Stakeholder Analysis Eksempelet er hentet fra Statoil l

Stakeholder Analysis Eksempelet er hentet fra Statoil

l. What is Stakeholder Analysis ? –The Stakeholder Analysis is a method for identifying internal and external stakeholders, their concern and objectives, their potential influence, and how to deal with them. l. Why use it ? –Managing the stakeholders relationships is an important key in reaching a successful project outcome. The analysis is an important part of defining the projects purpose, objectives and success criteria - in general and in respect of the key stakeholders. The analysis is a part of the foundation for organising the project, developing contract strategies and strategies for issues outside the contractual requirements, and for developing communication plans with the internal and external stakeholders.

l. Project Stakeholders: –Individuals and organizations who are actively involved in the project, or whose interests may be positively or negatively affected as a result of project execution or successful project completions.

l. Internal stakeholders: induviduals or groups within the project and the corporation. –project manager –project team –sponsors l. External stakeholders: individuals, groups or institutions that may influence the outcome of the project or may be influenced by it. –Corporate Interfaces (parent org. partners) –Financial Interfaces –Goverment Interfaces –User / Operator Interfaces

What is the intention of the analysis? Identification of project goals Project effect goal and resultgoal Sucesscriteria Preparation of action plan Decision process Endorsement of the project Ambassador activities Stakeholder - analysis Organising of influence activities (påvirkningsaktiviterter) Information Inquirery, listening Lobbying Infomation strategy Identification of interests Conflict possiblities Conflict prepardness Preparation of management (styring) Influence Decisions Identification of possible work contribution Performance Finansing Resources

Stages in the analysis: 1. Identification of Stakeholder groups • 2. Identification of the Stakeholders interests in the project and categorisation wrt. criticality (1 -4) 3. Analysing critical stakeholders and identifiaction of actions/strategies

1. Identification of Stakeholder groups Project evaluation arena Government/ Authorities Sleipner license PL 072 license Troll/Sleipner Internal suppliers Product market SDØE Sigyn Esso The Project's core team, CT Dedicated sub-project-groups Steering group SLA operation Contractors/ suppliers Special organisations Media (i. e environmental org. )

2. Identification of the Stakeholders interests in the project and categorisation wrt. criticality (1 -4)

3. Analysing critical stakeholders and identifiaction of actions/strategies

Description of Stakeholder: xxxxx Description of relation: Expectations: Potential: Interests / conflicts: Strategies / activities for Obtaining Support or Reducing Obstacles:

Description of Stakeholder: xxxxx Description of relation: Expectations: Potential: Interests / conflicts: Strategies / activities for Obtaining Support or Reducing Obstacles:

Description of Stakeholder: xxxxx Description of relation: Expectations: Potential: Interests / conflicts: Strategies / activities for Obtaining Support or Reducing Obstacles:

Description of Stakeholder: Sub project Top-side Description of relation: Part of the CT. PL 046 work scope. Expectations: Close coperation with SLA operation to define Sigyn modification to SLA. Commitment to approved execution plans ( bed, cranes, logistics, etc) Access to necessary resources within Statoil. Esso ownership to technical solution and execution strategy. Frozen design basis. ___________ Esso expectations: Optimised defintion of work scope cost and schedule. Ready for 2002 shut-down. Adequately supported by appropriate reviews and documentations. Flawless topside execution Close cooperation with SLONG in the preparation of commercial service agreement Definition of options for Sigyn phase 2 Potential: Smooth project execution. Synergies with the SVK project. Interests / conflicts: Priority conflicts during project execution (including contractors coordination). Direct impact on cost and schedule management. Interface management with Sigyn drilling and subsea work scope. PL 046 desire to protect base business Strategies / activities for Obtaining Support or Reducing Obstacles: Get early dialog and early commitment ( communication plans including offshore visits). Establish cooperation agreement and regular meetings. Good change management system must be established. CT justify technical solutions to operations.

Description of Stakeholder: Sleipner operation Description of relation: Represented in the CT Expectations: High CT focus , prepare for Sigyn to plan/do the installations, Sigyn provedes a tight project definition, and Sleipner provides flawless execution Potential: Implementaton of Sigyn with no negative concequences on regularity and safety. Cost and schedule impacts in either directions. To show the business opportunity with tie-in of other possible fields Interests / conflicts: Necessary investment to avoid large operation costs ( include LCC considerations). Protecting SLA business/production. Planning or proritising of activites on the same time, especially during the 2002 shut-down Strategies / activities for Obtaining Support or Reducing Obstacles: Get early dialog and early commitment ( communication plans including offshore visits). Establish cooperation agreement and regular meetings. Good change management system must be established. CT justify technical solutions to operations.

Description of Stakeholder: Total/ Fina Elf Description of relation: Part of the licence 046 but not on 072 Expectations: They want to see value of Sigyn but without being exposed We want a promt business solution which does not set commercial precedence Potential: Business framwork may be useful for other satelites Interests / conflicts: Threat to schedule, could delay or stop the project. May have equity aspirations (SDFI or PL 072) Strategies / activities for Obtaining Support or Reducing Obstacles: Communicate, make sure they identify themselves with the technical solution. Have made a communication strategy and contingency plans

Description of Stakeholder: Esso Description of relation: Part of the licence 046(30%) and 072 (40%). Esso operates PL 072 Expectations: Want to see value of Sigyn but without being exposed Want a promt business solution which does not set commercial precedence. Want to use Statoils experience with subsea tie-backs. Clear guidance and prompt approvals- Access to Esso expertise-specially on the subsurface side. Potential: Business framwork may be useful for other satelites. Synergies. Sigyn business model may be applied elsewhere Interests / conflicts: Equity imbalance. Culture and coporate procedures are different which can cause surprices Strategies / activities for Obtaining Support or Reducing Obstacles: Continue to communicate. Put attention to the Bridging Documents and The service agreement. Proper transition management into the execution phase( Esso)

Description of Stakeholder: Hydro and Statoil in PL 046 Description of relation: Part of the licence 046 and 072 - same prosentages Expectations: They want to see value of Sigyn but without being exposed We want a promt business solution which does not set commercial precedence Potential: Business framwork may be useful for other satelites Interests / conflicts: Threat to schedule, could delay or stop the project. Can be a conflict between 046 and 072: 046 want safe and high regularity operations Strategies / activities for Obtaining Support or Reducing Obstacles: Communicate, make sure they identify themselves with the technical solution.