Quality Progress - January 2016 - (Page 15)

BACK TO BASICS Best of MARCH 2011 BY PHILIP J. KANGAS Stakeholder Management 101 Consider those most affected to create lasting change STAKEHOLDER BUY-IN is essential in any the project and who have the greatest influ- ers to support project goals. To assess each stakeholder group, the team successful project, including lean and Six ence. Addressing these stakeholders through targeted outreach will reduce project risk. Sigma efforts. A leading cause of project can apply numerical ratings or simply rate failure, however, is inattention to those each as high, medium or low for stakeholder Stakeholder analysis will help those stakeholders with the greatest influence influence and involvement. The team can use responsible for project success to identify over implementation and sustainability. these ratings to plot each stakeholder on a 2x2 project advocates-supporters (positive Effective management requires proactive matrix for analysis. For attitudes, the team can attitude score) with high influence and stake and ongoing stakeholder engagement-in- identify whether the stakeholders are support- in the project. The team should deploy advo- cluding identification, communication and ers (+), neutral (0) or detractors (-), or use a cates to influence those groups that may be risk planning, and active collaboration- green, yellow and red coding. This categoriza- neutral or negative toward the project. Influ- throughout the project life cycle. tion will allow for stakeholder segmentation ential and interested advocates will provide for communication and risk planning. important allies to drive project success. Stakeholder management begins by iden- Figure 1 illustrates the stakeholder advocate tifying individuals and groups the project Stakeholder ratings will help form an ef- affects. To identify a comprehensive list of fective communication plan, which recogniz- stakeholders, the project team should evalu- es that each group may have different infor- ate individuals or groups who contribute to mation needs. For example, the stakeholders each year on projects designed to eliminate or receive value from the project. The team in the upper right-hand quadrant of each step waste and reduce variation through process should assess stakeholders for their influ- in Figure 1 will have the most at stake in the redesign. Many of these projects, however, ence, the extent to which they are affected project and possess the most power to influ- fail to create lasting change. Active stake- and their attitudes toward the project. ence the project's outcome. The team should holder management will allow these projects seek to create buy-in and ownership with this to maximize the return on investment through group through targeted communication. tailored communication, risk mitigation and Stakeholders' perspectives, involvement and ability to influence the project may change throughout its duration. Teams Additionally, stakeholder attitude identifi- should identify stakeholders not only in the cation is useful for risk management planning. project design phase, but also periodically Each individual or group rated as having neg- throughout the project. ative or neutral attitudes toward the project Recurring stakeholder analysis will help the team determine the right ap- communication, High influence, low stake the stakeholder analysis, which will help guide tactical decisions for engaging key stakehold- Level of influence throughout the team should revisit prioritize stakeholders who do not support Step 1: Identify and assess stakeholders and engagement new phase, the PHILIP J. KANGAS is a director at Grant Thornton's Global Public Sector practice. He earned a master's degree in public administration from Syracuse University's Maxwell School of Citizenship and Public Affairs in New York. Kangas is a senior member of ASQ and an ASQ-certified Six Sigma Black Belt. Engage stakeholder advocates to drive success risk mitigation project. At each stakeholder advocate engagement. QP G Low influence, low stake F- High influence, low stake High influence, high stake A+ C0 Step 2: Engage high-influence/ high-stake advocates 0 Low influence, high stake D+ E0 B- Degree of stake G Low influence, low stake F- High influence, high stake A+ C0 0 Low influence, high stake D+ E0 B- Degree of stake / FIGURE 1 Step 3: Periodically reassess stakeholders High influence, low stake Level of influence tive stakeholder Organizations spend millions of dollars presents potential liabilities. The team should Level of influence proach to effec- engagement process. High influence, high stake A+ C+ G0 Low influence, low stake F0 Low influence, high stake D+ E+ B0 Degree of stake January 2016 * QP 15

Table of Contents for the Digital Edition of Quality Progress - January 2016

According to Plan
Solid Proof
Use Your Head
Stakeholder Management 101
Customer Delight
All About Data
Eight Simple Steps
Minimizing Chaos
Take Note
Pyramid Scheme
Assessing Failure
Which Six Sigma Metric Should I Use?
Turning ‘Who’ Into ‘How’
In the Beginning
Outputs and Outcomes
That’s So Random—Or Is It?
Understanding Variation
Improving a System
Putting It All on the Table
Know the Drill
It’s Fun To Work With an F-M-E-A
Solve Problems With Open Communication
Tell Me About It
Separate the Vital Few From the Trivial Many
To DMAIC or Not to DMAIC?
Breaking It Down
Smart Charting
1 + 1 = Zero Defects
QFD Explained
Curve Your Enthusiasm
Make a Choice
What Is a Fault Tree Analysis?
Successful Relationship Diagrams
The Benefits of PDCA
Creative Combination
Return on Investment
The Art of Root Cause Analysis
Why Ask Why?
Get to the Root of It
Checks and Balances
Calculated Risk
Sufficient Evidence
Sample Wise
Clearing SPC Hurdles
Supplier Selection and Maintenance
Team Advantage
Building a Quality Team
Plan Experiments to Prevent Problems
Substantiation Test
Training Day

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