Intressenthantering

Kristian Widén

Varför kommunicera?

• Det största hotet mot ett projekt är oförmåga att kommunicera “The key element is communication”(J K Lemley, 1995, Managing the Channel

Tunnel-Lessons Learned)

• Rätt kommunikation till rätt intressent vid rätt tidpunkt

Kommunikationens grundläggande koncept

(Cleland, 1999, Project Management)

• Var så tydlig och rak som möjligt.• Använd kunskap om vem

mottagaren är och vilka förväntningar han/hon har när du väljer medium för kommunikation.

• Planera tidpunkten för kommunikationen så att den passar mottagaren.

Kommunikationsplanering

• Identifiera intressenterna• Gör en intressentanalys• Bedöm kommunikationsbehovet hos

varje intressent• Dokumentera kommunikationsplanen• Uppföljning och

erfarenhetsåterföring

Förhållande mellan intressenter och kontaktvägar

Vad är en intressent?

• Stakeholder = Intressent?– ”Stakeholder”, Stanford, 1963

• Företagsdefinition– Any group or individual who can affect, or is affected by,

the achievment of a corporations purpose (Freeman, 1984)

• Projektledningsdefinition– Project stakeholders are indivduals and organisation that

are actively involved in the project, or whose interests may be affected as a result of project execution or project completion (PMBOK)

– A project stakeholder is a person or group of people who have a vested interest in the success of a project and the environment within which the project operates (Gower Handbook of Project Management)

Vested Interest ≈ Egenintresse

• Investerare/finansiär• Konkurrenter• Konkurrenter om resurser• Myndigheter/regelansvariga• Berörda av projektets

genomförande• Berörda av projektets resultat• Och så vidare…..

Vested Interest ≈ Egenintresse

Makt (Power)

Legitimitet (Legitimacy) Angelägenhet (Urgency)

Intressentgrupper

7 Definitive Stakeholder

5 Dangerous Stakeholder

4 Dominant

Stakeholder

1 Dormant

Stakeholder

6 Dependent Stakeholder

3 Demanding Stakeholder

2 Discretionary Stakeholder

POWER

LEGITIMACY URGENCY

Utveckling av intressentbegreppet

Företaget ellerprojektet

Leverantörer Kunder

Ägare

Anställda

Extern

Extern Extern

Extern

Exempel på intressentgrupper

Projectresources

Internal Stakeholders

External Stakeholders

Project owners

Clientorganisation

ProjectManagement

team

Customeruser

Supplierscontractors

subcontractors

Employees

FinanciersCreditors

Socialorganisations

Political organisation

Local, and National authorities andgovernments

Environmentalists

Localcommunities

The generalpublic

Interestsgroups

Realestate

owners

Nearby residents

Trade andindustry

SocialServices (schools, Hospitals

etc)

Media

Anyone else who

believes he or she has

a stake in the project

Example:Construction Projects

Grundläggande problemställning

Intressenternas behov är oändliga

Projektets resurser är ändliga

Alla behov kan inte uppfyllas

Intressentanalys

Intressentanalys

• Bedömning av intressenternas:– Möjlighet (makt) att påverka– Intresse av att påverka– Ståndpunkt/position

• Intern/extern intressent• Behov/krav• Motståndare/förespråkare

• Dynamisk analys– Förändras över tiden

Intressentkarta

• Hur stort är intresset hos olika intressenter att påverka projektets beslutsprocess?

• Har de makt och medel att göra det?

Makt

Stor

HögtLiten

Lågt Intresse

Nyckel-intressenter

Håll nöjda

Minimalaåtgärder

Hållinformerade

(Johnson, Scholes 1999)

Ex Villa Sunna i Lund

Level of interest

Power

11

10

106 3

2

1

Level of interest

Power

11

10

10

5

6

3

2

1

Level of interest

Power

11

10

10

5

4

3

2 1

Level of interest

Power

11

10

10

3

2

1

Level of interest

Power

11

10

10

3

2

1

Level of interest

Power

11

10

10

4

3

2

1

5 5

1. The real estate developer 2. The Municipality 3. Residents in the vicinity 4. The national government 5. Interest groups for the preservation of the cultural and historical image of the city 6. Interest groups for senior citizens

The feasibility and conceptual design stage (phase 1) 1988-1990

The formal planning stage (phase 1) 1990-1992

The stage of appeals (phase 1) 1992-1993

The feasibility and conceptual design stage (phase 2) 1994-1995

The formal planning stage (phase 2) 1995-1997

The stage of appeals (phase 2) 1998

Intressenthantering

• Utred alla möjliga alternativ för att uppnå projektets mål

• Definiera tydligt alla positiva och negativa konsekvenser av valt alternativ

• Uppdatera intressentanalysen genom hela projektet

• Före varje större beslut i projektet, analysera hur detta påverkar intressenterna

Project Stakeholder Management (PSM) Process

(Cleland, 1999)

Projectmanagement

team

Identifystakeholders

Gather informationon stakeholders

Identify stakeholdermission

Determinestakeholder

strengths andweaknesses

Identify stakeholderstrategy

Predict stakeholderbehaviour

ImplementStakeholderManagement

strategy Planning

Organising

Motivating

Directing

Controlling

Implementing Stakeholder Management

StrategyIDENTIFY STAKEHOLDERS

SET OBJECTIVES

Informing

Education

Testing reactions

Seeking ideas andAlternative solutions

Seeking consensus

CHARACTERISTICS

One way communication

Two way communication

Shared decision-making

Deg

ree

of in

volv

emen

t

The Citytunneln Project

Kommunikationsledningsplan

• En beskrivning över insamlandet och lagrandet av olika typer av information

• En struktur för spridningskanaler över vilken information so går till vem, när och hur

• En beskrivning av informationen som skall spridas innehållande format, innehåll detaljeringsnivå och vila definitioner som skall användas

• Tidplaner som visar när information skall spridas• Metoder för hur man kommer åt information

mellan planerade kommunikationstillfällen• Metoder för hur man uppdaterar och preciserar

kommunikationsledningsplanen när projektet fortskrider

Information Distribution• Getting the right information to

the right people at the right time and in a useful format is just as important as developing the information in the first place

• Important considerations include– using technology to enhance

information distribution– formal and informal methods for

distributing information

Performance Reporting• Performance reporting keeps stakeholders

informed about how resources are being used to achieve project objectives– Status reports describe where the project stands

at a specific point in time– Progress reports describe what the project team

has accomplished during a certain period of time– Project forecasting predicts future project status

and progress based on past information and trends

– Status review meetings often include performance reporting

Administrative Closure

• A project or phase of a project requires closure

• Administrative closure produces– project archives– formal acceptance– lessons learned

Suggestions for Improving Project Communications

• Manage conflicts effectively• Develop better communication

skills• Run effective meetings• Use templates for project

communications

Conflict Handling Modes, in Preference Order

• Confrontation or problem-solving: directly face a conflict

• Compromise: use a give-and-take approach

• Smoothing: de-emphasize areas of differences and emphasize areas of agreement

• Forcing: the win-lose approach• Withdrawal: retreat or withdraw from an

actual or potential disagreement

Conflicts versus Communication

• Real versus False conflicts– False conflicts based on

misunderstandings and misinterpretations

• Focus on real conflicts• Eliminate false conflicts• Good communication is needed to

distinguish false conflicts from the real

Consensus Building• The “Decide-Announce-Defend”

approach is unacceptable• Seek All-gain solutions• Requires face-to-face interaction• Reconcile conflicting interests

outside of the courts (Consensus Building Institute,

www.cbi-web.org)

The Mutual Gains Approach

(Susskind, Field, 1996, Dealing with an Angry Public)

• Acknowledge concerns of all sides• Encourage joint fact finding• Offer contingent commitments to

minimise impacts if they do occur: promise to compensate knowable but unintended impacts

• Accept responsibility, admit mistakes, and share power

• Act in a trustworthy fashion at all times• Focus on building long-term

relationships

Conflict Can Be Good• Conflict often produces important

results, such as new ideas, better alternatives, and motivation to work harder and more collaboratively

• Groupthink can develop if there are no conflicting viewpoints

• Research suggests that task-related conflict often improves team performance, but emotional conflict often depresses team performance

Developing Better Communication Skills

• Companies and formal degree programs for professionals often neglect the importance of developing speaking, writing, and listening skills

• As organizations become more global, they realize they must invest in ways to improve communication with people from different countries and cultures

• It takes leadership to improve communication

Running Effective Meetings

• Determine if a meeting can be avoided• Define the purpose and intended

outcome of the meeting• Determine who should attend the

meeting• Provide an agenda to participants

before the meeting• Prepare handouts, visual aids, and

make logistical arrangements ahead of time

• Run the meeting professionally• Build relationships

Developing a Communications Infrastructure

• A communications infrastructure is a set of tools, techniques, and principles that provide a foundation for the effective transfer of information– Tools include e-mail, project management

software, groupware, fax machines, telephones, teleconferencing systems, document management systems, and word processors

– Techniques include reporting guidelines and templates, meeting ground rules and procedures, decision-making processes, problem-solving approaches, and conflict resolution and negotiation techniques

– Principles include using open dialog and an agreed upon work ethic