Quelle est la meilleure façon d’identifier et de hiérarchiser les parties prenantes d’un projet informatique ?

There are four key steps to influence stakeholders to ensure project success, 1. Identify your stakeholders: stakeholders are the people who are involved in some capacity in your project’s decision-making process. 2. Map and prioritize your stakeholders: The mail goal is to identify who are in the apposition, neutral and in favour as well as the level of influence they have on the project. 3. Understand your stakeholders: Put yourselves in the position of each stakeholder and ask yourself what their perspective of your business may be. Consider that you know about actual and previous behavior and what underlies it. 4. Engage and communicate with your stakeholders: Propose suitable engagement actions to each stakeholders or to a group

To identify and prioritize stakeholders in an IT project: Use a Stakeholder Register: Document all potential stakeholders, their roles, and interests. Apply a Stakeholder Analysis Matrix: Assess stakeholders based on their power, interest, and influence. Consider the Stakeholder Salience Model: Evaluate stakeholders' legitimacy, power, and urgency. Use the RACI Matrix: Define who is Responsible, Accountable, Consulted, and Informed for each task. Communicate and Update Regularly: Maintain ongoing communication and adjust stakeholder priorities as the project evolves. Consider Impact and Engagement: Prioritize stakeholders based on their impact on the project and the level of engagement required.

In my experience one should not initiate an IT project without at least one stakeholder engaged. Although one may have at least one stakeholder, that should not prevent the IT specialist from reaching out to other line of business owners who may have an interest in knowing more about this project. The ideal IT projects is the one, which could address a variety of needs across the enterprise. In practical terms each stakeholder determines the extend of his/her involvement in a given IT project. Although one would follow best practices to involve and communicate periodically with ALL stakeholders, I found it very beneficial to reach out to each stakeholder individually, on their terms, to keep them in the loop on their particular needs.

Firstly:-"Using Stakeholder Analysis Matrix" to understand who is responsible for what area, this make it convenient to address milestones & challenges quicker, which will help in avoiding confusion in the end. When Stakeholders are aligned, the project has constructive support & Success and Failures get into shared model approach, rather than 1 sided affair. Secondly is "Communicate and Update regularly"- This has to be done religiously, In any project we shouldn't take anything default understandable, without proper communication and updates, stakeholder loses trust, even you are 100% committed. Updates are meant to ensure stakeholders recurring faith in the task you are responsible for and that is a key to Successful Project delivery.

Stakeholders Management is key to successful delivery.The stakeholder register should identify Stakeholders and Sponsors. Important to do this early in the project and bring them inside the fence - make sure you understand the 'stakeholders' value levers and ensure that benefits play to these - identify primary and secondary motives and assure alignment. Understand indirect stakeholders and how to communicate value to each group. Business priorities may decide if you need to overcommunicate to certain stakeholders - Use a stakeholder graph to understand the formal/informal relationships. Your project MUST deliver value to stakeholders - sometimes clever stakeholder management is required to make sure stakeholders understand the value.

Before selecting individuals to join the register, it might be useful to make some analysis on a corporate level: 1. A cultural assessment of some organisational observations 2. Distribution of pros and cons throughout the organisation 3. An organisational heat map which suggests which parts of the organisation might be impacted the most during which project phases 4. A stakeholder impact assessment using the "Change Impact Analysis - model 7-S" 5. A high level risk assessment on corporate level 6. An innovation diffusion analysis to identify the stakeholders from laggards through innovators 7. Common causes of resistance on an organisational level

During the stakeholder register consider that proper stakeholder classification is critical for project success. Stakeholders can be classified into four groups: 1. High Influence, High Interest: Prioritize their needs and concerns. 2. High Influence, Low Interest: Keep them informed and address their concerns proactively. 3. Low Influence, High Interest: Engage them early and address their concerns. 4. Low Influence, Low Interest: Periodically track their needs and address any concerns. Effective stakeholder management can mitigate project risks and increase the likelihood of success.

When it comes to unearthing stakeholders for an IT project, don't confine your search to the typical IT suspects. While tech experts are pivotal, the real breakthrough happens when you venture beyond the server room. Explore departments like operations, finance, marketing, and sales. IT projects aren't just about coding and hardware; they shape the entire business landscape. By expanding your search, you're not just optimizing IT but ensuring alignment with the entire company. Think of it as forming a diverse dream team – akin to the Avengers, but for the business's success. Uncover stakeholders where the world of spreadsheets intersects with business strategy and coding intertwines with overall collaboration!

A stakeholder register is a vital tool in project management for identifying and managing stakeholders throughout the project lifecycle. we need to continuously monitor stakeholder engagement and satisfaction. It is very crucial to address issues, strategize for resolution, and keep stakeholders informed. It serves as a dynamic tool for stakeholder management. Its systematic approach helps project managers proactively engage with stakeholders, align the project with their expectations, and navigate potential challenges throughout the project lifecycle. Regular updates and thoughtful application of the register contribute to successful project outcomes.

Drawing from my experience overseeing IT operations for a clinical trials organisation and a jewellery eCommerce company, I've found stakeholder registers invaluable for more than just tracking involvement. They enable tailored communication strategies, especially vital in projects involving diverse groups like clinical professionals and digital marketers. Incorporating stakeholders' personal communication preferences, gleaned from these registers, into my MBA-derived strategic planning has often turned potential resistors into project advocates, streamlining implementation and fostering a culture of inclusivity and respect for diverse viewpoints. This approach has been pivotal in complex, multidisciplinary projects

Using a Rasci or Raci ( Responsible / accountable consulted informed )matrix I’ve found to be an effective way of keeping track of important start holders and their roles.

Apply a stakeholder analysis matrix to sort out who's important in your IT project. It's like making a map that shows which people have the most say and care the most. Imagine you're planning a new software system – your boss might be super interested (high interest) and can make big decisions (high power), so they go in the top box. But someone from another department might care less and not have much influence, so they go in a different box. This helps you focus on the key players and keep them in the loop, ensuring a smoother project journey.

In my role as IT Director for a clinical trial organisation and previously in eCommerce, the stakeholder analysis matrix has been a game-changer. It's not just about categorising stakeholders but also about understanding the dynamics of their power and interest over time. In my experience, stakeholders in the high power, low interest quadrant often shift to high interest when the project impacts become more visible. Proactively engaging these stakeholders early on, a strategy I refined during my MBA, can preemptively address concerns and leverage their influence effectively. This nuanced application of the matrix ensures smoother project progress and mitigates potential roadblocks.

Extending the stakeholder analysis matrix, consider the dynamic nature of stakeholders' power and interest over the project lifecycle. Stakeholders may shift quadrants as the project progresses. For example, a stakeholder with initially low interest might gain high interest upon realizing the project's impact on their role. Regular reassessment of stakeholder positions is crucial for adapting your engagement strategy. Additionally, this matrix can guide the allocation of resources for stakeholder management, ensuring that those in the 'high power, high interest' quadrant receive adequate attention to garner support and mitigate potential risks.

Proporciona uma abordagem estruturada e sistemática para compreender e gerenciar as dinâmicas envolvidas no relacionamento com as partes interessadas de um projeto. Essa ferramenta permite uma avaliação eficiente do poder e do interesse de cada parte interessada, facilitando a identificação das mais influentes e envolvidas. Ao categorizar as partes interessadas em quadrantes específicos, a matriz ajuda a priorizar esforços e recursos, concentrando atenção nas áreas mais críticas. Isso resulta em uma gestão mais eficaz das expectativas, reduzindo riscos, melhorando a comunicação e contribuindo para o sucesso geral do projeto.

Identifying and prioritizing stakeholders in an IT project is crucial for success. Begin with a thorough analysis, categorizing individuals based on influence, interest, and impact. Engage key sponsors, users, and decision-makers to understand expectations. Consider input from experts and those indirectly affected. Evaluate support and resistance, prioritizing based on significance and impact. Regularly update the stakeholder list to accommodate evolving dynamics. This approach ensures resources and communication efforts are effectively directed, enhancing overall project management and stakeholder satisfaction.

Consider the stakeholder salience model as your project's compass. It's like having a map that highlights three important features: power, legitimacy, and urgency. Imagine you're planning a surprise party – the person who owns the venue (power), the birthday person (legitimacy), and a friend leaving town soon (urgency) are your key focuses. This model helps you pinpoint who really matters, ensuring your project sails smoothly in the right direction.

Leveraging the stakeholder salience model in my current IT Director role at a Site Management Organisation and previously in the eCommerce sector, I've realised the criticality of balancing these three attributes. Particularly, the aspect of 'legitimacy' often gets overshadowed by 'power' and 'urgency'. However, ensuring that stakeholders with genuine claims, even with lower power or urgency, are adequately engaged, can be vital. This approach, honed during my MBA studies, aids in fostering a more inclusive environment and often brings to light unique insights and solutions, particularly beneficial in multifaceted IT projects where diverse perspectives are key to innovation and success.

The stakeholder salience model is particularly effective in complex projects where stakeholder dynamics are fluid. It encourages a deeper understanding of each stakeholder’s motivations and concerns. For instance, a stakeholder with high urgency but low power might not influence the project directly, but their concerns can become critical if ignored, leading to broader issues. In contrast, stakeholders with high power and legitimacy but low urgency may not require immediate attention but are crucial for long-term project viability. This model guides you in creating a tailored engagement strategy, ensuring that stakeholders with the most significant impact on project success are managed effectively.

O modelo oferece uma estrutura analítica para avaliar e priorizar as partes interessadas de um projeto com base em critérios importantes: poder, legitimidade e urgência. Esses elementos fundamentais ajudam a identificar quais partes interessadas têm maior impacto potencial no projeto. Ao compreender a influência relativa de cada parte interessada, as equipes de projeto podem direcionar seus esforços de engajamento e comunicação de maneira mais eficiente. Priorizar as partes interessadas com maior relevância contribui para uma gestão mais focada e eficaz, melhorando as chances de atender às expectativas e minimizando riscos.

I have used RACI throughout my career and it is an extremely powerful technique. You iterate and keep refining the RACI matrix. It is critical to walk through it and discuss it with the stakeholders as this discussion brings potential challenges to light. I suggest creating email distribution groups that are aligned with the different stakeholders. I typically show these distribution groups within the RACI matrix for clarity.

The RACI Matrix is a powerful tool for clarifying roles and responsibilities within a project team. The acronym stands for Responsible, Accountable, Consulted, and Informed, representing different levels of involvement for each stakeholder in various project activities. By assigning RACI roles to stakeholders for specific tasks or deliverables, the matrix provides clarity on who is responsible for what, streamlining decision-making and fostering accountability. This tool is particularly effective in preventing misunderstandings and ensuring that each stakeholder knows their role and contribution to the project.

A RACI matrix goes right through to the appropriate responsibilities and I’m a stickler for the leaner, the better. If anyone needs more details on responsibilities, they can be provided whether within the same or different documents.

Identification: Gather input from your team, create a stakeholder register, categorize stakeholders, and engage with them directly to understand their needs and concerns. Prioritization: Use tools like power/interest grids, impact assessments, urgency considerations, and influence levels to prioritize stakeholders based on their importance and impact on the project.

Imagine you're leading a project to upgrade your company's IT system. It's a big task, and you're juggling multiple tasks, from coding updates to coordinating with different departments. Using the RACI matrix ensures everyone knows their part, making teamwork a piece of cake!

In my experience as an IT Director for a clinical trials organisation, the RACI matrix has been pivotal for streamlining project accountability and communication. A key insight, often overlooked, is the dynamic nature of these roles. Stakeholders may shift between categories as the project evolves. For instance, in a major systems upgrade project, department heads initially 'Consulted' often become 'Responsible' for implementation in their teams. This flexible approach to the RACI matrix, something I refined during my MBA, ensures that everyone is adequately engaged and informed, leading to more cohesive project execution and minimising the risk of overlooked responsibilities or duplicated efforts.

Implementing the RACI matrix effectively requires clear communication and consensus among stakeholders. It’s crucial that each party understands their role and the extent of their involvement. For example, a stakeholder categorized as 'Accountable' should be fully aware of their decision-making responsibilities and the expectations set upon them. Similarly, those marked as 'Consulted' should understand the nature of their input and how it influences the project. Regular reviews of the RACI matrix can help in adjusting roles and responsibilities as the project evolves, ensuring that the matrix remains a dynamic tool that adapts to the changing needs of the project.

Proporciona uma estrutura clara para definir e comunicar os papéis e responsabilidades dos stakeholders em um projeto. Atribuindo claramente quem é Responsável, quem é Responsável Final, quem é Consultado e quem é Informado, a matriz RACI evita ambiguidades e assegura que todos compreendam suas funções. Isso é crucial para a colaboração eficaz, tomada de decisões ágil e prevenção de conflitos. Ao evitar duplicações ou lacunas nas responsabilidades, a matriz RACI contribui para um ambiente de projeto organizado,

Communicating and updating regularly is like keeping everyone in the loop on a group project. Imagine you're working on a class assignment with your friends. You need to tell them how things are going, ask if they have any ideas, and make sure everyone is on the same page. It's the same with IT projects. Regular updates through meetings, emails, or messages keep everyone informed. It's like giving progress reports and making sure everyone feels heard. This way, the project stays smooth, and everyone can chip in with their thoughts, just like making a group project successful.

Ao manter as partes interessadas informadas e envolvidas, você constrói confiança. Adaptar os métodos de comunicação às preferências das partes interessadas e às necessidades do projeto garante relevância e buscar feedback demonstra um comprometimento com a colaboração. Seja por meio de reuniões, e-mails, relatórios ou pesquisas, uma comunicação clara minimiza mal-entendidos e aborda preocupações prontamente. Essa abordagem proativa promove um ambiente positivo no projeto, alinhando expectativas e mitigando problemas potenciais. Em última análise, uma comunicação consistente e personalizada aprimora a satisfação das partes interessadas

OMG.. I can't stress enough on importance of communication. You can never overdo it. Be honest, be humble and think of everyone else is as human as you are. It is important to show the positive side while always having a plan for worst.

The first step in identifying Stakeholders is to sit with the Project Sponsor. He / She is the key to identifying the Stakeholders that "need to be managed". The Project Manager can use his / her own experience to list out the standard set of stakeholders, but only the Sponsor can give inputs about those one or two special stakeholders who can make or break the project. Other stakeholders can be managed through the routine PM process while the special stakeholders need a more intensive and personal approach which sometimes might have to go beyond the documented processes.

Identifying and prioritizing stakeholders (individuals or groups) involves assessing their influence, interest, and impact on the project. Conducting stakeholder analysis to understand their needs, expectations, and potential contributions - RACI Ofcourse is a great tool. Then prioritise the stakeholder and projects based on their level of influence and importance to the project's success. Regularly review and update updates on continuous basis is Ofcourse is must to do to help access evolving dynamics.

In the modern organizational landscape: What projects aren't IT? As technology continues to embed itself in every facet of business operations, IT has become the bedrock, the unsung hero that keeps the wheels turning. There's an IT footprint from the coffee machine in the break room to the strategic planning sessions in the boardroom. So, why prioritize IT projects? Because they're not just about optimizing servers or upgrading software; they're about enhancing the very fabric of the business. In a world where even the most analog processes have a digital heartbeat, IT projects ensure that the organization keeps pace with technology at the least. It's not just about coding; it's about coding the success story of the entire enterprise.

From experience the most important before you start any project you need to read contract. Need to understand the scope of work of the project. If you are vendor, you need to well understood what is your responsibility and your client's. Never start formal project before you read your contract.

Stakeholder Engagement Plan: Develop a comprehensive plan detailing how you will communicate with and involve stakeholders throughout the project. This plan should be tailored to the needs and preferences of different stakeholder groups. Change Management: Consider the impact of the project on stakeholders and plan for change management. This includes preparing stakeholders for changes, addressing their concerns, and ensuring they are ready to adopt new processes or technologies. Conflict Resolution: Be prepared for conflicts among stakeholders. Have a strategy in place to handle disagreements or differing priorities, ensuring they are resolved in a way that doesn't jeopardize the project

Identificar e priorizar stakeholders em projetos de TI envolve mapeamento inicial, análise de influência e interesse, categorização, desenvolvimento de estratégias de comunicação, e priorização com base na combinação de influência e interesse. É crucial agrupar stakeholders com interesses semelhantes, ajustar estratégias conforme necessário e reavaliar periodicamente para garantir o envolvimento eficaz ao longo do projeto. Este processo é fundamental para o sucesso, considerando a importância de atender às necessidades e expectativas das partes interessadas, especialmente aquelas com alta influência e alto interesse.

The formal methods work well and should be used. Its still worth taking a moment to understand who is impacted if the project succeeds or fails. There are always stakeholders in the background that are not explicit, having awareness of this is good practice.

Reflecting on my roles in both clinical trial management and eCommerce IT strategy, I've observed that beyond formal tools and frameworks, the human element in stakeholder management is crucial. It's the informal conversations, understanding individual motivations, and building trust that often make the difference. For instance, in my current role, a casual chat with a department head revealed insights that reshaped our IT approach, enhancing user experience significantly. These 'soft' aspects, often overshadowed in formal methodologies, are where true leadership and stakeholder engagement shine. Balancing these with structured tools, a perspective I gained during my MBA, is key to holistic and effective stakeholder management.

Don't overcomplicate it. Think of stakeholders as your partners instead of overheads. We exist because they do. Follow KISS (Keep it short and simple).