ACQ 452 Forging Stakeholder Relationships Module 4 Stakeholder

ACQ 452 “Forging Stakeholder Relationships” Module 4 Stakeholder Management Action Plan Learn. Perform. Succeed

FOSTERing Collaborative Stakeholder Relationships Refresh Evaluate + Improve Relationships Building a Trusting Relationship Develop a Stakeholder Strategy Creating a More Effective Organization for R-B Create a Foundation for Relationship Building (R-B) Adapted from Ann Svendsen’s “Six Stages in Relationship-Building Process”

Agenda Build Stakeholder Management Action Plans • C-BES (Chemical-Biological Event Sensor ) - Outline Management Actions (What, How, When, Who) - • Evaluating Plan for success Your program/project/organization stakeholders 4

Stakeholder Strategy 1) Stakeholders & IERs 2) Priority Stakeholders 3) Stakeholder Involvement 4) Management Actions

Stakeholder Strategy 1) Stakeholders & IERs 2) Priority Stakeholders 3) Stakeholder Involvement 4) Management Actions

Stakeholder Strategy 1) Stakeholders & IERs 2) Priority Stakeholders 3) Stakeholder Involvement 4) Management Actions - Partner, Inform, Consult, Monitor, …

Management Actions Can Include Commitment Partner Engagement

Partner Management Action Partner • Working towards collaboration • Satisfy each others concerns • Search for mutually beneficial outcomes • Emphasis on problem solving o o o Where do differences lie Generation of alternatives Select solutions that fit both concerns 17

Management Actions Can Include Commitment Partner rm Info Engagement

Inform Management Action Inform • Determine information needs • Determine how best to provide information • Promote access and disseminate information • Promote communications 19

Management Actions can include Commitment Partner Monitor Engagement

Monitor Management Action Monitor • • Combining activities of both Inform and Consult Incremental changes in either commitment or engagement • Monitoring stakeholder for changes in status of IER and act accordingly to promote a positive influence 21

LT NSU CO Commitment Management Actions Include Engagement

Consult Management Action Consult • • • Directly involve Obtain opinions, feedback and inputs Promote access to edit and review Invite to participate as a team member Provide coaching 23

Sample Do. D Stakeholder Management Actions a) Depot is aware of program but currently low on commitment Involvement Matrix – – – b) Meet with quarterly to communicate plan Directly solicit opinions, feedback, inputs Conduct joint meetings with warfighters Collaborate to improve trust/partnership Identify and resolve areas of conflict PEO is an apathetic observer – PM could Inform and Consult – – – Clarify responsibilities, common goals Determine & deliver information & access Schedule more frequent communications Share access to status information Increase awareness of each others efforts Commitment – PM could actively Consult PEO Depot Engagement

Stakeholder Strategy • Are there any stakeholders that you need to move? • If so, where do you move them? • What specific actions need to be taken? • What outcome do you want with the stakeholder? (what do you want to improve or do differently? ) • Is there a behavior that you or they need to adopt? (what vital behaviors need to be changed/adopted that support achievement of the outcome above? ) • Are there specific ways you can influence that 25

Sample Management Actions (SPAWAR) • PEO C 4 I is “Apathetic” neutral observer SPAWAR 4. 0 needs to Inform & Consult: – – – • Determine & deliver information & access Promote better communications Increase awareness of each others efforts Directly involve the customer’s opinions, feedback, inputs Team/promote access to edit/review 4. 0 process information Clarify Roles & Responsibilities, common goals Sponsor Advocate Apathetic Supporter SSCs are “Aware” not engaged or committed SPAWAR 4. 0 needs to Consult/Coach: – – – Meet with SSCs quarterly to communicate plan Set up a social function Collaborate to improve trust/partnership Clarify Roles & Responsibilities, common goals Identify & resolve areas of conflict Specific Action Plan(s) for moving stakeholder to “Advocate”

Stakeholder Management Action Plan Management Actions Stakeholder Involvement* (From / To) Action** How and/or What activity to be taken? Customer Supervisor Peer Subordinates Contractors *Adopting, Apathetic, Aware, Advocate or Adversary ** Inform, Monitor, Consult, Partner When Who Responsible

Include Behaviors to Build Trust in your Stakeholder Management Plan 1) 2) 3) 4) 5) 6) 7) Talk Straight Demonstrate Respect Create Transparency Right Wrongs Show Loyalty Deliver Results Get Better 8) 9) 10) 11) 12) 13) Confront Reality Clarify Expectations Practice Accountability Listen First Keep Commitments Extend Trust

Sample Stakeholder Management Plan (DTRA) Action Strategy Stakeholder Involvement* (From / To) Action** How and/or What activity to be taken? When POC Responsible Lt. Col Paul Copeland, PM Brenda Hardbower, COR Adopting/ Advocate Secure funding/ endorsement by DTRA officials to proceed with execution of closeout plan. Face-to-face executive level briefings, coordination of documents for approval. 12 Dec PM, COR with staff support (Budget Officer & Comptroller) Contracting Officer/Contract Specialist Aware/ Advocate Be proactive in developing pre-post negotiating strategy in collaboration with PM/COR, including milestone schedule Face-to-face meetings with OS Staff, PM, COR, including consultation /communication via e-mail and telephone with Votkinski PMs (Raytheon & DTRA) to reach agreement on acquisition milestone and closeout milestone schedule and finalize mutual agreement on terms of contract modification. 1 Nov CO & CS On-site PMs (Votkinsk) Apathetic Identify and map out and advice DTRA Hdqtrs Team of crucial close out activities Communicate advisory input to the PM/COR via telephone, e-mails and on-site face-toface meetings in Votkinsk Monthly starting January * Adopting, Apathetic, Aware, Advocate or Adversary ** Inform, Monitor, Consult, Partner On-site PMs

Sample Management Action Plan (SPAWAR) Management Actions Involvement* (From / To) Action** How and/or What activity to be taken? When Who Responsible PEO C 4 I Apathetic Advocate Inform & Consult Determine & deliver information & access 15 Nov Nettles “ “ “ Clarify common goals 30 Nov CDR Nolte SSCs Aware Advocate Consult & Coach 1 Dec Dr. Giles “ “ “ Set up a social function 15 Dec Boyce “ Identify & resolve areas of conflict 20 Jan CDR Nolte Stakeholder “ “ *Adopting, Apathetic, Aware, Advocate or Adversary ** Inform, Monitor, Consult, Partner Meet with SSCs quarterly

Stakeholder Management Action Plan (Marine Corps Systems Command) Action Strategy Stakeholder Involvement* (From / To) Action** How and/or What activity to be taken? When POC Responsible AC LCL Advocate / Advocate Monitor Partner Brief statutory MER requirement and SMP. Seek feedback and guidance. Step 1 Wade Dir/Ops. O TFSD Ops. O, M&RA Aware / Advocate Consult Develop Point Paper and brief on statutory MER requirement. Form an IPT colead TFSD and LCL. Step 2 Wade & MPT Leads CG, MCSC/Co. S PEO-LS Aware / Advocate Consult Brief Executive Steering Committee (incl CG, PEO, SIAT, PROG, LCL) on IPT recommendations. Step 3 IPT Co. Leads DC, CD&I DC, M&RA Apathetic / Advocate Inform Consult Socialize Point Paper early. Inform about IPT / Charter. Brief IPT process, policy, and resource recommendations. Step 4 Hermann, Sanders & Stenner * Adopting, Apathetic, Aware, Advocate or Adversary ** Inform, Monitor, Consult, Partner

Team Tasking • Situation: Col Ruggles asked for a follow-up briefing about Stakeholder Management Action Plan for key C-BES program stakeholders • Complete Management Action Plan for assigned stakeholders for the C-BES scenario in module #2. 1) Identify desired level of stakeholder involvement (Adopting, Apathetic, Aware, Advocate or Adversary) 2) Determine action(s) to achieve desired level of involvement (i. e. partner, consult, inform, monitor …) 3) Describe specific activity(s) (i. e. how, what …) 4) Suggest when and who for each activity 34