Stakeholder Engagement: The art & science of winning the SE snakes and ladders game webinar, 27 February 2018

APM People SIG - Webinar
Stakeholder Engagement Focus
Group
Snakes & Ladders of
Stakeholder Engagement
Paul Mansell
Feb 18
1
“Stakeholder Engagement – The art &
science of winning the SE snakes and
ladders game”
Paulrmansell@gmail.com
07795302258

UCL DEPARTMENT OF GEOGRAPHYMSc in Strategic Management of Projects
Bartlett School of Construction and Project Management
Copyright of ImpaQt Consulting 2016
20#yrs 4#yrs 8#yrs 5#yrs
Hands.on#Project#Management
Program#
Leadership
Built/Sold##PPM#
Consultancy
Independent#
PPM#Advisor

Outline APM People SIG - Webinar
Snakes & Ladders of
Paul Mansell
Feb 18
3
1. Introduction
2. The Snakes & Ladders Board
3. Understand the rules
4. Case Study: Post Grenfell SE Strategy
a) Three Snakes
b) Three Ladders
5. Conclusions
• Q&A

Poll Question APM People SIG - Webinar
Snakes & Ladders of
Paul Mansell
Feb 18
4
What is the most common ‘Snake’ in your experience of
Stakeholder Engagement? (only one option allowed)
1. Insufficient specialist Stakeholder project resources?
2. Insufficient clarity of Stakeholder resources’ roles?
3. Poor identification/mapping of Stakeholders?
4. Poor understanding of our Project’s Outcomes?
5. Poor ability to relate stakeholders’ interests to the
defined outcomes?

1. Introductions APM People SIG - Webinar
Snakes & Ladders of
Paul Mansell
Feb 18
5
Stakeholder Management is essentially a process, defined in the APM BoK as:
“the systematic identification, analysis, planning and implementation of actions
designed to engage with stakeholders”.
By contrast, Stakeholder Engagement is the practice of influencing a variety of
outcomes through consultation, communication, negotiation, compromise, and
relationship building.
APM BoK 6th Edition

1. Introduction APM People SIG - Webinar
Snakes & Ladders of
Paul Mansell
Feb 18
6
Programmes / projects are often large (many billions), late (>40%) ,
over budget (>50%) and fail to deliver the benefits, in glare of media …
it is ugly.

2. The S&L Board APM People SIG - Webinar
Snakes & Ladders of
Paul Mansell
Feb 18
7
Stakeholder engagement is the systematic identification, analysis and
planning of actions to communicate with, negotiate with and influence key
stakeholders. Stakeholders are all those who have an interest or role in
the project or are impacted by the project.
APM BoK 5th Edition
So,$what$elements$of$complexity$can$we$now$
prepare$be6er$for?$$We$look$at$6$areas$below,$
through$stakeholder$engagement$modelling$
What%enables Success? What%is Success?
Defining%Success%in%Complex%
Programmes
• Benefits((tangible((/intangible)
• Stakeholders((interests(/(
perceptions)
• Critical(Success(Factors
• Clarity(of(Objectives
• Strategic(Risk(Management
• Leadership
• Stakeholder(Engagement
• etc
Project Programme Major Programme
central control
controllable
tasks
organised
linear
closed, clockwork
systems
easier to
understand
clear cause & effect
stable
loose coupling
equilibrium
The$Project+Programme$Spectrum’s$
characteris5cs$
Technically
complex
Multi scale
unpredictableNon linear
emergent
Difficult to
understand
Unclear cause & effect
unstable
Takes too long,
costs too much
Complex
stakeholder
relationships
political
Prone to optimism bias
..."What"are"the"causes?"
% of projects
Not a successful picture! The Standish
Group (CHAOS 2009 Report) noted the
highest failure rate in over a decade:
Challenged"44"%"
Failed"
Success"32"%""
2. Lack of clear senior management ownership and
leadership
3. Lack of effective engagement
with stakeholders
4. Lack of skills and proven approach to project
management and risk management
5. Too little attention to breaking development and
implementation into manageable steps
7. Lack of understanding of, and contact with the
supply industry at senior levels in the organisation
8. Lack of effective project team integration between
clients, the supplier team and the supply chain
6. Evaluation of proposals driven by initial price
rather than long-term value for money (especially
securing delivery of business benefits)
1. Lack of clear links between the project and the
organisation's key strategic priorities, including
agreed measures of success
Cabinet"Oﬃce"/"NAO""Common"Causes"of"Project"Failure"D"2004"
Where does it get tricky?
wicked
problem
wicked
mess
tame
problem
messy
problem
social
complexity
technical
complexity
low high
high
low
• One of many models that exist
7
(Model based on ‘Tame, Messy
& Wicked Risk Leadership’
Model by David Hancock,
Head Infrastructure IPA
Cabinet Office)
1
3
2
4

3. The S&L Rules APM People SIG - Webinar
Snakes & Ladders of
Paul Mansell
Feb 18
8
Rule #1: There are no rules
– only guidance for wise
people to adapt, improvise
and overcome

Snakes & Ladders of
Paul Mansell
Feb 18
9
3. The S&L Rules
RICS and APM collaborated with Donnie, Paul and Guy to produce some top tips:
http://www.rics.org/uk/knowledge/professional-guidance/guidance-notes/stakeholder-engagement-1st-edition/
Copy can be downloaded at:

Snakes & Ladders of
Paul Mansell
Feb 18
10
Complexity Alignment Stakeholder Engagement Tool (CASE Tool©)
CASE Tool - aligning stakeholder engagement to environmental complexities
The Leader /
The Team
The Task
Stakeholders
The Project Complexity
Environment
Sources: adapted from John Adair’s ‘Inspirational Leader’; Warren Bennis’‘Leaders’; Meredith Belbin;
Charles Handy’s ‘Understanding Organizations’; and Stephen Covey; and, Paul Hersey, Kenneth
Blanchard and Dewey Johnson ‘The Management of Organizational Behavior’and ‘Situational
Leadership’
The degree of difficulty
caused by:
• Politics
• Social
• Technical
• Funding
• Novelty
• Pace
• Business Environment
The stakeholders:
• Internal
• External
• Individuals
• Groups
• ‘Unknowns’
• Change with time
The Task:
• Activities
• Outputs
• Outcomes
• Benefits
• Defining success
• Understanding
perceptions
Leader & Team:
• Who am I
• Who are they
• What are my
strengths?
• What are their
strengths
• How do we becomes
more than the sum?
© Paul Mansell, ImpaQt Consulting

Snakes & Ladders of
Paul Mansell
Feb 18
11
Objective
• To provide practitioners with a usable tool to
guide them through the identification,
categorisation and planning of Stakeholder
Engagement, cognisant of the inherent
complexities of the project environment.
The 6 Step CASE Approach:
My /
Our Role
Task
Comp
lexity
Stakeh
olders
Plan Review
The CASE Tool 6-Step Approach

Snakes & Ladders of
Paul Mansell
Feb 18
12

Snakes & Ladders of
Paul Mansell
Feb 18
13
Outputs of the process Step
• A roles description matrix that has analysed my (and my
team’s) set of project roles and identified which roles are
most apposite for the positive influencing of stakeholders.
• A clear definition of the activities, outputs and outcomes that
define the success of the project.
• To recognise that the stakeholders will have different perceptions
of what success means for the project and what it means for
themselves.
• To define the environmental complexities and the likely
impact on the project’s benefits delivery
• To assess the impact of how the complexities will affect the
perceptions and attitude of the stakeholders to the project.
• The categorisation of the level of complexity and the likely
Stakeholder resources required.
Define the
Activities and
Outputs
Understand the
desired
Benefits /
Outcomes
2. Defining the Task
The Team’s
Roles
1. My Role & the Team
My Leadership
Roles
Define the Areas of
Complexity
3. Environment Complexity
Assess Impact of
Complexity on
Stakeholders
Plan: What
mechanisms
are available to
influence them
The Approach:
When, how,
who and with
what
5. Plan to Influence
What are their
Interests and
Power
4. Identify & Assess
Who are the
stakeholders
(internal &
external)
What is the effect of
the stakeholder
engagement
6. Continual Review
What will we do
differently

Snakes & Ladders of
Paul Mansell
Feb 18
14
Project Complexity - Rating for CASE Tool Step 3
Consideration of Environmental Complexity Source: adapted from Shenhar & Dvir
Environment Description Dimension Score Weighting
Dimension
Total
Environment
Total
RAG
Effect of Complexity Dimension
on Stakeholkders' perception of
success & positive engagement
with the project?
Compound effect of
dimension on our ability to
influence the
stakeholders?
RAG
is it of
concern?
1 to 5 %
compound
of A*W
sum of
dimensions
is it of
concern?
H (1) / M (2) / L (3)
Political What are the external political
affects on the project from
national of local political
stakeholders?
What is the impact of Politics on
your programme?
1 60% 0.6 3 1.8
Is there an above norm
deliberate influence on the
project from external
stakeholders?
How political is the external
environment?
5 40% 2 2 4
2.6 Partial 5.8 Partial
Social Are the social networks external
to the project conducive to
success?
Are the social networks mapped,
stable, believable and able to
support success?
3 30% 0.9 3 2.7
Are the social networks internal
to the project conducive to
success?
Are the social networks mapped,
stable, believable and able to
support success?
2 70% 1.4 2 2.8
2.3 Partial 5.5 Partial
Technology The project's level of
technological uncertainty.
Is the project's level of
technological uncertainty
compounded by new technology,
systems and processes that affect
the likely project success?
4 100% 4 3 12
4 No 12 No
Funding The current and future funding Is the current funding in place? 4 25% 1 1 1
Is future funding in place? 2 50% 1 2 2
Is there sufficient contingency? 1 25% 0.25 3 0.75
2.25 Partial 3.75 Yes
Novelty The uncertainty of the project's
goal, the uncertainty in the
market, or both.
How new is the projects' product to
customers? 1 50% 0.5 2 1
users?
2 20% 0.4 2 0.8
the market in general?
1 30% 0.3 3 0.9
1.2 Yes 2.7 Yes
Pace The urgency of the project -
namely, how much time there is
to complete the job
Is there a reasonable time planned
for the delivery of the project? 1 20% 0.2 1 0.2
Is there contingency for schedule
slippage?
2 20% 0.4 1 0.4
How thoroughly have risks and
issues been modelled for their
posisble impact on the project?
2 60% 1.2 2 2.4
1.8 Yes 3 Yes
Business
Environment
The capability and capacity of the
business/organisation to support
the project's success
Is there sufficient support from the
leadership?
4 40% 1.6 3 4.8
Is there sufficient support from the
business (process, systems, tools)
to support success?
2 20% 0.4 1 0.4
Are there trhe capabilities (and
capacity) of competencies and
skills to deliver project success?
3 40% 1.2 2 2.4
3.2 Yes 7.6 Yes
Step 3A: Defining the Dimensions of Complexity Step 3B: Assessing Impact of Complexity on Stakeholders
CASE Tool Step 3A and 3B Assessment Charts
Purpose of this Tool:
Purpose of this Tool:
Summary output of this tool:Tool:
This spreadsheet enable the user to assess the relative complexity of the project and
consider what effect this might have on stakeholder engagment. At this stage (see 6 steps
model below) there is no need to map all the stakeholders. That is part of Step 4.
0
5
10
15
Political
Social
Technology
FundingNovelty
Pace
Business
Environment
Stakeholder Compound Complexity
Radar Chart
Series1

Snakes & Ladders of
Paul Mansell
Feb 18
15
Outputs of this process Step:
• To list the stakeholders and categorise them by Power and Influence
• To better understand them and influence more effectively
• To align the stakeholders to outputs of Steps 1-3
• To prioritise effort in preparing a plan to address issues and risks
The Power-
Interest Matrix
Diagnostic
Step 1 - list all stakeholders (listed in single register - see tabs on this spreadsheet)
Step 2 - list stakeholders on a matrix - (plot on a 2x2)
Step 3 - assessment of stakeholders comitment and contribution (see table below)
Step 4 - plot where you would like each stakeholder to be (show arrow, or if in good position, just circle name)
Disagrees Neutral Supportive Committed
Critical
Desirable
Non-
Essential
Contribution
Commitment
Step 5 - develop an action plan that becomes part of the Program Communications Plan (see below)
Stakeholder Role; interests etc Current Level Target Level Primary Interface Actions
Brian Prichard Program Sponsor Critical; Neutral Critical; Committed PgM Regular meetings to build mutual confidence
David Jespers Program Manager n/a n/a n/a n/a
James Balouche Account Manager
Shahar Zubari Lead R&D Israel
Kim Yuna Head Korea Delivery & Support
Ben Wiggins Head of Integration & Test
Virat Tendulkar R&D India
Tony Woods Head Customer Operations
Daniel Beckham Head of UK Delivery
Samantha
Masters Cluster Manager
Steven Gerrard Customer CEO Critical; Neutral Critical; Committed Brian Pritchard
Seek regular face-to-face meetings (every 3 months) to talk
through progress and wider relationship issues
Luis Sanchez Customer CFO
Jonjo Shelvey VP Customer Operations Critical; Committed
José Sánchez Customer Program Manager
Alena Leonova VP Broadcast Operations
Miki Ando VP Marketing Non-Essential/ Disagrees
Daniel Agger
Senior Team Leader at Broadcom:
Chipset vendor
Martin Škrtel
Senior Team Leader at Pace: STB
Vendor
Jamie
Carragher
Senior Team Leader at Humax:
STB Vendor
Users of the Pay-
TV
Riesman
Ram
on
Espera
nza
Miro
Gonza
la
Tars
h
Limpton
Martinez
Burg
in
Bors
on
Ryd
er
Karel
Pont
The Stakeholder
Registers & Network
Diagram
Define the
Activities and
Outputs
Understand the
desired
Benefits /
Outcomes
The Team’s
Roles
My Leadership
Roles
Define the Areas of
Complexity
Assess Impact of
Complexity on
Stakeholders
Plan: What
mechanisms
are available to
influence them
The Approach:
When, how,
who and with
what
What are their
Interests and
Power
Who are the
stakeholders
(internal &
external)
the stakeholder
engagement
6. Continual Review
What will we do
differently

Snakes & Ladders of
Paul Mansell
Feb 18
16
Outputs of these process Steps:
• To categorise the stakeholders and identify what tools,
mechanisms and processes are available to influence them
• To develop a plan that details a comprehensive approach to
the optimal effect on the stakeholders to deliver the project
more successfully (time, cost and scope). Align to the Project
Communication Plan
• To review effects on the stakeholders of the integrated
plan
• To identify what we could be doing better
• To adapt the plan as necessary
Define the
Activities and
Outputs
Understand the
desired
Benefits /
Outcomes
The Team’s
Roles
My Leadership
Roles
Define the Areas of
Complexity
Assess Impact of
Complexity on
Stakeholders
Plan: What
mechanisms
are available to
influence them
The Approach:
When, how,
who and with
what
What are their
Interests and
Power
Who are the
stakeholders
(internal &
external)
the stakeholder
engagement
6. Continual Review
What will we do
differently

Snakes & Ladders of
Paul Mansell
Feb 18
17
Three Snakes
4. Case Study
many Ladders

Understand
the different
motivations &
definition of
success
Snakes & Ladders of
Paul Mansell
Feb 18
18
4. Case Study
Three Snakes
Three Ladders
What Who How
Define
Outcome
Success
SMART Plan

Snakes & Ladders of
Paul Mansell
Feb 18
19
Snake #1: What?
If you don’t know where you are going, any road will take you there
(Lewis Carroll)
Begin with the end in mind
(Steven Covey, ‘7 Habits of Highly Effective People’)

Snakes & Ladders of
Paul Mansell
Feb 18
20
Ladder #1: What
Planning for Success – 5 steps
Define Scope of BSP
Define Success at
end of programme
Build Delivery Plan
with defined targets
(SMART success
criteria) – Soft & Hard
Benefits & Outcomes
Track & Measure
Performance of BSP
Learn, Adapt,
Maintain Focus on
Outcomes
1
43
2
5

Snakes & Ladders of
Paul Mansell
Feb 18
21
Ladder #1: What
2017
2018
2019
2020
2022
Buildings Safety Programme
14 June: Grenfell
Tower Fire
1st Anniversary:
Grenfell Tower
Fire
2nd Anniversary:
Grenfell Tower
Fire
Gold Command -
1st Responders
Task Unit formed
Expert Panel
Established
Industry Response
Group Established
Buildings Solutions
Programme Established
Buildings Fire Regulations
Review Established
End Sep
DCLG SofS –
Decision Point 1
End Dec
DCLG SofS –
Decision Point 2
14 June 2018
DCLG SofS –
Decision Point 3
What are the Benefits Vs
Cost over 1, 2, 5, & 10 yrs?
Building Safety
Pgm Established
Build a plan with clear focus on SMART delivery milestones

Snakes & Ladders of
Paul Mansell
Feb 18
22
BSP Strategy Design – Benefits Map – BSP’s logic (simplified)
Building Safety
Policy & Advice
Stakeholder
Engagement,
Comms & Case
Workers
Building
Solutions
Programme
Buildings Safety
Regs System
Review
Programme
Lead
Activities Outputs Outcomes
Unifying Purpose
Residents of
high rise
buildings are
safe and feel
safe from the
risk of fire
now and in
the future.Greater
compliance with
Fire Safety
Requirements
A safe buildings estate
that has fewer fatalities
and injuries through
avoidable fire-related
incidents
Budget decisions can be made
against a world class database
that has prioritised list to
identify urgent/importance of
remedial work
Design a database that
effectively and efficiently
collects the asset data
Stakeholders mapped and
engaged proactively
Support the Independent
review with the right ToR, skills,
engaging the right people
Translate the policy decisions
into meaningful, affordable and
timely building solutions with
Industry/HO/FRS buy-in
Industry is engaged, mainly
through IRG, to jointly
understand how to deliver BSP
objectives successfully
Deliver an Interim and Full
Report that provides clear
recommendations on next steps
to achieve BSP mission
Remediation: Support and give
assurance of delivery of timely,
cost effective Fire Safety works
Trust in
government
increases across
all stakeholders
UK has turned the
disaster of Grenfell
into an opportunity
to demonstrate
world leading
building safety with
a fully joined up
public-private
sector partnership
Government Policy is
delivered effectively,
efficiently and
demonstrates Value for
Money Solutions
Stakeholders feel
safer
Stakeholders surveys
demonstrate success of the BSP
to make a meaningful
difference
Ministerial Decision Points
defined with proven delivery
against defined objectives
Establishes Governance and
management to deliver success
Providing advice on making
buildings safe (who, where,
what, when)
Clear Policy proposals made to
Ministers with costed,
prioritised recommendations
Assurance that Remediation
has taken place
Coordinated, & Industry tested,
delivery plan to time/cost
Improved Safety
Culture
equivalent to
worker safety
Achieves best
value, best
quality and best
speed
= primary
logic trail
Benefits
Implemented
Recommendations
eg Buildings Regs
At Risk Buildings identified
Cladding & systems tested &
Communicated
BSP Projects
Ladder #1: What
Communications Plan in place
and being delivered well
Stakeholders mapped and
engaged proactively Stakeholders surveys
demonstrate success of the BSP
to make a meaningful
difference
Trust in government increases
across all stakeholders
Stakeholders feel they can
raise concerns and are being
listened to

Snakes & Ladders of
Paul Mansell
Feb 18
23
Snake #2: Who?
‘There is nothing more difficult to carry out, nor more
doubtful of success, nor more dangerous to manage,
than to initiate a new order of things. For the initiator has
the enmity of all who would profit by the preservation
of the old system, and merely lukewarm defenders in
those who would gain by the new one.’
Niccolo Machiavelli
The ‘nature’ of complex change projects

Snakes & Ladders of
Paul Mansell
Feb 18
24
Yorkshire Proverb. there's nowt so queer as folk. Nothing is as strange as
people can be; people can behave very oddly sometimes.
We are all individuals!!!!
Ladder #2: Who

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Paul Mansell
Feb 18
25
1 3
2 4
Ladder #2: Who

Snakes & Ladders of
Paul Mansell
Feb 18
26
Ladder #2: Who
Anniversary
date: so what
have we
done? How
will this make
a significant
difference to
society?
User Stories. What will have changed, for who, by June 2018?
Housing Tenant
"We felt reassured about the safety of our building including ongoing checks”
"We were consulted about what would make us feel safe and we are pleased
with the work done” "It looks better and feels safer than it did before"
Local Authority
"We had good, clear, timely advice of what was safe and what we could do about
it” "Govtworked with industry to identify good solutions and negotiate good
prices” "We accept the methodology for prioritising remediation work"
Construction Industry
"We have greater clarity on building regulations and what they mean” "We are
working closely with government which allows us to prioritise work by need"
Fire Service
“Fire Safety is emphasised as the priority in building solutions. We have been fully
involved in the review, the solution design, the implementation testing and the
quest to continually improve our ability to prevent loss of life”
= Benefits
Realised
Landlords
“There will be clearer direction and support from Government. We will be able to
deliver safer, better, cost-effective & timely building solutions for our communities.”
Experts / International
"England continues to lead the world in testing building material” "England now has
the clearest building regulations and robust regulatory system which support safety,
innovation in building techniques, building supply and good value for money""

Snakes & Ladders of
Paul Mansell
Feb 18
27
Snake #3: How?
Two Key Principles
1. If you don’t measure it, you cant
change it
• Description
• Comparison
• Context
2. If you don’t value it, you wont change it
• Benefit

Snakes & Ladders of
Paul Mansell
Feb 18
28
Ladder #3: How
BSP Performance Measurement – Measuring Soft areas
?
?
Who Their Issues What Success Means
for Them
What BSP/DCLG can
realistically do to
address their issues
How can we be seen
to be proactively
seeking to support
them?
What measures do we
want to use to track
meaningful ‘soft’
targets?
• Surveys
• Workshops
• Virtual-info rooms
• Social/digital media
• etc
Remembering we will never be
able to please all the stakeholders
all the time

Snakes & Ladders of
Paul Mansell
Feb 18
29
Housing Tenant
Local Authority
Industry
Fire Service
Grenfell Residents
ØWe have completed first response
well, but have Lessons to Learn
ØWe have designed BSP well
ØWe are engaging Stakeholders
well
ØWe know the scale of the
task/opportunity
ØWe have listened to and
exchanged key data
ØWe have a prioritised plan of
action that knows: who, what,
when, where, cost, etc
ØEvidence that the Building Solutions
Programme and the Buildings Regs
Safety Review are on track to deliver
against SofS commitments
ØStakeholders fully engaged
ØOpportunities for other benefits
identified and managed
Test stakeholder ‘soft’
feedback on how we are
delivering against
‘hard’ targets
‘Soft’ Performance Targets
‘Hard’
Targets
Ba simple performance framework that balances ‘soft’ and ‘hard’ targets
Ladder #3: How
Build a simple performance framework that balances ‘soft’ and ‘hard’ targets

Snakes & Ladders of
Paul Mansell
Feb 18
30
BSP Perf Mangt – Soft Target Case Study
Housing Tenants – at the heart of everything we do
"We feel reassured about the safety of our building “
“We were kept informed and given information about how we were being kept safe as the work progressed”
"We were consulted about what would make us feel safe and we are pleased with the work done”
"It looks better and feels safer than it did before“
Prime
Indicator
Expected
Baseline
Response
Sept 2017
By
December
2017
By May
2018
By Dec 2018
1.1.1 There were immediate steps taken to make our building safe 1st 3 4 4 4
1.1.2 I was informed what these steps were 2 2 3 3
1.1.3 I felt that our safety from fire was a key concern of the LA Yes 2 3 4 5
1.2.1 I was informed / able to access information that explained
what type of cladding we have and whether tests would be
carried out
1st 3 4 4 4
1.2.2 Results of the tests were shared with us 3 4 4
1.2.3 I understand that a plan will be developed to assess the most
effective way fo making the building safe
4 5 6 6
1.2.4 The plan, when ready, was shared with us Yes 4 5 6 6
1.2.5 I was informed of progress and likely completion date Yes 6 7 7
1.3.1 I can access the Terms of the Independent Review and I can
share my comments back
Yes 4 4 5 5
1.3.2 I can input my safety concerns to the LA / HA 4 4 5 6
1.3.3 I feel that there is good feedback on my concerns 1st 4 4 6 7
Test 1: We feel reassured about safety in our building
1.1 Immediate Response
1.2 Testing and Remediation
1.3 Longer term Fire Safety
Ladder #3: How

Snakes & Ladders of
Paul Mansell
Feb 18
31
Ladder #3: How
2. Build Guiding Teams2. Build Guiding Teams
3. Get the Right Vision3. Get the Right Vision
4. Communicate for Buy4. Communicate for Buy--inin
5. Enable Action5. Enable Action
6. Create Short6. Create Short--term Winsterm Wins
7. Don7. Don’’t Let Upt Let Up
8. Make It Stick8. Make It Stick
1. Increase Urgency1. Increase Urgency
Creating a
Climate for
Change
Engaging &
Enabling the Whole
Organization
Implementing &
Sustaining the
Change
2. Build Guiding Teams2. Build Guiding Teams
3. Get the Right Vision3. Get the Right Vision
4. Communicate for Buy4. Communicate for Buy--inin
5. Enable Action5. Enable Action
6. Create Short6. Create Short--term Winsterm Wins
7. Don7. Don’’t Let Upt Let Up
8. Make It Stick8. Make It Stick
1. Increase Urgency1. Increase Urgency
Creating a
Climate for
Change
Engaging &
Enabling the Whole
Organization
Implementing &
Sustaining the
Change
Kotter and Cohen’s Heart of Change recognises three phases in
successful Change Management
Kotter and Cohens heart of change recognises three
phases in successful change management

Poll Question #2 APM People SIG - Webinar
Snakes & Ladders of
Paul Mansell
Feb 18
32
What is the most common ‘Snake’ in your experience of
Stakeholder Engagement? (only one option allowed)
1. Insufficient specialist Stakeholder project resources?
2. Insufficient clarity of Stakeholder resources’ roles?
3. Poor identification/mapping of Stakeholders?
4. Poor understanding of our Project’s Outcomes?
5. Poor ability to relate stakeholders’ interests to the
defined outcomes?

Perceptions
Vs Reality
Head & Heart
Snakes & Ladders of
Paul Mansell
Feb 18
33
5. Conclusions
Three Snakes
Three Ladders
What Who How
Define
Outcomes &
Success at end
of programme
Build Delivery
Plan with
defined targets
(SMART success
criteria) – Soft &
Hard
Track & Measure
Performance
Learn, Adapt,
Maintain Focus
on Outcomes

Snakes & Ladders of
Paul Mansell
Feb 18
34
Q&A
Thanks for listening
Paulrmansell@gmail.com
07795302258

Snakes & Ladders of
Paul Mansell
Feb 18
35
Guest for Q&A: Chandru Dissanayeke
Deputy Director, Operations
Building Safety Programme (BSP), which incorporates the
Head of Stakeholder Engagement
1. Who are your main stakeholder groups in the post-
Grenfell BSP?
2. What are the most effective methods for engaging
with them?
3. What lessons have you learned that might be of
interest to other practitioners?

www.apm.org.uk/stakeholder-engagement
Stakeholder Engagement Focus Group
§ Established in 2013, now part of the APM People SIG
(specific interest group)
§ Anyone can join or contribute
– The SEFG is a collaborative team of interested project practitioners from
different disciplines
– We welcome all contributions, you don’t need to be a member of the APM
– Contact form on website – www.apm.org.uk/stakeholder-engagement
– Twitter contact welcome - @apmsefg
“Making stakeholder
engagement a higher
priority”

This presentation was delivered
at an APM webinar
To find out more about
upcoming webinars please visit
our website
www.apm.org.uk/events

Stakeholder Engagement: The art & science of winning the SE snakes and ladders game webinar, 27 February 2018

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Stakeholder Engagement: The art & science of winning the SE snakes and ladders game webinar, 27 February 2018