final focus group workshop: rethink! project stakeholder...

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In cooperation with: Partly sponsored by: Final Focus Group Workshop: Rethink! Project Stakeholder Management Martina Huemann, Pernille Eskerod, Claudia Weninger WU Vienna, 30.01.2014

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In cooperation with: Partly sponsored by:

Final Focus Group Workshop:

Rethink! Project Stakeholder Management

Martina Huemann, Pernille Eskerod, Claudia Weninger

WU Vienna, 30.01.2014

Focus Group Workshop: Objectives

Presenting and reflecting the findings of the research

project: Rethink! Project Stakeholder Management

Knowledge co-production of researchers and practitioners

on project stakeholder management in the context of

sustainable development principles

Contribution to the research project: Rethink! Project

Stakeholder Management

Focus Group Workshop: Participants

Researchers:

– Martina Huemann, Pernille Eskerod, Claudia Weninger

Constellation experts:

– Brigitte Sachs-Schaffer, Daniela Andratsch

NETLIPSE representatives:

– Pau Lian Staal-Ong, Marcel Hertogh, Massimo Corradi

Practitioners interested in project stakeholder

management

Focus Group Workshop: Schedule

Starting 8.30: Registration, gathering, coffee

9.00 – 10.30 Welcome & start up

Input: Research project and stakeholder

management

All

Martina & Pernille

10.30-10.45: Coffee break

10.45 -12.00 Coffee House Trip: Reflection of research

propositions

All

12.00- 12.30: Lunch break, Snacks in the room

12.30 -15.15 Input: Demonstration case studies

Experiencing a systemic working form

Reflection: Potentials & limits of systemic

working forms for project stakeholder

management

Pernille & Martina

Constellation expert

All

15.15-15.30 Final reflections, close down All

Research Project: Objectives

Develop a more comprehensive project stakeholder management approach – in the context of sustainable development

– to better support benefit creation for project investors and other project stakeholders

Investigate potentials and limitations of systemic methods for project stakeholder analysis

Co-creation of knowledge – based on theory and in cooperation with practice

– practice case studies, demonstration case studies, focus group workshops

Publications (PMI book 2014, journal articles etc.)

Project: Branding Slagelse Strategy

Project: IT System Implementation

Project: Planning The West Link (Västlänken)

Project: Establishing WU New Campus

?

Slagelse Municipality, Denmark

IT Company, Denmark

Trafikverket, Sweden

WU Vienna,Austria

?

Public (change)

Private (IT )

Public (infrastructure)

Public (construction +)

?

Practice case Practice case

Practice case

?

Demonstration case • Systemic

constellation (Focus: PM)

Demonstration case • Systemic

constellation (Focus PM

Demonstration case • Systemic Board • Systemic

Constellation (Group)

Overview cases

Research Project: Schedule

Co

mp

any

Soci

ety

Pro

ject

Values-based

Economic, ecologic, social-

oriented

Short, mid, long term-oriented

Local, regional, global-oriented

Sustainable development principles

(Gareis, Huemann, Martinuzzi 2013)

Research Propositions

Project as temporary organization and social system

No project is an island (Engwall 2003)

A social system constitutes itself by differentiating itself from its

context

Internal structures/context

Stakeholders are relevant social environments for a social system

Limited possibility to “manage“ projects and project stakeholder

Trivial System

Social System

• Predictable

• Not depending on the context

• Possible to influence directly

• Result of influence clear

• Applications of standards

• Not predictable

• Depending on the context

• Not possible to influence directly

• Results of influence unclear

• Allowance of contradictions

(based on Kasper 1990)

Project as social system: Limits of managing

Managing internal structures and context

Internal structures

– Scope, schedule, costs, and ...

– Objectives, resources, income, risks

– Organization, culture, personnel

– Infrastructure

Context

– Pre-, post-project phase

– Project stakeholders

– Other projects

– Company strategies, business case

Scope

Schedule Costs

(Gareis, Huemann, Martinuzzi 2013)

Stakeholder Theory

Stakeholder theory: Definitions

Those groups without whose support the organization

would cease to exist (Stanford Research Institute 1963)

Individuals or groups which depend on a given

organization to fulfil their personal goals and on whom

the organization is depended (Rhenman 1964)

Any group or individual who can affect or is affected by

the achievement of a organization’s objectives (Freeman

1984)

Stakeholder definitions in PM standards

PMBOK, PMI (2008:246): ”Persons and organizations such as

customers, sponsors, the performing organization, and the public

that are actively involved in the project, or whose interests may

be positively or negatively affected by the execution or completion

of the project.”

ICB, IPMA (2006:42): “People or groups, who are interested in

the performance and or success of the project, or who are

constrained by the project.”

PRINCE2 (2009:313): “Any individual, group or organization that

can affect, be affected by, or perceives itself to be affected by an

initiative programme, project, activity, risk.”

Stakeholder activities and tools/techniques

Activities Tools/techniques

PRINCE2 Report to customers and suppliers.

Reports.

PMBOK Identify, analyze and communicate.

Stakeholder analysis; stakeholder register; communication plan; project reports; project presentations; feedback from stakeholders.

ICB Identify; analyze; communicate; develop strategies; include interest parties’ interests into project; ensure satisfaction; manage changes; document.

Stakeholder identification; analysis; formal/informal networks and communication; information sharing; list of stakeholder representatives.

Two different approaches in contemporary stakeholder

theory (Freeman, Harrison & Wicks 2007)

1. Management of stakeholders approach • An instrumental approach

• Stakeholders as means to provide resources

• A core mgmt. task: Make stakeholders comply to the

organization’s needs

2. Management for stakeholders approach • A normative or ethical approach

• Stakeholders have legitimate rights regardless of their

power to influence the organization

• A core mgmt. task: To search for win-win situations

Research Propositions

Proposition: A societal request for considering sustainable

development as a context for projects places new demands

on project stakeholder management

Request for considering sustainable development principles

makes complexity better visible

Explicit and/or implicit integration od sustainable development

principles, values makes the difference

Need for a more comprehensive project stakeholder

management approach

Need for structural clearness to make it possible to think into

the future

Proposition: Different social systems have different

stakeholders and stakeholder relations, which requires to

organize for transfers

Social systems such as

– investor organization(s)

– project

– social system created by the project/program, e.g. hospital.

Organize for transfer of stakeholder relations of the investor

organization(s) to the project.

Organizing for transfer of stakeholder relations (further)

developed on a project

– to the following project (in a chain of projects)

– or to the investor organization(s)

– or to the new social system created.

Proposition:

The possibility of “managing stakeholders” is limited

The project has to relate itself to many different project

stakeholders.

Normally, there is a high diversity and lacking clarity of

expectations of the project stakeholders towards the

project.

Predictability of “what happens, if” is rather low.

Concrete definition of project success is difficult and

determined from the specific point of view from the

particular project stakeholder.

Proposition: Comprehensive project stakeholder management

represents more a managing FOR stakeholders than a

managing OF stakeholders approach

The OF and FOR approaches are two extreme positions on

a continuum.

For a project a balancing between OF and FOR approach

is adequate.

Different project stakeholders may require different

approaches, not for all stakeholders a FOR approach is

feasibly.

Different phases of a project require different approaches.

A management for stakeholder approach fits to sustainable

developments and reflects values balancing short-medium

and long term-orientation, fairness, transparency, etc.

Proposition: There are differences in project stakeholder

management and stakeholder management in the

permanent organization regarding timing and organization.

Stakeholder engagement may require more time, too late

to start in an implementation project.

Preparation by investor (organization), inclusion in project

initiation or in an distinct project e.g. feasibility study,

planning project.

Cooperation with stakeholder management of investment

organization necessary.

Project stakeholder management is based on the values of

the organization(s) involved in the project.

Proposition: A comprehensive project stakeholder

management approach is reflected in the project structures

The project structures need to allow to deal with the

complexity of environment, for example different and

contradicting stakeholder expectations.

Internalization of external stakeholder interests into the

project objectives, creation of integrated project

organizations to invite representatives of stakeholders on

the projects are possible strategies to deal with

stakeholders which have an essential impact on the project

structures.

Demonstration cases

Proposition: Adequate stakeholder management methods

are required to build up complexity but also reduce

complexity to the amount adequate for the project.

Systemic methods such as system board and system

constellation are adequate to deal with the complexity of

the project stakeholders in a stakeholder analysis.

Project: Branding Slagelse Strategy

Project: IT System Implementation

Project: Planning The West Link

Slagelse Municipality, Denmark

IT Company, Denmark

Trafikverket, Sweden

Conflict situation Conflict situation Non-conflict situation;

Systemic Constellation Single person view (PM)

Systemic Constellation Single person view (PM)

Systemic Board Group view Systemic Constellation Group view

Participants: Externals

Participants: Project externals, but company internals

Participants: Project team

Application of methods in demonstration cases

Case study:

Project: Branding Slagelse Strategy

Characteristics and context of the case

• Purpose of new branding strategy: To be attractive for current and new citizens and businesses – and thereby enhance increased tax revenues and satisfied stakeholders of municipality.

• The municipality hired an experienced external consultancy to undertake the branding strategy development.

• Even though an internal project manager and a project owner were appointed, decision concerning the project as well as the project management were outsourced to the consultancy.

• The internal project manager changed twice and the project owner once.

• The City Council had to approve the branding strategy.

The Project Model of Slagelse Municipality

The external consultancy was responsible for the stakeholder

management and did what they found best, so they did not use

this project model.

Stakeholder practices

Stakeholder management practices changed during the project

course. In the beginning, the consultancy organized events to

generate and discuss ideas with stakeholders.

New stakeholders were involved in new events to discuss the

results from the first event (a 30 hours camp).

The external consultancy was solely in charge. Later, it was

realized that the original stakeholders (especially the politicians in

the City Council) felt left out of the process.

Therefore, the consultancy and the internal project manager had

individual meetings with the core stakeholders to make them take

ownership again (as they had in the beginning).

Systemic Constellation: Process

The Project Manager was in charge and she

started to place the participants around the room

so it gives a picture of the comprehension she

has of the stakeholder landscape.

Every participant represented a stakeholder,

and the way they stood in relation to each other

(position and space) symbolized their mutual

relationship as the Project Manager sees it.

At the beginning the participants were placed

far away from each other and some of them

stood back to back.

Following, every participant discussed their

position and they all gave inputs to improve the

constellation.

Constellation:

Initial Picture Middle

Management

Project Team Project

Manager

Project

Project Owner

Consulting

firm (brand)

City Council 1 City Council 2

Communication

Department

Systemic Constellation: End of process

After the discussion with all of the stakeholders,

some of them were replaced so they have better

contact with each other and face to face.

Finally the group placed the ideal stakeholder

landscape where they all had connection.

In the end of the exercise the Project Manager

was surprised how the inputs and comments

gave her new perspectives on the project.

Constellation:

Final Picture

Middle

Management

Project Team

Project

Manager

Project

Consulting

firm (brand)

City Council 1

City Council 2

Communication

Department

Vision

Competitors of

Slagelse Citizen of

Slagelse

Some findings

There are advantages and disadvantages by using an external consultancy to do a process like this:

- The project gets more complicated when politician stakeholders are involved.

- It became clear that all stakeholders had their own ideas and agendas, and that it was impossible to involve all stakeholders and keep the discussions open.

- Furthermore, a close relationship between the external consultant and the project manager seemed important in order for the consultant to create legitimacy and progress.

- Economically it is more expensive to hire an external company rather than use own employees from the organisation. Moreover, it becomes more objective when the consultancy is an external company and not made up of own employees.

The new brand become: ¨Healthy, Smart, Growth¨ and you can associate these 3 words with what Slagelse City wants to be as a Municipality.

Case study:

Project: Planning The West Link

Characteristics and context of the case

Long term “project”, 20 billions Swedish Kroner (200 million Euros), large

– Proposal: differentiation investment, chain of projects…Focus on stakeholder analysis/ management for different “projects” in the chain of projects.

Context: other investments

– City development

– West Swedish Package (Infrastructure)

Westlink very visible to public!

– Political issues, car toll for raising funds

– Communication: Part of the city development

Infrastructure only

– Still need for integrating for example, city administration, operator of stations and others…to have design follow service

Stakeholders

City:

– Administration/politicians: decisions

– city development project, provide part of the finance, external project

owner

– politicians expect something different than Västlänken is able to provide

County Government:

– for legal permissions, environmental impact development, external project

owner

Gothenburg community:

– individuals more ore less effected

– car toll for co-financing project; car drivers against toll

– children

Neighbouring communities:

– Access to workforce

Media: Negative reports in local newspaper

Trafikverket:

– “Society” Department as internal project owner

Suppliers:

– red contract and blue contract consultants

– future contractors

Land owners: for example

– Jenrnhusen, Liseberg, etc.

Västtrafik:

– Most probably future operator of stations

Environmental groups:

– Positive; tunnel will reduce car traffic and increase travel capacity to

and from Gothenburg

Project personnel:

– Management team,…very engaged, high identification

Stakeholders - continued

First findings

….

The West Link: Systemic Board

In cooperation with: Partly sponsored by:

Rethink

Project Stakeholder Management