Stakeholder Analysis Process - Revision history

Tkokotas at 12:02, 20 December 2018

2018-12-20T12:02:34Z

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	~~[[Category:Stakeholder Analysis]]~~		''Developed by Charlotte Gram Hartlev''


	Competent managing of different stakeholders is a crucial part of projects, programs or portfolios management. A project success depends exclusively on the stakeholders satisfaction, which makes the handling essential. Stakeholder has different influence and interest in projects and must therefore be treated in individual ways. Stakeholder analysis process consists of a number of steps including a large variety of methods and tools that establish a broad foundation of knowledge and understanding of the different stakeholders behavior. The stakeholder analysis is a dynamic process through a project, as stakeholders are changing character, new are acceding and old are leaving. The stakeholder analysis is overall creating groundwork for evolving a decision and conduct strategy of managing the stakeholder. A stakeholder analyses is a simple and helpful approach for creation of a managing strategy, but it is also providing some distortion view of the reality.		Competent managing of different stakeholders is a crucial part of projects, programs or portfolios management. A project success depends exclusively on the stakeholders satisfaction, which makes the handling essential. Stakeholder has different influence and interest in projects and must therefore be treated in individual ways. Stakeholder analysis process consists of a number of steps including a large variety of methods and tools that establish a broad foundation of knowledge and understanding of the different stakeholders behavior. The stakeholder analysis is a dynamic process through a project, as stakeholders are changing character, new are acceding and old are leaving. The stakeholder analysis is overall creating groundwork for evolving a decision and conduct strategy of managing the stakeholder. A stakeholder analyses is a simple and helpful approach for creation of a managing strategy, but it is also providing some distortion view of the reality.

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	= References =		= References =
	<References/>		<References/>


			[[Category:Stakeholder Analysis]]

Char: /* History */

2014-11-28T13:16:38Z

History

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	=History=		=History=
	The term “stakeholder” appeared for the first time in 1963 in management literature at the Stanford Research Institute <ref name="x1">Edward Freeman, R. “Strategic Management: A Stakeholder Approach” page 31 section “History of Stakeholder”</ref>. The stakeholder concept has since been modified and expanded to a number of disciplines over its lifetime. The original way of thinking of stakeholders was as shareholders or stockholders – considered as the only group that management was responsible to. The stakeholder theory was for the first time detailed described in the book Strategic Management: A stakeholder Approach by R. Edward Freeman (American Philosopher and Professor of Business Administration) in 1984 where the term stakeholder became specified as everyone who has the possibility to affect or may be affected by the action of a corporation<ref name="x1"/>. Later on was the stakeholder theory combined with strategy theory and together was the stakeholder management approach formed. The leaders in the development and integration of the stakeholder approach in strategy theory (stakeholder management) were Harrison (Professor of Finance and Strategic Management) and St. John (Professor of Management) <ref>Harrison S. J. and John H. St., “Managing and partnering with external stakeholders” The Academy of Management Executive (1993-2005)</ref>. In addition, the stakeholder theory was discussed by Donaldson (Professor in Ethics and Law) and Preston (Professor in Business) in 1995 not to be a single theory but a set of theories for the management of stakeholder, covering two over all dimension: the descriptive and instrumental perspective <ref>Donaldson T. and Preston F. L., “The Academy of Management Review” section “The Stakeholder Theory of the Corporation: Concepts, Evidence, and Implications” Academy of Management 1995</ref>.		The term “stakeholder” appeared for the first time in 1963 in management literature at the Stanford Research Institute <ref name="x1">Edward Freeman, R. “Strategic Management: A Stakeholder Approach” page 31 section “History of Stakeholder”</ref>. The stakeholder concept has since been modified and expanded to a number of disciplines over its lifetime. The original way of thinking of stakeholders was as shareholders or stockholders – considered as the only group that management was responsible to. The stakeholder theory was for the first time detailed described in the book Strategic Management: A stakeholder Approach by R. Edward Freeman (American Philosopher and Professor of Business Administration) in 1984 where the term stakeholder became specified as everyone who has the possibility to affect or may be affected by the action of a corporation<ref name="x1"/>. Later on was the stakeholder theory combined with strategy theory and together was the stakeholder management approach formed. The leaders in the development and integration of the stakeholder approach in strategy theory (stakeholder management) were Harrison (Professor of Finance and Strategic Management) and St. John (Professor of Management) <ref>Harrison S. J. and John H. St., “Managing and partnering with external stakeholders” The Academy of Management Executive (1993-2005)</ref>. In addition, the stakeholder theory was discussed by Donaldson (Professor in Ethics and Law) and Preston (Professor in Business) in 1995 not to be a single theory, but a set of theories for the management of stakeholder, covering two over all dimension: the descriptive and instrumental perspective <ref>Donaldson T. and Preston F. L., “The Academy of Management Review” section “The Stakeholder Theory of the Corporation: Concepts, Evidence, and Implications” Academy of Management 1995</ref>.

	=Stakeholder Analysis=		=Stakeholder Analysis=

Char: /* Stakeholder Analysis */

2014-11-28T13:15:11Z

Stakeholder Analysis

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	=Stakeholder Analysis=		=Stakeholder Analysis=
	The stakeholder analysis is a process that systematical gathering and analyzing all the necessary information in order to create a deep understanding of the different actors (organizations and individuals) behavior, relationship, interests etc. to a given project <ref>Varvasovszky, Z. and Brugha, R. “How to do (or not to do)… A stakeholder analysis” Oxford University Press 2000.</ref>. Stakeholder analysis is used to increase the chance of project success in project management through directly or indirectly handling of the stakeholders. The stakeholder analysis is an important part of the [[Risk management]] in project. It is essential to identify the stakeholders level of influence, interest and priority them in order to manage them optimal and in the right context. Based on the analysis it becomes possible to develop an appropriate strategy to build and maintain the networks to stakeholders, which are required for the success of a project.		The stakeholder analysis is a process that systematical gathering and analyzing all the necessary information in order to create a deep understanding of the different actors (organizations and individuals) behavior, relationship, interests etc. to a given project <ref>Varvasovszky, Z. and Brugha, R. “How to do (or not to do)… A stakeholder analysis” Oxford University Press 2000.</ref>. Stakeholder analysis is used to increase the chance of project success in project management through directly or indirectly handling of the stakeholders. The stakeholder analysis is therefore an important part of the [[Risk management]] in project. It is essential to identify the stakeholders level of influence, interest and priority them in order to manage them optimal and in the right context. Based on the analysis it becomes possible to develop an appropriate strategy to build and maintain the networks to stakeholders, which are required for the success of a project.

	The stakeholder analysis is a continuing and repeating process in the project planning and execution, as composition of the stakeholders are dynamic and change though the project <ref>Elias A., A., Cavana Y., R. and Jackson S., L. “Stakeholder Analysis to Enrich the System Thinking and Modelling Methodology” page 4, 2001</ref>. Stakeholder interest and level of influence can change as the project evolve, as well as new stakeholder may join and old my drop out.		The stakeholder analysis is a continuing and repeating process in the project planning and execution, as composition of the stakeholders are dynamic and change though the project <ref>Elias A., A., Cavana Y., R. and Jackson S., L. “Stakeholder Analysis to Enrich the System Thinking and Modelling Methodology” page 4, 2001</ref>. Stakeholder interest and level of influence can change as the project evolve, as well as new stakeholder may join and old my drop out.

	The development of the stakeholder analysis should take place in the beginning of the project as it is used as a foundation for the whole project. Based on the stakeholder analysis it also becomes possible to perform a risk analysis, plan the entire project approach, plan the communication and implementation approach and develop objective in cooperation with the key stakeholders.		The development of the stakeholder analysis should take place in the beginning of the project as it is used as a foundation for the whole project. Based on the stakeholder analysis it also becomes possible to perform a risk analysis, plan the entire project approach, plan the communication and implementation approach and develop objective in cooperation with the key stakeholders.

	=Stakeholder Analysis Approach=		=Stakeholder Analysis Approach=

Char at 13:11, 28 November 2014

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	The execution of communication can cause huge challenges and result in misunderstandings, unsatisfactory, lack of control, inaccurate and inappropriate information. A management communication plan breaks the communication down into smaller pieces and thereby controls and optimizes the preferred communication <ref>Welch M. and Jackson R. P. “Rethinking internal communication: a stakeholder approach” Rethinking internal communication, 2007</ref>. The plan includes a communication approach for all the stakeholders. The plan structures the required communication approach in different parameters. The parameters could be: Stakeholder, context, preferred medium, timing, and responsible person for doing the communication, see figure 4.		The execution of communication can cause huge challenges and result in misunderstandings, unsatisfactory, lack of control, inaccurate and inappropriate information. A management communication plan breaks the communication down into smaller pieces and thereby controls and optimizes the preferred communication <ref>Welch M. and Jackson R. P. “Rethinking internal communication: a stakeholder approach” Rethinking internal communication, 2007</ref>. The plan includes a communication approach for all the stakeholders. The plan structures the required communication approach in different parameters. The parameters could be: Stakeholder, context, preferred medium, timing, and responsible person for doing the communication, see figure 4.


	= Discussion =		= Discussion =

Char at 13:09, 28 November 2014

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Char at 13:07, 28 November 2014

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	=History=		=History=
	The term “stakeholder” appeared for the first time in 1963 in management literature at the Stanford Research Institute <ref name="x1">[Edward Freeman, R. “Strategic Management: A Stakeholder Approach” page 31 section “History of Stakeholder”]</ref>. The stakeholder concept has since been modified and expanded to a number of disciplines over its lifetime. The original way of thinking of stakeholders was as shareholders or stockholders – considered as the only group that management was responsible to. The stakeholder theory was for the first time detailed described in the book Strategic Management: A stakeholder Approach by R. Edward Freeman (American Philosopher and Professor of Business Administration) in 1984 where the term stakeholder became specified as everyone who has the possibility to affect or may be affected by the action of a corporation<ref name="x1"/>. Later on was the stakeholder theory combined with strategy theory and together was the stakeholder management approach formed. The leaders in the development and integration of the stakeholder approach in strategy theory (stakeholder management) were Harrison (Professor of Finance and Strategic Management) and St. John (Professor of Management) <ref>[Harrison S. J. and John H. St., “Managing and partnering with external stakeholders” The Academy of Management Executive (1993-2005)]</ref>. In addition, the stakeholder theory was discussed by Donaldson (Professor in Ethics and Law) and Preston (Professor in Business) in 1995 not to be a single theory but a set of theories for the management of stakeholder, covering two over all dimension: the descriptive and instrumental perspective <ref>[Donaldson T. and Preston F. L., “The Academy of Management Review” section “The Stakeholder Theory of the Corporation: Concepts, Evidence, and Implications” Academy of Management 1995]</ref>.		The term “stakeholder” appeared for the first time in 1963 in management literature at the Stanford Research Institute <ref name="x1">Edward Freeman, R. “Strategic Management: A Stakeholder Approach” page 31 section “History of Stakeholder”</ref>. The stakeholder concept has since been modified and expanded to a number of disciplines over its lifetime. The original way of thinking of stakeholders was as shareholders or stockholders – considered as the only group that management was responsible to. The stakeholder theory was for the first time detailed described in the book Strategic Management: A stakeholder Approach by R. Edward Freeman (American Philosopher and Professor of Business Administration) in 1984 where the term stakeholder became specified as everyone who has the possibility to affect or may be affected by the action of a corporation<ref name="x1"/>. Later on was the stakeholder theory combined with strategy theory and together was the stakeholder management approach formed. The leaders in the development and integration of the stakeholder approach in strategy theory (stakeholder management) were Harrison (Professor of Finance and Strategic Management) and St. John (Professor of Management) <ref>[Harrison S. J. and John H. St., “Managing and partnering with external stakeholders” The Academy of Management Executive (1993-2005)]</ref>. In addition, the stakeholder theory was discussed by Donaldson (Professor in Ethics and Law) and Preston (Professor in Business) in 1995 not to be a single theory but a set of theories for the management of stakeholder, covering two over all dimension: the descriptive and instrumental perspective <ref>[Donaldson T. and Preston F. L., “The Academy of Management Review” section “The Stakeholder Theory of the Corporation: Concepts, Evidence, and Implications” Academy of Management 1995]</ref>.

	=Stakeholder Analysis=		=Stakeholder Analysis=

Char: /* Stakeholder Analysis Approach */

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Stakeholder Analysis Approach

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	There exist several different stakeholder analysis approaches, but the basic philosophy is almost the same. A more generally stakeholder analysis process for mapping the staleholder is discussed below. The process consists of four steps and is describing the main characteristic in the steps.		There exist several different stakeholder analysis approaches, but the basic philosophy is almost the same. A more generally stakeholder analysis process for mapping the staleholder is discussed below. The process consists of four steps and is describing the main characteristic in the steps.

	Generally Stakeholder Analysis Approached <ref>[Attrup L., M. and Olsson R., M., “Power i projekter & portefølje” Jurist-og Økonomforbundets forlag 2008 ]</ref>.		Generally Stakeholder Analysis Approached <ref name="x2">[Attrup L., M. and Olsson R., M., “Power i projekter & portefølje” Jurist-og Økonomforbundets forlag 2008 ]</ref>.

	*1.Identify stakeholders		*1.Identify stakeholders
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	[[File:x4.png\|400px\|thumb\|right\|Figure 1. Stakeholder table]]		[[File:x4.png\|400px\|thumb\|right\|Figure 1. Stakeholder table]]

	The identification of different stakeholders is based on existing knowledge and associations. A broad approach is of great important when stakeholders are identified. The stakeholder search can be clarified from four different perspectives: Upward, External, Inward and Program [<ref~~>[Attrup L., M. and Olsson R., M., “Power i projekter & portefølje” Jurist-og Økonomforbundets forlag 2008 ]<~~/~~ref~~>. The stakeholder that are located “Upward” are the task author and among them are the board, senior manager and the steering committee. External stakeholders consist of government, colleagues, external customers, suppliers, partner, competitors etc. The Inward perspectives are considering the stakeholder within itself. This could be stakeholder as internal customers, staff functions, line managers etc. The last perspective is the “Program” and is containing stakeholders as project teams and program leadership team.		The identification of different stakeholders is based on existing knowledge and associations. A broad approach is of great important when stakeholders are identified. The stakeholder search can be clarified from four different perspectives: Upward, External, Inward and Program <ref name="x2"/>. The stakeholder that are located “Upward” are the task author and among them are the board, senior manager and the steering committee. External stakeholders consist of government, colleagues, external customers, suppliers, partner, competitors etc. The Inward perspectives are considering the stakeholder within itself. This could be stakeholder as internal customers, staff functions, line managers etc. The last perspective is the “Program” and is containing stakeholders as project teams and program leadership team.

	The identify stakeholders can be presented in a table, see figure 1. The found stakeholders can now be mapped in step 2.		The identify stakeholders can be presented in a table, see figure 1. The found stakeholders can now be mapped in step 2.
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	The execution of communication can cause huge challenges and result in misunderstandings, unsatisfactory, lack of control, inaccurate and inappropriate information. A management communication plan breaks the communication down into smaller pieces and thereby controls and optimizes the preferred communication <ref>[Welch M. and Jackson R. P. “Rethinking internal communication: a stakeholder approach” Rethinking internal communication, 2007]</ref>. The plan includes a communication approach for all the stakeholders. The plan structures the required communication approach in different parameters. The parameters could be: Stakeholder, context, preferred medium, timing, and responsible person for doing the communication, see figure 4.		The execution of communication can cause huge challenges and result in misunderstandings, unsatisfactory, lack of control, inaccurate and inappropriate information. A management communication plan breaks the communication down into smaller pieces and thereby controls and optimizes the preferred communication <ref>[Welch M. and Jackson R. P. “Rethinking internal communication: a stakeholder approach” Rethinking internal communication, 2007]</ref>. The plan includes a communication approach for all the stakeholders. The plan structures the required communication approach in different parameters. The parameters could be: Stakeholder, context, preferred medium, timing, and responsible person for doing the communication, see figure 4.


	= Discussion =		= Discussion =

Char at 13:05, 28 November 2014

2014-11-28T13:05:42Z

← Older revision		Revision as of 13:05, 28 November 2014
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	=History=		=History=
	The term “stakeholder” appeared for the first time in 1963 in management literature at the Stanford Research Institute <ref>[Edward Freeman, R. “Strategic Management: A Stakeholder Approach” page 31 section “History of Stakeholder”]</ref>. The stakeholder concept has since been modified and expanded to a number of disciplines over its lifetime. The original way of thinking of stakeholders was as shareholders or stockholders – considered as the only group that management was responsible to. The stakeholder theory was for the first time detailed described in the book Strategic Management: A stakeholder Approach by R. Edward Freeman (American Philosopher and Professor of Business Administration) in 1984 where the term stakeholder became specified as everyone who has the possibility to affect or may be affected by the action of a corporation<ref>"~~[Edward Freeman, R. “Strategic Management: A Stakeholder Approach” page 31 section “History of Stakeholder”]~~"</~~ref~~>. Later on was the stakeholder theory combined with strategy theory and together was the stakeholder management approach formed. The leaders in the development and integration of the stakeholder approach in strategy theory (stakeholder management) were Harrison (Professor of Finance and Strategic Management) and St. John (Professor of Management) <ref>[Harrison S. J. and John H. St., “Managing and partnering with external stakeholders” The Academy of Management Executive (1993-2005)]</ref>. In addition, the stakeholder theory was discussed by Donaldson (Professor in Ethics and Law) and Preston (Professor in Business) in 1995 not to be a single theory but a set of theories for the management of stakeholder, covering two over all dimension: the descriptive and instrumental perspective <ref>[Donaldson T. and Preston F. L., “The Academy of Management Review” section “The Stakeholder Theory of the Corporation: Concepts, Evidence, and Implications” Academy of Management 1995]</ref>.		The term “stakeholder” appeared for the first time in 1963 in management literature at the Stanford Research Institute <ref name="x1">[Edward Freeman, R. “Strategic Management: A Stakeholder Approach” page 31 section “History of Stakeholder”]</ref>. The stakeholder concept has since been modified and expanded to a number of disciplines over its lifetime. The original way of thinking of stakeholders was as shareholders or stockholders – considered as the only group that management was responsible to. The stakeholder theory was for the first time detailed described in the book Strategic Management: A stakeholder Approach by R. Edward Freeman (American Philosopher and Professor of Business Administration) in 1984 where the term stakeholder became specified as everyone who has the possibility to affect or may be affected by the action of a corporation<ref name="x1"/>. Later on was the stakeholder theory combined with strategy theory and together was the stakeholder management approach formed. The leaders in the development and integration of the stakeholder approach in strategy theory (stakeholder management) were Harrison (Professor of Finance and Strategic Management) and St. John (Professor of Management) <ref>[Harrison S. J. and John H. St., “Managing and partnering with external stakeholders” The Academy of Management Executive (1993-2005)]</ref>. In addition, the stakeholder theory was discussed by Donaldson (Professor in Ethics and Law) and Preston (Professor in Business) in 1995 not to be a single theory but a set of theories for the management of stakeholder, covering two over all dimension: the descriptive and instrumental perspective <ref>[Donaldson T. and Preston F. L., “The Academy of Management Review” section “The Stakeholder Theory of the Corporation: Concepts, Evidence, and Implications” Academy of Management 1995]</ref>.

	=Stakeholder Analysis=		=Stakeholder Analysis=

Char at 12:39, 28 November 2014

2014-11-28T12:39:54Z

← Older revision		Revision as of 12:39, 28 November 2014
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	The execution of communication can cause huge challenges and result in misunderstandings, unsatisfactory, lack of control, inaccurate and inappropriate information. A management communication plan breaks the communication down into smaller pieces and thereby controls and optimizes the preferred communication <ref>[Welch M. and Jackson R. P. “Rethinking internal communication: a stakeholder approach” Rethinking internal communication, 2007]</ref>. The plan includes a communication approach for all the stakeholders. The plan structures the required communication approach in different parameters. The parameters could be: Stakeholder, context, preferred medium, timing, and responsible person for doing the communication, see figure 4.		The execution of communication can cause huge challenges and result in misunderstandings, unsatisfactory, lack of control, inaccurate and inappropriate information. A management communication plan breaks the communication down into smaller pieces and thereby controls and optimizes the preferred communication <ref>[Welch M. and Jackson R. P. “Rethinking internal communication: a stakeholder approach” Rethinking internal communication, 2007]</ref>. The plan includes a communication approach for all the stakeholders. The plan structures the required communication approach in different parameters. The parameters could be: Stakeholder, context, preferred medium, timing, and responsible person for doing the communication, see figure 4.


	= Discussion =		= Discussion =

Char at 12:39, 28 November 2014

2014-11-28T12:39:37Z

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	When the stakeholders are investigated it becomes clear which stakeholder groups consist of homogeny and heterogeneous stakeholder. Stakeholder groups containing of stakeholders with heterogeneous attitudes and values have to be separated. It is essential that the stakeholders are grouped homogeny in order for the determined approach to work optimally.		When the stakeholders are investigated it becomes clear which stakeholder groups consist of homogeny and heterogeneous stakeholder. Stakeholder groups containing of stakeholders with heterogeneous attitudes and values have to be separated. It is essential that the stakeholders are grouped homogeny in order for the determined approach to work optimally.

	[[File:c2.png\|~~240px~~\|thumb\|right\|Figure 3. Stakeholder Profile]]		[[File:c2.png\|400px\|thumb\|right\|Figure 3. Stakeholder Profile]]

	The profiles have to be credible and give a true impression of how the stakeholders are. This can be very difficult to fully achieve, as some aspect of the profile is based on the stakeholders opinions and values. This information and knowledge is not to be funded physical but psychical. This can lead to insufficient information and assessments/assumptions become necessary in order to complete the profile.		The profiles have to be credible and give a true impression of how the stakeholders are. This can be very difficult to fully achieve, as some aspect of the profile is based on the stakeholders opinions and values. This information and knowledge is not to be funded physical but psychical. This can lead to insufficient information and assessments/assumptions become necessary in order to complete the profile.
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	Developing a communication strategy is based on the stakeholder prioritization and profile to ensure optimal communication. The stakeholder profile gives a decision ground of how to target the communication, contents and means of communication, and the prioritization gives an impression of the frequency of the communication and also the communication means. Key stakeholders feedbacks are important to involve in the communication to ensure their satisfactions with the project and discover possible dissatisfactions. Based on the feedback it can be determinate if the key stakeholders need to be more involved in the project.		Developing a communication strategy is based on the stakeholder prioritization and profile to ensure optimal communication. The stakeholder profile gives a decision ground of how to target the communication, contents and means of communication, and the prioritization gives an impression of the frequency of the communication and also the communication means. Key stakeholders feedbacks are important to involve in the communication to ensure their satisfactions with the project and discover possible dissatisfactions. Based on the feedback it can be determinate if the key stakeholders need to be more involved in the project.

	[[File:a2.png\|~~240px~~\|thumb\|~~left~~\|Figure 4. Communication plan]]		[[File:a2.png\|400px\|thumb\|right\|Figure 4. Communication plan]]

	The execution of communication can cause huge challenges and result in misunderstandings, unsatisfactory, lack of control, inaccurate and inappropriate information. A management communication plan breaks the communication down into smaller pieces and thereby controls and optimizes the preferred communication <ref>[Welch M. and Jackson R. P. “Rethinking internal communication: a stakeholder approach” Rethinking internal communication, 2007]</ref>. The plan includes a communication approach for all the stakeholders. The plan structures the required communication approach in different parameters. The parameters could be: Stakeholder, context, preferred medium, timing, and responsible person for doing the communication, see figure 4.		The execution of communication can cause huge challenges and result in misunderstandings, unsatisfactory, lack of control, inaccurate and inappropriate information. A management communication plan breaks the communication down into smaller pieces and thereby controls and optimizes the preferred communication <ref>[Welch M. and Jackson R. P. “Rethinking internal communication: a stakeholder approach” Rethinking internal communication, 2007]</ref>. The plan includes a communication approach for all the stakeholders. The plan structures the required communication approach in different parameters. The parameters could be: Stakeholder, context, preferred medium, timing, and responsible person for doing the communication, see figure 4.