Cornell Project Management Methodology (CPMM)

Lunch and Learn – 10/13/05

Stakeholder Analysis

Cornell University
Office of Information Technologies
Instructor: Catherine M McNamara, PMP
Senior Project Management Consultant
E-Mail: cmm4@cornell.edu
Phone: 607-255-6956
 Cornell Project Management Methodology (CPMM)

Objectives
• Definitions of Stakeholders and how they relate to a
Project
• Understand the benefits of using a Stakeholder
Analysis based approach
• Identify Stakeholders
• Prioritize your Stakeholders
• Understanding your key Stakeholders
•
2
 Cornell Project Management Methodology (CPMM)

Stakeholder Definition (PMBOK)

Persons and organizations such as
customers, sponsors, performing

organization and the public, that are

actively involved in the project, or whose

interests may be positively or negatively

affected by execution or completion of the

project. They may also exert influence over

the project and its deliverables.

3
 Cornell Project Management Methodology (CPMM)

CPMM Template Definition

• Stakeholders are all those groups, units,

individuals or organizations, internal or external
to our organization, which are impacted by, or
can impact, the outcomes of this project.
•
(Handout)

4
 Cornell Project Management Methodology (CPMM)

The Relationship Between Stakeholders and the Project

Proj
ect
Spo
nsor
Proj
ect
Man
ager

Project
Management Team

Project Team

Project Project
Stakeholders

5
 Cornell Project Management Methodology (CPMM)

Why do Stakeholder Analysis?

• Stakeholder Analysis is an important discipline

that successful people use to win support from
others
• Builds the support that helps your project succeed
• It is a technique used to identify the key people
who have to be won over.


6
 Cornell Project Management Methodology (CPMM)

Benefits of using a stakeholder

based approach
• You can use opinions of the most powerful stakeholders
to shape your project
» They will more than likely support you
» Their input can also improve the quality of your project
• Gaining support from powerful stakeholders can help you
get resources you will need on your project
• Communicating early with stakeholders with your what
your doing, means they can support you actively
• You can anticipate reactions and build into your plan
actions that will win people’s support.

7
 Cornell Project Management Methodology (CPMM)

Identify your Stakeholders

Who are the people affected by your work?


• Who fall in demographic groups affected by the

project?
• Who have clear roles in the project
• Who are in areas adjacent to the situation?
• Who are affected by activities or results of a project
• Who can influence, support or resist the outcome
• Who have a personal, financial, or professional
interest in the outcome


 8

 Cornell Project Management Methodology (CPMM)

Identify your Stakeholders

Who are the people affected by your work?



• Who participate in activities?

• Who shape or influence opinions about the issues
involved?
• Who have influence or power over it
• Who have an interest in its successful conclusion or
unsuccessful conclusion?
• Who are the sources of reaction or discontent?
• Who have relevant positional responsibility?


9



 Cornell Project Management Methodology (CPMM)

Identify your Stakeholders

 Step one Brainstorm who your stakeholders
are.


Post-It™ Note Process



10

 Cornell Project Management Methodology (CPMM)

Stakeholders
• Your boss • Customers
• Senior Executives • Consumers / Users
• Management • Suppliers
• Performing Organization • Regulators
Management • Performers
• Coworkers • Influencers
• Prospective customers • Technology Groups
• Your team • Consultants
• Special Interest Groups • Others...
• • 11
 Cornell Project Management Methodology (CPMM)

Stakeholder Concerns
• Impact on change the project will bring about
» Process, Policy, Procedures, Technology
• Social / Political–Changes in established relationships with
others and the organization
» Personal –“What’s in it for me?”
» University –“What’s in it for the University?”
» Professional interests –“What’s in it for my career?”
» Co worker’s interests –“What’s in it for others?”



12

 Cornell Project Management Methodology (CPMM)

Prioritize your Stakeholders

You now have a long list of people, organizations,



special interest groups, demographic groups etc.

» Map out your stakeholders using the
Power/Concern Grid show on the next slide.

13
 Cornell Project Management Methodology (CPMM)

Project Team Performs Assessment

Identification – Stakeholders
Stakeholder Analysis
Post-It™

High
Power
Low

Low High

Concern

14
 Cornell Project Management Methodology (CPMM)

Power / Concern
• High Power / High Concern - these are the people you
must fully engage and make the greatest efforts to
satisfy
• High Power / Low concern – put enough work in with
these people to keep them satisfied, but not so much
that hey become bored with your message.
• Low power / High Concern– keep these people
adequately informed and talk to them to ensure that no
major issues are arising. These people can often be
very helpful with the detail of your project.
• Low power/ Low Concern – again monitor these people,
but do not bore them with excessive communication
15
 Cornell Project Management Methodology (CPMM)

Understanding your Key

Stakeholders
• You need to know more about you key
stakeholders and understand what motivates
them.
» How are they likely to feel about your project
» How best to engage them in your project
» How best to communicate with them

16
 Cornell Project Management Methodology (CPMM)

Key questions that can help you

understand your stakeholders?
• What financial or emotional interest do they have in the
outcome of your work? Is it positive or negative?
• What motivates them most of all?
• What information do they want from you?
• How do they want to receive information from you? What
is the best way of communicating your message to
them?
• What is their current opinion of your work? Is it based on
good information?
17
 Cornell Project Management Methodology (CPMM)

Key questions that can help you

understand your stakeholders?
• Who influences their opinions generally, and who
influences their opinion of you? Do some of these
influencers therefore become important stakeholders in
their own right?
• If they are not likely to be positive, what will win them
around to support your project?
• If you don't think you will be able to win them around,
how will you manage their opposition?
• Who else might be influenced by their opinions? Do these
people become stakeholders in their own right?
18
 Cornell Project Management Methodology (CPMM)

How do I get the questions

answered?
• A very good way of answering these questions is
to talk to your stakeholders directly - people are
often quite open about their views, and asking
people's opinions is often the first step in
building a successful relationship with them.

19
 Cornell Project Management Methodology (CPMM)

Summarize

• You can summarize the understanding you have

gained on the stakeholder map, so that you can
easily see which stakeholders are expected to be
blockers or critics, and which stakeholders are
likely to be advocates and supporters or your
project. A good way of doing this is by color
coding: showing advocates and supporters in
green, blockers and critics in red, and others
who are neutral in orange.
20
 Cornell Project Management Methodology (CPMM)

Finally

• Ask yourself if you are communicating as

effectively as you should be with your
stakeholders?
• What actions can you take to get more from your
supporters or win over your critics?

21
 Cornell Project Management Methodology (CPMM)

Questions / Discussion

???


22
 Cornell Project Management Methodology (CPMM)

Stakeholder Assessment
Evaluate stakeholder concerns and power*


• Identification, Assessment, Segmentation

» Identify all possible stakeholders -use
template/checklist, if available
• Develop stakeholder assessment grid
» Power / Impact – factors and weights
» Level of concern – factors and weights


 *Power: The ability to obtain results

23