Week 6 – Stakeholder Analysis and Management

  

Analisis Bisnis

Week 6 – Stakeholder Analysis

and Management

INTRODUCTION

• • Knowing who the stakeholders are and

  understanding what it is they expect from the project and delivered solution are vital if they are to remain involved and supportive of the undertaking.

• • In fact, much of the groundwork for

  stakeholder management takes place before the business analysis project proper begins – during project inception and initiation – and that work must be revisited constantly during

INTRODUCTION

  Identify stakeholder Project initiation

  Analyze stakeholder and inception

  Devise stakeholder management strategies Review/revise stakeholder management

  Project

IDENTIFICATION

  Stakehol der Customer s

  Partners Suppliers Regulator s

  Employee s Managers Owners

  Competit ors

Customers

• • These are the people or organizations for

  whom our organization provides products or services.

• • It may be useful to subdivide this general

  category to reveal more detail about the stakeholders. For example, we may classify them as: large or small; regular or occasional; wholesale or retail; corporate or private; commercial or public-sector;

  Partners

• • These are the organizations that

  work with our organization, for

  example to provide specialist services on our behalf.

Suppliers

• • These provide our organization with

  the goods and services that it uses.

• • Again, we may wish to subdivide

  them, perhaps into: major or minor; regular or occasional; domestic or overseas.

Competitors

• • Competitors vie with us for the

  business of our customers, and they therefore have a keen interest in changes made by our organization.

• • We have to consider what their

  reactions might be and whether they might try, for instance, to block our initiative or to produce some sort of

Regulators

• • Many organizations are now subject

  to regulation or inspection.

• • These regulators will be very

  interested in making sure that changes proposed by an organization are within the letter and spirit of the rules they enforce.

Owners

• • For a commercial business, the

  owners are just that – the people who own it directly.

• • The business may be, in legal terms,

  a sole trader or partnership.

• • Alternatively it could be a limited

  company, in which case the owners are the shareholders.

Employees

• • The people who work in an

  organization clearly have an interest in the way it is run and in changes that it makes.

• • In a small frm the employees may

  be regarded as individual stakeholders in their own right, but in larger concerns they are probably

Managers

• • In a large organization there may be many

  layers of management, and each may form a distinctive stakeholder grouping, for example: board-level senior managers; middle managers; junior managers; front- line supervisors.

• • As with many aspects of stakeholder

  management, it is an error to assume that a group such as ‘managers’ is

Other stakeholders

• • For example, the insurers of an

  organization may be interested in any areas that could afect the pattern of risk that is covered.

• • Or perhaps the police might be

  interested in the law-and-order implications of some actions.

ANALYSING STAKEHOLDERS

• • Having identifed the stakeholders, the next

  step is to make an assessment of the weight that should be attached to their issues.

• • No stakeholder should be ignored

  completely, but the approach to each will be diferent depending on their level of interest in the project and the amount of power or infuence they have, which determines their ability either to support or to obstruct it.

  Stakeholder power/interest analysis h

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STRATEGIES

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STRATEGIES

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STRATEGIES

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STRATEGIES

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  in project that will have a direct

  

o project that will have a direct

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  r/ impact upon the stakeholder’s impact upon the stakeholder’s e business area; some form of business area; some form of w

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  P with very infuential stakeholders, with very infuential stakeholders,

STRATEGIES

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STRATEGIES

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• Determine whether individual key

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• Appreciate the concerns and opinions of key
• Appreciate the concerns and opinions of key

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  into account when making any into account when making any P recommendations. recommendations.

Individuals and groups of stakeholders

• • A lot of ‘people power’ can damage

  even large concerns considerably and force them into major reversals of course.

• • Stakeholders must be considered not

  just as individuals but also as potential groups.

MANAGING STAKEHOLDERS

• • Stakeholders’ positions on the grid (see picture

  before) do not necessarily stay in the same place during the life of a project.

• • This means that stakeholder analysis must be a

  continuing activity throughout the project – and even afterwards, to fnd out what the stakeholders thought of the fnal outcome.

• • The project team and project manager should be

  constantly on the lookout for changes in stakeholders’ positions and should be re-evaluating their management strategies accordingly.

MANAGING STAKEHOLDERS

  

Name of stakeholder

Current power/infuence Current interest

MANAGING STAKEHOLDERS

  Curre Champion nt Supporter attitu de

  Neutral Critic Opponent

MANAGING STAKEHOLDERS

  Desired support Desired role Desired actions Messages to convey

STAKEHOLDER VIEWS

• • Once we have identifed and analyzed

  the diferent stakeholders, we can begin to think about their views with regard to the business system under investigation.

• • One of the key points is to understand

  the world views held by diferent stakeholders, because this helps us to

  INVOLVEMENT

• • Apart from deciding on the

  management strategy for the various stakeholders, it can also be very useful in a business analysis project to consider the tasks or deliverables involved, and ask what the involvement of the stakeholders will be for each.

RACI AND RASCI CHARTS

• ^• Responsible: This is the person or role responsible for creating or developing the product or performing the task.

  R

• ^• Accountable: This is the person or role who will ‘carry the can’ for the quality of the product or task.

  A

• ^• Supportive: This is used when a person (or role) will provide

  assistance, and sometimes resources, to whoever is responsible S for the product or deliverable. ^• Consulted: This person or role provides information that is input to the product or task.

  C

• ^• Informed: These stakeholders are informed about a product or

  task, although they may not have contributed directly to it.

  I

  Example of a RACI chart Example of a RASCI chart