Stakeholder Analysis.pptx

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					  Stakeholder
   Analysis
              Patrick T. Hester, Ph.D.
                Assistant Professor
Engineering Management and Systems Engineering
               Principal Researcher
National Centers for System of Systems Engineering
                 pthester@odu.edu
                    757-683-5205

             Kevin MacG Adams, Ph.D.
               Principal Researcher
National Centers for System of Systems Engineering
                kmadams@odu.edu
                    757-683-5219
                                            The Problem
n Stakeholders lie at the heart of everything we do in
  systems engineering.
n Freeman: a stakeholder is someone who "can affect or
  is affected by the achievement of the organization's
  objectives" (1984, p. 46).
n We lack a software tool to help us classify and manage
  stakeholders




2
                                                                  Stakeholder Classification
    Power
                                                                                       1. Dormant (Power, no
                                                                                          legitimacy, and no
                                                                                          urgency)
                  1
              Dormant                                       Legitimacy      Latent     2. Discretionary (Legitimacy,
             Stakeholder
                                                                                          no power, and no urgency)
                                       4
                                                                                       3. Demanding (Urgency, no
                                   Dominant
                                  Stakeholder
                                                                                          power, and no legitimacy)
                                                                                       4. Dominant (Power and
                 5
            Dangerous
                                7
                            Definitive                      2
                                                                                          legitimacy, no urgency)
            Stakeholder    Stakeholder                Discretionary
                                                      Stakeholder
                                                                         Expectant     5. Dangerous (Power and
                                                                                          urgency, no legitimacy)
                                      6
                                 Dependent
                                 Stakeholder
                                                                                       6. Dependent (Legitimacy
                                                                                          and urgency, no power)
                  3
             Demanding
                                                                          Definitive
                                                                                       7. Definitive (Power,
             Stakeholder
                                                                                          legitimacy, and urgency)
                                                       8
                                                Non-stakeholder                        8. Non-stakeholder (No power,
Urgency
                                                                         Undefined        no legitimacy, no urgency)

     Stakeholder Typology, adapted from (Mitchell, et al., 1997)

3
                                                 Stakeholder Attitude



                                                  Stakeholder's potential for threat
                                                          to organization
                                                      High                Low
    Stakeholder's potential               High       Mixed             Marginal
    for cooperation with                         Non-supportive       Supportive
                                          Low
    organization
    adapted from (Savage, et al., 1991)




4
                                                                      The Solution
n A software tool which can help us to capture
  stakeholder attitude, classification, and influence
n Display results in a graphical (network-based) format, as
  well as a tabular format


                           Commander




        Staff                          Dept             Key
                                                        Circle size = Classification
                             HQ                         Circle color = Attitude
                                                        Line direction = Direction of Influence
                                              Support   Line width = Strength of influence
                SPAWAR




                         Admin


                                        Users

				
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posted:2/13/2014
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