Section 5:

Establish
Stakeholder
Management
Processes

© 2024 Gartner, Inc. and/or its affiliates. All rights reserved. Gartner is a registered trademark of Gartner, Inc. or its affiliates. This presentation, including all supporting materials,
is proprietary to Gartner, Inc. and/or its affiliates and is for the sole internal use of the intended recipients. Because this presentation may contain information that is confidential,
proprietary or otherwise legally protected, it may not be further copied, distributed or publicly displayed without the express written permission of Gartner, Inc. or its affiliates.
 Roll Out Capabilities and Assess and Evolve the
Establish Buy-in and Objectives Lay the Foundations
Services PMO

Section 3: Identify and

Develop PMO Talent

Section 4: Define PMO

Performance Metrics

Section 5: Establish Stakeholder Management Processes​

Section 5: Establish
Stakeholder Management • 5.1 Identify and Manage PMO Stakeholders
Processes • 5.2 Create an Engagement Approach for Initiative Stakeholders

Return to Roadmap

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5.1 Identify and Manage PMO Stakeholders
Sample “Ecosystem” of PMO Stakeholders

PMO Stakeholder: Anyone who provides resources to or receives products from the PMO
Portfolio/Investment Steering Committee
• Executive Sponsor (CIO/COO/ • PMO Head
Business Unit Head) • Head of Strategy (Corp./Business Unit)
• EPMO or Global PMO Head • …

Define PMO Mission, Vision and Mandate

Functional Partners Assists in Governance Partners

Partners in governing the
• Finance delivering projects, • Audit
• HR on the PMO PMO programs, • Risk
mandate product or
• Other PMOs portfolio • Security

• … Consume and Provide Feedback on PMO Services • …

PMO Customers
• Full-time Product/Project/Program • Part-time Product/Project/Program
Managers Managers
• Product/Project/Program Delivery • Product/Project/Program Sponsors
Resources • …

Source: Gartner

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5.1 Identify and Manage PMO Stakeholders
Four Stakeholder Styles for Engaging PMO Stakeholders

Make your stakeholder engagements more effective by identifying the social styles of your stakeholders as well as your own, and by adapting your
communication plans accordingly. Most people express one of four social styles: Amiable, Expressive, Analytic or Driver.

Four Social Styles:

• Amiable Stakeholders are people
focused and prioritize relationships.
They typically want to consult others
before making decisions
• Analytic Stakeholders are process-
focused and focus on the task at hand.
They typically concentrate on hard facts
• Expressive Stakeholders are ideas-
focused and focus more on future
possibilities. They typically concentrate
on larger ideas and stories
• Driver Stakeholders are results-
focused and focus on action. They
typically focus on specific results and
time frames.

For additional ways to tailor stakeholder communications, see Appendix

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5.1 Identify and Manage PMO Stakeholders
Stakeholder Action Plan for Increasing PMO Stakeholder Support

To increase influence among stakeholders, create a stakeholder action plan like the one below. Plot individual stakeholders based on their stance
towards the PMO and their overall level of influence; once mapped, take action to move stakeholders towards the top-right quadrant

- Skeptic ~ Neutral + Advocate

Support
Weaker Advocates Influential Advocates
Work to increase the influence of
Work close with influential
weaker advocates. Provide them
+ advocates. Use their influence to
with full visibility to the PMO’s
+ create a positive attitude towards
work and involve them in
+ the PMO among less enthusiastic
important discussions whenever
stakeholders
possible.
Stance

Prioritize developing
Monitor stakeholders with less ~ ~
relationships with influential
influence and a lower attitude skeptics early on. Pinpoint
towards the PMO. Keep them skeptics to seek their advice, refer
- to influential advocates and use
informed but deprioritize attempts -
logical persuasion techniques to
to influence them.
increase their stance towards the
PMO
Oppose

Weaker Skeptics Influential Skeptics

Source: Gartner Lower Higher

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Influence
5.2 Create an Engagement Approach for Initiative Stakeholders
Project Responsibilities for PMO, Delivery Team and Stakeholders

Delivery Team
Stakeholder Responsibilities: PMO Responsibilities:
Responsibilities:
 Clearly articulate the strategic importance of  Identify initial stakeholders for the delivery  Keep stakeholders regularly informed on
initiatives and expected outcomes. team and PMO members. progress of initiatives.

 Serve as the voice of the business in  Ensure continuous stakeholder engagement.  Proactively inform stakeholders of all
initiative-related decisions. changes to a project and any rationale.

 Tailor stakeholder communications based on

 Be active participants in initiative decisions stakeholder context and needs.  Identify and explain specific aspects of
and make timely decisions when needed. initiatives that stakeholders must address and
when to address them.
 Create a continuous stakeholder engagement
 Accept the periodic need for trade-offs across plan for each project.
the life cycle and work toward shared  Continuously drive toward established shared
resolutions. outcomes.

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5.2 Create an Engagement Approach for Initiative Stakeholders
Illustrative Opportunities for Stakeholder Engagement by Project Phase

Project Project Project Project Project Project

Initiation Planning Development Implementation Execution Close

Define
responsibilities for
stakeholders and
delivery teams at
each phase of the
Stakeholder Responsibilities
project lifecycle to
Stakeholder Responsibilities • ensure maximum
Ensure end-user training is complete
• clarity
• Validate alignment to business strategy Validate project benefits
• Draft strategic business requirements
Delivery Team Responsibilities
Delivery Team Responsibilities
• Initiate project closure
• Assess level of business sponsorship • Complete documentation and monitor
support
Key Questions
• How much effort should we invest in Key Questions
designing a solution? • Has the project begun to realize the
predetermined key benefits?

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5.2 Create an Engagement Approach for Initiative Stakeholders
Example Project Stakeholder Engagement Plan

Stakeholder Engagement Plan

Stakeholder Engagement Content Start

Content Overview Channel Frequency End Date
(Person/Title or Group) Purpose(s) Creator(s) Date

Keep apprised of Status of budget, schedule,

In-person 01 June 01 June
Chief Information Officer initiative progress, since resource, risks and expected Project Manager Monthly
meeting 202X 202X
she is the Sponsor benefits
Equip with information
Overall benefits to the
Chief Human Resources and talking points Virtual 01 June 01 June
organization, impact on the HR Product Manager Biweekly
Officer regarding our latest Meeting 202X 202X
team
initiative

[Content [Start
[Stakeholder] [Engagement Purposes] [Content Overview] [Channel] [Frequency] [End Date]
Creator(s)] Date]

[Content [Start
[Stakeholder] [Engagement Purposes] [Content Overview] [Channel] [Frequency] [End Date]
Creator(s)] Date]

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5.2 Create an Engagement Approach for Initiative Stakeholders
Early Indicators of Engagement or Disengagement
Are My Stakeholders Engaged?
Signs of Engaged Stakeholders
• Attends key meetings and will move items on their
calendars to attend.
• Supports the initiative in public meetings, making
frequent eye contact and assuming an engaged
posture.
• Makes resources and time available to the initiative,
actively seeks to promote it and be actively involved
in it.
• Asks probing questions and actively makes
suggestions for improvement in a collaborative
manner.
For question to track ongoing initiative stakeholder engagement, see Appendix
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Signs of Disengaged Stakeholders
• Delegates meeting attendance to junior staff,
cancels or does not respond to meeting invitations.
• Does not provide support in public meetings, fails
to make eye contact and engages in distracting
behavior.
• Finds excuses not to make resources available and
avoid spending time on the initiative. At best, says
nothing about the initiative at worst, undermines it.
• At best, gives cursory discourse, polite and
superficial, rather than asking probing and
insightful questions.
 Appendix

© 2024 Gartner, Inc. and/or its affiliates. All rights reserved. Gartner is a registered trademark of Gartner, Inc. or its affiliates. This presentation, including all supporting materials,
is proprietary to Gartner, Inc. and/or its affiliates and is for the sole internal use of the intended recipients. Because this presentation may contain information that is confidential,
proprietary or otherwise legally protected, it may not be further copied, distributed or publicly displayed without the express written permission of Gartner, Inc. or its affiliates.

Sample Risk Communication Approach Based on the
Stakeholder’s Risk Posture
Stakeholdera Aligned behaviors
risk posture and characteristics
Risk • Understands risk and its implications.
expert • Requests for information before making a
decision (e.g., data on risk vs. costs).
• Possesses extensive knowledge and
experience in the field of risk. Uses a
systematic approach to assess risks
considering portfolio and enterprise
objectives.
• Benefits gained must probably equal or
outweigh the costs to justify action.
Risk aware • Understands risk but may lack understanding • Can accept a high level of risk beyond the
of all its implications.
• Willing to accept relatively high risks to
maximize potential benefits.
• Likely to accept low chances of success if
benefits of success are higher.
• Asks risk-seeking questions like, “Will taking
this risk potentially improve our benefits?”
Source: Adapted From Sun Life
a (Portfolio Manager, Resource Manager & Portfolio Decision Makers, BU Leaders, Steering Committee)
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11 © 2024 Gartner, Inc. and/or its affiliates. All rights reserved. 01-2616
Possible portfolio
implications
• Can be the voice of reason in risk
discussions.
• Tends to lead in creating a portfolio
with optimal balance in terms of risk,
cost and value.
organization’s risk tolerance.
• Can be a strong supporter of the portfolio
regardless of the level of potential risk.
Section 5
Suggested communication
approach
Inform
• Ensure all relevant risk events are
considered and documented.
• Be prepared to present all relevant data and
information.
• Be prepared to answer any questions
related to identified risks and justify your
suggestions. Emphasize on facts - risks,
costs, value.
Influence & educate
• Highlight risks with a risk ranking class of
“Very High” (score of 20 or higher)
• Factor in analysis based on scenarios with
both success and failure outcomes.
• Educate them on risk interdependencies
which may arise due to a risk.

Sample Risk Communication Approach Based on the
Stakeholder’s Risk Posture
Stakeholdera Aligned behaviors
risk posture and characteristics
Risk • Understands risk but perceives it as
averse something to be avoided.
• Prefers safer, more predictable options, even
if that would result in diminished benefits.
• May accept reduction in potential benefits in
return for a more certain outcome.
• Uses risk averse language - “We need to
reduce risks to ensure outcomes are on
time.”
Risk novice • Neither understands risk nor its implications.
• Unaware of the potential risks and shows no
interest in risk discussions.
• Uses uninformed risk language - “We will
deal with this if it has a tangible impact.”
Source: Adapted From Sun Life
a (Portfolio Manager, Resource Manager & Portfolio Decision Makers, BU Leaders, Steering Committee)
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Possible portfolio
implications
• Can become a negative stakeholder in risk
discussions at the first sign of potential risk.
• Can lead to high costs due to risk over
assessment.
• Tends to provide a low level of support for
innovation.
• Can miss opportunities that come with risk.
• Can accept poorly understood risks.
• Can lead to flippant decision making.
• Can lead to failures in achieving portfolio
outcomes.
Section 5
Suggested communication
approach
Educate
• Ensure you have considered and
documented all risk events.
• Provide them with the comfort level that the
risk is going to be managed.
• Highlight any opportunities/innovation along
with risks.
• Highlight the controllable and the
uncontrollable events.
Educate
• Highlight risks with a risk ranking class of
“Very High” with emphasis on the impact of
the risk events.
• Highlights stories of past (if possible) or
possible bad scenarios.
• Educate on the potential risks and relative
effects of the risks on the portfolio and
business drivers.
 Section 5
Best Practices for Communication Based on Stakeholder Risk
Posture

Stakeholder Risk Posture Best Practice for Communication

Inform
Possesses extensive knowledge and
• Ensure all relevant risk events are considered and documented.
experience in the field of risk. Uses a
• Be prepared to present all relevant data and information.
systematic approach to assess risks,
• Be prepared to answer any questions related to identified risks and justify your
considering portfolio and enterprise objectives.
Risk Expert suggestions. Emphasize on facts - risks, costs, value.

Understands risk but may lack understanding Influence & educate

of all its implications. They are willing to
accept relatively high risks to maximize
potential benefits.
Risk Aware
Understands risk but perceives it as
something to be avoided. Prefers safer, more
predictable options, even if that would result in
diminished benefits.
Risk Averse
• Highlight risks with a risk ranking class of “Very High” (score of 20 or higher)
• Factor in analysis based on scenarios with both success and failure outcomes.
• Educate them on risk interdependencies which may arise due to a risk.
Educate
• Ensure you have considered and documented all risk events.
• Provide them with the comfort level that the risk is going to be managed.
• Highlight any opportunities/innovation along with risks.
• Highlight the controllable and the uncontrollable events.

Educate
• Highlight risks with a risk ranking class of “Very High” with emphasis on the impact of the
Neither understands risk nor its implications, is
risk events.
unaware of the potential risks and shows no
• Highlights stories of past (if possible) or possible bad scenarios.
interest in risk discussions.
• Educate on the potential risks and relative effects of the risks on the portfolio and
Risk Novice business drivers

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 Section 5
10 Questions to Track Ongoing Initiative Stakeholder
Engagement
Assessment Questions Rating Comments
Red Yellow Red

1. Does the sponsor attend all meetings and reviews?

2. Does the sponsor proactively flag possible risks or issues that are not obvious to PMO
members?
3. Does the sponsor provide regular feedback on the PMO’s status?

4. Does the sponsor effectively delegate tasks and responsibilities?

5. Does the sponsor provide insight on change management risks?

6. Is the sponsor open to receiving feedback from the PMO?
7. Does the sponsor provide visibility to other key stakeholders about the PMO’s status?
8. Has the sponsor communicated the significance of the PMO to the rest of the
organization?
9. Does the sponsor help the PMO overcome specific execution roadblocks?

10. Has the sponsor engaged his or her direct reports to create awareness about the
changes impacting their work?

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