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MSP Leadership and Stakeholder Engagement Tutorial

Welcome to MSP Leadership and Stakeholder Engagement tutorial offered by Simplilearn. The tutorial is part of the MSP® Foundation and Practitioner course.

In this lesson, we will focus on the third governance theme that is leadership and stakeholder engagement theme.  

Let us begin with the objectives of this lesson in the next section.

Objectives

By the end of this MSP Leadership and Stakeholder Engagement Tutorial, you will be able to:

  • Describe leadership and stakeholder engagement

  • Identify the differences between leadership and management

  • Explain business change management.

  • Describe the steps involved in the stakeholder engagement process

  • Identify the types in which stakeholders are categorized

  • Discuss the stakeholder engagement strategy

  • Explain the different ways to measure stakeholder engagement effectiveness

  • Explain the relationship between leadership and stakeholder engagement and transformational flow

  • Describe the roles of the Senior Responsible Owner, Program Manager, Business Change Manager and Program Office

  • List the information available in the documents used in leadership and stakeholder engagement

Let us move on to the next section to discuss the MSP® framework.

MSP Framework

In the MSP framework image shown, leadership and stakeholder engagement is placed in the second ring.

The leadership and stakeholder engagement governance theme specifically allows the organization to put in place the right leadership and stakeholder engagement methodologies. The strategies and plans made in accordance with this theme are paramount to the success of the program.

In the next section, we will focus on leading change.

Leading Change Actively Manage Stakeholders

Stakeholders are groups, organizations or individuals who can affect, get affected, or perceive themselves to be affected by a program. Resources can also be identified as stakeholders if they have unique skills and competencies.

One of the key aspects of the ‘leading change’ program management principle is that it actively engages stakeholders in the following ways:

  • Leaders utilize a vision statement to influence stakeholders so that they commit to a beneficial future. It is their responsibility to ensure that stakeholders are aware of the benefits that the program can bring to them.

  • Business change managers or BCMs (read as B-C-Ms) engage the operational stakeholders leading them through the transition. For a transition to be smooth, it is imperative that all stakeholders are involved in it with full conviction.

  • A half-hearted effort can lead to disastrous consequences on the program. Another advantage of engaging stakeholders is that it may lead to the identification of new benefits. A benefit is recognized as a “benefit”, only if it is advantageous to one or more stakeholders.

  • Leaders should engage stakeholders so that benefits are identified, communicated, interpreted, owned and realized.

In the next section, we will discuss the various kinds of stakeholder responses.

Different Kinds of Stakeholder Responses

The image below shows the different kinds of stakeholder responses.

Following are the different kinds of stakeholder responses to a program:

  • Some stakeholders may support or oppose the program depending on how they perceive the effect of results on them.

  • Some stakeholders may gain and others may lose from the program when benefits realization starts.

  • Some stakeholders might see the program only as a threat even if the evidence suggests otherwise. While some stakeholders may be completely indifferent to a program, in the beginning, they may change their stance depending on how they are managed.

  • Some stakeholders may become supportive or block the program depending on how and to what level they are engaged.

  • In stakeholder engagement, it is important to gain the support of most stakeholders or at least ensure that the majority of stakeholders are indifferent. This is to minimize the damage to the program.

In the next section, we will learn how leadership can influence stakeholder engagement.

Role of Leadership in Stakeholder Engagement

Stakeholder engagement is a way of achieving influence and positive outcomes through effective relationship management. Following are the ways in which leadership helps in stakeholder engagement:

  • Leaders consider people to be more than just resources. They give consideration to matters of internal politics, individual emotions, and motivations while engaging stakeholders.

  • Leaders should understand the challenges of transition for each individual group. Some groups may not be comfortable using the new ways of working while others may not like the new office, as it might be far from their home.

  • In these cases, leaders have to lead by example and adapt to the change before asking others to do the same.

  • To influence key stakeholders visioning workshops should be conducted. It is aimed at drafting the program’s vision statement and presents an opportunity to engage the right stakeholders including clients and suppliers at an early stage.

  • Do-nothing vision is a useful method to show potential blockers the possible negative impact of their actions and convert them into supporters. This vision is also explored during the visioning workshops and helps foster the belief that change is needed.

In the next section, we will discuss the differences between leadership and management.

Leadership vs. Management

The differences between Leadership and management can be explained as-

  • Leadership is required in the context of change to guide the organization. It clarifies the present and the future and thrives on the tension between the two.

  • On the other hand, management is always required, particularly in business as usual contexts. The focus of management is more on continual improvement.

  • Leadership is inclined to clarify what and why. It will help to ensure that people are clear about what changes are needed and why they are needed.

  • Whereas, management focuses on how and when the steps should be taken to deliver output at the right time.

  • Leadership is most effective when the leaders communicate face-to-face. They should have the ability to influence people; this is one of the reasons why leaders are normally involved in stakeholder engagement.

  • Management is most effective when the people involved control tasks against a specific plan and ensure that there is no delay.

  • Leadership is concerned with direction, purpose, and effectiveness. This means that leaders will be guided to ensure that planned changes are being executed smoothly in the right direction.

  • On the other hand, it is up to the management team to ensure the speed, quality, and efficiency of the steps taken.

  • Leadership is focused on meaning, purpose and realized value, while management is focused on task, delivery, and process. It is quite evident that leadership takes the holistic view, while management’s focus is on ensuring that plans are effectively managed.

We will move on to the next section, to discuss the business change management.

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Business Change Management

Business change management considers how change happens and how people can be led to change.

Following are some facts about the nature of change in an organization:

  • The change is considered in a broader sense, that is, within individuals, teams and an organization.

  • At a macro level, the program is a part of the strategic change initiative.

  • At a micro level, each individual is affected by the program and experiences their cycle of change.

  • Change is everywhere and iterative.

Business change management and ensuring an organization’s commitment to change are the two dominant program concerns and the focus of action for the management team.

The Business Change Manager or BCM (read as B-C-M) must be effective in leading an operational team through a transition cycle that embeds new working practices.

In the next section, we will understand how and why communications with projects and other programs are an important part of stakeholder engagement.

Communications with Projects and Other programs

All the projects within a program need to communicate with its stakeholders. However, the program needs to ensure that all the communications are timely, accurate, consistent and aimed at the right group of stakeholders.

Following are a few points to remember while communicating with the projects and other programs:

  • The general guidelines for communicating with stakeholders should be present within the stakeholder engagement strategy. This strategy should be communicated to the project teams by the Program Office.

  • Also, all planned routine communications by projects should be reviewed by the Program Office to ensure that these are complete and correct.

  • Certain identified stakeholders should always be referred to the Senior Responsible Owner or SROor the Program Manager. These stakeholders will be the ones who are very important for the success of the program and they should be engaged by the leadership directly.

  • Similarly, if there are any “sensitive” topics like those related to industrial relations, then they must always be referred to the SRO or the Program Manager.

  • Communications should provide regular briefs to projects so that the stakeholders are aware of the progress made by the program. It will also help them prepare, in case there are any dependencies on other projects.

  • It needs to be emphasized that the project communication plan should be aligned with the program communications plan. However, at the same time, projects should be allowed to manage their local communications whenever it is reasonable. Too much control on communications will disempower projects and may give rise to discontent within projects.

In the next section, we will discuss the stakeholder engagement process.

Stakeholder Engagement Process

Stakeholder engagement is a process to engage stakeholders as suggested by MSP® to ensure maximum support from them.

The image shown above depicts the steps involved in the stakeholder engagement process:

Step 1: Identifying Stakeholders

The first step in the stakeholder engagement is to identify who the stakeholders are and where their interest lies in the program.

Step 2: Creating and Analyzing Stakeholder Profiles

Once stakeholders are identified, the stakeholder profiles are created and analyzed to understand more about them. This will help us identify their major concerns and accordingly redefine the stakeholder engagement strategy.

Step 3: (Re)defining Stakeholder Engagement Strategy

The analysis can be done by using tools like stakeholder maps and impact matrix.

Step 4: Planning the Engagements

After the stakeholder engagement strategy is redefined, the decision needs to be taken on who will lead when it comes to engaging stakeholders, when they will lead and whom they will engage.

In addition, the decision should be taken regarding the key messages and communication channels that will be used to engage stakeholders. This also takes into account the stakeholder concerns that need to be addressed.

This leads to the next step in engaging the stakeholders.

Step 5: Engaging the Stakeholders

The inputs for this also come from the stakeholder engagement strategy which has been prepared earlier.

Step 6: Measure Effectiveness

Once stakeholder engagement is in the process, it is essential to identify if it is really effective or not. The results are measured and the stakeholder engagement strategy is further refined if required.

Another major concern arises when the existing stakeholders change and new stakeholders join. In such case, repeat the whole stakeholder engagement process for each new stakeholder.

The results of this step also impact the overall stakeholder engagement strategy and it may need to be redefined based on feedback and how well the strategy is working out.

In the next section, we will discuss the first step of the stakeholder engagement process that is, identifying stakeholders.

Identifying Stakeholders

Identifying stakeholders is the first step of the stakeholder engagement process. In this step, all the stakeholders who are involved in or are affected by the program and its outcomes are identified.

Following are the types in which each individual stakeholders are categorised:

The program’s vision statement and blueprint provide the basis for identifying stakeholders and their interests. During the life of the program, stakeholders will change.

Some stakeholders will participate in the advisory or beginning phases of a program, while others will participate in assurance roles. A few more might come in the picture during the benefits realization phase.

Following are the types in which each individual stakeholders are categorized:

  • The individual stakeholder can be categorized into users or beneficiaries who are getting benefited by the program,

  • Governance groups that will govern the program, such as management boards and audit groups,

  • Influencers such as trade unions, media, and politicians, and

  • Providers like suppliers and business partners. It can be further divided into high-level categories to ensure communication is organized.

The groupings of stakeholders should be practically identical. It helps to differentiate between stakeholders with multiple interests. Once the stakeholders have been identified, the next step is to create and analyze stakeholder profiles.

Let us understand the process of creating and analyzing stakeholder profiles, in the next section.

Creating and Analyzing Stakeholder Profiles

Stakeholder profile is a document that consolidates all information about the stakeholder and his interests in the program.

Following are the steps involved in creating and analyzing stakeholder profiles:

Step 1:

Once the stakeholder has been identified, the first step is to gather information about their influence, interest, and attitude towards the program outcomes. It is also necessary to understand the importance and power of each stakeholder.

Step 2:

The next step is to create stakeholder profiles and to prepare a stakeholder map. A stakeholder map consists of information about stakeholders, their interests, and areas of the program that affect them.

The stakeholders and their priorities might change. A stakeholder map helps to review and check if any new stakeholder has appeared or new interests have emerged.

Step 3:

In the third step, further analysis of stakeholders’ interests and influence is conducted to prioritize stakeholder engagement. It also helps in deciding which stakeholder should be managed by top leadership.

It aids in focussing on program resources to contribute towards more desirable outcomes. This analysis also ensures that all available communication channels are well exploited and stakeholders get what they need from their communications.

Step 4:

In the fourth step critical stakeholders in terms of their influence or interest are identified. This can be done by plotting an influence-interest (read as influence interest) matrix.

In this, each stakeholder is plotted based on two axes, influence, and interest. A stakeholder with high influence and high interest is normally a critical stakeholder and is managed by senior leadership.

A program needs a strong buy-in from these key players and thus a face-to-face interaction is required while engaging them. It is suggested that the stakeholders with medium influence and high interest should be involved in active consultation.

Similarly, stakeholders with low influence and medium interest can be engaged in a manner that their interest is maintained.

On the other hand, stakeholders with low influence and low interest can be simply kept informed of the progress made by the program.

The main aim of this analysis is to change the negative attitude of the stakeholders to a supportive or neutral attitude.

In the next section, we will learn how to redefine the stakeholder engagement strategy.

(Re)Defining the Stakeholder Engagement Strategy

Stakeholder engagement strategy defines how the program will effectively manage stakeholders. Following steps are taken to ensure that engagements support consistent and cohesive communications:

  • The program team must ensure that it specifies how stakeholders will be identified, analyzed and assessed.

  • Also, they should identify how interfaces between a program and its project stakeholders will be handled.

  • Further, they need to identify the communication channels to be used in certain circumstances and feedback management, to ensure that communication is a two-way process.

  • Once the communication procedure is established, they must create parameters for measuring the success of stakeholder engagement. If a program management team is not physically co-located, it increases the risk of uncoordinated and inconsistent engagement with particular stakeholders.

  • The other factors that need to be considered while implementing a stakeholder engagement strategy are related to cultural and societal differences. Care should be taken so that the stakeholders are not offended during the engagement.

  • The program team needs to ensure that adequate resources and energy are provided for stakeholder engagement. This will increase the chances that stakeholders remain involved in the program.

  • It will also ensure that public relations, marketing, and executive support are in place for the program. Apart from this, it helps in confirming if the messages sent across to stakeholders are clear and consistent over an extended period of time.

  • The program team also needs to maintain documents like stakeholder profiles, communication plan, etc. and review them frequently to ensure that any changes are timely reflected and planned.

In the next section, we will discuss the next step of stakeholder engagement, which is planning the engagements.

Planning the Engagements

The next step in the stakeholder engagement process is planning the engagements. It is better to plan the communication process after defining how the program will engage different stakeholders.

Following are some information about the planning the engagement step:

  • Engagement is more active and embracing than communication. It includes stakeholders in decision making and implementation as well. The greater the change, the greater is the need for clear communication. So we need to ensure that the communication plan includes all stakeholders’ communication.

  • The objective of the communication should be to keep awareness and commitment high and explain what changes will be made and when. In addition, the objective is to describe the desired future state and ensure that expectations regarding the delivery do not drift out of line.

  • The messages communicated to stakeholders should be consistent, focused, appropriate, simple, brief and derived from the program’s objectives.

Successful communications are based on four core elements, they are:

  • The first element is stakeholder identification and analysis, which implies that the correct message is sent to the correct audience.

  • The second element is, the message should be clear, relevant and consistent.

  • The third element is to ensure that the message is delivered on time in an effective manner.

  • The last core element is to assess the effectiveness of the communication through feedback.

In the next section, we will discuss program communications plan and communication channels.

Program Communications Plan and Communication Channels

Program communications plan describe what will be communicated, how it will be communicated, when and by whom the communication will be carried out during the program.

Following are the functions of a program communications plan:

  • It should be designed to raise awareness about the benefits and impacts of planned outcomes.

  • Ensure that responsible persons are aware of their roles.

  • The program communications plan should be aimed at gaining commitment from stakeholders towards the success of the program.

  • The program communications plan should aim at keeping the stakeholders informed of progress before, during and after the implementation of program outcomes.

  • It should promote key messages and keep communication “two way” to ensure effective feedback.

  • For each communication, the objectives, key messages, planned stakeholders, levels of detail and timings should be identified. This will ensure that correct communication is targeted at the right audience.

  • The plan should also identify communication channels like media, briefings, site exhibitions, webinars and workshops for each stakeholder group.

  • For example, for a stakeholder group that just needs to be kept informed, use media briefings or CDs; while for stakeholders with high influence, set up video conferences, seminars or workshops to get them more involved with the program.

In the next section, we will discuss engaging stakeholders which is the fifth step of the stakeholder engagement process.

Engaging Stakeholders

It is best to follow the principle: First seek to understand, then to be understood while engaging the stakeholders. Following are some information about engaging stakeholders:

  • The effective method of analysis is to ask the stakeholder a question and then listen. For example, ask a stakeholder what he thinks about a particular aspect of the program and his response will help to discuss further and understand if there are any issues.

  • Communication may not be direct and to the point. It is important to identify subtle and informal means of communication.

  • The program management team might need to influence, lobby, cajole, manipulate, co-opt, flatter and pressurize stakeholders to maintain momentum and keep the program on track.

In the next section, we will learn about the sixth and the final step in the stakeholder engagement process, measure effectiveness or result.

Measure Effectiveness of stakeholder engagement

Now let us discuss how to measure effectiveness or results. Following are the different ways to measure the effectiveness of stakeholder engagement:

Sample Stakeholder Communities for Surveys

The first way of measuring effectiveness is to sample stakeholder communities for surveys, to know their inclinations after stakeholder strategy has been at work for some time. This will also highlight whether people are retaining the information provided to them or not.

Collect Stakeholder Feedback

Another way is to collect stakeholder feedback, as it will reveal under-communication or miscommunication. This will help fine-tune the communications that are being shared with the stakeholders. Good program managers will not wait for the end of tranche reviews or external audit to find how effective the communication is.

Independent Review of Stakeholder Perceptions

The third way is to carry out an independent review of stakeholder perceptions. This can provide a valid sense-check on the program’s assumptions about stakeholder perceptions and commitment.

In the next section, we will focus on an example based on the concepts discussed.

Stakeholder Engagement Problem Statement

As part of the new program, Nutri Snack, Kylie Honkele, the Senior Responsible Owner or the SRO (read as S-R-O) of Nutri Worldwide Inc. wants to identify the various stakeholders of the program. She has assigned the task to Chao Yin, the Program Manager of the Nutri Snack program.

Following is the list of stakeholders shared by Chao to the SRO:

  • Executives of some targeted organization where Nutri worldwide Inc. wants to sell their product.

  • R&D employees who have heard the rumor that the program is going to be scrapped. They are worried about their jobs.

  • Supplier of the cocoa seeds.

  • Candidates for the role of the program Accountant.

  • The team representative who is working on getting quality standard certifications for the new recipe.

Kylie does not have the time to meet all of them. She has to prioritize who to focus on.

In the next section, let us find out whom Kylie will decide to focus on.

Stakeholder Engagement Solution

Following is the segregation of stakeholders along with the responsible persons who will be engaging them, as prepared by Kylie based on the list of stakeholders identified by Chao, Kylie’s focus should be on stakeholders with high interest and high influence:

Stakeholder

Responsible person

Executives of some targeted organization where Nutri Worldwide Inc. wants to sell their product.

Kylie Honkele, the SRO

R&D employees who have heard the rumor that program is going to be scrapped

Chao Yin, the Program Manager

Supplier of the cocoa seeds

Chao Yin, the Program Manager

Candidates for the role of the program Accountant

Chao Yin, the program Manager can delegate this task to someone capable if he cannot do it himself

The team representative who is working on getting quality standard certifications for the new recipe

VP—Quality

The table explains that-

  • Executives of some targeted organizations where Nutri Worldwide Inc. wants to sell their product should be managed by the Senior Responsible Owner or the SRO (read as S-R-O).

  • R&D (read as R and D) employees who have heard the rumor that program is going to be scrapped and

  • The supplier of the cocoa seeds are again stakeholders with high influence and high interest, however, they are more related to program management task. They can be engaged by Chao Yin, the Program Manager.

  • Chao Yin, the program Manager can take the interview for the program Accountant’s role on his own or can delegate it to a suitable person.

  • Quality related activities should ideally fall in the bucket of the Quality Manager or someone designated by the Program Manager.

Therefore, Kylie has assigned the VP—Quality to engage the team representative who is working on getting quality standard certifications for the new recipe.

In the next section, let us discuss leadership and stakeholder engagement within the transformational flow.

Leadership and Stakeholder Engagement within the Transformational Flow

The following table depicts the relationship between transformational flow and leadership and stakeholder engagement:

Transformational flow

Leadership and stakeholder engagement

Identifying a program

  • Stakeholder engagement is prevalent since the conception of a program.

  • Formation of program organization and identifying strategic stakeholders are a part of wider stakeholder management.

  • During the early days of a program, there might be a small strategic group of stakeholders who are involved in the initiation activities.

Defining a program

  • Stakeholder engagement is likely to expand from its core group as more information is available

  • program communications plan, stakeholder management strategy and stakeholders’ profiles are created.

  • Once the vision, blueprint, and benefits begin to stabilize, stakeholder engagement should become more intense to create greater understanding and gather more support.

Managing the tranches

  • Communication should be regular and focused.

  • Stakeholder priorities may change and thus stakeholder analysis should be actively maintained.

  • The stakeholder engagement strategy and program communications plan are implemented at the beginning of each tranche.

  • Thus, they should be reviewed and updated at the end of each tranche.

Leadership and Stakeholder Engagement within the Transformational Flow(contd.)

The following table depicts the relationship between transformational flow and leadership and stakeholder engagement:

Transformational flow

Leadership and stakeholder engagement

Delivering the capability

  • It is essential to understand that the project priorities might be different from that of the program so that they have to be managed carefully.

  • Each individual project is likely to identify project-level stakeholders that provide an opportunity to update stakeholder profiles.

  • Although the program communications plan is applicable to projects, it is suggested that projects should be given the opportunity to manage their stakeholders in a controlled environment.

Realising the benefits

  • Stakeholder management strategy and communication plan are the only tools available to prepare the organization for change.

  • This process starts as soon as the program comes into public knowledge. This is when both support and resistance will start emerging.

  • Understanding the perspectives of different groups will help to communicate effectively which can reduce friction to change.

  • A simple example of this is a scenario in which managers consider as a benefit, but it may have a detrimental impact on other individuals.

Closing the program

  • Effective communication is the key factor to make a project successful or unsuccessful.

  • It is important to take a sensitive approach towards the stakeholders associated with the program.

  • Finally, during the closing stages, communication plan, stakeholder profiles, and stakeholder engagement strategy need to undergo a final review and update.

In the next section, we will discuss the roles and their areas of focus in leadership and stakeholder engagement.

Roles and Areas of Focus in Leadership and Stakeholder Engagement

The roles and their areas of focus in leadership and stakeholder engagement are as follows:

Senior Responsible Owner(SRO)

Let us begin by discussing the roles and areas of focus of the Senior Responsible Owner or SRO.

  • The primary task of a Senior Responsible Owner or SRO, throughout the lifecycle of the program, is to engage key stakeholders at an early stage and at an appropriate milestone.

  • The SRO should also lead engagement with high-impact stakeholders and play an active role in anticipating stakeholder issues.

  • Briefing the Sponsoring Group and gathering strategic guidance on modifying business drivers is another task of the SRO.

  • He should continuously display leadership at key communications events, to guide the teams effectively and ensure that stakeholders remain engaged and convinced about the program.

  • Also, SRO should ensure the creation, implementation, and maintenance of the overall stakeholder engagement process.

Let us discuss the roles and areas of focus of the Program Manager.

Program Manager

  • The Program Manager is responsible for creating and implementing the stakeholder engagement strategy and day-to-day implementation of the whole stakeholder engagement process.

  • They have to ensure that stakeholder profiles have been prepared and maintained throughout the program.

  • They have to control and align all the project communication activities and ensure that they are in sync with the program communications plan.

  • Also, ensuring effective communications with project teams is one of the important aspects of the program Manager’s role.

  • They further play a critical role in creating, implementing and updating the program communications plan.

Let us discuss the roles and areas of focus of the Business Change Manager or BCM (read as B-C-M).

Business Change Manager

  • The BCM is responsible for engaging and leading those who operate new working practices, through the transition.

  • The BCM has to generate confidence in stakeholders and get buy-in from them. To achieve this, active stakeholder engagement is required.

  • The BCM supports the SRO, takes specific responsibility for stakeholder engagement and communicates new benefits.

  • The BCM comes from an operational background and so they are efficient to engage stakeholders in that domain.

  • The BCM also supports the Program Manager in preparing stakeholder engagement strategy and program communications plan. They further provide information and business intelligence for stakeholder profiles.

  • The BCM briefs and liaises with the business change team to enable smooth delivery of the transition.

  • They are responsible for delivering key communications messages to their business operations.

Now, let us understand the roles and areas of focus of the Program Office.

Program Office

  • It works as an information repository

  • Maintains all the information related to stakeholders.

  • It also maintains the audit trail of all the communication activity.

  • Collates feedback and ensures that it is logged and processed.

  • The program Office also facilitates all the activities specified in the program communications plan.

In the next section, we will look into the purposes of the documents used in the leadership and stakeholder engagement process.

Leadership and Stakeholder Engagement Documents Purpose

Following are the purposes of the various documents used in leadership and stakeholder engagement process:

Stakeholder Engagement Strategy

The purpose of the stakeholder management strategy is to define the framework that will help in effective stakeholder engagement and communication.

Stakeholder Profiles

The purpose of the stakeholder profile is to record stakeholder analysis information.

Stakeholder register

The purpose of the stakeholder register is to maintain a summary document illustrating the key information about each stakeholder.

Program Communications Plan

The purpose of the program communications plan is to prepare a timetable and make arrangements for applying and managing stakeholder engagement strategy. It is a maintenance baseline.

In the next section, we will discuss the information documents used in the planning and control process.

Leadership and Stakeholder Engagement Documents Information

Following are a few important documents used in the leadership and stakeholder engagement process:

Stakeholder Engagement Strategy

The stakeholder engagement strategy document will contain the following:

  • It contains the criteria, based on which stakeholders can be identified and grouped.

  • It explains the process of editing the program communications plan.

  • It also defines how the importance, influence, interest, and impact of stakeholders will be measured.

  • Apart from all this, the stakeholder engagement strategy includes details of how stakeholder analysis information will be stored and processed with confidentiality.

  • It also defines the review cycle of stakeholder management information, responsibilities for delivering the key messages and processes for handling objections that might be related to communication.

  • The stakeholder engagement strategy also contains the description of how a program will engage the stakeholders and how it will measure the success of the engagement.

  • It also provides an explanation of the process of approving and integrating communications from project and business change teams.

Stakeholder Profiles

The stakeholder profiles document will include the following:

  • The stakeholder profiles document contains a stakeholder map which consists of information about the stakeholders and their areas of interest.

  • This helps in identifying the areas of concern for each stakeholder and the details about the level of support required for the program.

  • The stakeholder profiles document also details the level of the stakeholders’ influence, the area of interest and reasons for those interests.

  • This information helps plan a more efficient stakeholder engagement strategy.

  • The stakeholder profiles document will also display some relevant trends for the program.

  • It contains an influence-interest matrix showing current and target positions of each stakeholder along with benefits distribution highlighting which stakeholder gets which benefits or dis-benefits.

  • Most importantly, it helps the program to focus on key influencers within the group by identifying them and providing more information about their interests.

Program Communications Plan

The program communications plan document will contain the following:

  • It contains the schedule, the estimated effort and the cost of communication activities that will be carried out during the program’s lifecycle.

  • It defines the objectives of each communication while providing the key message and the level of detail that is required.

  • It also details the stakeholder audience for each communication along with the timing and frequency.

  • It provides a description of channels to be used for each communication

  • Identifies individual(s) responsible for undertaking the communication process.

  • It also ensures that the feedback mechanism is in place. This will help to have an effective two-way communication and enhance the communication process for further use.

  • A program communications plan also provides details about the information storage systems to store the important communications.

  • One of the important aspects of the plan is that it also highlights possible stakeholder objections to communication and solutions to them.

Summary

Let us summarize what we have learned in this MSP Leadership and Stakeholder Engagement lesson:

  • Leadership and stakeholder engagement allows the organization to put in place the right leadership and stakeholder engagement methodologies.

  • Stakeholder engagement is a way of achieving influence and positive outcomes through effective relationship management.

  • Leadership is particularly required in a context of change. It clarifies the present and the future, whereas, management is always required, particularly in business-as-usual contexts.

  • It focuses more on continual improvement. Business change management considers how change happens and how people can be led to the change.

  • The steps involved in the stakeholder engagement process are identifying stakeholders, creating and analyzing stakeholder profiles, (re)defining stakeholder engagement strategy, planning engagement, engaging stakeholders and measuring effectiveness.

  • Stakeholders can be categorized as users or beneficiaries, governance groups, influencers, and providers.

  • Stakeholder engagement strategy defines how the program will effectively manage stakeholders.

  • The different ways to measure effectiveness are stakeholder communities for surveys, stakeholder feedback, and review of stakeholder perceptions.

  • The relationship between leadership and stakeholder engagement and transformational flow can be defined on the basis of identifying a program, defining a program, managing tranches, delivering capability, and realizing benefits and closing the program.

  • The SRO engages key stakeholders at appropriate milestones.

  • The Program Manager creates and implements the stakeholder engagement strategy.

  • The BCM engages and leads those who operate new working practices through the transition.

  • The Program Office works as an information repository.

  • The documents used in leadership and stakeholder engagement are the stakeholder engagement strategy, stakeholder profiles, stakeholder register and program communications plan.

Conclusion

With this, we come to an end with the tutorial on MSP Overview of Leadership and Stakeholder Engagement. In the next chapter, we will focus on Benefits Management and Categorization.

  • Disclaimer
  • PMP, PMI, PMBOK, CAPM, PgMP, PfMP, ACP, PBA, RMP, SP, and OPM3 are registered marks of the Project Management Institute, Inc.

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