All language subtitles for KU PMGT 840 Session 6 (Part A)- Stakeholder Identification and Analysis

Hello everyone and welcome to Part A of
Session 6 in Project Leadership.

In this session, we will focus on one of
the most important aspects of

leadership in project management, that
is leading project stakeholders.

As a project leader, your ability to
identify, understand, and engage

stakeholders can significantly influence
your project's success.

This module will provide you with tools
and strategies to manage a stakeholder's

expectations effectively.

Let's get started on exploring what it
means to lead a stakeholder with clarity

and purpose.

In this part of the module, we will
focus on identifying and analyzing

stakeholders in a project setting.

Understanding who your stakeholders are
and what matters to them is the first

step toward effective engagement.

a project must consider the needs of
everyone in touch, not just clients, but

also users and other stakeholders.

A stakeholder is anyone who uses the
project's outcomes, is affected by the

project, or can influence it in some
way.

Each stakeholder group brings a unique
perspective and their level of power and

interest can vary widely.

That's why identifying them correctly
from the start is essential for a strong

stakeholder engagement throughout the
project.

When identifying the stakeholders, a
useful question to ask is who will be

affected by or could impact this
project.

Stakeholders can come from inside or
outside the organization and may have

different roles and levels of influence.

For example, internal stakeholders
include the sponsor, project manager,

team members.

On the other hand, external stakeholders
might be vendors, clients, regulators,

or even the public.

Recognizing the full range of
stakeholders early can help you plan

engagement strategies later on.

Stakeholder identification usually
happens early in the project and is

tied to the initiating stage.

The name of key stakeholders are
formally documented in the project

Later, during the planning phase, this
list is reviewed again and expanded to

support effective communication and
engagement.

At this stage, we also begin to outline
strategies for how we will interact with

each stakeholder group.

The most important outcomes of this
process is the stakeholder register,

becomes a vital tool for tracking and
managing the stakeholders' involvement

throughout the project.

Analyzing and prioritizing a stakeholder
is a critical step in managing a

project successfully.

It helps us recognize who needs
attention, how to engage them, and how

respond to their needs and concerns.

A great way to clarify rules and
responsibilities is by using the RACI

This tool helps us define who is
responsible for doing the work, who is

accountable for final decisions, who
must be consulted, and who should be

informed. Clear rule definitions lead to
fewer misunderstandings and also a

smoother collaboration throughout the
project.

1. Now let's look at a real -world
example of how stakeholder rules can be

mapped using a RACI matrix.

In this case, the project is to design
and launch an official website that

showcases services and engages
customers.

Each task, like defining objectives,
writing content, or launching the

has specific stakeholders who are
responsible, accountable, consulted, or

informed.

For example, the sponsor approves key
decisions while the web developer leads

technical implementation.

As you can see, this table helps us see
how stakeholder roles are clearly

distributed across the project
lifecycle.

This minimizes confusion and improves
coordination throughout the project

lifecycle.

One helpful way to analyze the
stakeholders is by using the power

This tool helps us categorize the
stakeholders based on two key factors.

First, how much power they have to
influence the project. And second, how

interested they are in the project
outcomes.

Once we place each stakeholder in the
appropriate quadrant, we can decide on

best engagement strategy.

For example, stakeholders with high
power and high interest should be

closely.

By contrast, those with low power and
low interest may only need occasional

monitoring.

And now we can flash back to our earlier
example by applying the power interest

grid to define engagement strategies for
each stakeholder.

As you can see, the project manager and
sponsor both have high power and high

interest, so they need to be managed
closely and involved in key decisions.

The CEO has high power but lower
interest, which means we should keep

satisfied with milestone updates.

Stakeholders like marketing manager or
content writer are in the keep informed

group and the IT manager is involved
only when technical validation is

And that chart on the right helps us
visualize where each stakeholder falls

how we can engage them most effectively.

This example tells the story of Emma, a
seasoned project manager tasked with

leading the construction of a regional
hospital.

She understood that effective
stakeholder engagement would be critical

project's success.

Emma used key questions and tools like
the stakeholder register and power

interest grid to guide her analysis.

Stakeholders with high power and
interest, such as the health department,

engaged through regular meetings.

Meanwhile, the local community with
lower power but high interest received

public updates to stay informed.

By customizing care approach for each
group, Emma helped build trust, reduce

delays, and support the shared vision
for the hospital.

And that brings us to the end of part A.
Thank you very much again for watching

this video. And if you have any
questions, please feel free to reach

an email, or post it on the discussion
board.