Stakeholders are individuals, groups, or organizations that can influence project decisions, activities, or outcomes, and individuals, groups, or organizations that can be affected by project decisions, activities, or outcomes. Stakeholders may actively affect the project, or their interests may be positively or negatively affected by the implementation or completion of the project.
Project stakeholders originate from project management. By classifying and analyzing stakeholders, they can fully understand the relationship between different stakeholders. needs and expectations.
When problems occur in the project process, the project manager should find the correct stakeholders to solve the problem, especially when doing projects that are closely integrated with business processes or have complex interests, it is particularly important to identify the stakeholders.
In product design, stakeholders are the source of requirements, so product managers can manage the importance and priority of requirements related to different stakeholders.
In project management, stakeholders should also assume roles and obligations while proposing rights and benefits.
In many failed projects, insufficient stakeholder participation leads to project failure, accounting for a large proportion. Improving the participation of stakeholders can help the project to promote and achieve the expected goals; in
addition, while clarifying the expectations and rights of the stakeholders, it is necessary to clarify what resources the stakeholders can bring to the project at what stage.
1. Identify project stakeholders without omission
The first step in stakeholder analysis requires careful identification of all stakeholders in the project.
Project stakeholders originate from project management. By classifying and analyzing stakeholders, they can fully understand the relationship between different stakeholders. needs and expectations.
When problems occur in the project process, the project manager should find the correct stakeholders to solve the problem, especially when doing projects that are closely integrated with business processes or have complex interests, it is particularly important to identify the stakeholders.
In product design, stakeholders are the source of requirements, so product managers can manage the importance and priority of requirements related to different stakeholders.
In project management, stakeholders should also assume roles and obligations while proposing rights and benefits.
In many failed projects, insufficient stakeholder participation leads to project failure, accounting for a large proportion. Improving the participation of stakeholders can help the project to promote and achieve the expected goals; in
addition, while clarifying the expectations and rights of the stakeholders, it is necessary to clarify what resources the stakeholders can bring to the project at what stage.
1. Identify project stakeholders without omission
The first step in stakeholder analysis requires careful identification of all stakeholders in the project.
Project managers need to have a comprehensive understanding of project stakeholders, and have a complete project stakeholder structure in their minds. In the future, whether it is starting, planning or executing, problem handling and closing, they need to think about problems systematically and globally.
After identifying the project stakeholders, it is also necessary to analyze the relationship and historical origins between the stakeholders.
2. Analyze stakeholders according to their importance The importance of
different project stakeholders is different, and the degree of influence on the achievement of the project goals is very different at different stages of the project.
According to the general project stakeholder classification method, the stakeholders of Party A in the project are mainly divided into the following categories: investors, decision makers, auxiliary decision makers, purchasers, business leaders, business personnel, technical leaders, technicians, users etc., their different identities have different effects due to different projects.
Why don't stakeholders support my project? How to do?
After the project task was assigned, the executor did not hand in the work on time and fell behind the work plan more and more, and the customer began to be dissatisfied!
The assigned task could not be completed, and the executor disappeared: no sound, no image!
The project manager said: I think I am the only person who cares about the project
a. Where is the good team spirit?
b. Team members no longer see the project as important?
c. Why does it seem like I'm the only one working hard and everyone else doesn't care?
Why are stakeholders not cooperating with project work?
To solve the problem, first understand the reason, "project stakeholders (stakeholders) do not cooperate". The main reasons are as follows:
a. why this is what they should do
b. don't know how to do it
c. think your approach doesn't work
d. think other things are more important
e. think this thing has no positive results
f. thinks it is cooperating with us
g. is out of control What is the
project manager thinking?
As project managers, they think like this:
a. The work is part of the job and should be done.
b. The leader has arranged and must cooperate.
c. Written in the plan or implemented literally, it should be completed on time.
But it may not be right to think this way, and a turnaround can only occur if you change your thinking.
sep1. Change of thinking
Thinking : What influenced them to complete the task?
sep2: Identify the cause, develop a plan
There are many obstacles to remove, but there are likely to be some that cannot be removed (eg stakeholder politics).
In this case, if you can build enough rapport with the stakeholders and support them sep3
: Interest Guidance Stakeholders usually have a ton of other things competing for their time and attention, and our project work is not high on their priorities
priority.
What project managers can do is better understand their priorities and interests and what drives stakeholders. Through frequent informal communication with key stakeholders, find interests and guide them
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