STAKEHOLDER MANAGEMENT STRATEGY TEMPLATE

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STAKEHOLDER MANAGEMENT STRATEGY

<PROJECT NAME>

COMPANY NAME
STREET ADDRESS
CITY, STATE ZIP CODE

DATE
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Table of Contents
1. INTRODUCTION.....................................................................................................................2
2. IDENTIFY STAKEHOLDERS....................................................................................................2
3. KEY STAKEHOLDERS............................................................................................................3
4. STAKEHOLDER ANALYSIS....................................................................................................3

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1. INTRODUCTION

La estrategia de gestión de las partes interesadas para el proyecto del Tanque de

almacenamiento del Alto del Rincón del Cargua se utilizará para identificar y clasificar las
partes interesadas del proyecto; determinar el poder, el interés y la influencia de las partes
interesadas, para así analizar el enfoque de gestión y metodología de comunicación para las
partes interesadas del proyecto. Esto permitirá identificar a las partes interesadas influyentes
clave para solicitar aportes para la planificación del proyecto y obtener apoyo a medida que
avanza el proyecto, con el fin de maximizar los recursos necesarios para culminar
exitosamente el proyecto.

Es importante gestionar la comunicación con los interesados del proyecto en una etapa
temprana, ya que así se pueden identificar subjetivamnete los intereses de cada uno y como
pueden verse afectados por el proyecto, y poder administrar y equilibrar estos intereses de
manera más efectiva mientras realizamos todas las tareas del proyecto.

INTERESADOS
Colindantes
Usuarios del acueducto
Barrio Alto del Rincón del Cargua
Alcalde
Empresa de acueducto de Duitama
Director del proyecto

This section should introduce and discuss the goals and objectives of the Stakeholder
Management Strategy for the project. Effectively managing stakeholders is a key component
of successful project management and should never be ignored. Proper stakeholder
management can be used to gain support for a project and anticipate resistance, conflict, or
competing objectives among the project’s stakeholders.
Esta sección debe presentar y discutir las metas y objetivos de la estrategia de gestión de las
partes interesadas para el proyecto. La gestión eficaz de las partes interesadas es un
componente clave de la gestión de proyectos exitosa y nunca debe ignorarse. La gestión
adecuada de las partes interesadas se puede utilizar para obtener apoyo para un proyecto y
anticipar la resistencia, el conflicto o los objetivos que compiten entre las partes interesadas
del proyecto
The Stakeholder Management Strategy for FiberTech’s LightWave Cable Project will be
used to identify and classify project stakeholders; determine stakeholder power, interest, and
influence; and analyze the management approach and communication methodology for
project stakeholders. This will allow us to identify key influential stakeholders to solicit
input for project planning and gain support as the project progresses. This will benefit the
project by minimizing the likelihood of encountering competing objectives and maximizing
the resources required to complete the project.

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Early identification and communication with stakeholders is imperative to ensure the success
of the LightWave Project by gaining support and input for the project. Some stakeholders
may have interests which may be positively or negatively affected by the LightWave Project.
By initiating early and frequent communication and stakeholder management, we can more
effectively manage and balance these interests while accomplishing all project tasks.

2. IDENTIFY STAKEHOLDERS
This section should discuss the methodology the project team will use to identify
stakeholders and how stakeholders are defined. It is imperative that all stakeholders are
identified regardless of how major or minor they are. This is because they will be
categorized after they’re identified. If stakeholders are omitted there is a likelihood that they
may become evident at some point during the project’s lifecycle and introduce delays or
other obstacles to the project’s success. Great care and effort should be dedicated to this step
of the Stakeholder Management Strategy.
Esta sección debe presentar y discutir las metas y objetivos de la estrategia de gestión de las
partes interesadas para el proyecto. La gestión eficaz de las partes interesadas es un
componente clave de la gestión de proyectos exitosa y nunca debe ignorarse. La gestión
adecuada de las partes interesadas se puede utilizar para obtener apoyo para un proyecto y
anticipar la resistencia, el conflicto o los objetivos que compiten entre las partes interesadas
del proyecto
The LightWave Project Team will conduct a brainstorming session in order to identify
stakeholders for the project. The brainstorming session will include the primary project team
and project sponsor. The session will be broken down into two parts. The first part will
focus on internal stakeholders within FiberTech. These stakeholders may include functional
managers, operations personnel, finance personnel, warehouse and material handlers, and any
other FiberTech employee who will be affected by the LightWave project. The second part
of the session will focus on external stakeholders. These may include suppliers, trial
customers, partner organizations, or any other individuals who reside outside of FiberTech.

The following criteria will be used to determine if an individual will be included as a

stakeholder:

1) Will the person or their organization be directly or indirectly affected by this project?
2) Does the person or their organization hold a position from which they can influence the
project?
3) Does the person have an impact on the project’s resources (material, personnel, funding)?
4) Does the person or their organization have any special skills or capabilities the project
will require?
5) Does the person potentially benefit from the project or are they in a position to resist this
change?
Los siguientes criterios se utilizarán para determinar si un individuo será incluido como parte
interesada:
1) ¿La persona o su organización se verá afectada directa o indirectamente por este proyecto?
2) ¿La persona o su organización ocupa un puesto desde el cual puede influir en el proyecto?
3) ¿Tiene la persona un impacto en los recursos del proyecto (material, personal, financiación)?

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4) ¿Tiene la persona o su organización alguna habilidad o capacidad especial que requerirá el

proyecto?
5) ¿La persona se beneficia potencialmente del proyecto o está en condiciones de resistir este
cambio?
Any individual who meets one or more of the above criteria will be identified as a
stakeholder. Stakeholders from the same organization will be grouped in order to simplify
communication and stakeholder management.

3. KEY STAKEHOLDERS

Todos los stakeholders influyen de alguna manera en los aspectos del proyecto, por ejemplo,
en la toma de decisiones, en la obtención de ingresos, en la operación del negocio, en su
estrategia empresarial, etc. Por tal motivo es importante priorizar o identificar a las partes
interesadas clave del proyecto, teniendo en cuenta criterios como la satisfacción de sus
necesidades, del conocimiento de sus expectativas y de la gestión de las relaciones con ellos.

Inicialmente en la identificación se logró saber quiénes son y cómo se llaman, luego se

determinan las expectativas, qué buscan y qué esperan, también se definen las obligaciones
qué derechos tienen y qué obligaciones se tienen con ellos y finalmente se realiza una
priorización donde se apreciará quiénes son los más importantes en función de todo lo
anterior. Luego de categorizar los stakeholders se utiliza la matriz poder/interés para poder
iniciar una planificación y crear planes de acción con los grupos de interés.

Los interesados clave incluyen a cualquiera con un rol de dirección o de toma de decisiones,
que se ve impactado por el resultado del proyecto, en este proyecto son: los inversionistas, el
director del proyecto, los colindantes y los usuarios del acueducto.

4. STAKEHOLDER ANALYSIS
This section describes how the project team will analyze its list of identified stakeholders.
This discussion should include how stakeholders will be categorized or grouped as well as
the level of impact they may have based on their power, influence, and involvement in the
project. There are several tools and techniques that can be used to help quantify
stakeholders. A description of these tools and techniques should also be included in this
section.
Esta sección describe cómo el equipo del proyecto analizará su lista de partes interesadas
identificadas. Esta discusión debe incluir cómo se categorizarán o agruparán las partes
interesadas, así como el nivel de impacto que pueden tener en función de su poder, influencia
y participación en el proyecto. Hay varias herramientas y técnicas que se pueden utilizar para
ayudar a cuantificar a las partes interesadas. En esta sección también se debe incluir una
descripción de estas herramientas y técnicas.
Once all LightWave Project stakeholders have been identified, the project team will
categorize and analyze each stakeholder. The purpose of this analysis is to determine the
stakeholders’ level of power or influence, plan the management approach for each
stakeholder, and to determine the appropriate levels of communication and participation each
stakeholder will have on the project.

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The project team will categorize stakeholders based on their organization or department.
Once all stakeholders have been categorized, the project team will utilize a power/interest
matrix to illustrate the potential impact each stakeholder may have on the project. Based on
this analysis the project team will also complete a stakeholder analysis matrix which
illustrates the concerns, level of involvement, and management strategy for each stakeholder.

The chart below will be used to establish stakeholders and their levels of power and interest
for use on the power/interest chart as part of the stakeholder analysis.

Key Organization Name Power (1-5) Interest (1-5)

A Operations A. White 2 2
B Operations B. Brown 4 5
C Supplier C. Black 1 1
D Supplier D. Green 1 2
E Trial Customer E. Day 3 5
F Engineering F. Knight 4 1
G Engineering G. Smith 2 4

Below is the5 power/interest chart for the LightWave Project stakeholders. Each letter
F
represents a stakeholder in accordance with the key in the chart above.
B

Power

A G

C D
1

1 5 5
Interest
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Based on the power and interest analysis and chart above, stakeholders A, C, and D will
require minimal management effort as they reside in the lower left quadrant of the matrix.
Stakeholder F, in the upper left quadrant, must be kept satisfied by ensuring concerns and
questions are addressed adequately. Stakeholder G, in the lower right quadrant, must be kept
informed through frequent communication on project status and progress. Stakeholders B
and E, in the upper right quadrant, are key players and must be involved in all levels of
project planning and change management. Additionally, stakeholders B and E should be
participatory members in all project status meetings, gate reviews, and ad hoc meetings as
required.

The stakeholder analysis matrix will be used to capture stakeholder concerns, level of
involvement, and management strategy based on the stakeholder analysis and power/interest
matrix above. The stakeholder analysis matrix will be reviewed and updated throughout the
project’s duration in order to capture any new concerns or stakeholder management strategy
efforts.

Stakeholder Concerns Quadrant Strategy

A Ensuring proper handover Minimal Effort Communicate project
of project to operations specifications as required
team
B Resource and scheduling Key Player Solicit stakeholder as member of
constraints for production steering committee and obtain
once project is transitioned feedback on project planning.
to operations Frequent communication and
addressing concerns are
imperative
C Ensuring on time delivery Minimal Effort Communicate project schedule
of materials and material requirements ahead
of time to ensure delivery
D Possible union strike may Minimal Effort Solicit frequent updates and
impact material delivery develop plan for alternative
supply source
E Product performance must Key Player Communicate test results and
meet or exceed current performance specifications and
product obtain feedback on customer
requirements or any changes.

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Provide frequent status reports

and updates.
F Concerns regarding Keep Satisfied Communicate resource
resources to assist project requirements early and ensure
team with product design resources are released back to
engineering when they’re no
longer required
G Questions regarding design Keep Informed Allow technical staff to work with
of LightWave product stakeholder to answer questions
and address concerns and provide
test results for validation

Sponsor Acceptance

Approved by the Project Sponsor:

___________________________________________ Date:____________________
<Project Sponsor>
<Project Sponsor Title>

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