Stakeholder Management KPIs -KPI working Group

Stakeholder Management KPIs

KPI Working Group Meeting

www.britishcouncil.org 1

Wednesday 21st Sept 2016

Presented by:Chikodi OnyemerelaPartnerships Manager

Stakeholders…………..defined

…any organisation, person or entity that has an interest in or can affect or be affected by the actions and results of an organisation

(freeman, 1984).


Shareholders Management……My definition

“ The Strategic and Tactical navigation of identified stakeholders to achieve corporate objectives”


Steps in Shareholders Management1. Stakeholder Identification

2 Prioritize Your Stakeholders

3 Understanding Your Key Stakeholders

4 Engaging and Communicating with Stakeholders


Key principles of Stakeholders engagement• Communicate: to ensure intended message is understood and

the desired response received

• Consult early and often: to get the useful information and ideas, ask questions

• Plan it: time investment and careful planning against it, has significant payoff

• Relationship: try to engender trust with the stakeholders

• Simple things: show you care, be empathic. Listen to the stakeholders


Understand the Stakeholders• What interest (programmic, partnership, Links, service etc) do they have on the British Council?

• What motivates them?

• What information do they want from the British Council?

• How do they want to receive these information? What is the best way to communicate the

message with them?

• What is their current opinion and perception about the British Council? Is it based on good

information?

• Who influences their opinions generally, and who influences their opinion of the British Council?

Do some of these influencers therefore become important stakeholders in their own rights? (eg

religious and traditional rulers, governor’s wives)

• If they are not likely to be positive, what will win them around to support the British Council?

• If you don’t think you will be able to win them around, how will you manage their opposition?

• Who else might be influenced by their opinions? Do these people become stakeholders ?


Identification and prioritization of BC Stakeholders


UK Govts. (Scotland, Wales etc)

BC – US (FOBC)

BC Quarter? Control Relation Orgs.

MGT support teams

(Corporate Comms etc)

Nigeria APPG? eg Nig in

Diaspora etc

Local Authorities

Regional Leadership

team

British High Commission

Regulatory Bodies

Government Agencies and

Institutions

ConsultantsVendors

Agents and Partners

Staff

Customers

Local Staff Association

UK S&T Group

English Investment

BoardCD, SRO

Head of Biz Units

Funders e.g DFID

Traditional Leaders

Support Team BC(Shared

Services)

FCOFocal States Govt.

Fed Govt.

Immigration (Visa etc)

Nigeria /British Assoc. e.g Chambers

of Comm.

Intl NGOs

InsuranceFinancial

Institutions (Banks)

Senior UK stakeholders with

interest in Nig

Tax Authorities

E and S SBU

Global Network Team

Senior Leadership

(Nigeria)

Senior Leadership

(UK)

Interest

Influ

ence

Low

Low

Hig

h

High

Consultants/ Advisors

Competitors

Sponsors

Regional SBU colleagues

Legislators

Relevant UK Govt Depts.

Online Influence and

Media

UK SBU and other UK

colleagues

Man

age

Clo

sely

Kee

p In

form

ed

Maintain Contact

Keep Satisfied

Teachers/Examiners

Other States Govts.

SLTExam Boards

Exam Candidates

School Teachers/ Principals

Commissioners and Directors in

Focal States

Next steps• Having identified key stakeholders (sort-of segmentation), each may need a separate plan or Marketing mix

High Influence – High Interest Stakeholders – these are the stakeholders we must

fully engage and make the greatest efforts to satisfy

High Influence – Low Interest Stakeholders – these are the stakeholders we have to

put enough work to keep them satisfied, but not so much that they become bored with our

message

Low Influence – High Interest Stakeholders – these group of stakeholders need to

be adequately informed, they need to be talked to , to ensure that no major issues are arising.

These people can be helpful in programme activities.

Low Influence – Low Interest Stakeholders – these group need to be monitored but do not

bore them with excessive communications

• Communication and engagement plan will be designed with the needs of each stakeholder group in mind


Engaging and Communicating with StakeholdersHigh Influence – High Interest Stakeholders – manage closely. The best channel of

communication with this group is Status update meetings etc

High Influence – Low Interest Stakeholders – Keep Satisfied. The best channel of

communication with this group is steering committee, relevant management meeting

updates

Low Influence – High Interest Stakeholders – Keep informed. The best channel of

communication with this group is e-mail updates, videos, in-person

Low Influence – Low Interest Stakeholders – Minimal Effort/Monitor. The best channel

of communication with this group is send e-mail, status report


Stakeholders Management KPIsKPI from the last SLT meeting

• Stakeholders management plan for each of the focal state

- completion of insight and data gathering on the focal state

- identification and classification of stakeholders in each of the focal states

- development of an engagement and communication plans for each of the stakeholders in the focal state


Use of Metrics in the British Council


Key words often associated with Stakeholder MGT

• Communication management

• Managing Risk

• Engagement


Communication Management Communications management is the systematic planning, implementing, monitoring, and revision of

all the channels of communication within an organization, and between organizations; it also includes

the organization and dissemination of new communication directives connected with an organization,

network, or communications technology . Aspects of communications management include

developing corporate communication strategies, designing internal and external communications

directives, and managing the flow of information, including online communication.

For an effective Communication within our stakeholders it must address the following questions:

• What information needs to flow in and out of the project?

• Who needs what information?

• When is the information needed?

• What is the format of the information?

• Who will be responsible for transmitting and providing the information?


https://en.wikipedia.org/wiki/Plan

https://en.wikipedia.org/wiki/Communication

https://en.wikipedia.org/wiki/Organization

https://en.wikipedia.org/wiki/Organization

https://en.wikipedia.org/wiki/Social_network

https://en.wikipedia.org/wiki/Communications_technology

https://en.wikipedia.org/wiki/Strategy

https://en.wikipedia.org/wiki/Information_flow

https://en.wikipedia.org/wiki/Internet

How often should the project manager communicate with the stakeholders?

Before aiming to engage and influence stakeholders, it’s crucial to first seek to understand. To ensure the intended message is understood and the desired response achieved.

a. The easy answer is “as often as is necessary”. b. Don’t wait until there is an ‘issue’ – regular communication generates trust and displays commitment. c. Agree a periodicity of communication, and content, with each of the key stakeholders and then stick to it.

So what is the KPI here, what do we measure?


Managing RiskThe Five Stages:

1. Initiation Stage: back ground, define objectives& principal constraints, what it physically is etc plus scope of study

2. Identify potential risks: brainstorming, generic and specific lists, talking to people from previous projects etc

3. Analysis of risks in terms of probability/likelihood and severity/impact

4. Response planning: avoidance, probability minimization, impact mitigation, transfer/ownership

5. Response implimentation

•Assessment

•Response planning and implementation

•Putting it back together to Manage risk (ie doing actions as opposed to assessing it and monitoring it). For me, Managing risk is Doing Action as opposed to assessing it and monitoring and forecasting it etc

•Retain

•Reduce

•Transfer

Risk management is dead or dying?- Long live the management of risk

There is an ongoing debate on what the literature says here and what project managers postulate. All bothering on efficiency ie benefits outweighing cost


https://www.apm.org.uk/news/risk-management-dead-or-dying-long-live-management-risk

What is the purpose of Risk Management1. To provide reliable estimates- or ranges- of projects or

programme outcomes

2. To monitor progress & forecast outcomes of the project or programme against ranges

3. To help create actions to minimize threat and maximize opportunities

4. To do the above efficiently ie benefit > costs


Stakeholder


Risk Associated with Stakeholders/Management in the Focal States

?


The Theory of Risk ManagementA Risk: is an event which may happen and if it does, will impact an objective. By this

definition, a Risk can be both a threat (a negative Risk) and an opportunity (a positive Risk).

Project Risk: is the exposure of stakeholders to the consequences of variation in outcome ie lateness, overrunning/underrunning or not satisfying its performance requirement

A Risk Event: is the source of that uncertainty or variation of outcome

An Issue: is a Risk which, if nothing is done about it, has a 100% chances of occurring ie if nothing is done about it will impact on the objectives

So what is the KPI here, what do we measure?


Engagement: 10 Key principles of stakeholder engagement- RICS/APM guidanceCommunicate

Consult early, and often

Remember, they’re only human

Plan it!

Relationships are key

Simple, but not easy

Just part of managing risk

Compromise

Understand what success is

Take responsibility

So what are the KPI here, what do we measure?


https://www.apm.org.uk/stakeholder-engagement/key-principles#1.Communicate

http://www.apm.org.uk/stakeholder-engagement/key-principles#consult

https://www.apm.org.uk/stakeholder-engagement/key-principles#human


1. How does a project manager identify the stakeholders? a. The ‘front line’ stakeholders will be readily identifiable from the outset. b. The real issue is identifying those stakeholders who are in the background but may have significant influence. To aid in the identification of these ask the known stakeholders if they are aware/know of others who may have a vested interest in the project, and then ask them the same question.2. Having identified the stakeholders how can a project manager identify those stakeholders who hold the actual power? a. This really is an ‘ear to the ground’ requirement. Ask around (discretely) amongst people connected with the project and see who has ‘the ear’ of the decision maker(s). b. The person(s) with the ‘power to influence’ are not necessarily those at the top. Look for ‘advisors’ to those at the top. c. Ask senior stakeholders if there is anyone they would like you to discuss issues with prior to a meeting with them.3. What initial method of communication (engagement) should take place? a. Ideally a face-to-face meeting should be held. b. Make sure you meet with all of the key stakeholders. c. Distributing a ‘point brief’ during the meetings helps keep the discussion on track and provides a written account of what was discussed.4. Where is the best location for initial meetings? (Their location, project manager’s location, neutral location.) a. It is preferable to meet in a place where the stakeholder feels at ease/comfortable – often their own offices.5. How often should the project manager communicate with the stakeholders? a. The easy answer is “as often as is necessary”. b. Don’t wait until there is an ‘issue’ – regular communication generates trust and displays commitment. c. Agree a periodicity of communication, and content, with each of the key stakeholders and then stick to it.6. What method of communication is best? a. Where possible the best method is face-to-face coupled with a brief outline of where the project is, including any potential issues on the horizon.7. Should all stakeholders have full access to all project documentation? a. Not always. There may be commercial/financial/technical aspects that are considered restricted and can only be shown to nominated personnel. b. Agree early on who can see what.8. How should the project manager deal with stakeholders that are in disagreement with each other over aspects of the project? Example: Internal stakeholder insists on a particular direction/process whilst the external stakeholder disagrees and insists on a different direction/process. a. This is a potential minefield. Unless you can get the disagreeing parties to sit together then you will need to be the ‘go-between’ trying to find the path most suitable to the success of the project. b. Resist the urge to play one stakeholder off against the other. c. Try and establish the ‘why’ associated with the direction the various stakeholders want to follow.9. How can the project manager change the attitude of a stakeholder who is a ‘blocker’ into one that at the very least is ‘neutral’? a. Regular meetings – face-to-face is always best. b. On a one-to-one basis try and establish what concerns this particular stakeholder has regarding the project. c. See if you can engage the assistance from other stakeholders (same level of influence) to discuss with the ‘blocker’.10. What methods are most appropriate in dealing with constant change requests (insistence) from stakeholders? a. Ensure that the scope documentation is definitive and clear on what is to be delivered against what timescale. b. Have a comprehensive document that clearly states the ‘dependencies/assumptions/exclusions’ of the project. This needs to have been signed off by the project sponsor and senior member of the client base. c. Use a ‘change request’ log. Have the stakeholder initial their request(s).11. How honest should the project manager be with regards to reporting issues within the project (slippage, budget etc.) to external stakeholders (client/customer)? a. Be honest; explain that something has come up (outline what this is) that has resulted in a ‘change’ (slippage to the baseline, increase in costs etc.) and what the impact will be. Make sure you have a ‘recovery plan’ to discuss with the stakeholder(s).

A project manager must be sure to identify and list all potential stakeholders for a project. In addition to those on the project team potential stakeholders include:

Stakeholders can be internal to the organization or external. In many projects the public at large will become a stakeholder to be considered during the project. The challenge for the project manager when the public is a stakeholder will be to act while considering public needs. Often there is no direct representative of the public to be consulted during project planning and execution.

Stakeholder involvement should be supported by an emphasis on quality relationships in which the parties are aware of their responsibilities, and where communication between them is clear and comprehensive. Stakeholder-based contributions to project success include executive support and effective use of the organization's infrastructure to support the project.

- See more at: http://www.free-management-ebooks.com/dldtem/dltmpm-stakeplan.htm#sthash.69IpEZX8.dpuf


The project manager must document relevant information for all identified stakeholders. This information may include the stakeholder's interests, involvement, expectations, importance, influence, and impact on the project's execution as well as any specific communications requirements. It is important to note that although some identified stakeholders may not actually require any communications they should still be identified. Once all have been identified then a plan for managing and controlling the project stakeholders can be produced. - See more at: http://www.free-management-ebooks.com/dldtem/dltmpm-stakeplan.htm#sthash.69IpEZX8.dpuf


There are two main questions a project manager must ask; firstly, how to keep stakeholder engaged with the project? Secondly, to what extent should they be involved? These answers will enable you to assign an appropriate level for each of these activities. It is essential that as project manger you address issues that affect their interest in an expedient way and that the project continues to meet the stakeholder's needs. By its very nature this plan will be closely linked to the communications management plan. It is within this plan that the level and nature of communication will be defined for each stakeholder. Such communications will contain sufficient information so that the interests of each stakeholder are met. - See more at: http://www.free-management-ebooks.com/dldtem/dltmpm-stakeplan.htm#sthash.69IpEZX8.dpuf


Projects exist in an interactive environment that is impacted by external forces that it can do its best to anticipate but inevitably some issues are difficult to predict and as such changes need to considered and made in order for the project to meet its end user requirements. That is why stakeholders need to be kept informed of additions to the change log or register as they occur so that they can assess its impact on their own interests and feedback their thoughts as part of the decision making process. To manage stakeholders effectively a project manger must have excellent communications skills and a high level of emotional intelligence to be able to develop good working relationships and display the necessary empathy to retain individual's support and respect. There are several tools that project managers use to effectively control stakeholder engagement. • Information management systems • Meetings and • Expert judgment. Defining who and which meetings individual stakeholders should attend plays a critical role in a project managers ability to ensure the interactions with stakeholders is conducive to the overall project plan. With the support and backing of key stakeholders you will be able to keep your project on track and use these individuals to help you win the support of the other stakeholders. - See more at: http://www.free-management-ebooks.com/dldtem/dltmpm-stakeplan.htm#sthash.69IpEZX8.dpuf


Thank you


Stakeholder Management KPIs -KPI working Group

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