Quality Progress - January 2015 - 64

BACK TO BASICS BY SEAN GOFFNETT Putting It All on the Table Extending stakeholder analysis to communicate a plan for action STAKEHOLDER ANALYSIS and com- the intent of the message, and recognize that respected person to deliver the communi- munication are critical to project success. some stakeholders will not require a signifi- cation. This will minimize delays typically It's essential that the right communication cant amount of detail on a daily basis. Table associated with building trust and rapport. reach the right people at the right time. A 1 illustrates an extended stakeholder analysis Decide on when and how often to commu- communication plan, which documents table combined with a communication plan. nicate. Determine frequency of communica- 2. Channel-"how." Specify the proper tion based on the details and importance of the communication objectives for a project the information needing to be conveyed. and the means to achieve those objectives, channels of communication to reach key is a practical extension of the stakeholder stakeholders. Effective communication analysis table because it aligns stakeholder requires different methods for different pur- and cost it takes to prepare and deliver the expectations and objectives using noted ac- poses, so try to choose a channel that will communication. Thus, it is important to set tions and targeted communications. be most effective with the least amount of firm completion dates for major deliverables. effort. This can save time and frustration. It also helps to plan various ways to gain A stakeholder analysis identifies the Project leaders must balance the time support and elicit involvement from key individuals and groups that must receive Face-to-face communication (includ- vital project-related communications. The ing in-person meetings, phone calls, email, stakeholders. It's likely that you will need to following steps extend stakeholder analysis text or video messaging, surveys, extranet, modify or reinforce stakeholder positions by developing a practical action-oriented intranet, internet, videoconferencing, and based on their reaction to the project, so be communication plan. verbal or written reports) is best for relaying sure to note when and how positions change. sensitive information, collaborating on com- Use the extended stakeholder analysis 1. Objective and expected outcomes- "what." Determine what must be communicated to each stakeholder. Add descriptions plex issues and shaping behavior. Several methods must be used to satisfy table to capture this information and to note any progress toward acceptance of a proj- of what must be accomplished through requirements of a comprehensive communi- ect, and list any additional actions needing targeted communications, such as report- cation plan. The choice of the channel can to be communicated. ing project status, roles and responsibilities, depend on the intent of the message and the issues, costs, timing, decisions and announce- anticipated reaction to the message. The When stakes are high ments. Status reports, for example, are most appropriate channel also can depend Put everything on the table by integrating detailed accounts to keep everyone informed on who is delivering the message. stakeholder analysis and the communication of the project's progress. Keep communication brief without losing 3. Messenger and timing-"who" and "when." Select a knowledgeable and well- Communication plan Stakeholder analysis table Integrated stakeholder analysis table and communication plan / TABLE 1 Stakeholder group Customer Internal logistics team Vendor Advantages or Influence Importance disadvantages Improve JIT delivery High Medium and sequencing Reduce inventory High High Increase inventory Medium High and transportation Communication Communication Frequency Additional notes objective channel and actions Review progress Video conference Monthly Approve change to schedule Involve in project Face-to-face Ongoing Discuss critical meeting issues Involve and Extranet and Weekly Exchange ideas; monitor e-mail attitude shifting toward neutral JIT = just in time 64 QP * www.qualityprogress.com Impact Attitude plan. This practical combination allows you to evaluate key stakeholder attitudes and interactions to determine the best tactics to inform stakeholders and align expectations, as well as plan appropriate actions to address any risks or concerns that emerge during the project. QP Medium Positive High Positive EDITOR'S NOTE High Negative A bibliography for this column can be found on this article's webpage at www.qualityprogress.com. Sender responsibility Marketing representative Project leader Completion date Beginning of the month Today Logistics End of the representative week SEAN GOFFNETT is an assistant professor of marketing and logistics at Central Michigan University in Mount Pleasant. Goffnett received his doctor of philosophy with concentration in quality management from Eastern Michigan University in Ypsilanti. He is a senior member of ASQ, an ASQ-certified quality process analyst, and a Lean Six Sigma Master Black Belt. http://www.qualityprogress.com http://www.qualityprogress.com

Table of Contents for the Digital Edition of Quality Progress - January 2015

Up Front
LogOn
Expert Answers
Keeping Current
Mr. Pareto Head
Total Quality’s Leader
Narrow(er) Focus
Dissecting the Differences
Separate Steps
Innovation Imperative
Measure for Measure
Quality in the First Person
Career Corner
Statistics Roundtable
Standards Outlook
QP Toolbox
QP Reviews
One Good Idea
Back to Basics

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