Comment créer un registre des parties prenantes et pourquoi est-ce important?

Start with a simple list. Then determine the metadata that you need to collect about key stakeholders. You'll be able to fill in some information easily. But you may need to conduct research for other data.

Before creating the stakeholder register, the following things need to be done: 1. One must identify the list of stakeholders from the project charter, sponsor, brainstorming, and research. 2. Analyze the stakeholder's needs, wants, concerns, requirements, and expectations. 3. Classify the stakeholders based on upward, downward, sideward, internal, and external stakeholders. 4. Prioritize the stakeholders based on Power-interest, salience model, and Stakeholder cubes. High power, high interest High power, Low interest Low power, high interest Low power, low interest Review and update your stakeholder register regularly and communicate any changes. Utilizing a stakeholder register template simplifies your documentation.

L'identification des parties prenantes permet de mieux cerner l'environnement qui pourrait avoir un impact positif, mais aussi négatif, face à un projet, une politique, une entreprise, une innovation, etc., en développement. Plus on connait nos parties prenantes, plus on est en mesure de saisir les opportunités qui se présentent, ou d'éviter les écueils qui pourraient se présenter au fil de notre avancée.

As a project manager, I identify stakeholders by considering anyone who can impact or be impacted by the project. This includes team members, clients, suppliers, regulators, and other relevant parties.

In my experience in addition to the mentioned steps I sometimes use scenario analysis to identify potential changes in stakeholders throughout the project lifecycle. This approach helps to prepare for emerging stakeholders and evolving dynamics. I consider scenarios where new stakeholders may appear due to changes in project scope, market conditions, or regulatory requirements. This could involve identifying new regulatory bodies, additional project contributors, or unforeseen influencers. It can sometimes even lead to refining communication plans, adjusting project timelines, or realigning project goals based on evolving stakeholder priorities.

Analyzing stakeholders involves assessing their level of influence, interest, and potential impact on the project. This helps prioritize communication, manage expectations, and address their needs effectively.

Mapping stakeholders on the power - interest matrix also gave me a lot of insights on how to engage with certain stakeholder (groups). In the past I tried to work together with all of them, and inform them all in the same way on the same level of detail. This mapping exercise showed me different stakeholders need to be engaged on different levels, so the matrix can help to determine if you need to monitor, keep informed or actively work together with certain stakeholders.

To create a stakeholder register, list all project stakeholders and include their roles, interests, influence and communication needs. This is important for analyzing stakeholders, as it helps identify who can impact or be impacted by the project. By understanding stakeholder expectations and influence, you can develop effective communication strategies, manage stakeholder relationships and ensure project alignment with their needs, ultimately enhancing project success.

Il est très pertinent de garder un suivi à jour des différentes parties prenantes, en prenant le temps de noter toutes les informations pertinentes au fil du temps, pour ainsi pouvoir s'y référer au besoin. Cela permet de saisir les opportunité de fusion, d'intégration ou de collaboration qui pourraient se présenter dans le futur. Cela permet également d'envisager les avenues de discussions, s'il advenait que certaines parties prenantes deviennent des freins, ou même des opportunités d'avancée pour notre projet.

We moved on to analyzing them based on their interest and influence. We created a stakeholder analysis matrix, mapping each stakeholder's power and interest levels. High Power, High Interest High Power, Low Interest Low Power, High Interest Low Power, Low Interest It is vital to critically analyze this matrix and ensure you have a good mix of Influences, perspectives, and interests this can result in a robust list of stakeholders.

Mapping stakeholders on the power - interest matrix gave me a lot of insights on how to engage with different stakeholder (groups). In the past I tried to work together with all of them, and inform them all in the same way on the same level of detail. This mapping exercise showed me different stakeholders need to be engaged on different levels, so the matrix can help to determine if you need to monitor, keep informed or actively work together with certain stakeholders.

Mapping stakeholders involves visually representing their relationships, interests, and influence on the project. This helps in understanding their connections, identifying key influencers, and tailoring communication and engagement strategies accordingly.

Stakeholder map is a great tool for you to plan communication with the people. Sometimes you will need to be more persuasive with some people, who you need to have by your side for the project success. Be aware of this idea and create such maps for the project - it is not a waste of time!

To document stakeholders effectively, I prepare a resource sheet and capture details such as names, roles, responsibilities, expectations, interests, and communication preferences. This ensures clarity and facilitates efficient stakeholder engagement throughout the project.

One helpful thing I'd suggest is always creating a stakeholder matrix. It may even take the form of an informal document - simply a list of all project contacts with their respective roles, contact details, and contributions. I encourage starting this early in a project and you can benefit from this even if you are the sole BA or PO on the project, and the registry may not be used by others. Firstly, it helps with organizational efficiency, providing a structured reference for locating contact details and recalling roles and names. Additionally, it can easily hand over all stakeholders to a new team member during the knowledge transfer process. Make sure to keep the list updated, reflecting any changes that may arise.

Collaboration and co-creating with your stakeholders is key for the success of any project. A poplar tool for documenting stakeholders and their roles and responsibility is a RACI (Responsible, Accountable, Consulted, Informed). Documenting expectations and liability can help bring clarity within your project/organization. There are other tools and strategies that can be combined with or used alongside RACI for comprehensive stakeholder management.

Stakeholder register serves as an important document in project management facilitating collaboration and cultivation of stronger relationships. Having stakeholder roles, expectations, interests clearly defined helps in creating targeting communication strategies tailored as per needs of each stakeholder group, ensuring everyone is aligned on project goals. It also leads to increased accountability, improved decision-making and conflict resolution, as well as enables proactive risk management.

It is better to have things categorized and documented than not to have such data. Thats why stakeholder register is one of the crucial things in the stakeholder managment arsenal - it helps you to develop a connections, plan your moves and keep the situation under control.

In addition to these tips I'd suggest categorizing stakeholders based on their level of influence, interest, or impact on the project. This helps to the targeted communication, more tailored risk management and engagement strategies. Also consider both internal and external stakeholders when creating the register. Internal stakeholders may include team members, while external stakeholders could be clients, customers, or regulatory bodies. Considering both internal and external stakeholders fosters a more inclusive approach to project management. It facilitates better collaboration and decision-making, ultimately contributing to the project's success and its alignment with organizational objectives.