Chapter from: "Stakeholder-led Project Management, Second Edition: Changing the Way We Manage Projects"
Published by:
Business Expert Press
Revision date: 19-Nov-2020
Length: 32 pages
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Abstract
This chapter is excerpted from 'Stakeholder-led Project Management, Second Edition: Changing the Way We Manage Projects'. If stakeholders matter, then their impact should affect the way we plan, execute, and implement projects. Most projects - and all valuable projects - have stakeholders and require some form of stakeholder engagement. It is the engagement that needs managing, not the stakeholders, because the right type of engagement varies depending on the types of stakeholders involved and the context of the project. This book provides a stakeholder-centered analysis of projects and explains which identification, analysis, communication, and engagement models are relevant to different types of projects: from an office move to IT enterprise change to transformational business change and complex social change. Using case studies from around the world, it illustrates what goes wrong when stakeholders are not engaged successfully and what lessons we can learn from these examples. In this second edition, we also look at the impact of Agile practices on the stakeholder management process. What changes in approach can we anticipate, and what practices must continue regardless of the product development life cycle adopted. Key models introduced include: 1) Role-based and agenda-based stakeholders 2) The stakeholder-neutral to stakeholder-led project continuum 3) The extended stakeholder management process 4) Purposeful communication - the six whys model for communication 5) Power and influence mapping 6) The seven principles of stakeholder engagement
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Abstract
This chapter is excerpted from 'Stakeholder-led Project Management, Second Edition: Changing the Way We Manage Projects'. If stakeholders matter, then their impact should affect the way we plan, execute, and implement projects. Most projects - and all valuable projects - have stakeholders and require some form of stakeholder engagement. It is the engagement that needs managing, not the stakeholders, because the right type of engagement varies depending on the types of stakeholders involved and the context of the project. This book provides a stakeholder-centered analysis of projects and explains which identification, analysis, communication, and engagement models are relevant to different types of projects: from an office move to IT enterprise change to transformational business change and complex social change. Using case studies from around the world, it illustrates what goes wrong when stakeholders are not engaged successfully and what lessons we can learn from these examples. In this second edition, we also look at the impact of Agile practices on the stakeholder management process. What changes in approach can we anticipate, and what practices must continue regardless of the product development life cycle adopted. Key models introduced include: 1) Role-based and agenda-based stakeholders 2) The stakeholder-neutral to stakeholder-led project continuum 3) The extended stakeholder management process 4) Purposeful communication - the six whys model for communication 5) Power and influence mapping 6) The seven principles of stakeholder engagement