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Stakeholder Engagement: View from SLAP- University of Gloucestershire

Stakeholder Engagement: View from SLAP- University of Gloucestershire. The SLAP Project: Simplifying Learner Administration Processes. The aim of the SLAP project is to improve enquiry, application and (re-)enrolment processes to the benefit of customer service and University efficiency.

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Stakeholder Engagement: View from SLAP- University of Gloucestershire

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  1. Stakeholder Engagement:View from SLAP- University of Gloucestershire

  2. The SLAP Project: Simplifying Learner Administration Processes The aim of the SLAP project is to improve enquiry, application and (re-)enrolment processes to the benefit of customer service and University efficiency. The deliverables include the mapping, review and redesign the key business processes associated with: • Student enquiries (from the point of receipt) • Application This includes implementation of re-designed online processes.

  3. Stakeholder EngagementIntroduction: • Getting stakeholder consultation and engagement right is crucial for the success of the SLAP project • It can help to ease the path of what is a challenging project • Failure to recognise and engage stakeholders can scupper the chances of effecting any change • Crucial to ensure that it is done effectively and that relevant expertise is applied • Simple stakeholder analysis was carried out at the bid stage to identify and elicit support for project objectives.

  4. Stakeholder EngagementStakeholder Analysis: • Identify stakeholders • Prioritise stakeholders • Understanding stakeholders - how they will feel about and react to the SLAP Project • Develop communication plan for stakeholders

  5. Stakeholder EngagementSLAP Approach to Stakeholder Analysis: • Lots of people can be affected by the SLAP Project • To ensure a positive contribution seek to: • Understand who they are • What influence/source of power they bring to bear • What they have at stake • Establish a process to actively manage stakeholders through communication • Our analysis is based on: • Impact, orientation, need and/or power

  6. Stakeholder EngagementStakeholder Analysis – why it’s important: Expectations can be assessed and influenced. This knowledge can be used to determine the amount of leverage available to change expectations without compromising the project aim or setting a stakeholder on the warpath Requirements have to stay in line with what people are expecting. If stakeholders find out the requirements don’t fit their expectations, SLAP will have a major problem Knowledge about the stakeholders and their expectations and interests helps shape the project organisation: building the Project Stakeholder Team Forms part of the risk analysis strategy to identify where the potential problems may lie

  7. Stakeholder Matrix:

  8. Stakeholder Communication:

  9. Stakeholder EngagementSell the Benefits: • Reduction in duplication of effort, especially regarding data entry • Reduction in response times to enquiry and application • A system of enquiry and application processes that make it possible to track conversion rates eg: enquiry to qualification • Streamline enquiry and application processes so that they are not unnecessarily bureaucratic • Reduction in the number of local databases containing data duplicated elsewhere • Increased ability to access and input the right data at the right time. • Release staff time for more productive activities: following up enquiries with marketing activities

  10. Stakeholder Engagement Manage Stakeholder Expectations: • Complex project with many stakeholders • Communicate clearly to stakeholders: • Project scope - what is included and what is not • Specific project objectives and their benefits • Project timescales • Managing stakeholders and expectations through the project lifecycle. New stakeholders as the SLAP project progresses

  11. Stakeholder EngagementRelationship building: • Stakeholder management plan:

  12. Stakeholder EngagementRelationship building: • Be proactive and communicate: • Seek out and manage individual key stakeholders • Seek out and manage individuals who may be critics or blockers • Don’t let personalities get in the way • Don’t ignore key players • Don’t underestimate the time involved in building relationships • Market the Project Team – get faces and names known

  13. Stakeholder EngagementPositive Communication: Demonstrate: Progress Change Benefits …counters institutional cynicism Regular feedback from stakeholders

  14. Stakeholder Engagement Questions: ?

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