Users, providers, influencers, and governance are the four categories of stakeholders that can be easily identified by the acronym UPIG. User Requirements, also known as Stakeholder Requirements, describe what users do with the system, such as what they are required to do. Stakeholders are people or groups who are affected by a software development project, both inside and outside of the organization. It could be they are end users, or it could simply be that the process is affecting them.
Regardless of whether they are involved directly or indirectly, they have a stake in the outcome. Both internal and external stakeholders are involved in a project. You may have internal stakeholders such as your manager, your peers, your resource manager, and your internal customers. Customers, government contractors, subcontractors, and suppliers are among the external stakeholders.
Stakeholders are those who have an interest in or are affected by your project. Project managers, project sponsors, higher management, and team members are some examples of stakeholders. They may also respond to bargaining. Find out what is important to them, help them out, buy their favour. Some also respond to information and interest. The high power, low interest group are the unexploded bombs — their interest is low, at the moment.
However if the project alters or the individuals change their interest may suddenly increase and they will use their power to influence the project. If they are positive they are strong allies — treat them well, provide them with information, involve them, use them to lobby other groups.
If they are negative, they will probably deluge you with e-mails and phone calls, you need to ensure that you don't spend too much time on them.
Make sure you don't spend too much time on them but if they are supportive provide them with information and be nice to them, their position or view may change in the future.
Like all management models, the key benefit of stakeholder analysis is that it helps bring understanding to a complex situation and therefore helps project managers and teams to manage and communicate with stakeholders in the most effective way, enabling hem to concentrate resources where maximum benefit will be derived and informing communications planning for the project.
The benefits are very much in the discipline of having undertaken the process. However stakeholder analysis is only a tool that helps the project manager and the team identify the management actions necessary. It is perhaps most easily applicable to the management of external stakeholders and a useful output of stakeholder analysis is a project communications plan which will help the team define and understand which stakeholders they need to communicate with and how.
A typical format for a project communications plan is given below, the output of the stakeholder analysis exercise can be used to help define the recommended approach and action plan. On a large project this helps define clarity of communication routes and ensure consistency. Management of internal stakeholders is, if anything, more complex because internal stakeholders are generally closer to the issues and will be affected to a greater degree.
If we are to avoid large scale change to the project as it progresses it is important that we ensure that it is set up right in the first place with the right types of involvement and consultation. The important thing is to get the wider internal stakeholder group involved as early as possible. Involve them in the detail of the briefing process, present the initial designs to them, and take their comments seriously.
Everyone must get a chance to learn about the project, have their say, hear about what others think, learn about the complexities and limitations of the project and the opportunities it presents.
Not everyone will get exactly what he or she wants, but they are more likely to accept what they do get if they know why a particular decision was made and if they feel they played a part in making that decision. This is a time consuming process but it is important because it will smooth the path for the later stages of the project and it is the best way to ensure that the project optimises benefit for the client organisation.
For example there may be the opportunity to streamline the project by sharing facilities rather than by satisfying individual wish lists and broader consultation will lead to better project briefing.
These processes allow you to tap into the knowledge, skills and creativity of a wider range of individuals. The process obviously needs control, but communication should occur as freely as possible, and decisions made should be communicated to the wider group as efficiently as possible.
It is important to avoid the very simple and limiting communication routes described in Exhibit 1. Free communication between designers and users, certainly in the early stages, allows the designers to build a better understanding for what they are designing and allows users the opportunity to learn about what is achievable and what is not. The sort of communication route described in Figure 1 may well simplify the project management task and maximise the chances of delivering the project to cost and time but it is unlikely to assist in the delivery of the best project to meet the needs of the organisation as well as possible.
Where a range of departments within an organisation are affected by a particular project we need to give careful thought to how communication is managed. The project team is set up as a temporary team, who will probably move on after the project is finished, other departments in the organisation know that they will have to live with the results.
We need to ensure that the project is suitably integrated with the overall development of the organisation. A project team that works in isolation may well deliver a project on budget and time as there has been little client led change but it is unlikely that they will deliver the project that the organisation actually requires.
It is important that information about the project, that will affect the whole organisation, is cascaded out. Here is the central problem the software manager is faced with, appropriately named "the software project manager's problem,"as explained by Barry W.
Boehm and Rony Ross [1]. They believe that everyone affected by the project, directly or indirectly, has something to say, again directly or indirectly, and will do so.
All of them want to get the best from this project for themselves personally or for their organization. It is the job of the software project manager to see that everyone gets what he or she wants, in one way or another. He has to "make everyone a winner. Of course, this is easier said than done. You have to act like a psychoanalyst and get in touch with everyone's deeper feelings.
Most technical project leaders would be running for the door at this moment. To make it less fuzzy, we can attach some project management lingo to it:. Stakeholder analysis is a technique to identify and analyze the stakeholders surrounding a project. It provides information on stakeholders and their relationships, interests, and expectations. A proper analysis of the stakeholders will help you to construct a project approach suited to the situation and will allow you to negotiate better with the stakeholders.
What people and therefore your project stakeholders really, really, really want is what can be termed their interests or, as I sometimes call them, their stakes hence the name "stakeholder".
With fears there is a stake to lose, and with wishes there is something to gain. In this context, I consider interests as the aspects that drive people. Before you start drawing your "interest evaluation diagram" or some other tool or technique, be aware that in general these interests are hardly ever communicated.
It is pure mind stuff, all inside the head of the owner. A four-year-old boy may share his true interests with you, but the fifty-year-old greying accountant will tell you nothing. If no one will tell you anything, what is the point?
People will tell you something if you ask them. They will tell you they want an ice cream cone, a new hyper speed Internet uplink, or a new financial software package. In essence, they tell you what they expect. How Jambo Helps Teams:. Save Your Team Time Quickly log records of contact with your stakeholders Save time with email integration, smart workflows, tag-based search, and instant save capabilities.
Stay on Top of Stakeholder Issues Track stakeholder issues and understand their priority and impact Know when issues have been addressed without having to ask. Help Visualize Project Progress Create geospatial PDFs to enhance project transparency Inform decision-makers on project progress with helpful and insightful reports. Manage Stakeholder Commitments Monitor the progress of stakeholder commitments right through to fulfilment Keep a record of commitments made to keep everyone on the same page.
Simplify Reporting Reports can be quickly produced to visually show the entire history of engagement your organization has had with a single contact or a whole community Create shareable reports that illustrate your consultation to help with project approval.
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