Organization

• Introduction
  • Purpose
  • Organization defined
• Levels of organization
• The project management team
  • Project management team structure
  • Project Board
  • Project Assurance
  • Change Authority
  • Size of the Project Board
  • Project Manager
  • Team Manager
  • Project Support
  • Dealing with changes to the project management team
• Working with the project team
  • Balancing the project team and individual
  • Training needs for project teams
  • Part time teams
• Working with the corporate organization
  • Line management functional management
  • Centre of excellence
• Working with stakeholders
  • Types of stakeholder
  • Stakeholder engagement
  • The Communication Management Strategy
• Responsibilities

Key sections

• Introduction
• Business case
• Organization
• Quality
• Plans
• Risk
• Change
• Progress
• Introduction to processes
• Starting up a projectDirecting a project
• Initiating a project
• Controlling a stage
• Managing Product Delivery
• Managing a Stage Boundary
• Closing a Project
• Tailoring PRINCE2 to the project environment
• Directing Projects with PRINCE2

The PRINCE2 approach

Working with stakeholders

Stakeholder engagement

Stakeholder engagement is the process of identifying and communicating effectively with those people or groups who have an interest or influence on the project’s outcome.
It is usually carried out at the programme level.

All projects need to have some level of some stakeholder engagement, particularly if not part of a programme.

Parties external to the project management team can exert a powerful influence on a project.
Effective communication with key stakeholders, both internal and external to the corporate organization, is essential to the project’s success.

OGC’s Managing Successful Programmes (MSP®) identifies a six-step procedure for stakeholder engagement:

Identifying stakeholders (Who?)

Identifying the individual stakeholders involved in, or affected by, the project and perhaps grouping similar stakeholders together so that key messages can be targeted effectively

Creating and analysing stakeholder profiles (What?)

Gaining an understanding of the influences, interests and attitudes of the stakeholders towards the project and the importance and power of each stakeholder.
For instance, is a particular group likely to be negative, irrespective of the message, and therefore require particular care?
Stakeholders’ influence and interests, whether rational or emotional, must all be taken into account.
They have the potential to affect the success of the project.
Perceptions may be mistaken, but they must be addressed.
The stakeholder’s perception of the benefits should be quantified where possible.

Defining the stakeholder engagement strategy (How?)

Defining how the project can effectively engage with the stakeholders, including defining the responsibilities for communication and the key messages that need to be conveyed.

For each interested party, agree the:

• Information the party needs from the project
• Information the party needs to provide to the project
• Method, format and frequency of communication
• Sender and recipient of the communication

Planning the engagements (When?)

Defining the methods and timings of the communications.
These are best planned after defining how the project will engage with the different stakeholders.
When selecting the senders of information, it is important to select communicators who have the respect and trust of the audience.
Their position in the corporate organization and expertise in the subject matter will greatly influence their credibility.
Many projects have a formal commencement meeting to introduce the project and its aims to the corporate organization.
If this type of meeting is used, it is important that the members of the Project Board attend to show their support and commitment to the project.

Engaging stakeholders (Do)

Carrying out the planned engagements and communications.
The first two steps in stakeholder engagement - identifying and analysing - also engage stakeholders to some degree.

Measuring effectiveness (Results)

Checking the effectiveness of the engagements.
Project Assurance could be involved in checking all the key stakeholders, their information needs and that the most appropriate communication channels are covered.

Further details of project management team roles and their associated responsibilities are provided in the folder ‘roles and responsibilities’ as part of the product package. These include role description outlines, which should be tailored to the needs of the specific project and each specific appointment.

PRINCE2® is a Registered Trade Mark of the Office of Government Commerce in the United Kingdom and other countries.
MSP® is a Registered Trade Mark of the Office of Government Commerce in the United Kingdom and other countries.