The StakeholderCircle®has been designed to put stakeholders on the ‘management radar’. It incorporates a proven methodology supported by a robust, easy to use tool that guides you through five easy steps to:
The five phases of the methodology are explained in more detail below. The underlying research is described in the List of Papers, available for free download. Experience suggests the use of facilitated workshops significantly enhances the outcomes from applying the StakeholderCircle methodology.
Identification of a business unit, or project’s stakeholders is a process of developing a list of those who are impacted by the work or will impact the work, positively or negatively. The manager, team members and other individuals from the organization familiar with the work, its deliverables and constraints, and the organization’s structure and politics should be involved in developing the list.
Participants should include:
Identification can be done through brainstorming or any other process commonly used in the organization.
After a set of stakeholders have been identified, they need to be categorized into:
The process of reaching agreement on these categories will often require the team to negotiate an acceptable outcome. This is followed by identifying what each stakeholder requires from the project as well as the significance of the stakeholder to the project. This information is entered into the StakeholderCircleand validated. Once complete, the next step ‘prioritization’ of the identified stakeholders can commence.
Visit the Stakeholder Identification Help Page to see more on this part of the methodology and how it is implemented in the StakeholderCircletool.
The assessment of each stakeholder’s importance to the project is based on ratings from the identification team members of each stakeholder’s perceived power, proximity and urgency. These assessments are combined within the tool to produces an ‘index’ for each stakeholder. The stakeholders are then ranked based on their ‘index’ (the higher the index value, the higher the priority) to produce a prioritized list of stakeholders.
Visit the Stakeholder Prioritization Help Page to see more on this part of the methodology and how it is implemented in the StakeholderCircletool.
The ranked list of all stakeholders is used to develop the communication plan.
The top 15 stakeholders are mapped into a symbolic stakeholder community, depicting their relative importance through color coding, and the size and placement of the segments of the Circle. This diagram provides valuable pictorial information to assist in understanding the stakeholder community for that phase of the project. Categorization and charting of key stakeholders holds the key to targeting the rightstakeholders at the righttime in the life of the project and providing them with the right levelof engagement, information and communication.
Visit the Visualization (Stakeholder Circle) Help Page to see more on this part of the methodology and how it is implemented in the tool.
To understand the diagram, see: Reading the Stakeholder Circle
The visualization tool charts a project’s key stakeholders according to their ability to influence the project’s success or failure. Defining appropriate responses requires an understanding of each stakeholder’s levels of support and receptiveness to messages about the project: this is the engagement strategy and the precursor to a targeted communication plan.
The data available in the tool and collected from earlier parts of the process are inputs to developing the engagement strategy. Knowing the category of a stakeholder will provide the key to how the message should be developed and delivered:
Knowing the expectations of the stakeholder in the form of ‘what each stakeholder requires from the project’ helps the project team deliver focused information designed to assure the stakeholder that what they expect to gain from successful delivery of the project will be achieved.
The resulting strategy defines for each stakeholder the tailored messages most likely to be effective communications; including who, what, when and how they will be delivered.
Visit the Stakeholder Engagement Help Page to see more on this part of the methodology and how it is implemented in the StakeholderCircletool.
Project managers must then convert the strategy into action! This involves integrating the communication plan into the project schedule and reporting on it through team meetings and regular reports. Our Comm-Plan spreadsheetis designed to assist with the management of the communication effort (see more on the Comm-Plan SS).
However effective the implementation of the communication plan; its effectiveness will diminish over time. The project’s stakeholder community changes as stakeholders move within the organization or leave it; or their relative importance to the project, or their power and influence changes. Also, as the project moves through the different phases in its lifecycle, different stakeholders may have more or less of an impact, and as a consequence, their levels of importance, and communication requirements will change.
To maintain currency, the stakeholder assessment process may have to be repeated in whole, or in part, many times. To be most effective, the project team should update their assessment regularly, particularly as the project progresses through the phases of its lifecycle or as the stakeholder community changes to reflect the dynamic nature of the project’s many relationships. Through review and re-assessment of a project’s stakeholder community, a history of stakeholder involvement and importance, and decisions made about their engagement is maintained; providing a means to monitor the effectiveness of engagement strategy and communications over time.
The process of identification and prioritization of stakeholders for a project involves the participation of individuals who may have divergent views about the identified stakeholders; often there is a need to challenge views and agreements made during this process.
For best results the process of identification and prioritization should be conducted as a series of facilitated workshops: at least one for identification and prioritization, and one for developing the engagement strategy. Through the combination of the tool and the mechanism of facilitated workshops, knowledge about stakeholders, their power and influence can be uncovered, documented, and the workshop participants led to develop a joint resolution of issues that emerge.
Individually the team members will benefit from exposure to new ways of understanding relationship management, and will learn about the characteristics, leadership and management styles, and expectations of the project’s key stakeholders. The project and organization benefit from improved project delivery.
To learn more, you can book Dr. Lynda Bourne to speak at your event.