Introduction To Stakeholder Engagement in M&E

Introduction to Stakeholder
Engagement in M&E
Presented by
Petra Najjuka Sewagaba, PMP®
Petra. N.Sewagaba. (2023). Lecture

1 Resources.
Preamble
 Failure to understand the importance of

planning , managing and controlling
stakeholder engagement has a huge impact
on understanding project monitoring and
evaluation.
Petra. N.Sewagaba. (2023).

2 Lecture Resources.
Preamble cont’d
 In reality, the project manager needs to be

an expert in project management, while the
stakeholders serve as the technical experts
in what needs to be done and how it needs
to be done.
 Work can not be done well without

stakeholder involvement.
Who Is a Stakeholder
 This refers to any person or organization

whose interests may be positively or
negatively impacted by the project or its
product, as well as anyone who can exert
positive or negative influence over the
project.

Brainstorming Exercise!
The concept of stakeholder management can

be troublesome for those who do not do it for
their real world projects. How should you
involve stakeholders throughout the life of a
project?

5 Resources.
Required
1. Identify all of them

2. Determine their requirements
3. Determine their expectations
4. Determine their interest
5. Determine their level of influence
6. Plan how u will manage them
7. Plan how you will communicate with them
Required cont’d
8. Manage their expectations , influence and

engagement throughout the cycle
9. Communicate with them
10. Control communication and stakeholder
engagement.

The Stakeholder Management
Process
1. Identify stakeholders
2. Plan Stakeholder Management
3. Manage Stakeholder Engagement
4. Control stakeholder Engagement

1. Identify stakeholders Process
 It is essential to identify all stakeholders on

the project at Initiation stage . Why? Any
stakeholders found later can bring about
changes in the plan which can have an
implication on the cost and schedule of
project activities.

Introduction to Stakeholder
Identification tools in M&E
Presented by
Petra Najjuka Sewagaba, PMP®

10 Resources.
A). Stakeholder Analysis
 It is a technique used to identify stakeholders and

analyze their impact or influence on the project
throughout the life of the projects
 Stakeholder analysis results should be recorded

carefully – the information can be very sensitive. The
audience for reporting results of stakeholder analysis
must be considered very carefully if it is outside of
the Project Board.

Why do we conduct a stakeholder

Analysis?

12 Resources.
Why carry out stakeholder
Analysis?
 Draws out the interests of stakeholders in relation to the

project’s objectives. Stakeholders who will be directly
affected by, or who could directly affect, the project are
clearly of greater importance than those who are only
indirectly affected;
 Identifies actual and potential conflicts of interest – a

stakeholder who is vital to your project may have many
other priorities and you need to know this so that you can
plan how to engage with them;

Why carry out stakeholder
Analysis cont’d
 Identifies viability other than in pure financial terms (e.g.

includes social factors) – for example staff who will be
using a new system might be worried about the change;
 Helps provide an overall picture;
 Helps identify relationships between different

stakeholders – helping to identify possible coalition

stakeholder Analysis cont’d
 Once you have identified your stakeholders, the

table below, which is an example of a simple
stakeholder analysis, can be used as a template

Example of a stakeholder analysis
template
Stakeholder Stake in Impact What we need Perceived Stakeholder responsibility

Project from them attitudes / mgt strategy
risks
Registrar Policy High Commitment to Lack of clarity Involvement Registrar

implementing
change.
Faculty New OPS Medium Commitment to Lack of Involvement Sponsor

implementing interest
Manager
change .
Admin staff New OPS High Contribute to Worried about Involvement Project Team
system and change
process design
and testing .

Template showing stakeholder category and
strategy to manage them
Name of Knowledge Position Interest Alliance Resources Power strategy

stakeholder
1
2
3
4
5

17 Resources.
Create a Stakeholder Map
 Map stakeholders on a Stakeholders Matrix according to the

level of impact of the change on them and the importance
these stakeholders to the success of the change project.

B). PESTLE
 Another good tool to use to help you identify all your

stakeholders is PESTLE. By considering each of
these categories and how they relate to your project,
you can then identify stakeholders. For example
when thinking about the Legal aspect, you may
realize a contract for services is needed. This will
require input from our Legal team, so clearly they are
a stakeholder.

PESTLE Illustration

2. Plan Stakeholder Management
Process
 The identify stakeholder process can result in

a register of hundreds of stakeholders.
Managing the impact, relationship, and
engagement of this many people is essential
to project success.

Plan Stakeholder Management
cont’d
 Stakeholders can be a problem or an asset

on a project, depending on how well a project
is planned, hence need for a project
management plan.

As you plan to get to know your

stakeholders, What qualities do you want
to nurture in your relationship with them?

23 Resources.
Note:
 During planning , the M&E team needs to

figure out how much time to spend with
stakeholders and which stakeholders will
require most time.
 Review meetings, historical records, expert
judgment are some of the relevant tools that
can help you anticipate and plan for
stakeholder needs for a project.
Stakeholder Management Plan -
Output
 This is the output of plan stakeholder

management process. It might detail the
following:
1. Desired levels of engagement for
stakeholders
2. Which stakeholders will be involved – details
3. Information distribution

Stakeholder Management Plan
cont’d
 Guidelines of evaluating how well the plan is

meeting the needs of the stakeholders and
the project.

3. Manage stakeholder
engagement process
 “ an M&E expert notices that a stakeholder who used to provide

helpful input regularly has become less involved in the project
lately. The M&E expert touches base with the stakeholder to
say, I have really missed getting your feedback on the status
reports. I have always appreciated your comments. Is there a
reason why you have been holding back lately? Is there
anything I can do to get you more involved?
 Question? As an M& Expert, why bother doing that?

 Can you see how stakeholders all having a different
picture of the future could cause problems?

Conclusion:
 The M&E Expert should review the stakeholder mgt

plan change log, organizational process assets to
determine what to do to maintain stakeholder
engagement during the project. It is also important to
consult the communication management plan given
how important good communication is to stakeholder
management.

Cont’d
 It is essential for the M&E expert to maintain

trust, help resolve conflicts, prevent
problems, foster agreement among
stakeholders to meet the needs of the project
and generally encourage stakeholder support
of the project and

4. Control Stakeholder
Engagement Process
 Maintaining stakeholder relationships and

controlling their engagements are on going
responsibilities for the M&E manager

What is the relevancy of monitoring &

evaluating Stakeholders perceptions as the
project progresses?

31 Resources.
Conclusion. M&E and Stakeholder
engagement
 Most, if not all, development initiatives, involve a network of

diverse stakeholders with varying interests and varying types
and levels of power. They include for example the primary
stakeholders (beneficiaries), clients, development NGOs,
government agencies. This makes a development initiative
deeply political, just as is the case for any other social process.
 Within organizations there are power dynamics between the

work floor and management, while power struggles between
organizations are part of the course. Meanwhile, in communities
power differences are played out in all corners: between leaders
and others, women and men, young and old, rich and poor.
32 Resources.
engagement
 M&E that engages stakeholders in critical reflection and brings

greater transparency to the actions and performance of different
groups can threaten the status quo of existing political relations and
power dynamics
 An individual or organization can fear that his/her/its position and

credibility will be affected by transparency about their performance
or being too frank about the performance of others
 An individual in a management position may well feel too personally

insecure to feel comfortable exposing themselves to criticism - or to
the potential consequences of loss of face or contract termination
33 Resources.
engagement
 For M&E to be effective under these circumstances, those who are to

introduce learning elements must have a solid understanding of the
power dynamics and politics of the situation. This understanding will
help them introduce the process in ways that can build trust or to
accept the limits of what is possible in contexts where open and
transparent M&E processes are not (yet) politically feasible.
 In relation to power, M&E can itself become a critical tool for

empowerment - or disempowerment. For example, participatory impact
assessment can be developed in a way that holds donors and
implementing agencies and NGOs accountable to those they should
be benefiting.

34 Resources.
End
 Questions, Comments are welcome

 Group Exercise:

35 Resources.

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Introduction to Stakeholder

Petra. N.Sewagaba. (2023). Lecture

 Failure to understand the importance of

Petra. N.Sewagaba. (2023).

 In reality, the project manager needs to be

 Work can not be done well without

 This refers to any person or organization

Petra. N.Sewagaba. (2023).

The concept of stakeholder management can

Petra. N.Sewagaba. (2023). Lecture

1. Identify all of them

8. Manage their expectations , influence and

Petra. N.Sewagaba. (2023).

Petra. N.Sewagaba. (2023).

 It is essential to identify all stakeholders on

Petra. N.Sewagaba. (2023).

Petra. N.Sewagaba. (2023). Lecture

 It is a technique used to identify stakeholders and

 Stakeholder analysis results should be recorded

Petra. N.Sewagaba. (2023).

Why do we conduct a stakeholder

Petra. N.Sewagaba. (2023). Lecture

 Draws out the interests of stakeholders in relation to the

 Identifies actual and potential conflicts of interest – a

Petra. N.Sewagaba. (2023).

 Identifies viability other than in pure financial terms (e.g.

 Helps provide an overall picture;

 Helps identify relationships between different

Petra. N.Sewagaba. (2023).

 Once you have identified your stakeholders, the

Petra. N.Sewagaba. (2023).

Stakeholder Stake in Impact What we need Perceived Stakeholder responsibility

Registrar Policy High Commitment to Lack of clarity Involvement Registrar

Faculty New OPS Medium Commitment to Lack of Involvement Sponsor

Petra. N.Sewagaba. (2023).

Name of Knowledge Position Interest Alliance Resources Power strategy

Petra. N.Sewagaba. (2023). Lecture

 Map stakeholders on a Stakeholders Matrix according to the

Petra. N.Sewagaba. (2023).

 Another good tool to use to help you identify all your

Petra. N.Sewagaba. (2023).

Petra. N.Sewagaba. (2023).

 The identify stakeholder process can result in

Petra. N.Sewagaba. (2023).

 Stakeholders can be a problem or an asset

Petra. N.Sewagaba. (2023).

As you plan to get to know your

Petra. N.Sewagaba. (2023). Lecture

 During planning , the M&E team needs to

 This is the output of plan stakeholder

Petra. N.Sewagaba. (2023).

 Guidelines of evaluating how well the plan is

Petra. N.Sewagaba. (2023).

 “ an M&E expert notices that a stakeholder who used to provide

 Question? As an M& Expert, why bother doing that?

Petra. N.Sewagaba. (2023).

 The M&E Expert should review the stakeholder mgt

Petra. N.Sewagaba. (2023).

 It is essential for the M&E expert to maintain