Technical PM-competences (Fach) / 1.02 Interested Parties (Lektion)

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• Stakeholders Stakeholders, also called "interested parties", can be classified as individuals or groups who are involved in the project, affected by the result, or interersted in any form.
• Stakeholder management Integrating or influencing the stakeholders in terms of the project Objective is to connect the stakeholder objectives or interests with the project objectives
• Summary concerning interested parties Stakeholders must be identified. Experience is, as always, very useful. A project environment analysis and comparisons from similar projects should be applied. The interests and expectations of the stakeholders should be analysed. It can be useful to differentiate between known and suspected interests. The stakeholders should be evaluated accoridng to ther power and attitude/probability of conflict towards the project (can they eventually stop the project?). A stakeholder's potential opposition or support of a project should be evaluated. Appropriate stakeholder management meassures need to be assessed. These measures can be based on participatory, discursive, or repressive strategies. Stakeholders need to be continuously observed and the measures adjusted as necessary.
• Objectives of stakeholder management Identifying the relevant stakeholders, Evaluating the stakeholders based on their objectives and interests, Coordination of measures and strategies when dealing with these stakeholders, Estimation of development costs of said measures and strategies and implementing them within the project budget.
• Fours steps of stakeholder management Step: Identifying all stakeholders e.g. by project environement analysis, a standard project stakeholder list, creativity techniques/team exercise (mind map, brainstorming, brainwriting etc.) Step: Analyse and evaluate stakeholders interets and objectives. Subjective assumptions need to be objectified through a process of discussion and collection of information.Rating often used: Power of influence, attitude towards the project or probability of conflict (rating e.g. by a scale from low to high or from 1 to 10) Step: Visualisation by a stakeholder table or chart (ratings: probability of conflict 1 to 10, influence 1 to 10, assumed interests) Step: Planning and controlling measures and by this purposefully managing the stakeholders Controlling measures need to be monitored throughout the course of the project (are there any new stakeholders, do the meassures show the desired effect, if applicable plan new measures).
• Strategies of dealing with stakeholders Participatory strategy: Participatory strategies sees the stakeholder as a partner and try to integrate them in the project (focus on the intrinsic motivation of the stakeholders) Discursive strategy: Discursive strategies focus on reconciling the various stakeholder interests with methods of negotations and conflict management (focus on a fair and objective discussion between the parties) Repressive strategy: Repressive strategies are based on the idea to enforce project conformal behaviour using influencing and promotors of power, a fait accompli, selective information and similar forms of power to control (risk to cause conflicts, will not change stakeholder motivation)
• Forms of stakeholder involvement Formal integration into the project organisation (member of project or steering team)(positive: improved project results, psychological/emotional effects; negative: risk to slow down, time-consuming & challenging) Inclusion into selected projects tasks and decision (w.o. formal integration)(positive: beneficial to finding objectives, or evaluating project alternatives, without becoming a "permanent liability" to the project Active information as form of minimal involvement - stakeholder is actively kept informed about the intentions, the current state etc. A measure that will almost always assist stakeholder management is communication. Communication should be regular, honest, and early (to foster an interactive relationship with the stakeholders) - Good tool communication matrix (who gets what information and at which point in time)

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