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Driving Project Success
Driving Project Success
Project Success
Through Effective
Stakeholder
Management
Neeraj Shah, MBA,PMP, SAPM
Objective
Why do projects or change initiatives fail?
Managing Stakeholder(s)
Identifying
Engaging
Monitoring
MANAGING STAKEHOLDERS AT APPLE
STEVE JOBS
Why do Projects or Change Initiatives Fail?
Stakeholders
are not actively
engaged or
involved
Unreliable Ambiguous
Estimates Goals &
& Objectives or
Over Allocation Business
of Resources Requirements
Poorly Defined
Lack of Risk Project Scope
Management
Strategy and Scope
Creep
Weak
Communication
No strategy and
Poor Execution
Who is a Stakeholder
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.
(e.g., A Customer, The Sponsor, Supplier, Government Agency , Patient, Stock Holder)
Project Management Institute
Patients
Health Care Providers
Physicians, Hospitals, Out Patients,
Payers and Regulators
Regulatory Agency, Government Agencies
Manufacturers, Distributors, Logistics Providers
Biotech's, Pharmaceuticals and Medical Device, Distributors, Wholesalers, Third Party Logistics
Stakeholders in Healthcare Industry
A Project Stakeholder Ecosystem
Shipping
Agency/
Equipment Regulatory
Supplier Agencies
& Software
Vendor
Customers/
Contract Mfg.
Secondary Distributors
Stakeholders
End Users, Finance, Legal,
Procurement , Sponsor, SME,
Steering Team. PMO
Distributor Primary
and Stakeholders
Patient
Wholesaler Project Sponsor,
PM,
Team, SME
Challenges in Stakeholder Management
Identifying Stakeholders
Stakeholders not identified during the early stages of project
Disengaged/Uninvolved Stakeholders
Managing Conflict
3 2 1
Continuously
Monitor & Solicit Engage Identify and Analyze
Feedback
Continuously monitor Identify people,
stakeholder Develop a plan to groups or
engagement and engage stakeholders organizations that
modify your approach in the project or may influence or be
to ensure consistent change lifecycle impacted by the
engagement project
Identifying your Stakeholders
1 2 3
INPUTS PROCESS OUTPUTS
Review Current Business
Process Stakeholder Analysis
Stakeholder Register
Document Statement of • Power & Interest Grid
Work
• Leverage Internal
Map Future State Resources & External
Business Process Experts
Analyzing your Stakeholders
High Influence but High Influence & High
Low Interest Interest
(Latent) (Promoters)
Low Influence,
Low Influence,
High Interest
Low Interest
(Indifferent) (Defenders)
Engaging Stakeholders
RACI is a tool used to indentify critical project activities and clarify roles
and responsibilities of the stakeholders in delivering those activities
Frequency of communication
Delivery method
1. High Interest and Low Power Engage them in all relevant meetings
Subject Matter Experts (Keep Informed)
2. Low Interest and High Power Investigate and address root cause for low
interest
Educate the stakeholder on project benefits
Provide incremental value & build trust
(Keep Satisfied)
3. High Interest & High Influence Communicate frequently
Provide more visibility through status updates
Request for suggestions & recommendations
(Manage Closely)
4. Moderate Interest, Low Understand the challenges faced by this
Influence stakeholder
Support the stakeholder in effectively managing
their activities
(Monitor)
Monitoring Stakeholder Engagement
Committed
Supports and influences the
Bought In support of other stakeholders
Supports Individually
Discerning
Unaware Aware
Doubtful/Skeptical
Confused
Project Life Cycle
Continuously Improve Stakeholder Involvement