Stakeholder engagement guidance note

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Information about Stakeholder engagement guidance note
Business & Mgmt

Published on March 3, 2014

Author: assocpm



This presentation was given by Donnie MacNicol and Guy Giffin at the joint APM / RICS conference on project leadership held in London on 25th February 2014.

18/02/2014 RICS & APM Project Leadership Conference Stakeholder Engagement Guidance Note Guy Giffin and Donnie MacNicol 25 February 2014 Parliament Square, London Authors Guy Giffin Donnie MacNicol Paul Mansell 1

18/02/2014 Structure of our session 1. Introduction and overview of the Guidance Note 2. The 10 Principles, the heart of the Guidance Note 3. Appendices 1. A4 2. A2 3. A5 How to develop the capability Framework of good practice: CASE Model Results of the Survey 4. What did we learn on our ‘Journey’? 5. Consultation – your opportunity to engage 6. Questions ‘Manager’ to ‘Leader’ • • Is this trend true in your experience? What impact is this having? – What you do – How you do it – Who you do it with • Expectations changing? What are the challenges: – Does more “leadership” mean less “management”? – Who does the “management” that the “leader” is no longer doing? • What is required to transition from management to leadership? – Skills – what are they? – Need for improved stakeholder engagement skills (…is that a leading question)? Sarah Coleman Donnie MacNicol 3rd Edition 2

18/02/2014 Stakeholder Management Stakeholder Engagement (aka more Leadership focus) Stakeholder management is the systematic identification, analysis and planning of actions to communicate with, negotiate with and influence key stakeholders. Stakeholders are all those who have an interest or role in the project or are impacted by the project. APM BoK 5th Edition • • • • • So what is Stakeholder Engagement?……. …. relationships …. engagement …. leadership …. success……. Stakeholder Engagement Guidance Note • Guidance to anyone who encounters “human”, as well as technical, challenges in their working lives • Increasingly recognised as a key success factor on projects – numerous project reviews indicating these “human factors” as the most likely causes of project problems or failure. • Principles and corresponding examples are based on real life situations – drawn from practitioner experience of what happens in the real world. • Aim to “de-mystify” this topic – a description of good practice, rather than a prescription for best practice. • More art than science. 3

18/02/2014 The 10 Principles, the heart of the Guidance Note “ Principles, if applied, will have a positive impact on the engagement of your stakeholders ” • • Not attempting to describe the mechanisms (“tools and techniques”) Each Principle has a relationship with the others - reflects the complex nature of stakeholder engagement: – – – • There is no single answer or approach You often cannot consider or influence one without impacting the other … complex given the potential uncertainty and ambiguity of how each stakeholder views and reacts to a project. Consider as independent nuggets of advice offered by a trusted colleague or mentor. Reproduced with kind permission from Gatehouse 10 Principles 1. COMMUNICATE 2. CONSULT, EARLY & OFTEN 3. REMEMBER: THEY’RE ONLY HUMAN 4. PLAN IT! 5. RELATIONSHIPS ARE KEY 6. SIMPLE, BUT NOT EASY 7. JUST PART OF MANAGING RISK 8. COMPROMISE 9. UNDERSTAND WHAT SUCCESS IS 10. TAKE RESPONSIBILITY 4

18/02/2014 Appendices 3 Appendices from the Guidance Note • A4 How to develop the capability • A2 Framework of good practice: CASE Model • A5 Results of the Survey Appendix 4 How to develop the capability developing expertise depends essentially on quality and speed of feedback, as well as on sufficient opportunity to practise “ “ Daniel Kahneman 5

18/02/2014 Appendix 2 Framework of good practice: Complexity Alignment Stakeholder Engagement Tool • High level overview provided to practitioner around which they can base their stakeholder engagement effort It is NOT a ‘one size fits all’ approach – every project is different? Process is based on an underlying model that provides the practitioner with a usable tool to guide them through the identification, categorisation and planning of Stakeholder Engagement, cognisant of the inherent complexities of the project environment. • • There are a suite of tools you can deploy ONLY if the project demands it Project Complexity - Rating for CA SE Tool Step 3 Consideration of Env ironmental Complexity Source: adapted from Shenhar & Dv ir Step 3A: Def ining the Dimensions of Complexity Environment W hat are the external political af fects on the project from national of local political stak eholders? Is there an above norm deliberate influence on the project from ex ternal stak eholders? Dimension Step 3B: Assessing Impact of Complexity on Stakeholders Dimension Environment Total Total What is the impa ct of Politics on your progra mme? How polit ical is t he external env ironment? Score Weighting 1 to 5 Political Description % 1 60% 5 40% 2 3 30% 0.9 2 70% RA G 1.4 compound sum of is it of of A*W dimensions concern? 0.6 Technolog y The project's level of technological uncertainty. Is the project's level of technological uncert ainty compounded by new technology, systems a nd processes t hat aff ect the likely project success? 4 100% 2 Is the current funding in pla ce? Is future f unding in place? Is there suf ficient contingency? 4 2 1 25% 50% 25% Novelty The uncertainty of the project's goal, the uncertainty in the market, or both. How new is the projects' product to users? How new is the projects' product to the market in g eneral? 1 50% 0.5 The capability and capacity of the Is there suf ficient support f rom t he business/organisation to support leadership? the project's success Is there suf ficient support f rom t he business (process, systems, tools) to support success? Are there t rhe ca pabilit ies ( and capacity) of competencies and skills to deliver project success? Partial 5.5 No Partial 12 Yes 2.7 Yes 3 2 No 3.75 Yes 7.6 Yes 1 2 20% 0.4 2 0.8 1 30% 0.3 3 0.9 1 20% 0.2 2 20% 0.4 2 60% 1.2 Yes 1.8 The urgency of the project Is there a rea sonable t ime planned namely, how much time there is for the delivery of the project? to complete the job Is there contingency f or schedule slippage? How t horoug hly hav e risk s and issues been modelled f or their posisble impact on t he project? Business Environment 1 2 0.75 5.8 Partial 1.2 Pace 12 1 2 3 1 1 0.25 How new is the projects' product to cust omers? 2.8 3 4 The current and future funding 2.7 2 2.25 F unding 4 3 Partial 4 is it of concern? 1.8 Partial 2.3 Are the social network s external Are the socia l networks mapped, to the project conducive to stable, believa ble and able to success? support success? Are the social network s internal Are the socia l networks mapped, to the project conducive to stable, believa ble and able to success? support success? RAG H (1) / M (2) / L ( 3) 3 2.6 S ocial Eff ect of Complexity Dimension Compound eff ect of on Stakeholkders' perception of dimension on our ability to success & positive engagement influence the with the project? stakeholders? Yes 1 0.2 1 0.4 2 2.4 4 40% 1.6 3 4.8 2 20% 0.4 1 0.4 3 40% 1.2 2 2.4 3.2 Yes © Paul Mansell, ImpaQt Consulting 6

18/02/2014 1. SE was a “discipline worthy of further study and development” and will be of “increasing importance for the profession in the future”. Appendix 5 Results of the Survey 4. 70% of people do not believe there is a consistent understanding of what effective stakeholder engagement is within their organisation. 1. Less impressive - 80% of people felt that there were “insufficient resources being committed to developing SE”. 2. <50% plan and analyse stakeholders with the same rigour as the technical and financial aspects of their projects. 4. 85% said they did not believe there is sufficient and accessible knowledge on stakeholder engagement across their industry. Conducted by the RICS and APM, designed by the authors, between May and July 2013. Completed by 90 people, mainly practitioners. 3. 80% of people reported that they “understood and were able to clearly articulate the motivation and interests of the stakeholders”. 2. On only 50% of projects was there typically a formal stakeholder identification workshop run at the start of new projects with a crosssection of interested parties. 4. 80% did not believe that their organisation had a tailored stakeholder engagement training and development programme. 1. Value of Stakeholder Engagement 2. Practice of Stakeholder Engagement 3. Level of understanding of stakeholders 4. Need for training and development What did we learn on our ‘Journey’? Using the analogy of NYC2SFB 1.Engaging your stakeholders is good … but you need to be ready to accept the implications 2.Relationship building is key – its amazing what people will do to help! 3.You should walk away smiling or what's the point! 7

18/02/2014 Consultation – your opportunity to engage! • iConsult - RICS online consultation platform – erengagement/consultationHome • Download a pdf version • Comment on the note section by section via a structured document 8

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