Quality Progress - January 2016 - (Page 30)
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
verbal or written reports) is best for relaying
sure to note when and how positions change.
1. Objective and expected outcomes-
"what." Determine what must be communicated to each stakeholder. Add descriptions
sensitive information, collaborating on complex issues and shaping behavior.
Several methods must be used to satisfy
Use the extended stakeholder analysis
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-
Integrated stakeholder analysis table and
communication plan / TABLE 1
Advantages or Influence
Improve JIT delivery High
Reduce inventory High
Increase inventory Medium
Communication Communication Frequency Additional notes
Review progress Video conference Monthly
Involve in project Face-to-face
JIT = just in time
30 QP * www.qualityprogress.com
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
A bibliography for this column can be found on this article's
webpage at www.qualityprogress.com.
End of the
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.
Table of Contents for the Digital Edition of Quality Progress - January 2016
According to Plan
Use Your Head
Stakeholder Management 101
All About Data
Eight Simple Steps
Which Six Sigma Metric Should I Use?
Turning ‘Who’ Into ‘How’
In the Beginning
Outputs and Outcomes
That’s So Random—Or Is It?
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
1 + 1 = Zero Defects
Curve Your Enthusiasm
Make a Choice
What Is a Fault Tree Analysis?
Successful Relationship Diagrams
The Benefits of PDCA
Return on Investment
The Art of Root Cause Analysis
Why Ask Why?
Get to the Root of It
Checks and Balances
Clearing SPC Hurdles
Supplier Selection and Maintenance
Building a Quality Team
Plan Experiments to Prevent Problems
Quality Progress - January 2016