Stakeholder Expectations Management - Revision history

Tkokotas at 14:04, 18 December 2018

2018-12-18T14:04:26Z

← Older revision		Revision as of 14:04, 18 December 2018
Line 1:		Line 1:
			''Developed by Sean O'Regan''


	[[File:Expectations.png\|thumb\|330px\|Figure 01: Example of misaligned expectations; Adapted from: http://advancedcommunicationsclassblog.blogspot.dk/2011/12/miscommunication-picture.html]]		[[File:Expectations.png\|thumb\|330px\|Figure 01: Example of misaligned expectations; Adapted from: http://advancedcommunicationsclassblog.blogspot.dk/2011/12/miscommunication-picture.html]]

Tkokotas at 21:07, 24 October 2018

2018-10-24T21:07:17Z

← Older revision		Revision as of 21:07, 24 October 2018
Line 251:		Line 251:
	<references />		<references />

	~~[[Category:Stakeholders]] [[Category:Stakeholder Involvement]]~~ [[Category:Project Management]] [[Category:Stakeholder Analysis]]		[[Category:Project Management]] [[Category:Stakeholder Analysis]]

OReganS: /* Annotated bibliography */

2016-09-26T21:05:16Z

Annotated bibliography

← Older revision		Revision as of 21:05, 26 September 2016
Line 244:		Line 244:
	'''THE Rules of Stakeholder Satisfaction (* Timeliness, Honesty, Empathy)''' ''Kelly C. Strong, Richard C. Ringer and Steven A. Taylor''		'''THE Rules of Stakeholder Satisfaction (* Timeliness, Honesty, Empathy)''' ''Kelly C. Strong, Richard C. Ringer and Steven A. Taylor''

	This research ~~article~~ is an interesting view on the stakeholder satisfaction world.		This research paper is an interesting view on the stakeholder satisfaction world.

	It focuses on the role of trust in stakeholder satisfaction. Customers, stockholders, and employees of financial institutions were surveyed to identify management behaviors that lead to stakeholder satisfaction. The model used for analyze stakeholder satisfaction and the literature critic on the topic is of great value for understanding the content of this article.		It focuses on the role of trust in stakeholder satisfaction. Customers, stockholders, and employees of financial institutions were surveyed to identify management behaviors that lead to stakeholder satisfaction. The model used for analyze stakeholder satisfaction and the literature critic on the topic is of great value for understanding the content of this article.

OReganS: /* Annotated bibliography */

2016-09-26T21:04:43Z

Annotated bibliography

← Older revision		Revision as of 21:04, 26 September 2016
Line 222:		Line 222:
	*'''A Guide to the Project Management Body of Knowledge (PMBOK® Guide), Fifth Edition''' ''-Chapter 13''		*'''A Guide to the Project Management Body of Knowledge (PMBOK® Guide), Fifth Edition''' ''-Chapter 13''

	The chapter "Project Stakeholder Management" explains what a stakeholder is for a project. Moreover, it gives a good overview on how to analyze stakeholder and their impact on the project, and to develop appropriate management strategies to effectively engage stakeholders in project decisions and execution.		The chapter "Project Stakeholder Management" explains what a stakeholder is for a project.

			Moreover, it gives a good overview on how to analyze stakeholder and their impact on the project, and to develop appropriate management strategies to effectively engage stakeholders in project decisions and execution.
	It represents a good overview on current best practices of stakeholder management and is a good starting point to understand the general topic on which this article develops.		It represents a good overview on current best practices of stakeholder management and is a good starting point to understand the general topic on which this article develops.

OReganS: /* Annotated bibliography */

2016-09-26T21:02:37Z

Annotated bibliography

← Older revision		Revision as of 21:02, 26 September 2016
Line 222:		Line 222:
	*'''A Guide to the Project Management Body of Knowledge (PMBOK® Guide), Fifth Edition''' ''-Chapter 13''		*'''A Guide to the Project Management Body of Knowledge (PMBOK® Guide), Fifth Edition''' ''-Chapter 13''

	The chapter "Project Stakeholder Management" explains what is ~~stakeholder~~ for a project. Moreover, it gives a good overview on how to analyze stakeholder ~~expectations~~ and their impact on the project, and to develop appropriate management strategies ~~for~~ effectively ~~engaging~~ stakeholders in project decisions and execution.		The chapter "Project Stakeholder Management" explains what a stakeholder is for a project. Moreover, it gives a good overview on how to analyze stakeholder and their impact on the project, and to develop appropriate management strategies to effectively engage stakeholders in project decisions and execution.
	It represents a good ~~over~~ on current best practices of ~~Stakeholder Management~~ and is a good ~~start~~ to understand the general topic on which this article develops.		It represents a good overview on current best practices of stakeholder management and is a good starting point to understand the general topic on which this article develops.

	*'''Managing Stakeholder Expectations for Project Success:A Knowledge Integration Framework and Value Focused Approach ''' '' Ori Schibi''		*'''Managing Stakeholder Expectations for Project Success:A Knowledge Integration Framework and Value Focused Approach ''' '' Ori Schibi''

	This book provides plenty of material concerning stakeholder expectations.		This book provides plenty of material concerning stakeholder expectations.
	~~The~~ article is mainly related to Chapter 4, in which chapter, it is described how to perform a stakeholder analysis and why doing it has a positive impact on project success.
			This article is mainly related to Chapter 4, in which chapter, it is described how to perform a stakeholder analysis and why doing it has a positive impact on project success.
	In the rest of the book other topics of project management, such as communication, risk, change, and quality, are related with stakeholders and project success.		In the rest of the book other topics of project management, such as communication, risk, change, and quality, are related with stakeholders and project success.

	*'''Managing the Expectations of Stakeholders''' ''MAX Technical Training''		*'''Managing the Expectations of Stakeholders''' ''MAX Technical Training''

	This one hour YouTube video provides ten practical tips to manage stakeholder expectations. ~~The~~ article takes inspiration from this tips and re-frames them in a more theoretical based approached. The video is a very good start for a practitioner not familiar with the topic and it provides useful examples on how the toolbox could be applied.		This one hour YouTube video provides ten practical tips to manage stakeholder expectations.

			This article takes inspiration from this tips and re-frames them in a more theoretical based approached. The video is a very good start for a practitioner not familiar with the topic and it provides useful examples on how the toolbox could be applied.

	{{#ev:youtube\|https://www.youtube.com/watch?v=oeE383ZHU24\|600\|center\|'''Video 2:'''Managing the Expectations of Stakeholders\|frame}}		{{#ev:youtube\|https://www.youtube.com/watch?v=oeE383ZHU24\|600\|center\|'''Video 2:'''Managing the Expectations of Stakeholders\|frame}}
Line 239:		Line 242:
	'''THE Rules of Stakeholder Satisfaction (* Timeliness, Honesty, Empathy)''' ''Kelly C. Strong, Richard C. Ringer and Steven A. Taylor''		'''THE Rules of Stakeholder Satisfaction (* Timeliness, Honesty, Empathy)''' ''Kelly C. Strong, Richard C. Ringer and Steven A. Taylor''

	This research article is an interesting view in the stakeholder satisfaction world. It focuses on the role of trust in stakeholder satisfaction. Customers, stockholders, and employees of financial institutions were surveyed to identify management behaviors that lead to stakeholder satisfaction. The model used for analyze stakeholder satisfaction and the literature critic on the topic is of great value for understanding the content of this article.		This research article is an interesting view on the stakeholder satisfaction world.

			It focuses on the role of trust in stakeholder satisfaction. Customers, stockholders, and employees of financial institutions were surveyed to identify management behaviors that lead to stakeholder satisfaction. The model used for analyze stakeholder satisfaction and the literature critic on the topic is of great value for understanding the content of this article.

	=References=		=References=

OReganS: /* Limitations */

2016-09-26T20:59:14Z

Limitations

← Older revision		Revision as of 20:59, 26 September 2016
Line 215:		Line 215:
	=Limitations=		=Limitations=

	*'''Personal skills of PM are extremely important:''' In the book Managing Stakeholder Expectations for Project Success, one of this supporting pillars of this article, the author dedicates great attention to the soft skills of the project manager. Indeed, most of the tools and procedure presented are useless if the project manager is not able to communicate and understand the stakeholders ~~from~~ a personal level.		*'''Personal skills of PM are extremely important:''' In the book Managing Stakeholder Expectations for Project Success, one of this supporting pillars of this article, the author dedicates great attention to the soft skills of the project manager. Indeed, most of the tools and procedure presented are useless if the project manager is not able to communicate and understand the stakeholders on a personal level. Indeed, many times expectations are expressed by non-verbal communications and require a sensible eye to be spotted. Moreover, while contracting with stakeholders communications skills are vital to achieve positive results.

	*'''Number of stakeholders:''' A critical limitation whit theories concerning stakeholders satisfaction is the relationship between the different stakeholder satisfactions. Indeed, some studies described that improve managerial performance in one stakeholder group can comes at the expense of performance for another group. However, more recent studies suggest that, within limits, managers are able to meet the performance expectations of three primary stakeholder groups simultaneously. The research paper,''THE rules of stakeholder satisfaction'' (Kelly C. Strong et al 2001), presents a summary of this contrasting theories and a case study on the feasibility of satisfying three stakeholders groups simultaneously. However, even if this paper proves the possibility of satisfying different groups together, as the number of stakeholder increases satisfying all of them becomes harder and harder. That is why stakeholder mapping is of extreme importance, allowing the project manager to prioritize expectations.		*'''Number of stakeholders:''' A critical limitation whit theories concerning stakeholders satisfaction is the relationship between the different stakeholder satisfactions. Indeed, some studies described that improve managerial performance in one stakeholder group can comes at the expense of performance for another group. However, more recent studies suggest that, within limits, managers are able to meet the performance expectations of three primary stakeholder groups simultaneously. The research paper,''THE rules of stakeholder satisfaction'' (Kelly C. Strong et al 2001), presents a summary of this contrasting theories and a case study on the feasibility of satisfying three stakeholders groups simultaneously. However, even if this paper proves the possibility of satisfying different groups together, as the number of stakeholder increases satisfying all of them becomes harder and harder. That is why stakeholder mapping is of extreme importance, allowing the project manager to prioritize expectations.

OReganS: /* Case Example */

2016-09-26T20:54:23Z

Case Example

OReganS: /* Field of application toolbox */

2016-09-26T20:50:57Z

Field of application toolbox

← Older revision		Revision as of 20:50, 26 September 2016
Line 168:		Line 168:

	=Field of application toolbox=		=Field of application toolbox=
	These ~~toolboxs~~ are not designed for a particular project ~~type~~.		These toolboxes are not designed for any particular project category.
	They have ~~applicabilty~~ in most of the projects, and they are ~~particulary~~ relevant when the project manager senses different interests from different stakeholders.		They have applicability in most of the projects, and they are particularly relevant when the project manager senses different interests from different stakeholders.
	It is ~~recomended~~ that the proactive toolbox is used in the ~~begining~~ of the project to ensure a correct stakeholder identification. Indeed, the usefulness of understanding the expectations once the project has already clear output would be quite low.
	Instead, the reactive toolbox is to be used once the ~~exacution~~ of the project has began. It should be kept on hand for when a new issue is ~~identyfied~~ to ensure that all new problems are correctly documented.		It is recommended that the proactive toolbox is used in the beginning of the project to ensure a correct stakeholder identification. Indeed, the usefulness of understanding the expectations once the project has already clear output would be quite low.
	Because of the strategic impact of expectations management, the ~~responsable~~ of the process should be the project manager. However, is ~~extreamely~~ important to include in the project team ~~also~~ the ~~project team~~ to ensure internal ~~allignment~~.		Instead, the reactive toolbox is to be used once the exaction of the project has began. It should be kept on hand for when a new issue is identified to ensure that all new problems are correctly documented and managed.

			Because of the strategic impact of expectations management, the responsible of the process should be the project manager. However, it is extremely important to include in the project team in the process to ensure internal alignment.

	=Case Example=		=Case Example=

OReganS: /* Reactive toolbox */

2016-09-26T20:48:12Z

Reactive toolbox

← Older revision		Revision as of 20:48, 26 September 2016
Line 132:		Line 132:

	The new expectations are are usually hidden within a request to change some parameter of the project that have to be recorded to keep track of all the issues emerged (phase 1).		The new expectations are are usually hidden within a request to change some parameter of the project that have to be recorded to keep track of all the issues emerged (phase 1).
	Once the project manager comes across this requests, he/she has to act to understand what the interest behind this new expectations is. Indeed, as in the proactive toolbox, the direct request of changing something can not be the real need of who's asking. Negotiation techniques can support this process limiting the divergence from the original plan (~~pahse~~ 2).		Once the project manager comes across this requests, he/she has to act to understand what the interest behind this new expectations is. Indeed, as in the proactive toolbox, the direct request of changing something can not be the real need of who's asking. Negotiation techniques can support this process limiting the divergence from the original plan (phase 2).
	If there is no way to avoid changing plans, a delicate phase begins where the project manager has to understand how changing some parameters will influence the rest of the project and agree with the stakeholders a trade off between satisfying this new expectation and existing project requirements (phase 3).		If there is no way to avoid changing plans, a delicate phase begins where the project manager has to understand how changing some parameters will influence the rest of the project and agree with the stakeholders a trade off between satisfying this new expectation and existing project requirements (phase 3).

Line 139:		Line 139:

	===Issue log===		===Issue log===
	When analyzing stakeholder expectation ~~and~~ issue represents the distance between the stakeholder expectation and the reality of the project.		When analyzing stakeholder expectation an issue represents the distance between the stakeholder expectation and the reality of the project.
	An issue log, in general project management term, contains a list of ongoing and closed issues of the project. While issue logs can be viewed as a way to track errors in the project, the role it plays often extends further. Issue logs can be used to order and organize the current issues by type and severity in order to prioritize issues associated with the current milestone or iteration<ref>''What is an Issue Log? (n.d.). Retrieved September 26, 2016, from http://www.simplilearn.com/issue-log-concepts-article'' </ref>.		An issue log, in general project management term, contains a list of ongoing and closed issues of the project. While issue logs can be viewed as a way to track errors in the project, the role it plays often extends further. Issue logs can be used to order and organize the current issues by type and severity in order to prioritize issues associated with the current milestone or iteration<ref>''What is an Issue Log? (n.d.). Retrieved September 26, 2016, from http://www.simplilearn.com/issue-log-concepts-article'' </ref>.

Line 151:		Line 151:
	That is why is it important to understand if the issue has to be resolved and what the easiest way to solve it is.		That is why is it important to understand if the issue has to be resolved and what the easiest way to solve it is.

	Integrative bargaining is a negotiation strategy in which parties collaborate to find the motivation behind the initial request and develop a "win-win" solution to their dispute ~~Integrative or Interest-Based Bargaining~~ <ref>'' Beyond Intractability. (n.d.). Retrieved September 26, 2016, from http://www.beyondintractability.org/essay/interest-based-bargaining'' </ref>. In other words, the project manager has to understand what is the stakeholder expectation behind the request of a new project requirement and find ~~another~~ way to satisfy it.		Integrative bargaining is a negotiation strategy in which parties collaborate to find the motivation behind the initial request and develop a "win-win" solution to their dispute<ref>'' Beyond Intractability. (n.d.). Retrieved September 26, 2016, from http://www.beyondintractability.org/essay/interest-based-bargaining'' </ref>. In other words, the project manager has to understand what is the stakeholder expectation behind the request of a new project requirement and find others way to satisfy it.

	Figure 08 gives and overview of the method and Video 1 visualizes the benefits of Integrative bargaining as explained in the article.		Figure 08 gives and overview of the method and Video 1 visualizes the benefits of Integrative bargaining as explained in the article.

OReganS: /* Value vs complexity grid */

2016-09-26T20:46:33Z

Value vs complexity grid

← Older revision		Revision as of 20:46, 26 September 2016
Line 112:		Line 112:
	*Difficulty and complexity: it is related to technical considerations on how challenging the implementation will be, therefore there is a need of clear measurements for the criteria and support of technical team in order to help define the complexity of each requirement.		*Difficulty and complexity: it is related to technical considerations on how challenging the implementation will be, therefore there is a need of clear measurements for the criteria and support of technical team in order to help define the complexity of each requirement.
	*Value and importance: it considers the functionality each requirement represents, dependencies other requirements have on it, value/benefits realized for the organization, and the importance of the stakeholders that are associated with it.		*Value and importance: it considers the functionality each requirement represents, dependencies other requirements have on it, value/benefits realized for the organization, and the importance of the stakeholders that are associated with it.

			From the grid the project manager should understand which expectations should be satisfy and which ones should be dismissed.

	===SMART requirements agreement===		===SMART requirements agreement===

← Older revision		Revision as of 20:54, 26 September 2016
Line 177:		Line 177:

	=Case Example=		=Case Example=
	To better understand the application of the toolbox, a simplified fictional case is provided below inspired by the construction of the University of Exeter’s new business school in December 2007 <ref >''University of Exeter Business School, Turner & Townsend. (n.d.). Association for Project Management. Retrieved September 26, 2016, from http://www.apm.org.uk/node/633#EXE'' </ref>.		To better understand the application of the toolbox, a simplified fictional case is provided below inspired by the construction of the University of Exeter’s new business school in December 2007 <ref >''University of Exeter Business School, Turner & Townsend. (n.d.). Association for Project Management. Retrieved September 26, 2016, from http://www.apm.org.uk/node/633#EXE'' </ref>.

	'''Proactive tools'''		'''Proactive tools'''

Line 184:		Line 185:
	*Student		*Student
	*Government		*Government
	~~They~~ analyzed the stakeholder and developed the following stakeholder map:		He analyzed the stakeholder and developed the following stakeholder map:
	[[File:example 1.png\|thumb\|300px\|center\|Figure 10: Stakeholder map]]		[[File:example 1.png\|thumb\|300px\|center\|Figure 10: Stakeholder map]]

	Talking with the stakeholders, the project manager ~~had~~ the following first inputs:		Talking with the stakeholders, the project manager collected the following first inputs:
	*a very clear explanation of what the university was expecting: enhance its position as an international business school through the creation of a state-of-the-art educational facility. The client wanted a building with ‘wow factor.		*a very clear explanation of what the university was expecting: enhance its position as an international business school through the creation of a state-of-the-art educational facility. The client wanted a building with ‘wow factor.
	*a lack of ideas from the students on what they would like in the new facility.		*a lack of ideas from the students on what they would like in the new facility.
Line 194:		Line 195:
	*the university and government results show that they would mainly be dissatisfied by a delays in the projects.		*the university and government results show that they would mainly be dissatisfied by a delays in the projects.
	*the students were able to describe what usually makes a faculty building less attractive, and from the analysis of their toughs the project manager understood that they were incredibly interested in places to conduct group work. that were not requested by the university, and a new student bar.		*the students were able to describe what usually makes a faculty building less attractive, and from the analysis of their toughs the project manager understood that they were incredibly interested in places to conduct group work. that were not requested by the university, and a new student bar.
	Having a clear idea of the initial expectations, the project manager collaborated with some architecture and design firms to develop detail 3-D models and renderings of the outcome project.		Having a clear idea of the initial expectations, the project manager collaborated with some architecture and design firms to develop detail 3-D models and renderings of the outcome project to make sure he understood the requests from the stakeholders.


	Analyzing the different expectation on the project through the value vs complexity grid the project manager discovered that a few of the request were going to be extremely difficult to realize and would have brought small benefits, while requests from marginal stakeholders were easily implementable.		Analyzing the different expectation on the project through the value vs complexity grid the project manager discovered that a few of the request were going to be extremely difficult to realize and would have brought small benefits, while requests from marginal stakeholders were easily implementable.
	[[File:example 2.png\|thumb\|300px\|center\|Figure 11: Value vs. complexity grid]]		[[File:example 2.png\|thumb\|300px\|center\|Figure 11: Value vs. complexity grid]]
	After deleting the unfeasible expectations and ~~another discussion~~ based on prototypes with the stakeholders the project manager recorded the expectation in form of SMART project requirements and started the project.		After deleting the unfeasible expectations and other workshops based on prototypes with the stakeholders, the project manager recorded the expectation in form of SMART project requirements and started the project.

	'''~~reactive~~ tools'''		'''Reactive tools'''

	Three months into the project huge protest from the student association began asking for the suspension of the project for the duration of the exam session. The complains were caused by the noise that disturbed the students in the library near by the construction site. By applying the project management triangle framework the project manager developed an initial analysis of what a month of delay to wait till the end of the exam session would have caused and discusses the results with all the stakeholders. Since the increase in cost was not acceptable for the project sponsor, the project manager established a discussion table with the student to develop a win-win solution.		Three months into the project huge protest from the student association began asking for the suspension of the project for the duration of the exam session. The complains were caused by the noise that disturbed the students in the library near by the construction site. By applying the project management triangle framework the project manager developed an initial analysis of what a month of delay, to wait till the end of the exam session, would have caused and discusses the results with all the stakeholders. Since the increase in cost was not acceptable for the project sponsor, the project manager established a discussion table with the student to develop a win-win solution.

	From the discussion the project manager understood that the noise complain were not caused by the construction itself but by the trucks delivering the material to the site. Therefore, project manager and students agreed on stopping the deliveries from 10 am to 4 pm without any stop on the construction ~~site~~. The new delivery scheme caused a raise in procurement cost but the final increase of expenses was not comparable with the initial request from the students of stopping the project.		From the discussion the project manager understood that the noise complain were not caused by the construction itself but by the trucks delivering the material to the site. Therefore, project manager and students agreed on stopping the deliveries from 10 am to 4 pm without any stop on the construction. The new delivery scheme caused a raise in procurement cost but the final increase of expenses was not comparable with the initial request from the students of stopping the project.

	The project manager stored the information acquired on the issue log on including the root causes of the complains to avoid similar problems in the future and keep track of the change in project requirements.		The project manager stored the information acquired on the issue log on including the root causes of the complains to avoid similar problems in the future and keep track of the change in project requirements.