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Representative POMs are described for Stakeholder Engagement at each level of maturity.

1Initial

• Practice

  Identify broad community of stakeholders involved in Benefits Delivery.

  Outcome

  The project/programme plan contains a partial list, if any, of relevant stakeholders, without specific reference to their roles in benefits realization, or the impact of any changes on them.

• Practice

  Define simple and generic engagement plans.

  Outcome

  The project/programme plan contains a partial list, if any, of relevant stakeholders and actions required to engage them.

2Basic

• Practice

  Conduct stakeholder identification and impact analysis.

  Outcomes

  • The list of stakeholders has been analysed and correlated to the planned benefits realization activity.
  • Stakeholder impact analysis has been carried out at a high-level.

  Metric

  % of benefits plans with references in the register to individual benefits owners.

• Practice

  Brainstorm/Workshop initial ideas on engaging stakeholders to initiate necessary benefits delivery actions.

  Outcome

  Stakeholder engagement is based on individual tactical measures rather than a purposeful strategy for the stakeholder list.

3Intermediate

• Practice

  Categorize a list of relevant stakeholders by function, internal/external, role in benefits (RACI), impact from change etc.

  Outcome

  Stakeholder engagement is a recognizable workstream in the project/benefits plan, which outlines their role in the change, their current level of influence over its success, the impact the change will have on them and their current attitude to the change and its' impacts.

  Metric

  % of benefits plans with a detailed workstream for stakeholder engagement, illustrating individual stakeholder roles.

• Practice

  Activate a stakeholder engagement plan based on the RACI Analysis.

  Outcome

  Outline engagement plans are in place, but these are not formally reviewed at Governance level.

  Metric

  % of benefits plans with a detailed workstream for stakeholder engagement, illustrating individual stakeholder engagement (RACI) plans.

4Advanced

• Practice

  Monitor progress of the stakeholder engagement strategy (with benefits plan) through governance mechanisms.

  Outcomes

  • A detailed stakeholder engagement plan is formally adopted and monitored in the value governance framework.
  • For each stakeholder or group, it includes impact analysis, required response (RACI-based) and a customized engagement strategy.

  Metric

  % of programme governance boards who routinely monitor their approved stakeholder engagement plan as part of their normal agenda.

• Practice

  Activate and manage a stakeholder engagement Ppan, customized to meet the objectives associated with specific stakeholders/groups.

  Outcome

  For each stakeholder or group, a customized engagement strategy is followed, including impact analysis and required response, ensuring that all stakeholders are engaged to respond in the required manner.

  Metric

  % of programmes with an active stakeholder engagement plan, whose tasks are formally integrated with the official roles of assigned team members.

5Optimized

• Practice

  Employ adaptive leadership styles (active listening, focused communication) and activity (e.g. vision-setting, persuasive communication, collaboration, coaching etc), using emotional intelligence skills when planning, undertaking and reviewing all interaction with all stakeholders.

  Outcome

  In addition to having formal, detailed analyses of impacts of change on stakeholders and the associated engagement plans, programme change agents and their managers are trained to understand how people respond to change (i.e. at an emotional level), and how best to address resistance to change.

  Metric

  % of programme team members who have received training in adaptive Leadership styles and Emotional Intelligence, and have corresponding performance targets built into their personal reviews.

• Practice

  Routinely embed customized stakeholder engagement (active listening, focused communication) and adaptive leadership activity (e.g. vision-setting, persuasive communication, collaboration, coaching etc.) in all benefits plans.

  Outcome

  Stakeholder engagement is a routine element of all benefits plans.

  Metric

  % of programmes actively accountable to the corporate governance body for executing, managing and overseeing an active stakeholder engagement plan.