Towards Effective Stakeholder Engagement
The PMI has addressed the voice of thousands of Project Managers across
the globe and has added Stakeholder Management as a new Knowledge Area in
the 5th edition of PMBOK. The importance of Stakeholder Engagement cannot be
stressed enough and it truly deserves it rightful place as an independent
Knowledge Area.
The guide includes a process on Manage Stakeholder Engagement. It also
advises the Project Managers to move towards a model where Stakeholders
engagement levels are either Supportive or Leading. This article attempts to
provide some guidelines and pointers to achieving the desired levels of
Stakeholder Engagement.
As a first step, Project Managers identify the Stakeholders and Map them
to an Influence Interest grid. The same is shown as under.
Once the Stakeholder Identification and mapping is done, the Project
Managers should then decide on the methods of engagement required for every
Stakeholder. Project Managers should not apply a single strategy for all
stakeholders. Depending on the mapping as shown above, each group of
Stakeholders will to be taken through different methods of engagement as
elaborated below.
A. Interest-Low and Influence-Low
Stakeholders falling into this category require limited monitoring and
Management effort. The Project Manager should provide them with
Balanced and Objective Information. This information can be provided
via briefing sessions, leaflets, magazines, corporate publications etc.
Generally the Push method of communication is utilized. A one-way
communication is adopted.
B. Interest-High and Influence-Low
The Project Manager should keep Stakeholders falling into this category
informed about the happenings in the Project. The Project Manager
may want to solicit feedback on certain Project decisions. The
Stakeholders need to be educated about the Project and two-way
communication is encouraged to engage with the Stakeholders. Focus
Groups, workshops, surveys, public meetings, web forums etc are some
of the techniques to be utilized.
C. Interest-Low and Influence-High
This is the third quadrant of the above grid and the Project Manager
has to ensure that the Stakeholders are kept satisfied throughout the
Project. They should be kept in the loop for all Project decisions. They
wield good amount of Power and carry the potential to make or break
the Project. Their concerns and needs should be identified and
addressed throughout the Project. The Project Manager should
understand that the Stakeholders in this quadrant may be providing
conditional support and may withdraw this support if the said
conditions are not met. Being cognizant of this fact can help Project
Managers employ the right engagement models for the Stakeholders. A
two-way open communication must be established. The Project
Manager must solicit feedback on Project Decisions and alternatives. In
short the Project Managers should involve than and/or consult them on
all major Project decisions.
D. Interest-High and Influence-High
Most of the focus of the Project Managers would be towards effective
engagement of Stakeholders falling into this quadrant. They need to be
monitored very closely. The methods employed have to collaborative
and/or empowering. All Project decisions should be arrived at through a
partnership approach. It is possible that some of the Stakeholders in
this category wield the final decision making authority. The Project
Manager should facilitate forums for deliberations and decision making.
These stakeholders have the biggest impact on Project success.
Conclusion - It is clear that there is no single rule for Stakeholder
engagement which applies to all Stakeholders. The Project Managers have to be
aligned with the Stakeholders through the Project and change their strategies
depending on the Project Requirements. It is important to note that the levels of
Stakeholders engagement should move towards being Supportive or Leading
for Stakeholders in the last quadrant. These engagement levels have to be
continuously monitored and adjusted till Project closure.
Yogeeta Deshmukh BE, ITIL, PMP
