Kick off stakeholders: a checklist
From the The Money Files Blog
by Elizabeth Harrin
A blog that looks at all aspects of project and program finances from budgets, estimating and accounting to getting a pay rise and managing contracts.
Written by Elizabeth Harrin from RebelsGuideToPM.com.
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Date
Who do you consult when a project gets going? Or when you want to put forward an idea for a new project but need to run it past some key stakeholders?
One issue I had on a project recently was that we didn’t involve our IT subject matter expert early enough. While that didn’t slow down the project, it did mean we’d made extra work for them, which isn’t kind, and I’m sure they felt like an afterthought, which is not the relationship I want to have with my stakeholders.
So learning from that, here are some of the key stakeholder groups and subject matter expert teams that you should be talking to at the beginning of a new piece of work.
IT
Let’s put them first! Talk to your technical colleagues to find out if they can advise on the best solution.
Operations
Operations are the group that keep the organisation working, so they run the day to day functions of your business. The teams are going to be different depending on what your business does, but they will know whether your project is going to have an impact on frontline staff and the operators.
Finance
Talk to your finance team to find out whether there are any special requirements for this kind of project. For example, what are the funding options, how will financial benefits be tracked, whether contingency or management reserves are available and whether there will be a finance analyst available to support the work.
They might be able to give you and idea of what budget is available in the portfolio which will help you scale the work.
PMO
Talk to the PMO about resourcing, scheduling and estimating and securing project resource. Generally, in my experience if you are the project manager involved at the start of a discovery or concept phase, then you’ll also be the one that carries on leading the work as it moves forward. But not always, so make sure if you need project support that you’ve got a PM and/or analyst assigned to the work and that they understand what is expected.
Finally, don’t forget to include the senior leadership in your consultation. As a key stakeholder, they’ve got the power to say they don’t want the work to go ahead after all because something has changed. Equally, having their support for projects that are moving is invaluable because they’ll be able to support and champion from the top.
Legal, compliance and data protection
I’ve bundled legal, compliance and data protection into one group but you probably have separate teams responsible for each function. Talk to each of the departments to make sure that your project is viable and meets with all the required regulations and policies.
Communications
If you have an internal comms team, talk to them about the project and what support you can expect from them. For example, they might be able to help with drafting project newsletters and briefings, and creating slides to share at leadership meetings.
HR
If your project affects people’s jobs in any way, consult with your Human Resources team. There might need to be consideration given to job descriptions, recruitment, the onboarding and induction process, training and more. HR-related changes can take some time so it’s worth getting them involved early.
Specialist teams
If your project involves manufacturing, talk to them. If you need engineers, get input from them. If you have a big marketing expectation, bring the marketeers onboard at this point and get their thoughts. Work out what specialist subject matter expert teams are relevant to your work and include them.
What other teams would you include by default? I’m sure there are some I’ve forgotten!
Posted on: August 13, 2024 09:00 AM |
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Comments (7)
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Kwiyuh Michael Wepngong
Community Champion
Financial Management Specialist | US Peace Corps
Yaounde, Centre, Cameroon
Emmanuel Udo
Other| Inflatus Consultants and Partners
Port Harcourt, Nigeria
I notice that all the stakeholders listed are internal to the organization.
One then assumes that the project has no external stakeholders. Otherwise, you may also need to engage an oft overlooked group of stakeholders until it is too late: the gang leader or mafia boss if the project is within their area of influence.
Project teams often realise too late that they made a grave mistake when they mobilize to site and discover that they cannot work because of threat by these 'stakeholders'.
@Emmannuel Udo
When dealing with a mafia boss in their constituency for a project, consider the following steps:
1. Build relationships: Establish communication channels and build trust.
2. Understand their interests: Identify potential benefits or concerns they may have.
3. Transparency: Keep them informed about project progress and involve them in decision-making.
4. Offer incentives: Provide benefits, such as job opportunities or local investments.
5. Be respectful: Show deference to their influence and authority.
6. Seek protection: If necessary, request police or government protection.
SWOT analysis for this situation:
Strengths:
- Building relationships with influential local figures
- Potential for local support and cooperation
- Opportunities for community engagement
Weaknesses:
- Risk of extortion or demands for favors
- Potential for project delays or disruptions
- Dependence on mafia boss's support
Opportunities:
- Gaining local support and acceptance
- Access to local resources and networks
- Potential for long-term partnerships
Threats:
- Risk of violence or intimidation
- Negative impact on project reputation
- Legal or ethical complications
As a project manager, consider these factors to navigate the situation effectively and ensure project success.
Hello thanks for the list. I will add the representative of the customers of the project : internal or external.
Meredith Tilton
Project Analyst| Bristol West Insurance Company
Oviedo, Fl, United States
I also like to think about the change management that may need support. Perhaps they don't need to be on every call but receive updates and be looped in later when the project is further along and more defined.
Nice article and please let me add a couple of considerations to extend it.
1. Do not consider just FINANCE, but also Administration and Cost (Management control system).
2. Let's change COMMUNICATION to Communication and Marketing: both are very relevant for a project success.
Brilliant points, I bookmarked your article in my PM toolbox!
Emmanuel Udo
Other| Inflatus Consultants and Partners
Port Harcourt, Nigeria
@Fazal E Aziz
Very interesting insights you have brought to the discussion.
I will give some more thought.
Thank you.
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