BUSINESS ANALYSIS

Chapter 4:
Stakeholders Analysis
and Management

HCM – Apr-21

4/7/2021 1
 Objectives

Be able to:
Identify key stakeholders
Investigate the values, beliefs and
priorities of the key stakeholders
Defining stakeholder involvement (RACI
or RASCI chart)

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 Agenda

Stakeholder in Business
Stakeholder Management Process
 Identify Stakeholders
 Analyze Stakeholders
 Prioritize Stakeholders
 Engage Stakeholders
 Communicate Often
Defining stakeholder involvement (RACI
or RASCI chart)

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 Stakeholder in Business

The Term “stakeholder” refer to

Those who have the interest and influence to impact your

product, program, team, or project.

“Stakeholder management is critical to the success of

every project in every organization I have ever worked
with. By engaging the right people in the right way in
project, you can make a big difference to its success… and
to your career.”
Rachel Thompson, Experienced Project Manager
 Why is it so difficult?

Misalignment
 Conflicting priorities
 Unshared vision

Politics
“I want to win”
 History of conflict
• Business vs Development – “I want it now, not
tomorrow”
• Business vs Architecture – “We can’t afford to
invest in architecture”
 Why is it so difficult?

 You may be the messenger

 At some points, you need to
give bad news
 You will need to say no

 And your stakeholders will

change over time
 At any given point, you may not
know who they all are
 We need a systematic approach
to identify and prioritize
 Stakeholder management in the project
lifecycle

It can be translated in…

 Stakeholder Management
Process

Identify Analyze Prioritize Engage Communicate

Stakeholders Stakeholders Stakeholders Stakeholders Often!
 Stakeholder Management
Process

Identify Analyze Prioritize Engage Communicate

Stakeholders Stakeholders Stakeholders Stakeholders Often!

(Re)Set Review
Expectations Expectations

Act on
Expectations
 Stakeholder Management
Process

Identify Analyze Prioritize Engage Communicate

Stakeholders Stakeholders Stakeholders Stakeholders Often!
 Identify Stakeholders

It is first step and most important one!

Who are my stakeholders? Those who

have…
 The ability to impact my project
 The ability to enhance my project (SMEs)
 The agility to slow down my project
 The ability to remove impediments
 The ability to lead opinions
 The ability to facilitate the change resulting from
your project
 To implement the solution (Suppliers)
 To live with the solution (SD, CS)
Identify Stakeholders
 Questions to Ask to Determine
Stakeholders

 Who will be affected by the success or

failure of the new solution?
 Who are the users of the system?
 Who is the economic buyer for the system?
 Who is the sponsor of the development?
 Who else will be affected by the outputs
that the system produces?
 Who will evaluate and sign off on the
system when it is delivered and deployed?
 Are there any other internal or external
users of the system whose needs must be
addressed?
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 Questions to Ask to Determine
Stakeholders

 Are there any regulatory bodies or

standards organizations to which the
system must comply?
 Who will develop the system?
 Who will install and maintain the new
system?
 Who will support and supply training for
the new system?
 Who will test and certify the new system?
 Who will sell and market the new system?
 Is there anyone else?
 Okay, Is there anyone else?

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 Stakeholder Management
Process

Identify Analyze Prioritize Engage Communicate

Stakeholders Stakeholders Stakeholders Stakeholders Often!
Analyse Stakeholders
 Analyse Stakeholders

High
Power/Interest Grid
Keep Actively
Satisfied Engage Provides a framework
Power

for managing
stakeholders based on
Keep • Power and
Monitor
Inform • Interest
Low

Low Interest High

 Analyze Stakeholders

High High Power

High Interest
Keep Actively
Satisfied Engage • Business Owners and
Power

others with significant

decision-making
Keep authority
Monitor • Typically easy to identify
Inform • Can kill, sustain, or
Low nurture the project
Low Interest High • There are easy to
actively engage. Set up
consistent touch points.
 Analyze Stakeholders

High High Power

Low Interest
Keep Actively
Satisfied Engage • Those with significantly
Power

decision-making
authority
• Lacks the availability or
Keep
Monitor interest to be actively
Inform engaged
Low • It is usually difficult to
Low Interest High have consistent touch
points. Do whatever is
needed to keep them
satisfied.
 Analyze Stakeholders

High Low Power

High Interest
Keep Actively
Satisfied Engage
• May impacted by the
Power

project but have little

Keep influence
Monitor • May want more from
Inform
Low
your time than you
Low High
can give
Interest
• Find efficient ways to
communicate and
keep them informed
 Analyze Stakeholders

High Low Power

Low Interest
Keep Actively
Satisfied Engage
• They aren’t
Power

significantly involved
Keep • They may not even
Monitor be aware of your
Inform
Low
project
Low High
• Know who they are
Interest
• Monitor them
 Analyze Stakeholders

High B
A X
Y
Power

C
N
C2
Low
Low Interest High

Create your Stakeholder Map

 Analyze Stakeholders

 Champion – will work for the success of the

project
 Supporter – in favor of the project but not
very active
 Neutral – neither in favor or against the
project
 Critic – not in favor of the project but not
actively opposed
 Opponent – will work to disrupt or derail the
project
 Blocker – will obstruct progress
 Stakeholder Management
Process

Identify Analyze Prioritize Engage Communicate

Stakeholders Stakeholders Stakeholders Stakeholders Often!
 Prioritize Stakeholders

It is like grooming a backlog… it happens

continuously
 Stakeholder Management
Process

Identify Analyze Prioritize Engage Communicate

Stakeholders Stakeholders Stakeholders Stakeholders Often!
 Engage Stakeholders

Determine your touch points

 One-on-one conversations
 Standing meetings
 Workshops
 Interviews
 Questionnaires
 User experiences mock ups
 Use case modelling
Define the objectives
Set the frequency
Engage Stakeholders
Stakeholder
Management
Plan
 Defining stakeholder involvement –
RACI charts

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 Defining stakeholder involvement –
RASCI charts

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 Our company…

Are we doing Stakeholder Management?

Do we have issues?

How can we resolve them?

Do we need help?
 Review Questions

 Q1: What are the major generic categories

of Stakeholders?
 Q2: Where in the Business Analysis
Process Model does stakeholder analysis
and management take place?
 Q3: On the Power/Interest grid, how
should one deal with stakeholders with
high power and medium interest?
 Q4: What information should be kept for
each stakeholder in order to assist with
stakeholder management?
 Q5: In terms of power and interest, who
would you “keep informed”?
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BUSINESS ANALYSIS

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 Exercises

For your project, please

 Identify key stakeholders
 Investigate the values, beliefs and priorities
of the key stakeholders.
 Defining stakeholder involvement (RACI or
RASCI chart)

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 For Next Week

Read Chapter 7
 Soft Systems Methodology
 Analyzing stakeholders’ perspectives –
CATWOE
 Business Activity Model
 Producing a consensus model
 Business Events AND Business Rules
 CSF AND KPI
 Use of BAM in GAP analysis

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