Sequence of Instructions

Review-BU Strategic Plans

Planning Stakeholder Engagement-Chapter # 4
Break- 3 30 to 4 PM
Quiz # 2 Review & Analysis
Review-Individual Assignment # 2: Case study # 2
: a case of failed human resource management
planning
Grp. Assignment # 1 –Presentation Schedule
Quiz # 3 Scheduled on 11 April 21( Chapter # 3 &
4)- As per quiz # 2.
Review-BU Strategic Plans
Strategic Plan 2020

BAHRIA UNIVERSITY

4
Strategic Management Pyramid

BAHRIA UNIVERSITY, ISLAMABAD CAMPUS 5

 Vision

To become an internationally recognized university that

contributes towards the development of nation through
excellence in education and research.
 

BAHRIA UNIVERSITY, ISLAMABAD CAMPUS 6

 Mission

To remain committed to the attainment of highest

standards in teaching, learning and research, at par
with the international standards

BAHRIA UNIVERSITY, ISLAMABAD CAMPUS 7

 Strategic Goals
1. Excellence in Education
2. Excellence in Research
3. Excellence in Global Reach
4. Engaging with Business/ Industry
5. Excellence in Social Integration
6. Improving & Ensuring the University’s Financial Security

BAHRIA UNIVERSITY, ISLAMABAD CAMPUS 8

 Vision to Goals
Excellence in
Internationally The development of
VISION recognized university
education and
nation
research

Highest Int. Highest Int. Highest Int.

MISSION standards in standards in standards in
Learning Teaching Research

GOALS Improving & Excell Engaging

Excell
Exce
Excelle Ensuring ence
ence with llenc
nce in BUs’ in
in Business e in
Global Financial Social
Educa / Rese
Reach Security Integr
tion Industry arch
ation

BAHRIA UNIVERSITY, ISLAMABAD CAMPUS 9

 Strategic Goal 1:
Excellence in
Education
The aim is to offer students a transformational
educational experience, encompassing both the
academic and the co-curricular activities, which
provides them with the opportunity to fulfil their
potential as successful professionals in life.

BAHRIA UNIVERSITY, ISLAMABAD CAMPUS 10

 Strategic Goal 1: Excellence in Education
Objective 1: Foster a climate in which teaching & learning is highly
valued.
Objective 2: Embed graduate attributes and employability in all our
curricula and equip our students to compete in the local/global
market place.
Objective 3: Ensure diversity in student body with objective of giving
opportunity to students to learn and work with people from
different backgrounds.
Objective 4: To continue enhancing university’s infrastructure.
Objective 5: Continuously improve curricula to align with
market/industry requirements.
Objective 6: Improve the quality of students’ intake.

BAHRIA UNIVERSITY, ISLAMABAD CAMPUS 11

Strategic Goal 4:
Engaging with Business /
Industry
The aim is to maximize the impact of our excellence in
education and research by engaging effectively with
business/ industry in a way that benefits staff, students,
faculty and alumni to provide sustainable growth in our
income from government and non-government sources.

BAHRIA UNIVERSITY, ISLAMABAD CAMPUS 12

 Strategic Goal 4: Engaging with
Business / Industry
Objective 1: Build mutually beneficial partnerships
with like-minded organizations and improve the
effectiveness of our current external engagement
activities
Objective 2: Focus on Technical & Management
assistance to accelerate the development of
entrepreneurial companies

BAHRIA UNIVERSITY, ISLAMABAD CAMPUS 13

Goal 4 Obj 1 Act 1
Departmental Targets Departmental Actions Dept. 2016-2017 2017-2018

Increase industry Partnership with BUIC 2 4

research partners industry is being CS 2 1
(minimum 25) pursued aggressively
  with the help of CAC CE - 2
RES: Director ORIC, and Technology Fund EE 2 2
Deans announced by HEC. SE 2 1
E&ES - 1
ACT: HODs
MS 2 8
H&SS 1 1
Media - 1
Law 8 8
PP 3 4

BAHRIA UNIVERSITY, ISLAMABAD CAMPUS 14

Goal 4 Obj 1 Act 1
Departmental Targets Dept. 2016-2017 2017-2018

Increase industry project BUIC 2 4

(Minimum 25)
CS - -
 
RES: Director ORIC, Deans CE - 1
EE 1 2
ACT: HODs SE 2 1
E&ES - -
MS 2 -
H&SS - 1
Media - 1
Law 1 1
PP - 1

BAHRIA UNIVERSITY, ISLAMABAD CAMPUS 15

Goal 4 Obj 1 Act 11
Departmental Targets Dept. 2016-2017 2017-2018

Organize open house to BUIC 2 4

showcase students projects for
industry and to gauge their FoES 1 1
interest (minimum 20 each
campus) MS 1 1
 
RES: Deans

ACT: HODs, Dir BUIC

BAHRIA UNIVERSITY, ISLAMABAD CAMPUS 16

Goal 4 Obj 1 Act 4
Departmental Departmental Actions Dept. 2016-2017 2017-2018
Targets
At least 2 short 4 per year instead of BUIC 2 per Dept.
courses shall be per semester as CS 2 1
organized by each Summer is more ideal
department, each to conduct short CE 3 -
semester course. EE - -
  SE 2 -
RES: Dir LDC, Dir
DME (for BUMDC) E&ES 2 1
MS 12 4
H&SS - 1
ACT: HODs Media - -
Law 2 3
PP 7 3

BAHRIA UNIVERSITY, ISLAMABAD CAMPUS 17

 MSP:603 Project Human Resource &
Communication Management

SECTION 2
Planning Stage
PLANNING STAKEHOLDER ENGAGEMENT
(updated for PMBok 6th edition)
CHAPTER-4
Week # 6
Project Stakeholder Management
Ref;PMBok 6th edition

After After
✔ ✔
MIDs MIDs
PLANNING STAKEHOLDER ENGAGEMENT

“Your stakeholders’ biggest enemy is simply

the unknown.”—Gavin B Davies, Tremendous Training

It involves describing what stake various

stakeholders have in the project and what
the project will do to effectively manage the
engagement of those stakeholders in the
project throughout the project life cycle.
 LEARNING OBJECTIVES
• Importance of stakeholder engagement planning
• Scope of stakeholder engagement planning
• Mechanism of stakeholder engagement planning
process
• Stakeholder engagement planning process flow
• Stakeholder engagement levels
• Stakeholder engagement matrix
• Stakeholder engagement strategy
• Stakeholder engagement plan
• Tips for effective stakeholder engagement planning
Planning Stakeholder Engagement

• The Purpose of stakeholder engagement planning

• The Time of stakeholder engagement planning

• The Mechanism of performing stakeholder

engagement planning
 Purpose
The purpose of the stakeholder management planning process is to
develop a stakeholder engagement plan 
 That would guide the project manager throughout the project
life cycle on effectively engaging the stakeholders in the project
 Clearly understanding and effectively managing the
stakeholder’s expectations to their satisfaction for the success of
the project.
• REMEMBER!!!

 Stakeholders support a project as long as it continues to

meet or exceed their expectations.
 Projects effectively managing stakeholder relationships
have a competitive edge over those that do not.
 Planning for effective stakeholder engagement is a
prerequisite to a project’s achieving a competitive
advantage.
•Timing:
• This process is initiated early in the project and
runs throughout the project life cycle.
• Result of initial planning is project stakeholder
engagement plan that is revised throughout the
project life cycle.
• Also allows to incorporate various changes
associated with changes in policies, change in
project requirement, and implementation of plan.
 Mechanism
The stakeholder management planning process contains the following
steps:
1. Understand project framework and approach
2. Obtain stakeholder information (review stakeholder register)
3. Understand the project environment
4. Consult historical artifacts
5. Consult subject matter expert (SME)
6. Perform stakeholder engagement analysis
7. Synthesis stakeholder management planning information (to
develop stakeholder engagement strategy and stakeholder
engagement plan)
Project Stakeholder Management
Ref:PMBok 6 th edition
Project Stakeholder Management
Ref:PMBok 6th edition
 Project
Agreements
Charter

Do
Pro en
cum
jec ts
Stakeholder

t
Engagement
Planning Process
Stakeholder Engagement Planning Information

As Expert Decision As
per Judgement Making per
P P
M M
B B
Data Data
O Representation O
Gathering
K K
6th 6th
Ed. Data Analysis Meetings Ed.
Stakeholder
Engagement Plan
Tools & Technique Tools & Technique
 PLAN STAKEHOLDER ENGAGEMENT
Ref: PMBOK 6 ed.

Plan Stakeholder Engagement is the process of:

Developing approaches to involve project stakeholders based on
their:
 Needs,
 Expectations,
Interests, and
Potential impact on the project.

The key benefit is that it provides an:

 Actionable plan to interact effectively with stakeholders.

This process is performed periodically throughout the project as

needed.
 PLAN STAKEHOLDER ENGAGEMENT
Ref: PMBOK 6 ed.
An effective plan that recognizes the diverse information needs of
the project’s stakeholders is developed:
 Early in the project life cycle.
 Reviewed & updated regularly:
As the stakeholder community changes.
The first version of the stakeholder engagement plan is
developed:
 After the initial stakeholder community has been identified by
the Identify Stakeholder process.
The stakeholder engagement plan is updated regularly to reflect
changes to the stakeholder community.
 PLAN STAKEHOLDER ENGAGEMENT
Ref: PMBOK 6 ed.

Typical trigger situations requiring updates to the plan include but

are not limited to:
When it is the start of a new phase of the project;
When there are changes to the organization structure or within
the industry;
When:
 New individuals or groups become stakeholders,
 Current stakeholders are no longer part of the stakeholder
community, or
 The importance of particular stakeholders to the project’s success
changes; and
 PLAN STAKEHOLDER ENGAGEMENT
Ref: PMBOK 6 ed.

When outputs of other project process areas, such as:

• Change management,
• Risk management, or
• Issue management,
Require a review of
stakeholder engagement
strategies.

The results of these adjustments may be changes to the

relative importance of the stakeholders who have been
identified.
 PLAN STAKEHOLDER ENGAGEMENT-Inputs
Ref: PMBOK 6 ed.

PROJECT CHARTER: The project charter contains information on

the project purpose, objectives, and success criteria that can be
taken into consideration when planning how to engage
stakeholders.
PROJECT MANAGEMENT PLAN: Components include:
• Resource management plan. May contain information regarding
roles and responsibilities of the team and other stakeholders
listed in the stakeholder register.
• Communications management plan.
•The communications strategies for Processes in Project
stakeholder management & Inputs to Stakeholder
• Their implementation plans Management.

information to
PLAN STAKEHOLDER ENGAGEMENT-
Inputs
Ref: PMBOK 6 ed.

•Risk management plan

• The Risk management plan may contain:
• Risk thresholds or that can assist in the selection
of the optimal stakeholder
• Risk attitudes engagement strategy mix
 1. Understand project framework and approach

• Review project management plan

• PMP contain all methodologies of executing, monitoring and
controlling the project.
• Understanding big picture i.e project life cycle, phases,
processes
• Understanding how the work will be executed
• Understanding how the change will be monitored and
controlled
 PLAN STAKEHOLDER ENGAGEMENT-Inputs
Ref: PMBOK 6 ed.

• PROJECT DOCUMENTS: that can be considered as inputs for this process,

especially after initial planning has taken place, include:
Assumption log. The assumption log contains information about:
• Assumptions &
And may be linked to
• Constraints. specific stakeholders

Change log.
The change log contains changes to the original scope of the project.
It usually links to specific stakeholders because they fall into
categories of requesting:
• Certain changes,
• Making decisions about change requests, or
• Being impacted by the implementation of approved changes.

Issue log. Managing and resolving issues contained in the issue log
will require additional communications with the stakeholders affected.
PLAN STAKEHOLDER ENGAGEMENT-Inputs
Ref: PMBOK 6 ed.

• Project schedule. The schedule contains:

• Activities that may be linked to specific stakeholders
as owners OR executors
• Risk register Contains:
• The identified risks of the project and
• Usually links them to the specific stakeholders as:
either risk owners or as subject to risk impact

• Stakeholder register. The stakeholder register

provides:
• The list of project stakeholders including additional
classification data and other information
 2. Obtain stakeholder information
Review stakeholder register provide information such as:
1. Who are the stakeholders
2. What are their information needs
3. What are their communication style or
preferences
Note: For details review Ch. # 1(Stakeholder
Identification and analysis)
 PLAN STAKEHOLDER ENGAGEMENT-Inputs
Ref: PMBOK 6 ed.

• AGREEMENTS: When planning for the engagement of

contractors & suppliers, coordination usually involves:
• working with the procurement/contracting group in
the organization to ensure contractors and suppliers
are effectively managed.
• ENTERPRISE ENVIRONMENTAL FACTORS that can influence
Plan Stakeholder Engagement include but are not limited to:
• Organizational culture, political climate, and governance
framework;
• Personnel administration policies;
• Stakeholder risk appetites;
• Established communication channels;
• Global regional or local trends, practices, or habits; and
• Geographic distribution of facilities and resources.
3.Understand the project environment
Projects are influenced by the environment in which
they are undertaken.
 Thus, the project environment can influence the
type and behavior of the stakeholders.
 This understanding is important to pursue
appropriate stakeholder management steps that
work best in the existing project environment
3.Understand the project environment
Following factors define the project environment:
• The structure(functional, matrix or projectized) and culture of the
project organization
• The standards, policies, processes, and procedures of the project
organization
• Government laws and regulations
• Political environments
• Local, regional or global industry and product standards, best
practices, tends, and competition.
• Geographical locations and time zones of the project team
members and other stakeholders

• Note: The key elements that constitute project environment for

stakeholder management are same as communications management
 PLAN STAKEHOLDER ENGAGEMENT-Inputs
Ref: PMBOK 6 ed.

ORGANIZATIONAL PROCESS ASSETS that can

influence the Plan Stakeholder Engagement process include
• Corporate policies and procedures for social media,
ethics, and security;
• Corporate policies and procedures for issue, risk,
change, and data management;
• Organizational communication requirements;
• Standardized guidelines for development, exchange,
storage, and retrieval of information;
• Lessons learned repository with information about the
preferences, actions, and involvement of stakeholders;
and
• Software tools needed to support effective
stakeholder engagement.
4. Consult the Historical Organizational Project Artifacts
(Refer to an organization’s historical archived from other
similar previously completed project )
• Project communication management plans
• Schedules
• Stakeholder registers
• Lessons learned and knowledge base
• Risk, issue, and corrective action logs
• Organizational standards, policies, and procedures
• Position and role descriptions
• Templates for organization charts
• Templates for project management tools such as stakeholder register
“Avoid reinventing the wheel”
According to Forsberg and Mooz, authors of Visualizing Project
Management, “Successful project cycles, the key to achieving consistency
from project to project, usually embody a strategy that works and
lessons learned that serve as a template.”
PLAN STAKEHOLDER ENGAGEMENT: TOOLS AND
TECHNIQUES Ref: PMBOK 6 ed. th

• EXPERT JUDGMENT: Expertise should be considered from

individuals or groups with specialized knowledge or training in the
following topics:
• Politics and power structures in the organization and outside
the organization,
• Environment and culture of the organization and outside the
organization,
• Analytical and assessment techniques to be used for
stakeholder engagement processes,
• Communication means and strategies, and
• Knowledge from previous projects of the characteristics of
stakeholders and stakeholder groups and organizations
involved in the current project that may have been involved in
previous similar projects.
 5.Consult the subject matter experts(SMEs)
It may be necessary for the project manager to seek advice from 
subject matter experts to determine the level of engagement for
each stakeholder in the project throughout the project cycle.
This is especially more important during the period of the project
infancy because expert advice from seasoned senior stakeholders
sought proactively may help the project manager avoid many
roadblocks and make rational decisions regarding stakeholder
engagement, which essentially will contribute to the success of
the project.
How to Consult Subject Matter Experts?
The subject matter experts can be consulted via meetings, phone
calls, e-mails, interviews, focus workgroups, surveys, and so on.
 5.Consult the subject matter experts(SMEs)
Whom to Seek Advice From?
The following type of subject matter experts could constitute a
good source of the expert opinion:
• Project team
• Upper management
• Project managers who previously worked on similar projects
and in the same type of project environment
• Already identified key stakeholders
• Other business units within the organization or other
government agencies
• Outside consultants and industry groups
• Professional and technical associations such as: Project
Management Institute (PMI) and Institute of Electrical and
Electronics Engineering (IEEE)
6.Perform stakeholder engagement analysis

Analytical techniques for plan stakeholder

engagement include:
Analyze current situation of engagement
Forecast the future/ desired state
Stakeholder engagement matrix is the common
analytical tool utilized for Stakeholder
engagement analysis
 Stakeholder Engagement Matrix

• This matrix governs the project management

team’s stakeholder engagement activities during 
project execution. 
• It is developed during project planning and
updated as new information about stakeholder
buy-in is obtained.
 Stakeholder Engagement Matrix

Every stakeholder falls into one of the following five categories
based on level of support for the project:
•Unaware
They are not aware of the project and its potential impacts on
them.
•Resistant
They are aware of the project but not in support of it.
•Neutral
They are aware of the project but have no opinion regarding their
support for it.
•Supportive
They are supportive of the project and wish it to succeed.
•Leading
They are actively engaged in project success and willing to lend
assistance to help it succeed.
 Stakeholder Engagement Matrix

• The stakeholder engagement assessment matrix, specified in the 

Project Management Body of Knowledge (PMBOK) within the Plan
Stakeholder Engagement process, classifies each stakeholder into:
• their current status (C), & desired status (D).

• This facilitates tracking of stakeholder buy-in activities. 

• If a stakeholder, for example, is currently in the “unaware”
category but needs to move into the “supportive” category, this
process can be actively tracked until the “C” and the “D” are in
the same column.
• Often, stakeholders start out in the “unaware” or “resistant”
categories but must be moved into the “neutral” or “supportive”
categories. 
• These are difficult situations that require active management to
change a stakeholder’s mind.
 Stakeholder Engagement Matrix-An Example:
Here's an example of a few entries in a stakeholders engagement assessment matrix (c=current level of
engagement; d=desired level):

Stakeholder Unaware Resistant Neutral Supportive Leading

Denise Taylor, sponsor cd

Adam Tuttle, project manager cd

Paul Kizhé, functional manager for procurement c d

Bunny Harvey, representative from the service desk c d

Pat Zu, representative from the service desk c d

The stakeholders can be identified by name or role. Key individuals should probably be listed
individually. Less critical or large groups, like "potential customers", may be listed as a group. Use
the stakeholder register to identify who should be listed, and use the results to update the register.
 Stakeholder Engagement Matrix-An Example:

 Table shows Stakeholder engagement matrix, stakeholder Kevin Brown

is currently unaware about the project, and the desire of the project
manager is to make him supportive of the project.
 For the project to be successful, it is important to perform
this analysis throughout the project life cycle because the
stakeholder engagement level may change over time, and
some stakeholders may leave the project and some new ones
may come in
7.Synthesize stakeholder management planning
information
• After collecting, analyzing, and organizing the
stakeholder information
• Put together or synthesize various pieces of
information to formulate a cohesive and
comprehensive 
• stakeholder engagement strategy and
• develop a stakeholder engagement plan.
• Producing an effective stakeholder engagement
plan is the objective of the stakeholder
management planning process.
 Stakeholder Engagement Strategy

Review stakeholder register as base to develop

engagement strategy
Develop engagement strategy for each
stakeholder on the basis of :
• Interest (high, medium , low) in the project
outcome(success or failure to meet goals &
objectives)
• Influence (supporter, resister, or neutral) on the
project outcome
Stakeholder Engagement Strategy
 The Difference Between a Strategy and Plan
A strategy tells us what actions need to be performed (a solution) to go
from point A to point B.
A plan tells us how the actions “outlined in strategy” need to be
performed to go from point A to point B.
For example, a project management training company, Sigma PM
Consulting, Inc., offers a variety of training courses including the Project
Management Professional (PMP)® and Lean Six Sigma certification
courses.
Suppose, there is little demand for Lean Six Sigma certification training
in Phoenix, Arizona, USA. In this case, the strategy of the company can
be that it will offer only PMP® certification training in Phoenix.
 In other words, offering only PMP® certification training is what the
company wants to do. However, this strategy does not give any specific
indication how the company will do it. That how part is covered by
the plan.
Thus, strategy is what to do, and the plan is how to
do it.
 Stakeholder Engagement Plan(SEP)
SEP contains the following Information:
1. Status of current engagement levels of stakeholders
2. View of the desired engagement levels of stakeholders
3. Change management
4. Stakeholders information needs
5. Rationale for sharing project information with stakeholders
6. When and how often the information needs to be
communicated to stakeholders
7. How the information needs to be communicated to the
stakeholders
8. Procedures for keeping the stakeholders engagement plan up
to date and maintained throughout the project life cycle
Break
 CASE STUDY: FIRST CITY BANK
IMPLEMENTS AN ERP SYSTEM
First City bank initiated an Enterprise Resource Planning (ERP)
system implementation project to reduce overhead, increase
efficiency, enhance quality of operations, and increase customer
satisfaction for its mortgage branch. The Systems Integrator (SI)
Sigma Consulting, LLC, was brought onboard to analyze the
existing business processes at the mortgage branch of the First
City Bank and help the bank achieve its business objectives by
implementing and configuring the ERP system to increase
automation of its repetitive operations, integrate various
business functions, and offer a portal for the customers to
directly submit their mortgage information online by completing
an online application themselves.
 CASE STUDY: FIRST CITY BANK IMPLEMENTS AN ERP SYSTEM

• The SI performed the stakeholder identification and analysis and

collected the stakeholder information in the stakeholder register.
Thereafter, Joint Application Design (JAD) sessions were
scheduled to gather stakeholder requirements.
• The JAD sessions were completed and requirements were
collected. Based on the requirements collected, solution
specifications were created, and in turn the solution was
developed and configured. However, the client did not accept the
solution because it was not configured correctly. This became
apparent during the User Acceptance Testing (UAT) phase when
the client asked specific subject matter experts (SMEs) to test use
cases and test scenarios, and SMEs discovered that the new ERP
system was configured incorrectly.
 CASE STUDY: FIRST CITY BANK IMPLEMENTS AN ERP SYSTEM

• Apparently, the requirements captured by the SI were

incomplete and incorrect due to the lack of participation by all
required stakeholders. The incomplete requirements resulted
in wrong solution specifications and hence incorrect
configuration of the new ERP system. Jeff Barlow, the manager
of the mortgage branch of First City Bank (the client), said that
the SMEs engaged in performing the UAT were not available
during the JAD sessions. This turmoil prompted the client First
City Bank and SI Sigma Consulting to go back to the drawing
board.
• The design of the solution was subjected to significant changes
involving time-consuming change requests and approvals
followed by additional cycles of unit, system, and user
acceptance testing. The solution, though, was finally approved
and delivered, but it was significantly late and over budget.
 CASE QUESTIONS

1. Who are the stakeholders in this case?

2. How do you define a successful project? In your opinion,
was this project a success or a failure?
3. What went well in this project?
4. What went wrong in this project?
5. What are some lessons learned from this project that can
be applied in similar project environments?
 Individual Assignment # 4: A Case Study:
FIRST CITY BANK IMPLEMENTS AN ERP SYSTEM
• Please go through the case study and answer the five
questions given at the end.
• Upload the assignment on BU Portal with your name,
registration no.(last 3 digits) and class as file name & on top
right hand side of each page of the document.
• Assignment submission date: By Wednesday 7th April 21 .
• Please submit in word document Aerial 12 font double
spaced. NO PDFs Please and no separate cover pages with
BU logo on individual assignments.
• Email address to: zmamjad19@gmail.com. (Only to be used
if BU Portal is not accessible with in assignment submission
time. In such case intimate to me on WhatsApp and I may
extended the time to facilitate the marking.)
Quiz # 2 – Review & Analysis
 Grp. Assignment # 1
Presentation Schedule
Quiz # 3 Scheduled on 11 April 21
( Chapter # 3 & 4)
Format as per quiz # 2.
THANKS