1. Project management with a humanfacePart 4: Get hold of the stakeholdersAaro Ollikainen, Claro Leaders Oy1 27.4.2012

2. The seven steps to project management with a human faceCreate a shared dream with adeadline Find the correct leadership touchGet the right people Dont inform, communicateEncourage passionCelebrate the conflictsGet hold of the stakeholders 2 27.4.2012 3. 4. Get hold of the stakeholders 327.4.2012 4. What is Stakeholder Management? Stakeholder Management is the process of ensuring that key stakeholders support the change (or, at worst, do not undermine it), so that it is implemented successfully and the business benefits are realised according to plan. A stakeholder is defined as any person or group that is interested in or impacted by the proposed change, i.e. it is not confined to executive roles. Stakeholder management is the active engagement with, and management of all key people and parts of the business who have a vested interest in the outcome of the project. 5. What is Stakeholder Management? Stakeholder Management is about: building and sustaining the necessary levels of commitment to the project with those who are affected by the project and those who can impact its success; identifying and addressing resistance to clear the way for the project being implemented. For maximum effectiveness, Stakeholder Management needs to be done as partof a pre-defined approach, within an agreed framework, that clearly defines: a process that enables stakeholder identification, analysis and on-going monitoring to drive the actions required to build appropriate levels of support and deal with any issues; key messages/communication content for stakeholders around business rationale, stakeholder management roles and responsibilities. 6. Why is it important? Stakeholder Management is important to the project, as there will often be manyinterested and impacted parties (stakeholders). These stakeholders will encompass a variety of understandings, expectations andcommitment levels to the project. They are in a position to influence the success, orotherwise, of the project and for that reason it is vital to understand the following:their reaction to the changetheir role within the projecttheir current and future desired commitment levelstheir power and influence, andwho influences them 7. C7 Stakeholder Management Concern Communicate Contribute Connect Compound Co-Create Complete727.4.2012 8. Figure 10.1 Network of stakeholders 8 27.4.2012(Gray & Larson, 2006, p314) 9. Can we usethis toIs this projectimpress themy tckert to theboard? management team?Will we get How will thisbetter service? project influence competition?What can I learn Will they listenhere?to me?Is my ownproject still apriority?What the heckare MY people What will be mydoing in that role?project? How do we know if they Do I fit in? compromise their compliahnce? What could weOh God, againFigure 10.1 Network of stakeholders9extra work? sell to them this time? 27.4.2012(Gray & Larson, 2006, p314) 10. Stakeholder analysis High AveragePower / impacton projectsuccess Low 1 2 3 4 56 789 Low: doubting Thomas Average: can be convinced High: Sponsor Willingness to support the project10 27.4.2012 11. Communication with the stakeholders Increases in importance. The PM is a netweawer Results from a paradigm shift in change thinking: asignificant change may not be a crisis, but can also bea key to success Typically different personnel groups have a differentviewpoint of change and must be treated differently. 11 27.4.2012 12. Thank You! Aaro OllikainenAaro.ollikainen@claro.fiTel. + 358 (0)40 775 11341227.4.2012