Project Stakeholder Identification Case Study: Targeted Youth Support

1. Project Stakeholder IdentificationCase Study: Targeted Youth Support

2. Stakeholder Identification Case Study: Information Sharing Index (Wigan, UK)

3. Stakeholder Identification Case Study: Information Sharing Index (Wigan, UK)

4. Stakeholder Identification Case Study: Information Sharing Index (Wigan, UK)

5. Stakeholder Identification Case Study: Information Sharing Index (Wigan, UK)

6. Stakeholder Identification Case Study: Information Sharing Index (Wigan, UK)

7. Stakeholder Identification Case Study: Information Sharing Index (Wigan, UK)

8. ASSIGNMENT #02 Does your organization have a Project Stakeholder Management Process similar to the one which we discussed in today’s class? How is it structured? What method(s) does your organization follow for identifying its project stakeholders? Review and dis-cuss them.

9. The Project Stakeholder Management Process: Stakeholder Analysis Stakeholder Analysis is a useful and frequently used tool by project managers for identifying, understanding and planning for engaging the stakeholders on a project with a view to increasing the likelihood of the project ‚succeeding‘ – achieving its goal within the prescribed cost and time frame.

10. Project Stakeholder Analysis: Benefits • Systematic, tested, flexible and professional tool • Permits insight into all identified stakeholders‘ expectations, concerns and level of enthusiasm and support regarding the project • Can identify stakeholders whose power is needed to sustain and drive the project and who may have considerable influence on the project‘s implementation • Forms the basis for effective and customized strategies of engagement towards the project stakeholders • Helps create a better understanding of, and generate support for the project among the project stakeholders • Can be conducted periodically in the project life-cycle and updated when necessary • Transparency and Accountability

11. Project Stakeholder Analysis: Limitations • No guarantee that project will be ‚successful‘ • Can be time-consuming and costly especially if a com-prehensive and rigorous analysis is to be undertaken • Depends on the skill and experience of the Analysts • May be highly subjective and partially inaccurate • Information on project stakeholders and the relationship that exists between them may sometimes be difficult or impossible to get and its accuracy is not always assured • Stakeholder expectations, concerns and support for the project may change quickly (sometimes over short periods of time) and substantively and this change may not be reflected in the analysis (and engagement strategies based on it) at a given point in time • Cannot help satisfy all project stakeholders

12. Project Stakeholders: The Power Factor Power is the measurable degree to which stakeholders can have a positive or negative impact on a project. On any given project, some stakeholders may be quite powerful and able to intervene in it ‚posi-tively‘ by providing resources and support to the project manager and team or they may intervene in it ‚negatively‘, causing at best a delay or cost increase in the project, or a change in its scope, or at worst causing its abandonment.

13. What is “Power”? • There are many dimensions of “power”. For example: • Formal authority and position in a hierachy • Control over decision-making processes • Control over coalition-building processes • Control over information • Control over incentives, rewards and punishments • Control over financial and material resources • Control over the environment (e.g. physical, social, technological) • Networks (individual, group, organizations) • Knowledge, skills and experience • Personality Traits • Inter-personal skills (communication, motivation, inspiration) • Ability to influence perceptions of individuals, groups, general public

14. Power in Project Stakeholder Networks Managing stakeholder relationships and networks can be complex and considerablely challenging for the project manager and team. Identifying and explicating relations-hips between stakeholders can be difficult, especially when there is a large and heteregenous pool of stakeholders, especially external ones. Considerable skill and experi-ence is needed to undertake a satis-factory analysis. Some stakeholders may appear rela-tively less powerful and, hence, un-important or irrelevant for the project. However, they may be quite powerful because of their excellent links to powerful stakeholders and ability to influence them about the project. Med- Med+ Low+ High+ High Low+ Low Low- Low+ Low- Low- Med Low Med Low

15. Power and Project Stakeholder Engagement More time, effort and cost must be spent here High Power of Stakeholder Moderate Low Importance of Developing and Implementing Effective Project Stakeholder Engagement Strategies Low High

16. The Project Stakeholder Analysis Process Identify Project Stakeholders PHASE 1: STAKEHOLDER ANALYSIS Collect Information on Project Stakeholders PHASE 2: STAKEHOLDER ANALYSIS Identify and Analyze the Interests and Concerns the Stakeholders have on the Project PHASE 3: STAKEHOLDER ANALYSIS Evaluate the Influence the Stake-holders may have on the Project Design and Implement Project Stakeholder Engagement Strategies

17. The Project Stakeholder Analysis Process Identify Project Stakeholders • What are the available sources of information on the project stakeholders? • Which tools can be used to gather information? • Who will collect the informa-tion and when? • Is the information accurate, adequate and cost-effective? • How can the information be safeguarded? • To whom, when and how will information be distributed? • What will happen to the infor-mation after use? Collect Information on Project Stakeholders Identify and Analyze the Interests and Concerns the Stakeholders have on the Project Evaluate the Influence the Stake-holders may have on the Project Design and Implement Project Stakeholder Engagement Strategies

18. The Project Stakeholder Analysis Process Identify Project Stakeholders • Issue-Based Framework of • Stakeholder Analysis (Examples): • Economic • Financial • Social • Political Ideologies • Conservation (e.g. ecological, cultural, historical, acheological) • Health (air, water and land pollution) • Personal Development • General Attitude towards Change • Emotional & sentimental • Individual & Collective Prejudices • Group Mission • Image of Project Owner / Implementor • Security Concerns Collect Information on Project Stakeholders Identify and Analyze the Interests and Concerns the Stakeholders have on the Project Evaluate the Influence the Stake-holders may have on the Project Design and Implement Project Stakeholder Engagement Strategies

19. The Project Stakeholder Analysis Process Identify Project Stakeholders • SWOT-Analysis of project stakeholders • Anticipated impact of the stakeholders on the project (high, medium, low) • Attitude of stakeholders towards project (supportive, neutral, adversarial) • Options available to project stakeholders to influence course of project • Stakeholder Register • Application of stakeholder visualization mapping tools Collect Information on Project Stakeholders Identify and Analyze the Interests and Concerns the Stakeholders have on the Project Evaluate the Influence the Stake-holders may have on the Project Design and Implement Project Stakeholder Engagement Strategies

20. Finding Information on Project Stakeholders There are many ways and means – both overt and covert - of finding information on project stakeholders. Sometimes, information can be easy to get (e.g. usually on internal stakeholders), and sometimes it can be quite difficult (e.g. on some external stakeholders). As information is a key input in the process of analyzing the project stakeholders, the effectiveness of stakeholder engagement strategies depends largely on acquisition of accurate information at the right time in the right amount. The informational needs of the project manager and team will change in the course of the project life-cycle as stakeholders adapt to changes in the focus of the project activities. Therefore, gathering information on stakeholders is not a one-time but a continuous undertaking. In acquiring, processing and distributing information on project stake-holders, care must be taken to ensure that the highest standards of ethics and professionalism are pursued and upheld.

21. Information on Project Stakeholders(Ask Other Project Managers) When seeking information on stake-holders, it may be useful to consult with project managers (and with other stakeholders) who are already inter-acting with - or who have interacted in the past - with the stakeholders who are the focus of interest in the current project. By adopting this simple, direct and cost-effective approach, the project manager and team can discretely get good firsthand information for their analysis.

22. Information on Project Stakeholders(Ask the Stakeholders Directly) One way of acquiring information on (external) stakeholders such as indi-viduals and local communities would be to approach them directly to solicit their input. Depending on the way the interaction occurs, this may leave a good impres-sion of the project and project staff but sometimes, it may arouse distrust of the project. The project manager and team must ensure that information about the pro-ject is provided judiciously and selec-tively.

23. Information on Project Stakeholders(Internal Sources) For many projects – such as those which are conducted inhouse within organizations – information on stake-holders could be easily acquired from departmental and other intra-organi-zational sources. Information on stakeholders which are outside the organization, and with whom the organizaton has interacted with previously, such as competitors, contractors, suppliers, customers, users, regulators etc. could be collec-ted from existing internal documenta-tion and databases maintained by the organization.

24. Information on Project Stakeholders(Use Existing Project Documentation) Projects usually generate myriad documents and reports in the course of their life-cycle which can be useful sources of information for project managers and the project team, especially when they concern stake-holder management. The documentation on record may show which tools were used to acquire information, which criteria of analysis were used, how stakeholder analysis was conducted and too what extent it was successful in the design of engagement strategies.

25. Information on Project Stakeholders(Newspapers & Magazines) Newspapers and magazines can be valuable initial sources of general and/or specific information on external stakeholders with which the project manager and team have not inter-acted with before. Back issues of newspapers, maga-zines and other printed (and some-times videographic) material deposi-ted in newspaper or library archives can be systematically analyzed to de-termine trends in stakeholder attitude and behaviour over the course of time.

26. Information on Project Stakeholders(Books) Like newspapers and magazines, books too can be valueable initial sources of general and/or specific information on stakeholders with which the project manager and team have not interacted with before. Books can usually be easily and cheaply obtained from stores or borrowed from a public library or other source. Books can be quite detailed and provide a detailed practical insight into stakeholder issues which may interest the project manager and team.

27. Information on Project Stakeholders(Printed Material of Stakeholders) Stakeholders organized into groups or associations, such as traders, importers and exporters, manufac-turers, community groups and groups advocating a common cause (such as the environmentalists) publish printed material of their own on a regular, periodic or one-time basis to bring public attention to their objec-tives, interests and activities. This material can,example, comprise of reports, newsletters, brochures and leaflets which are distributed in printed or electronic form.

28. Information on Project Stakeholders(Websites) The defining symbol of the information and digital age is the internet and the countless millions of webpages from entities across the globe which it encompases and which are accessi-ble from the comfort of our homes and offices at a mouse-click. For the project manager and team, the internet may yield a wealth of use-ful, easy to access and mostly free information on stakeholders as indivi-duals and collectively, as groups, associations and organizations. Care must be taken to ensure that informa-tion acquired this way is accurate.

29. Information on Project Stakeholders(Government) Government agencies collect vast amounts of information on individuals and organizations. Though some of it is classed as confidential, much of the information amassed is available to the general public, for example, infor-mation which is of a statistical nature which may prove useful for the project manager and team in preparing the stakeholder analysis. Government also undertakes a lot of research and this can also be value-able for the project and team.

30. Information on Project Stakeholders(Private Investigator) Sometimes, information on some key stakeholders who may have a consi-derable impact on the project cannot be acquired at all through conven-tional sources. In such cases, the project manager may consider hiring a “private inves-tigator” who can discretely collect in-formation on the stakeholders in question. When availing the services of a private investigator, it is essential that legal boundaries are not overstepped.