Week 6 – Stakeholder Analysis and Management

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Analisis Bisnis

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INTRODUCTION

• _{Knowing who the stakeholders are and}

understanding what it is they expect from the

project and delivered solution are vital if they

are to remain involved and supportive of the

undertaking.

• _{In fact, much of the groundwork for}

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INTRODUCTION

Review/revise stakeholder management strategies

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STAKEHOLDER CATEGORIES AND

s Employees

Managers

Owners

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Customers

• _{These are the people or organizations for}

whom our organization provides products

or services.

• _{It may be useful to subdivide this general}

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Partners

• _{These are the organizations that}

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Suppliers

• _{These provide our organization with}

the goods and services that it uses.

• _{Again, we may wish to subdivide}

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Competitors

• _{Competitors vie with us for the}

business of our customers, and they

therefore have a keen interest in

changes made by our organization.

• _{We have to consider what their}

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Regulators

• _{Many organizations are now subject}

to regulation or inspection.

• _{These regulators will be very}

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Owners

• _{For a commercial business, the}

owners are just that – the people who

own it directly.

• _{The business may be, in legal terms,}

a sole trader or partnership.

• _{Alternatively it could be a limited}

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Employees

• _{The people who work in an}

organization clearly have an interest

in the way it is run and in changes

that it makes.

• _{In a small frm the employees may}

be

regarded

as

individual

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Managers

• _{In a large organization there may be many}

layers of management, and each may

form a distinctive stakeholder grouping,

for example: board-level senior managers;

middle managers; junior managers;

front-line supervisors.

• _{As with many aspects of stakeholder}

management, it is an error to assume that

a

group

such

as

‘managers’

is

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Other stakeholders

• _{For example, the insurers of an}

organization may be interested in

any areas that could afect the

pattern of risk that is covered.

• _{Or perhaps the police might be}

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ANALYSING

STAKEHOLDERS

• Having identifed the stakeholders, the next

step is to make an assessment of the weight

that should be attached to their issues.

• _No

_stakeholder

_should

_be

_ignored

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STAKEHOLDER MANAGEMENT

Watch _satisfedKeep

Constant, Active management

Keep onside

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STAKEHOLDER MANAGEMENT

Watch _satisfedKeep

Keep onside

Ignore Keep informed

However, as stakeholders do change positions on the map, it is

probably wise to inform them occasionally about what is going

on – perhaps through vehicles such as organization newsletters.

However, as stakeholders do change positions on the map, it is

probably wise to inform them occasionally about what is going

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STAKEHOLDER MANAGEMENT

Watch _satisfedKeep

Keep onside

This can best be done by being as honest as possible about the need

for change, by highlighting the positive aspects of the change or the negative consequences of not

making it, and by frequent and focused communication of

progress.

This can best be done by being as honest as possible about the need

for change, by highlighting the positive aspects of the change or the negative consequences of not

making it, and by frequent and focused communication of

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STAKEHOLDER MANAGEMENT

Watch _satisfedKeep

Keep onside

Keep them supportive of the project, possibly by frequent, positive communication with them but perhaps also by involving them

more with the project.

Keep them supportive of the project, possibly by frequent, positive communication with them but perhaps also by involving them

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STAKEHOLDER MANAGEMENT

Watch _satisfedKeep

Keep onside

Highlight any aspects of the project that will have a direct impact upon the stakeholder’s

business area; some form of

discussion will be required, which, with very infuential stakeholders, would typically involve a meeting.

Highlight any aspects of the project that will have a direct impact upon the stakeholder’s

business area; some form of

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STAKEHOLDER MANAGEMENT

Watch _satisfedKeep

Keep onside

Keep them satisfed, so that they do not feel the need to take a greater

interest in the project. Or

Get a stakeholder of this kind more actively involved in the project.

Keep them satisfed, so that they do not feel the need to take a greater

interest in the project. Or

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STAKEHOLDER MANAGEMENT

Watch _satisfedKeep

Constant, active management

Keep onside

• _{Determine whether individual key}

stakeholders are positive or negative in their attitudes to a project.

• _{Appreciate the concerns and opinions of key}

stakeholders, and this will need to be taken into account when making any

recommendations.

• _{Understand the progress of the project and}

why certain decisions have been made.

• _{Determine whether individual key}

stakeholders are positive or negative in their attitudes to a project.

• _{Appreciate the concerns and opinions of key}

stakeholders, and this will need to be taken into account when making any

recommendations.

• _{Understand the progress of the project and}

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Individuals and groups of

stakeholders

• _{A lot of ‘people power’ can damage}

even large concerns considerably

and force them into major reversals

of course.

• _{Stakeholders must be considered not}

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MANAGING

STAKEHOLDERS

• Stakeholders’ positions on the grid (see picture before) do not necessarily stay in the same place during the life of a project.

• This means that stakeholder analysis must be a continuing activity throughout the project – and even afterwards, to fnd out what the stakeholders thought of the fnal outcome.

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MANAGING

STAKEHOLDERS

Name of stakeholder

Current

power/infuence

Current interest

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MANAGING

STAKEHOLDERS

Desired support

Desired role

Desired actions

Messages to convey

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STAKEHOLDER VIEWS

• _{Once we have identifed and analyzed}

the diferent stakeholders, we can

begin to think about their views with

regard to the business system under

investigation.

• _{One of the key points is to understand}

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DEFINING STAKEHOLDER

INVOLVEMENT

• _Apart

_from

_deciding

_on

_the

management strategy for the various

stakeholders, it can also be very

useful in a business analysis project

to consider the tasks or deliverables

involved,

and

ask

what

the

involvement of the stakeholders will

be for each.

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RACI AND RASCI CHARTS

R

• Responsible: This is the person or role responsible for creating

or developing the product or performing the task.

A

• _Accountable:_{This is the person or role who will ‘carry the can’}

for the quality of the product or task.

S

• _Supportive_{: This is used when a person (or role) will provide}

assistance, and sometimes resources, to whoever is responsible for the product or deliverable.

C

• _Consulted:_{This person or role provides information that is input}

to the product or task.

I

• _Informed:_{These stakeholders are informed about a product or}

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