Michael HanfordA term that is much used in a variety of methods for program and project management is that of “stakeholder”. The authors of these methods exhort us to “identify stakeholders”, or to create “stakeholder lists”.
I find it interesting that, with a few exceptions, the methods authors (I used to be one) never ask the reader to obtain the answer to a deceptively simple and very basic question: “Who are you; and, what do you want?”
Let’s address the question in its parts. In the first part, “who are you” means more than asking for the correct spelling of the name of a stakeholder. It is more addressed to the role the stakeholder fills with respect to a specific program or project.
For example, if the stakeholder is a member of executive management; is that knowledge sufficient? All executives are not created equal. Some are more equal! (or at least have greater impact than others on goals and success). The senior executive for a business segment, for example, is typically the “owner” of one or more major business goals. These goals are associated with needed initiatives and their results. From the perspective of a specific program, a business segment executive may well be the decision maker when it is necessary to interpret the needed outcomes or results for a program.
Understanding the role of those on the “stakeholder list” is key to understanding how and when to engage them in the activities of a program, or project.
In the second part, “what do you want” has a great deal to do with the evolution and interpretation of what is to-be-delivered by programs and projects; and what success IS. Each stakeholder views these components through a different lens, and will see a different picture.
Probing the views of success on the part of each stakeholder, and understanding that this success comes in types and flavors is a necessary part of providing an acceptable delivery or set of outcomes and results.
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Category: Program Management Tags: Program Management
