Tags |
|
|
Casual Articles - Stakeholder Analysis and Stakeholder Management
Due to the World Wide Web’s incredible growth rate, almost every sizable company (an even some small ones) are taking advantage of the opportunity to advertise internationally. Companies have come to realize that the Internet can be a very lucrative way to advertise, but one must be in constant participation in order to compete with each other. The Internet has become increasingly saturated with company web sites advertising and even doing business online.In this case, promoting web sites is vital in order to attract visitors or even potential customers. However, the goal of a business' site shouldn't be to
3) Inform
Secondary stakeholders with lower influence but higher importance need to be kept informed of decisions taken that may affect them directly. It is unlikely that they would play an active role in making those decisions. However, were they to highlight a particular issue with a decision, it is likely serious consideration would be given to refining the decision made.
4) Control
Control is appropriate where a stakeholder isn’t important or influential and they need help only to respect any decisions taken. Objections to or issues raised are unlikely to be given serious consideration (as they would otherwise divert valuable management attention and resources).
Conclusions
Stakeholders are key to successful Project Delivery in the modern organisation. Both Stakeholder Analysis and Stakeholder Management are vital tools and should be used iteratively throughout a project to k
The typical life cycle of a bookkeeper’s clientele is rather simple. A bookkeeper just setting up shop on their own will take any clients they can get in order to get started. At this stage, any income is good income. As time goes by and referrals grow, a bookkeeper who’s good at what he does will have more and more clients knocking on the door. There’s a limit to how much any one person can do, and most bookkeepers are one-person shops. As the workload increases, which it will for good bookkeepers, earlier clients may be discarded if they don’t meet the new standards, as the bookkeeper looks for clients who are 1) p
Try “define: Stakeholder” in Google and you will be surprised by the huge differences in the way this simple word is defined. It perhaps proves - in a way - just how confused people get about Stakeholder Management and how inconsistent the different approaches to it can be!
My simple definition is “anyone affected by a decision and interested in its outcome”. This can include individuals or groups, both inside and outside your organisation.
Stakeholder Analysis
The first step in Stakeholder Analysis is to assess the Influence and Importance (two different things!) of each individual Stakeholder or Stakeholder group.
Influence is defined as the extent to which a stakeholder is able to act on project operations and therefore affect project outcomes. Influence is a measure of the power of the stakeholder. Factors likely to lead to higher influence include the extent of control over the project funding and the extent to which the stakeholder informs decision-making around investments in technology and business change.
Importance is defined as the extent to which a stakeholder’s problems, needs and interests are affected by project operations or desired outcomes. If ‘important’ stakeholders are not assisted effectively then the project cannot be deemed a ‘success’.
Where Stakeholders are both important and influential, then they are primary stakeholders and must by fully engaged in the governance and steering of the project, if it is to succeed. Where Stakeholders are either important or influential, then they are secondary stakeholders and need to be actively managed during the project.
The second step in Stakeholder Analysis is to understand the current position of each Stakeholder with respect to the project objectives and expected outcomes. For this purpose, a series of Stakeholder Interviews and Surveys should be undertaken, to understand the degree of engagement and the degree of commitment.
Engagement is a measure of how well the Stakeholder understands the challenges the project seeks to tackle and the strategy, plans and outcomes. A low engagement score signals a lack of understanding.
Commitment is a measure of how supportive the stakeholder is. A low score signals hostility, whilst a high score signals strong support.
Ideally, of course, any project wants engaged, informed stakeholders who actively support the project objectives and outcomes. An ill-informed supporter can be just as dangerous as a well-informed objector!
Stakeholder Management
There are many different suugested approaches for Stakeholder Management. In the chapter on influencing (stakeholders) in my (free to access) Intranet Portal Guide, I offer a simple, tried and tested, four-way approach:
1) Partner
Primary stakeholders (with high influence and importance to project success) are likely to provide the project ‘coalition of support’ in planning and implementation. As such, you should partner them to increase their engagement and commitment (revising and tailoring project strategy, objectives and outcomes if necessary to win their support).
2) Consult
Secondary stakeholders with higher influence but lower importance need to be ‘kept on board’. You should consult with them to actively seek their opinions and input for key decisions (and not only those which may affect them directly). It is unlikely you would alter your strategy as a result of such consultation, but you might well alter your tactics (e.g. the who, when or where of project plans) to maintain higher levels of commitment.
3) Inform
Secondary stakeholders with lower influence but higher importance need to be kept informed of decisions taken that may affect them directly. It is unlikely that they would play an active role in making those decisions. However, were they to highlight a particular issue with a decision, it is likely serious consideration would be given to refining the decision made.
4) Control
Control is appropriate where a stakeholder isn’t important or influential and they need help only to respect any decisions taken. Objections to or issues raised are unlikely to be given serious consideration (as they would otherwise divert valuable management attention and resources).
Conclusions
Stakeholders are key to successful Project Delivery in the modern organisation. Both Stakeholder Analysis and Stakeholder Management are vital tools and should be used iteratively throughout a project to k
1. Offer to write exclusive articles (that means you only submit them to one place) for high traffic web sites in exchange for a link back to your site.2. Create a positive online image. Tell your visitors about fundraisers you have sponsored or that you donate a part of your profits to charity.3. Improve your customer service on a regular basis. Try out new technologies that make it easier to communicate with your customers over the net.4. Ask your customers what they would like to see offered by your business in the future. This type of information can boost your sales.5. Make s
Importance is defined as the extent to which a stakeholder’s problems, needs and interests are affected by project operations or desired outcomes. If ‘important’ stakeholders are not assisted effectively then the project cannot be deemed a ‘success’.
Where Stakeholders are both important and influential, then they are primary stakeholders and must by fully engaged in the governance and steering of the project, if it is to succeed. Where Stakeholders are either important or influential, then they are secondary stakeholders and need to be actively managed during the project.
The second step in Stakeholder Analysis is to understand the current position of each Stakeholder with respect to the project objectives and expected outcomes. For this purpose, a series of Stakeholder Interviews and Surveys should be undertaken, to understand the degree of engagement and the degree of commitment.
Engagement is a measure of how well the Stakeholder understands the challenges the project seeks to tackle and the strategy, plans and outcomes. A low engagement score signals a lack of understanding.
Commitment is a measure of how supportive the stakeholder is. A low score signals hostility, whilst a high score signals strong support.
Ideally, of course, any project wants engaged, informed stakeholders who actively support the project objectives and outcomes. An ill-informed supporter can be just as dangerous as a well-informed objector!
Stakeholder Management
There are many different suugested approaches for Stakeholder Management. In the chapter on influencing (stakeholders) in my (free to access) Intranet Portal Guide, I offer a simple, tried and tested, four-way approach:
1) Partner
Primary stakeholders (with high influence and importance to project success) are likely to provide the project ‘coalition of support’ in planning and implementation. As such, you should partner them to increase their engagement and commitment (revising and tailoring project strategy, objectives and outcomes if necessary to win their support).
2) Consult
Secondary stakeholders with higher influence but lower importance need to be ‘kept on board’. You should consult with them to actively seek their opinions and input for key decisions (and not only those which may affect them directly). It is unlikely you would alter your strategy as a result of such consultation, but you might well alter your tactics (e.g. the who, when or where of project plans) to maintain higher levels of commitment.
3) Inform
Secondary stakeholders with lower influence but higher importance need to be kept informed of decisions taken that may affect them directly. It is unlikely that they would play an active role in making those decisions. However, were they to highlight a particular issue with a decision, it is likely serious consideration would be given to refining the decision made.
4) Control
Control is appropriate where a stakeholder isn’t important or influential and they need help only to respect any decisions taken. Objections to or issues raised are unlikely to be given serious consideration (as they would otherwise divert valuable management attention and resources).
Conclusions
Stakeholders are key to successful Project Delivery in the modern organisation. Both Stakeholder Analysis and Stakeholder Management are vital tools and should be used iteratively throughout a project to k
While work at home moms are often the favorite target for Internet scammers, website owners are a close second. You own a website and are possibly paying a bit of money to keep the site running. Do you not wish you could make some money with the websitebyou work so hard to maintain? Imagine how wonderful it would be if you could turn your hobby into a real business that would not only pay for itself, but even offer you a few extras that could be put to good use for the kids, or your family. To a webmaster, affiliate marketing is almost always the answer to this dilemma. In and of itself, affiliate marketing is a wond
Engagement is a measure of how well the Stakeholder understands the challenges the project seeks to tackle and the strategy, plans and outcomes. A low engagement score signals a lack of understanding.
Commitment is a measure of how supportive the stakeholder is. A low score signals hostility, whilst a high score signals strong support.
Ideally, of course, any project wants engaged, informed stakeholders who actively support the project objectives and outcomes. An ill-informed supporter can be just as dangerous as a well-informed objector!
Stakeholder Management
There are many different suugested approaches for Stakeholder Management. In the chapter on influencing (stakeholders) in my (free to access) Intranet Portal Guide, I offer a simple, tried and tested, four-way approach:
1) Partner
Primary stakeholders (with high influence and importance to project success) are likely to provide the project ‘coalition of support’ in planning and implementation. As such, you should partner them to increase their engagement and commitment (revising and tailoring project strategy, objectives and outcomes if necessary to win their support).
2) Consult
Secondary stakeholders with higher influence but lower importance need to be ‘kept on board’. You should consult with them to actively seek their opinions and input for key decisions (and not only those which may affect them directly). It is unlikely you would alter your strategy as a result of such consultation, but you might well alter your tactics (e.g. the who, when or where of project plans) to maintain higher levels of commitment.
3) Inform
Secondary stakeholders with lower influence but higher importance need to be kept informed of decisions taken that may affect them directly. It is unlikely that they would play an active role in making those decisions. However, were they to highlight a particular issue with a decision, it is likely serious consideration would be given to refining the decision made.
4) Control
Control is appropriate where a stakeholder isn’t important or influential and they need help only to respect any decisions taken. Objections to or issues raised are unlikely to be given serious consideration (as they would otherwise divert valuable management attention and resources).
Conclusions
Stakeholders are key to successful Project Delivery in the modern organisation. Both Stakeholder Analysis and Stakeholder Management are vital tools and should be used iteratively throughout a project to k
A simple hello can go a long way in wireless retail, but a recent J.D. Power and Associates customer satisfaction study makes a startling case for the conventional in-store greeting. The study found that overall customer satisfaction declines considerably if customers’ wait time (the time before customers are greeted upon entry) exceeds 30 seconds.This finding is particularly poignant since the average wait time among wireless retail stores is about five minutes. According to the study, customers who are approached within 30 seconds of entering the store provide a satisfaction score 86 points higher (on a 1,00
1) Partner
Primary stakeholders (with high influence and importance to project success) are likely to provide the project ‘coalition of support’ in planning and implementation. As such, you should partner them to increase their engagement and commitment (revising and tailoring project strategy, objectives and outcomes if necessary to win their support).
2) Consult
Secondary stakeholders with higher influence but lower importance need to be ‘kept on board’. You should consult with them to actively seek their opinions and input for key decisions (and not only those which may affect them directly). It is unlikely you would alter your strategy as a result of such consultation, but you might well alter your tactics (e.g. the who, when or where of project plans) to maintain higher levels of commitment.
3) Inform
Secondary stakeholders with lower influence but higher importance need to be kept informed of decisions taken that may affect them directly. It is unlikely that they would play an active role in making those decisions. However, were they to highlight a particular issue with a decision, it is likely serious consideration would be given to refining the decision made.
4) Control
Control is appropriate where a stakeholder isn’t important or influential and they need help only to respect any decisions taken. Objections to or issues raised are unlikely to be given serious consideration (as they would otherwise divert valuable management attention and resources).
Conclusions
Stakeholders are key to successful Project Delivery in the modern organisation. Both Stakeholder Analysis and Stakeholder Management are vital tools and should be used iteratively throughout a project to k
Media evaluation is a term that many people aren’t familiar with but is a field that is incredibly important to companies who take public perceptions of their company seriously. Media Evaluation can help companies in their PR planning, setting and monitoring objectives, in allocating resources and in reporting on the effectiveness of PR campaigns. This article explains in more detail how it can help deliver real business benefits to companies and how it can be the difference between success and failure. Why evaluation is essential for a pro-active organisationSimply put, knowledge is po
3) Inform
Secondary stakeholders with lower influence but higher importance need to be kept informed of decisions taken that may affect them directly. It is unlikely that they would play an active role in making those decisions. However, were they to highlight a particular issue with a decision, it is likely serious consideration would be given to refining the decision made.
4) Control
Control is appropriate where a stakeholder isn’t important or influential and they need help only to respect any decisions taken. Objections to or issues raised are unlikely to be given serious consideration (as they would otherwise divert valuable management attention and resources).
Conclusions
Stakeholders are key to successful Project Delivery in the modern organisation. Both Stakeholder Analysis and Stakeholder Management are vital tools and should be used iteratively throughout a project to keep everyone on the same page. Be aware that different approaches are appropriate for different Stakeholder types. You can't keep all the people happy all the time. Check out my guide for more hints, tips and tools.
HTTP = HTML link (for blogs, profiles,phorums):
<a href="http://www.casualarticles.com/article/61743/casualarticles-Stakeholder-Analysis-and-Stakeholder-Management.html">Stakeholder Analysis and Stakeholder Management</a>
BB link (for phorums):
[url=http://www.casualarticles.com/article/61743/casualarticles-Stakeholder-Analysis-and-Stakeholder-Management.html]Stakeholder Analysis and Stakeholder Management[/url]
Related Articles:
Five Things To Consider About Your Inventions
Member Benefits Of Joining The Association Of Fundraising Professionals
Bookmark it:
|