9 hours 3 minutes

Video Transcription

Hi, guys. Welcome to lean six Sigma within the organization Stakeholder analysis on Katherine MacGyver And today we're going to be going over. What is the purpose of performing? This tickled our analysis and understanding the components within that stakeholder analysis.
So before we delve too deeply into this, if you remember back to the first module when I was talking about the benefits and getting your yellow belt, some of them include being a more savvy employees, which hopes position you as a manager or a leader. Being really good at implicit or explicit stakeholder analysis is
one of the ways that you can be a more savvy in plea or start positioning yourself in leadership roles within your organization.
So what is stakeholder analysis? In its most literal definition, it is a structured identification of stakeholders or interested in influential people to your process improvement effort. So when we talk about stakeholders, we're talking about people who
have some relationship with the work that you're doing. You will see them when you think back to our what is a process module are Cy pock tools, suppliers and customers are always stakeholders. Subject matter experts are stakeholders groups that have
influence and performing your process or influence in your department. Our stakeholders.
It can be as a large and global as you know, executive leadership or outside corporations like What does your industry do and how do you How do your How do you guys relate to your competitors? But
for the sake of this conversation, our stakeholders are going to people people who need to be involved with your projects. A. For example, if you're doing a project that has a component for billing, you're going to need to have somebody from the billing department representing at during your project work to make sure that you're not creating
inadvertently creating more work. We're creating more problems or not necessarily solving the problem you set out for
process. Improvement isn't about shifting the problems upstream or downstream to another department. It's about fixing the root cause.
Stakeholders can also do individuals within your organization, so we talk about managers, directors, leaders. We also talk about subject matter experts. If Bob did your job for 20 years and then took another job, he may have some insight for you and may be able to be a thought partner and then we talked about individuals outside of the organization.
We're really talking about suppliers and customers
Who are the people that we get stuff from? And who are the people who received the outputs of our processes?
Why do we do it? So if you imagine your organization as a game of chess and you have these pieces that have different influence in different ways of behaving in moving, the reason that we do stakeholder analysis is so that we get a view in that chessboard.
We want to be able to strategically see
the inner relationships within your organization. This is going to help us better identify who are best to receive communications who are best for influence in championship and then making sure that we are engaging all of the appropriate stakeholders at the appropriate level
in order to set a platform for project success.
So an example of this is I worked on a project
where we had a very targeted small team, so we wanted to make sure that we didn't get too many voices of the table and lose our effectiveness. Is a team with that being said we didn't have a key stakeholder? We were doing a project in a hospital relating to our surgery suites,
and we had physicians and we had o our representatives, but we didn't have a registration
there. And registration is one of the groups of people that gives us information for people doing surgery. So we did all of these great enhancements and then figure it out as we were trying to pilot it, that we didn't enhance anything because registration was actually where the root cause was.
So if we had registrations representation on our project, we might have more quickly and more effectively identified
more powerful enhancements. So making sure that we have the right stakeholders at the table is vital to our project success.
How it's done. So a traditional stakeholder analysis is three columns. It is who you're stakeholder is, and you want to be as specific as possible. So names, titles, potentially who? Their bosses, depending on how detailed or not detailed, you wanna be, how much
influence they have. So this is their ability to make your process easier or harder, or make your project easier or harder so
they can add barriers. They can remove barriers. They can pass edicts.
These are the highly influential people. So you generally you're going to measure this kind of in a leadership role. So with the exception that your customer, because we're in lean six Sigma, always has the most influence. But if you are a data entry clerk, you probably do not have very much influence in the
project other than what we invite you is the project team member,
then, conversely, interest is how interested you are in the work that's being done. So that same data entry clerk may have a really high level of interest because this is talking about fundamentally how they do their everyday job. Whereas say the CEO
has no interest in
how that data entry clerk does their work,
I have added, for all of my stakeholder analyses to additional columns, I have added an area of responsibility, which gives me an idea of when we're talking about this being a chess board, which pieces air wear. And then I've also added notes, and these are my observations to help.
He's my stakeholder relationships. So, for example,
who's influenced by who? What has preferred communication methods? These are things that I like to keep so that I have a better idea of the lay of the land when it comes to me stakeholders.
So once you've done that, what do you do with it? So your stakeholder analysis is a key input in team member selection. If you know that your stakeholders are billing, finance and logistics, you're going to need to have representation from billing, finance and logistics.
It's also going to help you with your sponsor and your key stakeholder relations. So I
reference that before, how do you work with your stakeholders? And it's very important for project communication planning. So your stakeholder analysis is going to be a direct input into your communication plan.
Documentation of primary and secondary stakeholders is a living process, so as you do more work and you uncover more, you will continue to add to the stakeholder analyses. But the earlier you can do it, and the more thorough you can be, the more successful you're going to be with your stakeholder relationship.
All right, so here's an insider tip. I build a stakeholder matrix for my organization, regardless of a project. So I for every job that I've had, have a document that says, Here's our director of i t. They influence our c f o. This is what they have responsibility over for these air what their trigger buttons are.
This is what this is, how I can help them champion my cause.
It helps me be a more sophisticated employees because it gives me a sense of how to move my pieces and how to position myself with our organization. So, for example, I would never go to our director of I t and say, I think we should get rid of this system. If I don't have a business case, they have to hear
a business case and not just me pontificating.
All right, your homework assignment for this module. Build a stakeholder matrix for your department. So talking about, like my insider tip for have one for your organization just so you can understand the lay of the land, make sure that you include your leader is your suppliers. Your customers in your sneeze
can be very thoughtful about who are the stakeholders that influence your role.
All right, when we're talking about see colder analysis, remember that cycle analysis is worth the time. It is worth being able to be thoughtful about who has influence and who has interest. And then this becomes an input to our communication plan, our ongoing management and our team member selection.

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Instructed By

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Kathryn McIver
Lead Instructor at Evidence-Based Management Association