Project Stakeholder Management is the last of the 10 knowledge areas (KAs) in the PMI’s Guide to the Project Management Body of Knowledge, 6th Edition. This seems to me to underplay its crucial importance to good Project Management.
Indeed, the PMBOK Guide says:
The ability of the project manager and team to correctly identify and engage all stakeholders in an appropriate way can mean the difference between project success and failure.Guide to the Project Management Body of Knowledge, 6th Edition (PMBOK Guide)
Chapter 13: Project Stakeholder Management
Published by the Project Management Institute, 2017
We’ve published a lot of articles touching on project stakeholder management. Or stakeholder engagement, as I prefer to call it. So, why another one?
This article is designed as an over-arching guide to the topic of Project Stakeholder Management. I’ve designed it for:
And this is our first article of 2020. So, it’s also a reminder that a great New Year’s Resolution for any project manager is better stakeholder engagement!
Before we get to the contents of this guide, let’s put it into the context of the PMI’s ‘Project Stakeholder Management’ knowledge area.
The 6th edition of the PMBOK Guide divides this into four processes.
As with all processes in the PMBOK Guide, these each have a set of ITTOs:
The ‘Identify Stakeholders’ process includes identifying and analyzing your stakeholders. But I prefer to split these two out as separate processes. So, you’ll see two separate sections in the contents below.
Let’s start at the very beginning, by defining what we mean by the word Stakeholder,
My preferred definition is the simplest possible.
Stakeholder: anyone who has any interest in what you are doing.The Influence Agenda: A Systematic Approach to Aligning Stakeholders in Times of Change
Author: Mike Clayton | Publisher: Palgrave Mcmillan, 2014
However, you may need to understand the perspectives of other organizations. So, I’ll offer some alternatives. And I’ll present them in order of increasing verbosity (number of words).
But, I think you’ll agree, they all say the same thing!
Individuals or groups who have an interest or role in the project, programme, or portfolio, or are impacted by it.APM Body of Knowledge, 7th Edition
Published by the Association for Project management, 2019
An individual, group or organization that can affect, be affected by or perceive itself affected by, an initiative (ie a programme, project, activity or risk).Managing Successfl Projects with PRINCE2, 6th edition
Published by TSO, Copyright © Axelos, 2017
An individual, group, or organization that may affect, be affected by, or perceive itself to be affected by a decision, activity, or outcome of a project, program, or portfolio.Guide to the Project Management Body of Knowledge, 6th Edition (PMBOK Guide)
Published by the Project Management Institute, 2017
By the way, have you ever wondered where we get the word ‘stakeholder’ from? I researched it for my book, ‘The Influence Agenda’, and made this short video, describing the history of the word.
The PMI is now (PMBOK Guide 6th Edition) somewhat out of date in referring to Project Stakeholder Management. Most progressive organizations, writers, trainers, and project managers have, for some while, preferred the term Project Stakeholder Engagement.
I’ll explain why I do too, in this short video…
The PMI takes a very standard approach to Stakeholder Engagement. Even its ‘trends and emerging practices’ largely lists things I would have thought of as standard 20 years ago!
Only one ’emerging trend’ strikes me as on-trend. Involving stakeholders in co-creation. This is an essential component of Design Thinking that underpins a lot of Agile Project Management.
I have outlined the four processes that the PMI uses to describe its Project Stakeholder Management knowledge area above. Before we look at them in detail, let’s take a quick look at how the APM and PRINCE2 address the same area of knowledge.
As you would expect, if you’ve read my review of the 7th Edition of the APM’s Body of Knowledge, APM takes a different approach to PMI. The approach is complementary but far less prescriptive. Unlike its earlier editions of the APMBoK, this one makes no attempt to define a process.
Instead, it gives us a section (Engaging Stakeholders) of Chapter 3 (People and Behaviours), with five parts. The first introduces the topic of stakeholders and offers three excellent – but fairly advanced – recommendations for further reading. The other four parts give an overview and reading recommendations for four specific skill-sets within the wider stakeholder engagement knowledge area:
The APMBoK assumes a certain level of PM knowledge and experience. It doesn’t attempt to offer a basic guide to this (or any other) topic. But, for serious project management professionals, it is an excellent reference. Do take a look at it.
APMBoK uses the term ‘Engaging Stakeholders’, rather than Project Stakeholder Management.
PRINCE2 is light on its coverage of stakeholder engagement. Instead, it refers readers to the process set out in the companion methodology, Managing Successful Programmes (MSP).
This does make sense. PRINCE2 is not so much about ‘how to manage a project’ as about how to impose good governance on your projects. Therefore, core knowledge areas and toolsets like stakeholder engagement are not within its purview.
PRINCE2 uses the term ‘Stakeholder Engagement’, rather than Project Stakeholder Management.
Managing Successful Programmes (MSP) is a companion methodology to PRINCE2, which focuses on Program Management. In it, we see a six-step process for stakeholder engagement:
MSP offers us a number of useful checklists, diagrams, and tables. The guidebook to MSP makes an excellent reference for project managers moving beyond the basics.
MSP uses the term ‘Stakeholder Engagement’, rather than Project Stakeholder Management.
The Project Stakeholder Management process starts with identifying who your stakeholders are. And the best advice I can give is to draw your net as widely as possible. You’ll later be able to prioritize them, so minimize the risk of missing any by looking within and outside your organization for anyone with any interest at all, in your project.
The PMBOK Guide’s ITTO suggests brainstorming and brainwriting, questionnaires and surveys. There are plenty more approaches you can take.
Why not start with a pre-made list of basic stakeholders. You’ll find some online, and we have a list of 127 in our list, within our Project Checklists kit.
Click here to open your PDF Stakeholder Checklist in a new window. You’ll be able to download it from there.
Once we know who our stakeholders are, we need to understand them. In the PMBOK Guide, this is part of the Identify Stakeholders process. But it is a substantial and important task. Big enough to merit its own stage in most methodologies.
Our analysis requires us to look at what we know about each stakeholder, and make reasonable working assumptions, where we lack knowledge. The sort of things that will interest us about them include:
The PMBOK Guide offers four tools (plus prioritization, which we’ll return to) for analyzing your stakeholders:
If you are studying for PMP or CAPM, then do read these carefully and look up further details. For more information, please do take a look at our detailed article:
Stakeholder engagement is vitally important. Yet, in the real world of limited resources, you will need to prioritize which stakeholders get the bulk of your attention. We use these analysis tools to determine which are most important to the long-term success of our project.
Or, as PMI points out, which need your attention to best avoid costly errors or failures!
Now it is time to build a plan. While the MSP stakeholder engagement process distinguishes your strategy (how you will engage and what you are going to communicate) from your plan (when you will engage), I don’t see this precise distinction as quite right.
Of course, the PMBOK Guide does not distinguish these at all. It offers us a set of inputs, tools & techniques, and outputs that yield your Stakeholder Engagement Plan.
For each stakeholder, what will be your strategy? Not the tactical detail of how you will engage, but what are you seeking to achieve? That should give you the approach to take. For example, your priority may be to:
I’ve created a full article on this topic:
This is another big topic, which I have covered in detail in its own article:
I understand why PMI has continued to refer to Project Stakeholder Management, rather than ‘engagement’. It’s to fit with the titles of its other 9 Knowledge Areas. I would hope that, next time around, the PMBOK 7th Edition will eschew knowledge area names that merely create a pleasing pattern.
Instead, I hope we’ll see Project Stakeholder Engagement. But then, I suspect there will be far bigger changes in the 7th edition. FAR BIGGER!
But I do favor the term Stakeholder Engagement Management for the process of managing your stakeholder engagement process: working your plan.
Good stakeholder engagement – like so much of Project Management – is all about communication. PMI, APM, and my own book, The Influence Agenda, all identify core skills. Taking everything together, the superset makes a good list.
I often find that there is one thing project managers fear most. And that is dealing with difficult stakeholders and handling the inevitable resistance and objections we get when we set out to create change.
We have two great articles to help you with this.
The Monitor and Review Cycle is the beating heart of a project during the delivery stage. And likewise, it’s a crucial part of your project stakeholder engagement management process.
The PMBOK Guide says disappointingly little about this stage. I like to think in terms of three review cycles, which I discuss in detail, in The Influence Agenda.
MSP says virtually nothing (less than 200 words) on this. The PMBOK Guide says precisely nothing about this.
This is another big topic, and a somewhat advanced one. I discuss it in full, in The Influence Agenda. There, I offer a simple 7-step process:
Although it does not address stakeholder engagement directly, if this topic interests you, you might like our article, ‘Project Management Review: A Guide to Project Audit and Assurance‘.
If you want to take your study of project stakeholder engagement further, we have more articles that offer different takes on the topic:
I’d love to hear your experiences, questions, or insights about stakeholder engagement. Please do use the comments, below, and I’ll look forward to responding to every contribution.
Dr Mike Clayton is one of the most successful and in-demand project management trainers in the UK. He is author of 14 best-selling books, including four about project management. He is also a prolific blogger and contributor to ProjectManager.com and Project, the journal of the Association for Project Management. Between 1990 and 2002, Mike was a successful project manager, leading large project teams and delivering complex projects. In 2016, Mike launched OnlinePMCourses.
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