| In this article we'll address the people swirling around | | | | going to do about it?) |
| your project: stakeholders. You'll find some tips and | | | | What we do to leverage our supporters and minimize |
| other resources for optimizing stakeholder | | | | the effect of our opponents will depend upon the |
| involvement in your project. | | | | answers to the questions above. The more we know |
| "Who cares?" | | | | about our stakeholders, the better we can plan to |
| "What do they care about?" | | | | work with them. One thing is certain: ignoring them |
| "What am I going to do about it?" | | | | will sap their support and inflame their opposition, so |
| Those are the three simple questions a project team | | | | plan for communication. |
| can ask to understand their stakeholders and develop | | | | Rapid changes in information technology continue to |
| a strategy for keeping them happy. | | | | bring us new ways to flood our stakeholders with |
| As we developed a workshop on stakeholder | | | | data, but that doesn't necessarily make us effective |
| management built on those three questions one of | | | | communicators. Who needs information? What |
| our project management experts, put all the pieces | | | | information? How often? In what format? These |
| together when he said, "That's just risk management | | | | questions form the basis of your communication plan. |
| for people." | | | | As you develop your communication plan remember |
| We think he's right. Review this classic risk | | | | these two tips: |
| management process. Can you see the parallel? | | | | 1. Positive personal relationships are the foundation of |
| 1. Identify risks. | | | | effective communication. Personal relationships |
| 2. Analyze and quantify the risk. | | | | magnify the value of the technology we use to |
| 3. Develop a risk response. | | | | deliver information. |
| So on your next (or current) project consider | | | | 2. Use two or more mediums of communication for |
| treating your stakeholders as opportunities or threats. | | | | every stakeholder. For example, meetings should be |
| Step One: Identify risks (stakeholders) | | | | accompanied by documentation. |
| Just as with risk management, we can only manage | | | | The Secret to Success |
| stakeholders that we are aware of, so be creative | | | | What's the secret to risk management? Do it. |
| and energetic in identifying stakeholders. Cast your | | | | Proactive, systematic risk management means finding |
| net wide and consider all those stakeholders that | | | | the problems before they find you. Risk management |
| won't make a peep unless you step on their toes. | | | | doesn't have to be complex, but it does have to be |
| Regulators, end-users, your customer's customers, | | | | disciplined. The same holds true for our stakeholders. |
| and internal support staff such as accounting or | | | | Understanding who they are and what they want |
| procurement. Too many project managers don't | | | | often isn't that difficult. The key is to be proactive, |
| include these secondary stakeholders in their normal | | | | to reach out, and influence them before they |
| communicationplans yet get indignant when they | | | | influence you. |
| obstruct the project. In risk management we identify | | | | About LSA Global |
| threats and opportunities. Stakeholders can be | | | | Since 1995, LSA has helped organizations create and |
| project adversaries just as easily as advocates. | | | | maintain distinct competitive advantages through |
| While you are trying to uncover the hidden | | | | human capital. |
| stakeholders, don't forget about the obvious ones: | | | | We work with leading organizations to drive success |
| your team, your sponsor, and the people who will be | | | | through their people and the strategies, structures, |
| approving the funding. | | | | systems, and processes that attract, inspire, develop, |
| TIP: Make sure your stakeholders have a name and | | | | and retain top talent. Our solutions focus on the |
| email id. Stakeholders are people, not organizations. | | | | areas of: |
| "Facilities" isn't going to sign off on your change | | | | Sales Revenue Growth |
| request, but Cindy, who runs the department, might. | | | | Leadership and Management Performance |
| Step Two: Analyze and quantify the risk (what do | | | | Human Resource Performance |
| they care about?) | | | | Strategy Execution and Transformation |
| Risk management calls for prioritizing the risks | | | | Customer Service, Satisfaction, and Loyalty |
| according to probability and impact. We can prioritize | | | | Project Management Performance |
| stakeholders similarly - by authority and interest. | | | | Engineering Performance |
| Interest means "how much do they care?" and | | | | We believe our clients' success in the marketplace is |
| authority equates to their ability to affect the | | | | realized through increased revenue, decreased costs, |
| project. | | | | and higher productivity. We are fiercely devoted to |
| Now analyze the high priority stakeholders. You won't | | | | the success of our clients and proud that over 85% |
| be able to quantify your stakeholders as much as | | | | of our business comes from repeat business with |
| your project risks, but you can organize some key | | | | satisfied clients and that we have a 97%+ customer |
| information: What do they care about? How will the | | | | satisfaction rating. |
| project affect them? How does this project fit into | | | | Know more about Project Planning and Project Risk |
| their priorities? What do you need from them for the | | | | Management at: |
| project to run smoothly? | | | | Copyright © 2008 Learning Alliance Corporation |
| Step Three: Develop a risk response (What are you | | | | DBA LSA Global All Rights Reserved. |