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Leadership and Stakeholder Engagement within the Transformational Flow Tutorial

1 Leadership and Stakeholder Engagement within the Transformnt

This lesson focuses on the relationship between leadership and stakeholder engagement and transformational flow. It also covers the various roles and areas of focus in leadership and stakeholder engagement and few documents used in the leadership and stakeholder engagement process. Let us begin with the objectives of this lesson in the next screen.

2 Objectives

By the end of this lesson, you will be able to: ? Explain the relationship between leadership and stakeholder engagement and transformational flow ? Describe the roles of the Senior Responsible Owner, Programme Manager, Business Change Manager and Programme Office ? List the information available in the documents used in leadership and stakeholder engagement Let us move on to the next screen to discuss the relationship between leadership and stakeholder engagement within the transformational flow.

3 Leadership and Stakeholder Engagement within the Transformnt

The table on the screen depicts the relationship between transformational flow and leadership and stakeholder engagement: In ‘identifying a programme’, stakeholder engagement is prevalent since the conception of a programme. Formation of programme organisation and identifying strategic stakeholders are a part of wider stakeholder management. During the early days of a programme, there might be a small strategic group of stakeholders who are involved with the initiation activities. In ‘defining a programme’, stakeholder engagement is likely to expand from its core group as more information is available. During this stage, programme communications plan, stakeholder management strategy and stakeholders’ profiles are created. Once the vision, blueprint and benefits begin to stabilise, stakeholder engagement should become more intense to create greater understanding and gather more support. In ‘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 programme communications plan are implemented at the beginning of each tranche. Thus, they should be reviewed and updated at the end of each tranche. In ‘delivering the capability’, it is essential to understand that the project priorities might be different from that of the programme, 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, programme communications plan is applicable to projects, it is suggested that projects should be given opportunity to manage their stakeholders in a controlled environment. While ‘realising the benefits’, stakeholder management strategy and communication plan are the only tools available to prepare the organisation for change. This process starts as soon as the programme comes into public knowledge. This is when both support and resistance will start emerging. Understanding perspectives of different groups will help to communicate effectively which can reduce friction to change. A simple example of this is a scenario which managers consider as a benefit, but it may have a detrimental impact on other individuals. While ‘closing a programme’, 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 programme. Finally, during the closure stages, communication plan, stakeholder profiles and stakeholder engagement strategy need to undergo a final review and update. In the next screen, we will discuss the roles and their areas of focus in leadership and stakeholder engagement.

4 Roles and Areas of Focus in Leadership and Stakeholder Engnt

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 programme is to engage key stakeholders at an early stage and at 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 programme. Also, SRO should ensure the creation, implementation and maintenance of overall stakeholder engagement process. Let us discuss the roles and areas of focus of the Programme Manager. The Programme 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 programme. They have to control and align all the project communication activities and ensure that they are in sync with the programme communications plan. Also, ensuring effective communications with project teams is one of the important aspects of the Programme Manager’s role. They further play a critical role in creating, implementing and updating the programme communications plan. Let us discuss the roles and areas of focus of the Business Change Manager or BCM (read as B-C-M). 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 operational background and so they are efficient to engage stakeholders in that domain. The BCM also supports the Programme Manager in preparing stakeholder engagement strategy and programme 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 Programme Office. It works as an information repository and 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 Programme Office also facilitates all the activities specified in the programme communications plan. In the next screen, we will look into the purposes of the documents used in the leadership and stakeholder engagement process.

5 Leadership and Stakeholder Engagement Documents Purpose

Following are the purposes of the various documents used in leadership and stakeholder engagement process. The purpose of the stakeholder management strategy is to define the framework that will help in effective stakeholder engagement and communication. The purpose of the stakeholder profile is to record stakeholder analysis information. The purpose of the stakeholder register is to maintain a summary document illustrating the key information about each stakeholder. The purpose of the programme 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 screen, we will discuss the information documents used in the planning and control process.

6 Leadership and Stakeholder Engagement Documents Information

Following are a few important documents used in the leadership and stakeholder engagement process. 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 for editing the programme communications plan. It also defines how the importance, influence, interest and impact of stakeholders will be measured. Apart from all this, 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 programme will engage the stakeholders and how it will measure the success of engagement. It also provides an explanation for the process of approving and integrating communications from project and business change teams. 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 programme. The stakeholder profiles document also details the level of the stakeholder’s influence, 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 programme. 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 programme to focus on key influencers within the group by identifying them and providing more information about their interests. The programme 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 programme’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 and 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 programme 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.

7 Summary

Let us summarize what we have learnt in this lesson: The relationship between leadership and stakeholder engagement and transformational flow can be defined on the basis of identifying a programme, defining a programme, managing tranches, delivering capability, and realising benefits and closing the programme. The SRO engages key stakeholders at appropriate milestones. The Programme Manager creates and implements the stakeholder engagement strategy. The BCM engages and leads those who operate new working practices through the transition. The Programme Office works as an information repository. The documents used in leadership and stakeholder engagement are the stakeholder engagement strategy, stakeholder profiles, stakeholder register and programme communications plan. Next, we will look at a few questions based on the lessons covered so far.

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  • 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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