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Stakeholder Sensitive Projects:
Learning from project stories
Louise Worsley: Connect at
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These are all stakeholders
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Know ‘thy’ stakeholders
• Fry/fingerling seed suppliers
• Brood stock producers
• Processors – wholesale & retail
• Feed manufacturers
• Government aquaculturists
• Extensions agents
• Aquaculture researchers
It’s not what you
know… It’s who
you are going to
get to know
Aquaculture project stakeholders
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Myths of stakeholder management
• We manage our stakeholders
• Everybody is a stakeholder
• We know our stakeholders
• Some projects don’t need stakeholder
management
• It’s all about communication… and more
communication is better
• Stakeholder management will solve every
conflict problem
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Co-ordination & control
Myth 1: We MANAGE our SHs
Management
Participation & responsiveness
Stakeholder engagement… a willingness to listen
to discuss issues of mutual interest prepared to consider changing what it aims to achieve, how it operates
Engagement
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Myth 2: We understand our SHs
Pow
er /
infl
uen
ce
Level of interest
Low
Low
High
HighMed
Med
Sponsor
Business owner
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Scenario 1: A simple change... or not
Comments:
• Senior managers “We thought they were using it”
• Business owner – “I knew it wouldn’t work. Couldn’t see why we needed it”
• Team – “It looks great but we just have not had the time...”
Company XCO decided to extend their financial systems to support their credit
controllers. The extension would provide information about credit worthiness
of customers, and would enable credit controllers to prioritise customer
interactions.
Senior management thought it looked great, and believed it would take
pressure off staff who were often working long hours. The IT implementation
was straight forward and the IT manager saw future opportunities for more
development. The credit team were briefed and were positive – anything to
reduce their workload sounded good.
The system was implemented successfully. At a review three months later it
was found that nobody in the department was using the new system.
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Agendas vs roles
Pow
er /
infl
uen
ce
Level of interest
Low
Low
High
HighMed
Med
Sponsor
Business owner
Sponsor viewpointThis looks like a good idea and doesn’t cost much
Let them get on with it – I don’t really know need to know about this, I’ve got so many other important projects
Business owner viewpointI’m not really sure why we are doing this
We are doing fine at the momentThe IT department will train the team, I don’t need to get involved
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Myth 3: Everybody is a stakeholder
An individual or group who may affect or be affected by
the project
PMI 2013 PMBoK 5
An individual, group or organization who may affect, be
affected by, or perceive itself to be affected by a
decision, activity or outcome of the project
An individual, group or organization who may affect, be
affected by, or perceive itself to be affected by a
decision, activity or outcome of the project
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Role-based stakeholders
Roles (Business & IT)
• Client
• Supplier
• Sponsor
• Team member
• Functional resource
• Architect
• End user
• Operations
• Client
• Supplier
• Sponsor
• Team member
• Functional resource
• Architect
• End user
• Operations
Org
SH SH SH
SH
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Agenda-based stakeholdersAgendas
• Political
• Economic
• Social
• Technological
• Legal
• Environmental
Stakeholder Circle
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1: Updating branding across training materials
Myth 4: Some projects don’t need SE
3: Developing a new financial product
to be sold by the sales teams
2: Introduction of new reports and
screen functionality
4: Changes to personnel terms
& conditions following an
acquisition
Stakeholder-led
Stakeholder-
sensitive
Stakeholder-
neutral
5: Social impact & community-
based projects
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MyCiTi: Cape Town IRT
Source:Reggie SpringleerManager: Industry TransitionTransport for Cape Town
Implementation is accepted and supported by taxi and bus services impacted by new IRT
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MyCiTi bus analysis
• Stakeholder engagement
a genuine consultation
process
• Deep analysis of the taxi
business and agendas of
the groups
– Unusual solutions to usual
problems
– Impacts anticipated and
understood
• Separate stream within
overall programme
– Driven by CSF: “Taxi &
bus service committed to
new service”
– Skills of relationships
building and facilitation
– Stakeholder-led solutions
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Meaningful engagement
• Stakeholders should have a ‘voice’ in decisions that affect them
• Stakeholder participation includes the promise that their
contributions will influence decisions...
• ...and they must be told how and in what way
• Engagement involves actively seeking out those potentially
affected by or interested in a decision and getting input on how
the stakeholders wish to participate
• Stakeholder engagement must involve providing information
and ‘space to participate’ in meaningful ways
Adapted from: Neil Jeffery , Stakeholder Engagement:
A Road Map to Meaningful Engagement, 2009, Doughty Centre, Cranfield School of Management
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Stakeholder Sensitive Projects:
Learning from project stories
Louise Worsley: Connect at
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References
• Jeffery, N. (2009). Stakeholder engagement: A road map to meaningful engagement. Available at http://dspace.lib.cranfield.ac.uk/handle/1826/3801 [Accessed 3/4/16]
• D’Herbemont, O. & César, B.(1998). Managing sensitive projects: A lateral approach. Psychology Press.
• Bourne, L., & Walker, D. H. (2008). Project relationship management and the Stakeholder Circle™. International Journal of Managing Projects in Business, 1(1), 125-130.
• Springer, R. (2015). MyCiTi bus case, PMSA Cape Town Regional Conference
Stories borrowed with great thanks:• Reggie Springleer, Manager Industry Transition• Reanna Rossouw, Sustainable Development & Management, Next Generation Consultants, Johannesburg• Louise van Rhyn, Partners for Possibility https://www.youtube.com/watch?v=8SPxr8OdaPY