The Purpose of this report is to explore the techniques used to identify stakeholders in change management. The techniques will be used to identify stakeholders of a virtual server build at the authority and their area of interest and influence. When a Request for change is submitted, it is critical to identify all the people who may have an impact on the change, and all those who may be impacted by the Change. A Stakeholder is any person that is involved in a change, or whose interests may be affected by the execution of a change. Stakeholders can be internal to the organization or external (Karlsen 2002). However, when building virtual servers all the stakeholders of the change are internal and such, all the stakeholders in this report are internal.
In this chapter we will explore the techniques used to identify stakeholders and their importance to building a virtual server at the authority. Below are techniques used to identify stakeholders
This is a technique to identify the types of stakeholders you have, as well as the types that you need to engage with. You can also use stakeholder wheel to categorize your known stakeholders. The addition of concentric rings can be used to indicate each stakeholder’s level of involvement, although it is also acceptable to split these into two diagrams for clarity (Klein S., Vorbohle K. (2010).
2) Background research
Going through identical changes in the system and studying them to identify who the stakeholders were and reviewing contract documents to see who the main stakeholders are. Studying the stakeholder register which contains stakeholder’s perception, powers, role details, expectation and type of influence (Karlsen 2002).
3) Stakeholder nomination
Ask change requester and experienced change analyst or existing stakeholders to identify more stakeholders/ meetings (Boiko et al 1996)
Below are techniques used to identify the power and importance of stakeholders
After identification and categorization of stakeholders, a power-interest grid (or matrix) can be used to plan the management and involvement of stakeholders. Each stakeholder is considered and plotted in terms of the amount of power they have in their organization, against the amount of interest they have in your project. The approach and extent of their management is then indicated by the quadrant in which they reside. Ideally, your stakeholders will tend towards the top-right quadrants – they will have strong interest in your project and be in a strong position to champion it in their organization (Ackermann and Eden 2011).
There are numerous variations on this theme, but the aim of this technique is to understand what each stakeholder wants from the project in broad terms, and to uncover the direction that the stakeholder believes the project should take. To do that, several simple, standard questions are asked of each stakeholder:
C: Customer: who benefits from the project?
A: Actor: who carries out the activities in the system?
T: Transformation: what is changed into what?
W: Worldview: what is the wider impact of the changed process/system – why do this at all?
O: Owner: does this stakeholder have authority to make decisions and/or stop the project?
E: Environment: what external constraints and limitations apply to this project? (Doloi 2011)