1. Project Management
SWOT and Stakeholders

2. Project Management © 2009 Olaf Passenheim & Ventus Publishing ApS
ISBN

3. SWOT Analysis The SWOT analysis helps define possible risks.
Developed in the 1960s by Albert Humphrey at Stanford University using data from 500 U.S. public corporations
From this data he developed the SWOT analysis.
Strengths, weaknesses, opportunities, threats

4. S.W.O.T. Internal factors Strengths Weaknesses External factors
Opportunities
Threats

5. S.W.O.T. Internal factors Attributes of the organization:
Strengths
Weaknesses
Attributes of the organization:
Product, marketing, production, economy, organizational structure and culture
External factors
Opportunities
Threats
Attributes of the environment:
Demography, technology, legal issues, national conditions, customers, competitors, distribution, suppliers

6. S.W.O.T. Known or predictable weaknesses and threats will be apparent.
SWOT can be used for companies, their departments and divisions.
It helps in generating new ideas.

7. S.W.O.T.
The easy creation and use of SWOT means that there is no detailed information about how to reach an objective or how important a threat is.
A careful use of the outcome of the SWOT analysis is therefore highly recommended.
Making a SWOT and not using it for anything is a common mistake.

8. S.W.O.T.
The SWOT is for organisational structures and projects. This can also be a division or department of a company.
It is never used for a product or service, which is the output of the project or organisation.

9. Typical Swot model

10. Stakeholders
There are many types of stakeholders

11. Stakeholders Individuals, groups, or even
organizations that have a “stake”
or claim in the project’s (successful
or unsuccessful) outcome

12. Stakeholders
According to the Project Management Institute (PMI), the term project stakeholder refers to, ‘an individual, group, or organization, who may affect, be affected by, or perceive itself to be affected by a decision, activity, or outcome of a project’ (Project Management Institute, 2013).

13. Stakeholders
Project stakeholders are entities that have an interest in a given project. These stakeholders may be inside or outside an organization which:
Sponsor a project
Has an interest or a gain upon a successful completion of a project
May have a positive or negative influence in the project completion.

14. Stakeholders Examples
Project leader
Line Managers
Project team members
Product user group
Project testers
Senior management
Competitors
Project customer
Subcontractors
Resource Managers
Consultants

15. The basic stakeholder model
Look at your SWOT to find the first basic stakeholders
Looks a bit like a Brainstorm or Mindmap
Can then be expanded to list
The to a Matrix

16. Stakeholders Internal & External

17. Stakeholder Analysis Process
Develop a list of stakeholders who have an interest in the successful or unsuccessful outcome of the project
Identify the stakeholder’s interest in the project
“+1” for positive interest
“0” for neutral
“-1” for negative interest

18. Stakeholder Analysis
Determine the degree of influence each stakeholder has on a scale of 0 (no influence) to 10 (can terminate the project)
Define a role for each stakeholder – e.g., champion, consultant, decision maker, ally, rival, foe, etc.

19. Stakeholder Analysis
Identify an objective for each stakeholder – e.g., provide resources, guidance, expertise, acceptance, approval, etc.
Identify a strategy for each stakeholder – e.g., build, maintain, improve, re-establish the relationship

20. Stakeholder List A very advanced Stakeholder List
stakeholder_analysis_tool.xls
on Fronter

21. Power/Interest grid.
The stakeholder analysis can use a map of the interest and power/influence of each stakeholder
Insert the No. of the Stakeholder in the grid

22. Power/Interest grid.
Once you have mapped your stakeholders you can focus your efforts on the highest priority groups while providing sufficient information to keep the less powerful groups happy.

23. influence in Stakeholder Analysis
Adding influences reveals lines of communication between stakeholders predicting the path potential issues will follow as they flow along influence lines to become an important concern for a key player.