1. Introduction
The first out of four stakeholder management-related project management processes is in the Initiating Process Group; this process is the second of the four processes, and is the one in the Planning Process group. The purpose of this post is to give the inputs, tools & techniques, and outputs of this process 13.2, Plan Stakeholder Management, the main object of which is to a) analyze the engagement level of the stakeholders identified in process 13.1 Identify Stakeholders and b) create a Stakeholder Management Plan to manage and control that engagement level of stakeholders throughout the project.
2. Inputs
There are several inputs to the stakeholder management plan. The stakeholder register is an output of the previous stakeholder management process, 13.1 Identify Stakeholders. Information from several subsidiary plans of the overall project management plan, such as the scope, change, human resources, and communications management plan, are helpful in analyzing the engagement level of stakeholders. The company culture (part of EEFs) will point the way towards determining the best options to support a better adaptive process for making stakeholders.
Finally, if similar projects have been done in the past, then rather than reinventing the wheel, one can gain crucial insight on stakeholder management on the current project by seeing how it was handled on previous, similar projects with the understanding that some stakeholders, and their engagement levels, may have changed since then.
| 13.2 PLAN STAKEHOLDER MANAGEMENT | ||
| INPUTS | ||
| 1. | Project Management Plan |
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| 2. | Stakeholder Register | The stakeholder register contains details concerning stakeholders, including:
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| 3. | EEFs | A company’s organizational culture, structure, and political climate determine the best options for managing stakeholders. |
| 4. | OPAs | Lessons learned database and historical information provide information on stakeholder management on previous, similar projects. |
| TOOLS & TECHNIQUES | ||
| 1. | Expert Judgment | In order to assess the level of engagement required from each stakeholder at each stage of the project, the following experts should be consulted
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| 2. | Meetings | Meetings are used to define the required engagement levels of all stakeholders. |
| 3. | Analytical techniques | Current engagement levels of stakeholders are compared to required engagement level. |
| OUTPUTS | ||
| 1. | Stakeholder Management Plan | Identifies management strategies required to effectively engage stakeholders. |
| 2. | Project Documents Updates |
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3. Tools & Techniques
Stakeholder analysis is so important that a wide variety of experts are consulted to help analyze the actual level and the desired level of engagement level of the various stakeholders. These experts are the same ones that were consulted in the previous process to a) identify the stakeholders and b) analyze their interest and/or influence on the project in order to determine the general strategy for engaging them.
Meetings and analytic techniques are also used to conduct this analysis. These analytic techniques will be describe in detail in one of the subsequent posts.
4. Outputs
The main output of this process is the Stakeholder Management Plan, which identifies management strategies required to effectively engage stakeholders. The results of the analysis of the stakeholder engagement level is then added to the stakeholder register. Activities that are required to effectively engage stakeholders are explicitly added to the project schedule.
5. Conclusion
Before going on to discuss the next process 13.3 Manage Stakeholder Engagement, I will first discuss a) what goes into the Stakeholder Management Plan (the main output of this process 13.2 Plan Stakeholder Management), and a further, more detailed look into the tools & techniques of this process, namely, the analysis of stakeholder engagement levels.
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