problem Solving Skills Facilitation Skills and many more…
  • 21. CTE Solutions Inc. - Ottawa 11 Holland Avenue, Suite 100 Ottawa, Ontario, K1Y 4S1 Tel: (613) 798-5353 Toll Free: 1 (866) 635-5353 Fax: (613) 798-5574 CTE Solutions Inc. - Toronto 77 Bloor St. West, Suite 1406 Toronto, Ontario M5S 1M2 Tel: (416) 284-2700 Toll Free: 1 (866) 635-5353 Fax: (416) 284-6797