Ubertour - Individual Project Management

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SampleStakeholderManagementPlanRapidTrak.pdf

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Nick Foster, Tian Tian, Yulin Lu, Zhengda Wang

Project Management in the Information Age

MASY1-GC1250.100

Stakeholder Management Plan

Submitted by Nick Foster

July 25, 2017

Contents Introduction .............................................................................................................................................................. 2

Goals ........................................................................................................................................................................ 2

Objectives ................................................................................................................................................................ 2

Roles & Responsibilities ........................................................................................................................................... 3

Deliverables ............................................................................................................................................................. 4

Identifying Stakeholders ........................................................................................................................................... 5

Plan Stakeholder Management .................................................................................................................................. 7

Manage Stakeholder Engagement ............................................................................................................................. 8

Control Stakeholder Engagement.............................................................................................................................. 9

Introduction

This stakeholder management plan will help our project team and our many external partners

work together effectively and in accordance with the rest of our project management plan. This

document will outline how our team will approach and execute the four planning processes

associated with the stakeholder management knowledge area: identifying stakeholders, planning

how to manage those stakeholders, managing those stakeholders’ engagement with the project

and controlling their engagement over time.

Goals

This plan will specify how the project team, its sponsor and its steering committee will execute

the stakeholder management knowledge area. To this extent it will identify project team

members’ responsibilities, describe the inputs and outputs of each stage, and explain how each

output relates to the project’s progression. The project manager and his or her team should be

able to use this document to easily craft a winning stakeholder management plan for RapidTrak’s

project.

Objectives

The objective of this plan is to guide project staff as they:

• Identify and classify project stakeholders, including those inside the RapidTrak

organization as well as in city-level, California and nation-wide public spheres.

• Analyze stakeholders’ powers, levels of interest, engagement, expectations and attitudes

towards the project.

• Engage with stakeholders, in accordance with communications management plan, in

order to drive engagement and gather feedback and change requests.

• Develop project planning outputs. This document offers exploitable examples of certain

deliverables expected of the stakeholder management plan.

• Discover and resolve emergent issues and change requests.

• Keep project documentation up to date in reflection of these changes.

Roles & Responsibilities

The project management plan will be executed by the following stakeholders, according to the

following responsibilities:

Name Project Role Responsibilities

Tommy Tressle RapidTrak CEO

Project Sponsor

• Identifies and assesses stakeholders in

conjunction with steering committee.

• Seeks partners for steering committee

• Helps to evaluate stakeholder engagement

levels

• Engage with high-power-high-interest

stakeholders as executive face of RapidTrak

Gavin Newsom Lt. Gov. of California

Steering

Committee

• Identifies and assesses stakeholders based on

their mix professional, political and geographic

expertise. Works in conjunction with project

sponsor.

• Uses that expertise to advice on how changes

and risks might affect project.

• Validates change requests in conjunction with

project manager.

• Evaluates stakeholder engagement levels.

Sylvester Stussy RapidTrak EVP of

Planning

Malcolm Dougherty CalTrans Director

Charles Moorman Amtrak CEO

John Henry, Jr. RapidTrak Project

Manager Project Manager

• Facilitates stakeholder analysis and rates

engagement levels.

• Communicates with stakeholders according to

communication management plan.

• Monitors low-interest stakeholders.

• Regularly checks that low interest/high power

and high interest/low power are satisfied and

informed.

• Gathers change requests and facilitates changes

in concert with steering committee.

• Evaluates stakeholder engagement.

• Owns stakeholder management plan and issues

log documents.

Deliverables

The stakeholder management plan will require the following inputs, employ the following

techniques and produce the following outputs. Some of these inputs, like the project charter,

have been produced and approved earlier in RapidTrak’s planning process; others are drawn

from other sections of our project management plan.

Planning Process Inputs Techniques Outputs

Identifying

Stakeholders

• Project charter

• Project business case

• Enterprise environmental factors

(relating to

RapidTrak’s position

as a federally-owned

corporation doing a

project in California)

• Expert judgement, including from

steering committee

• Meetings with stakeholders and

project team

• Analysis of stakeholders in context

of project environment

• Stakeholder register

• Stakeholder Power/Interest

analysis

Plan Stakeholder

Management

• Project management plan

• Stakeholder register

• Enterprise environmental factors

• Stakeholder management plan

• Project document updates

Manage Stakeholder

Engagement

• Stakeholder management plan

• Communications management plan

• Change log (from project integration

mgmt.)

• Chosen communications

methods

• Managerial skills

• Issue log

• Change requests (to be vetted by steering

committee)

• Project mgmt. plan updates

• Document updates

Control Stakeholder

Engagement

• Project management plan

• Issue log

• Work performance data about progress of

project

• Project documents

• IT systems

• Expert judgement from steering

committee and project

team

• Meetings with stakeholders and

project team

• Work performance information (distinct

from data) ready to be

communicated to

stakeholders

• Change requests (to be vetted by steering

committee)

• Project mgmt. plan updates

• Document updates

Identifying Stakeholders

In the project’s Initiating stage, the project sponsor and the steering committee will work

together to identify stakeholders critical to the project. The committee boasts a diverse range of

professional positions, political clout and industry knowledge so that they have a more holistic

appreciation of the kinds of people who will be impacted by our project, that might impact the

project in their own right, and that may even perceive themselves as being a stakeholder. The

already-approved project charter includes a preliminary list of stakeholders, identified in a basic

scan of the national and California transportation field. Some of these stakeholders have joined

our steering committee.

This team will ultimately use this kind of analysis to produce a stakeholder register. A

preliminary register can be found in this plan’s Appendix, but additional analysis of existing

and yet-to-be-found stakeholders by the steering committee and project sponsor will produce a

complete, official deliverable. The register expands upon the list provided in the project charter

by adding new layers of analysis:

• What are each stakeholder’s requirements of the project?

• What stages of the product most interest them?

• Are they supporters of the project, or are they neutral or even resistant to it?

• Are they internal to RapidTrak or are they from outside the organization?

• What are each stakeholder’s levels of interest and power relative to the project?

As part of this analysis, the team will classify stakeholders by their relative power and interest, in

order to determine how closely those stakeholders will need to be managed throughout the

project. See the figure below for an example, based on the same stakeholders identified in the

preliminary register. Stakeholders found to have high interest and high power must be managed

closely. The project sponsor should be active in engaging with this group as the executive face of

RapidTrak. Stakeholders with high interest but low power, and vice versa, should be diligently

informed and serviced by the project manager. Stakeholders with low power and low interest

should be monitored by the project manager on a regular basis to ensure that their status has not

changed.

L o w

o w

e r

ig h

Keep Satisfied

• Elaine Chao, US Secretary of Transportation

• Gavin Newsom- Lt. Governor of California

• Bridget Smith – General Manager of LADOT • Grace Crunican – General Manager of BART • Bondholders, investors & lenders

• Labor Unions

Manage Closely

• Tommy Tressle, RapidTrak CEO and Sponsor • John Henry, Jr., RapidTrak Project Manager • Sylvester Stussy, RapidTrak EVP of Planning

• Penelope Pearl, RapidTrak EVP of Operations

• Jerry Brown, Governor of California

• Malcom Dougherty – Director of CalTrans

• Eric Garcetti – Mayor of Los Angeles

• Edwin Lee – Mayor of San Francisco

Monitor

• Taxpayers • Commuters • Tourists and visitors to California

• Andy Kunz – President & CEO, US High Speed Rail Assoc.

Keep Informed

• Molly McGee, RapidTrak CFO • Charles Moorman, President & CEO of Amtrak • Daniel Mitchell – Asst. GM for Project Delivery,

LADOT

• Aaron Peskin – Chair, SFCTA

• Karen Goh – Mayor of Bakersfield

• Lee Brand – Mayor of Fresno

• Sam Liccardo – May of San Jose

• California landowners

Low Interest High

Figure 1: Stakeholder Power/Interest Analysis

This preliminary analysis is based on the sponsor’s and committee’s expert judgement and past

experience with similar kinds of stakeholders. To refine the current field and add to it a host of

valuable stakeholders, the team will also have to schedule meetings with stakeholders to discuss

their positions on the project. All findings should be recorded in the register, which itself should

be reviewed on an ongoing basis by the project manager during the planning processes that

follow.

Plan Stakeholder Management

In the Planning stage, the project team must establish what exactly they have to do with their

stakeholder to ensure project success. The completed stakeholder register will be a critical input,

necessary for planning and performing the analysis necessary for completing the project’s

stakeholder management plan.

The team will deploy similar tools and techniques in this stage as during the Identifying

Stakeholders process. Following the format recommended by PMBOK, the project team will

create a stakeholder engagement assessment matrix in order to chart each stakeholder’s current

level of engagement in the project against the desired level of engagement that our project

requires of them. Below is an example of the exercise, based on a cursory accounting of who in

California would be aware of this project at this point based on their general awareness of

RapidTrak. The project manager, sponsor and steering committee will collaborate closely on this

analysis and will not share the resulting matrix outside of this core team.

Stakeholder Unaware Resistant Neutral Supportive Leading

Jerry Brown C D

Malcolm Dougherty C D

Eric Garcetti C D

Figure 2: Sample Stakeholder Engagement Assessment Matrix

The stakeholder management plan that results from this planning process will follow the

guidelines recommended by PMBOK. This means that the stakeholder register will be expanded

further to include additional layers of analysis, beyond what is present in the preliminary

stakeholder register in the Appendix:

• Current and desired levels of engagement, as demonstrated above

• Considerations of how changes in the project might impact stakeholders

• Considerations of any interrelationships between stakeholders; for instance, most of the

currently-identified stakeholders are California public servants, and all of these

individuals are also commuters taxpayers.

• Communication requirements for each stakeholder or stakeholder group, as outlined in

the communications management plan. This includes what kinds of information to share

with stakeholders, the timing and frequency of that communication, and a rationale for

why that stakeholder needs to receive that information.

The project manager will own the stakeholder management plan, and will be responsible for

making sure that it is up to date, effective, and feasible.

Manage Stakeholder Engagement

By this point the project will be well underway, in its Execution stage, when project

management staff have to engage with stakeholders, in the manner outlined by the stakeholder

management plan, in order to increase their levels of engagement. As a result, stakeholders

should be happier and more willing to provide feedback to project staff, including change

requests.

The project manager will have to be especially diligent that all necessary protocols are being

followed at this juncture. This process relies heavily on several deliverables from elsewhere in

the project landscape, including the communications management plan, the change log created

during integration management and scope management, and of course the deliverables outlined

earlier in this stakeholder management plan.

Keeping stakeholders engaged will require a broad range of interpersonal and managerial skills

and a clear communications protocol, which would be established by the communications

management plan. The project manager and sponsor will be expected to be empathetic to

stakeholders’ needs, but without giving undue ground to their demands for changes or

concessions, in order to preserve project scope.

As a result of the Manage Stakeholder Engagement process, the project manager, in concert with

the sponsor and steering committee, should be able to respond to risks and resolve conflicts with

stakeholders, validate and integrate changes that stakeholders may recommend, and make regular

updates to vital project documentation based on these interactions. One of the outputs of the

process is an issues log, which allows project management staff to keep track of any stakeholder-

related problems or events of note that arise throughout the project. Below is a typical example

of an issue log document.

Issue Description Priority

(H/M/L) Category

Reported

By:

Assigned

To: Status

Date

resolved Comments

001 Local

residents assoc. is

launching

an activist

campaign against our

project

H Land

acquisition

Director of

Land Survey

Ops.

John

Henry, Jr.

Closed July 23,

2022

We bought

their land at 3X the

original

price

002 Gov.

Brown

lost re-

election

H California

Public

Sphere

News

events

Tommy

Tressle

Open N/A Making inroads to

incoming

governor’s administrat

ion to

generate

support for RapidTrak

project

Figure 3: Example Issues Log (contents are purely illustrative)

The project manager will be responsible for maintaining this log and ensuring that all issues are

appropriately monitored, escalated or resolved based on their priority.

Control Stakeholder Engagement

In the Monitor & Control stage, the project team must continue sustain stakeholder’s

engagement. However, because the project will be well underway at this stage, and in keeping

with the current process group, the project staff will have a wealth of project work performance

data that informs their communication to stakeholders.

Project leaders should use this performance data to gauge key stakeholders’ interest and

engagement. This interaction will outline how and if stakeholders should be re-classified or the

plans for keeping them engaged altered. For instance, let’s return to the hypothetical issue

illustrated in the example issues log. If a local property owner’s coalition were in fact waging a

local political campaign to stop our project, then in our communications to this group we could

cite real data about how many people our train line has or has not displaced. This puts our project

on an honest, informed position that helps us negotiate with this stakeholder and resolve conflict.

The output goal of this process is to ensure that stakeholder management documents are

regularly updated to reflect changes in the project environment, and that changes requests are

continually sourced from stakeholders and vetted by the steering committee. This keeps the

dialogue open between both parties and sustains stakeholders’ engagement. Again, the project

manager will own this process area.

Appendix

Preliminary Stakeholder Register

Name Title Organization Requirements Project

Stage of

Interest

Internal or

External

Supporter,

Neutral or

Resistor

Interest/

Power

R a p

id T

r a k

Tommy “Trainiac” Tressle CEO, President &

Project Sponsor RapidTrak

Project delivers

proposed effect All Internal Supporter H/H

Molly “Moneybags” McGee CFO RapidTrak Project is on-time,

on-budget

Planning

Monitor

& Control

Internal Supporter H/L

Sylvester “Sy-borg” Stussy EVP of Planning

and Tech RapidTrak

Projected is executed

from start to finish to

the highest standard

All Internal Supporter H/H

Penelope “Plan-it” Pearl EVP of Operations RapidTrak

Projected is executed

from start to finish to

the highest standard

All Internal Supporter H/H

John Henry, Jr. Project Manager RapidTrak

Projected is executed

from start to finish to

the highest standard

All Internal Supporter H/H

S ta

te - a

n d

C ity

-L e v e l

Jerry Brown Governor State of California

Project delivers on

CA mission to be

greener and more

innovative

Planning

Closing External Supporter H/H

Gavin Newsom Lieutenant

Governor State of California

Project delivers on

CA mission to be

greener and more

innovative

Planning

Closing External Neutral L/H

Malcolm Dougherty Director California DoT

(CalTrans)

Project delivers

proposed effect

Planning

Executing External Supporter H/H

Eric Garcetti Mayor City of Los Angeles

Project is a major

economic benefit to

city; prestige

Planning

Executing External Supporter H/H

Edwin Lee Mayor City of San

Francisco

Project is a major

economic benefit to

city; attracts prestige

Planning

Executing External Supporter H/H

Karen Goh Mayor City of Bakersfield

Project brings benefit

to city that outweighs

costs, inconvenience

Initiating

Closing External Neutral H/L

Lee Brand Mayor City of Fresno

Project brings benefit

to city that outweighs

costs, inconvenience

Initiating

Closing External Neutral H/L

Sam Liccardo Mayor City of San Jose

Project brings benefit

to city that outweighs

costs, inconvenience

Initiating

Closing External Neutral H/L

Bridget Smith General Manager Los Angeles DoT

(LADOT)

Project delivers

proposed effect

Initiating

Executing

Closing

External Supporter L/H

Daniel Mitchell

Asst. General

Manger for Project

Delivery &

Operations

Los Angeles DoT

(LADOT)

Project delivers

proposed effect All External Supporter H/L

Aaron Peskin Board Chair

San Francisco

County Transpiration

Authority (SFCTA)

Project delivers

proposed effect

Initiating

Executing

Closing

External Neutral or

Supporter H/L

Grace Crunican General Manager

San Francisco Bay

Area Rapid Transit

(BART)

Project delivers

proposed effect Closing External

Neutral or

Resistor L/H

N a tio

n a l-L

e v e l

Elaine Chao Secretary of

Transportation

United States DoT

(USDOT)

Project is responsibly

managed, costs

controlled and public

good is realized

Monitor &

Control

Closing

External Neutral L/H

Charles Moorman President & CEO Amtrak

Project is planned so

as to complement

Amtrak service, not

impede

Initiating

Planning External Neutral H/L

Andy Kunz President & CEO U.S. High Speed Rail

Association

Project success

inspires additional

HS rail projects

Closing External Supporter L/L

Aggregate Stakeholders

Landowners – Land values will likely change with proximity to new rail lines;

the project will have to purchase some land with eminent domain if necessary.

Project does not take

over their land or

damage values

Planning

Executing External Resistor H/L

Commuters – They stand to benefit from the line since they currently spend so

much time stuck in traffic; they need to be sold on the idea of the line and

informed of its progress.

End product shortens

and simplifies

commute times

Closing External Neutral or

Supporter L/L

Taxpayers – Nationwide and in CA; they need to be convinced that this is worth

the state and federal attention.

Project is executed

effectively; builds

confidence in public

works

Monitor &

Control

Closing

External Neutral or

Resistor L/L

Bondholders, Investors & Lenders – RapidTrak’s operating budget is provided

by the U.S. government but the project is financed with additional outside

funding.

Project finishes at or

under budget; long-

term operation of rail

line keeps to ROI

scheduled

Monitor &

Control External Supporter L/H

Labor Unions – Includes construction works and rail line employees and

service providers.

Workers are

employed and paid

appropriately

Planning

Executing External Neutral L/H

Other Travelers & Tourists – The rail line will provide more travel options. End product allows

for faster travel in CA Closing External Neutral L/L