Stakeholder Analysis

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Stakeholder Analysis

• Eksempelet er hentet fra Statoil

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• What is Stakeholder Analysis ?
• The Stakeholder Analysis is a method for
  identifying internal and external stakeholders,
  their concern and objectives, their potential
  influence, and how to deal with them.
• Why use it ?
• Managing the stakeholders relationships is an
  important key in reaching a successful project
  outcome. The analysis is an important part of
  defining the projects purpose, objectives and
  success criteria - in general and in respect of
  the key stakeholders. The analysis is a part of
  the foundation for organising the project,
  developing contract strategies and strategies for
  issues outside the contractual requirements, and
  for developing communication plans with the
  internal and external stakeholders.

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• Project Stakeholders
• Individuals and organizations who are actively
  involved in the project, or whose interests may
  be positively or negatively affected as a result
  of project execution or successful project
  completions.

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• Internal stakeholders induviduals or groups
  within the project and the corporation.
• project manager
• project team
• sponsors
• External stakeholders individuals, groups or
  institutions that may influence the outcome of
  the project or may be influenced by it.
• Corporate Interfaces (parent org. partners)
• Financial Interfaces
• Goverment Interfaces
• User / Operator Interfaces

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What is the intention of the analysis?
Identification of project goals Project effect
goal and resultgoal Sucesscriteria Preparation
of action plan Decision process Endorsement of
the project Ambassador activities Organising of
influence activities (påvirkningsaktiviterter) Inf
ormation Inquirery, listening Lobbying Infomation
strategy Identification of interests Conflict
possiblities Conflict preparepardness Preparation
of management (styring) Influence Decisions Iden
tification of possible work contribution Performan
ce Finansing Resources
Stakeholder - analysis
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• Stages in the analysis
• 1. Identification of Stakeholder groups
• 2. Identification of the Stakeholders interests
  in the project and
  categorisation wrt. criticality (1-4)
• 3. Analysing critical stakeholders and
  identifiaction of
  actions/strategies

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1. Identification of Stakeholder groups
Project evaluation arena
Sleipner license
Government/ Authorities
PL 072 license
Troll/Sleipner
Internal suppliers
Sigyn
Esso
Product market
The Project's core team, CT
Steering group
Dedicated
SDØE
sub-project-groups
SLA operation
Contractors/ suppliers
Special organisations (i.e environmental org.)
Media
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2. Identification of the Stakeholders interests
in the project and categorisation wrt.
criticality (1-4)
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3. Analysing critical stakeholders and
identifiaction of actions/strategies
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Description of Stakeholder xxxxx
Description of relation Expectations Pot
ential Interests / conflicts Strategies
/ activities for Obtaining Support or Reducing
Obstacles
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Description of Stakeholder xxxxx
Description of relation Expectations Pot
ential Interests / conflicts Strategies
/ activities for Obtaining Support or Reducing
Obstacles
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Description of Stakeholder xxxxx
Description of relation Expectations Pot
ential Interests / conflicts Strategies
/ activities for Obtaining Support or Reducing
Obstacles
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Description of Stakeholder Sub project Top-side
Description of relation Part of the CT. PL 046
work scope. Expectations Close coperation with
SLA operation to define Sigyn modification to
SLA. Commitment to approved execution plans (
bed, cranes, logistics, etc) Access to necessary
resources within Statoil. Esso ownership to
technical solution and execution strategy. Frozen
design basis. ______________________ Esso
expectations Optimised defintion of work scope
cost and schedule. Ready for 2002
shut-down. Adequately supported by appropriate
reviews and documentations. Flawless topside
execution Close cooperation with SLONG in the
preparation of commercial service
agreement Definition of options for Sigyn phase
2 Potential Smooth project execution. Synergies
with the SVK project. Interests /
conflicts Priority conflicts during project
execution (including contractors coordination).
Direct impact on cost and schedule
management. Interface management with Sigyn
drilling and subsea work scope. PL046 desire to
protect base business Strategies / activities for
Obtaining Support or Reducing Obstacles Get
early dialog and early commitment ( communication
plans including offshore visits). Establish
cooperation agreement and regular meetings. Good
change management system must be established. CT
justify technical solutions to operations.
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Description of Stakeholder Sleipner operation
Description of relation Represented in the
CT Expectations High CT focus , prepare for
Sigyn to plan/do the installations, Sigyn
provedes a tight project definition, and Sleipner
provides flawless execution Potential Implementa
ton of Sigyn with no negative concequences on
regularity and safety. Cost and schedule impacts
in either directions. To show the business
opportunity with tie-in of other possible
fields Interests / conflicts Necessary
investment to avoid large operation costs (
include LCC considerations). Protecting SLA
business/production. Planning or proritising of
activites on the same time, especially during the
2002 shut-down Strategies / activities for
Obtaining Support or Reducing Obstacles Get
early dialog and early commitment ( communication
plans including offshore visits). Establish
cooperation agreement and regular meetings. Good
change management system must be established. CT
justify technical solutions to operations.
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Description of Stakeholder Total/ Fina Elf
Description of relation Part of the licence 046
but not on 072 Expectations They want to see
value of Sigyn but without being exposed We want
a promt business solution which does not set
commercial precedence Potential Business
framwork may be useful for other
satelites Interests / conflicts Threat to
schedule, could delay or stop the project. May
have equity aspirations (SDFI or
PL072) Strategies / activities for Obtaining
Support or Reducing Obstacles Communicate, make
sure they identify themselves with the technical
solution. Have made a communication strategy and
contingency plans
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Description of Stakeholder Esso
Description of relation Part of the licence
046(30) and 072 (40). Esso operates PL
072 Expectations Want to see value of Sigyn but
without being exposed Want a promt business
solution which does not set commercial
precedence. Want to use Statoils experience with
subsea tie-backs. Clear guidance and prompt
approvals- Access to Esso expertise-specially on
the subsurface side. Potential Business
framwork may be useful for other
satelites. Synergies. Sigyn business model may be
applied elsewhere Interests / conflicts Equity
imbalance. Culture and coporate procedures are
different which can cause surprices Strategies /
activities for Obtaining Support or Reducing
Obstacles Continue to communicate. Put
attention to the Bridging Documents and The
service agreement. Proper transition management
into the execution phase( Esso)
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Description of Stakeholder Hydro and Statoil in
PL046
Description of relation Part of the licence 046
and 072 - same prosentages Expectations They
want to see value of Sigyn but without being
exposed We want a promt business solution which
does not set commercial precedence Potential Bus
iness framwork may be useful for other
satelites Interests / conflicts Threat to
schedule, could delay or stop the project. Can be
a conflict between 046 and 072 046 want safe and
high regularity operations Strategies /
activities for Obtaining Support or Reducing
Obstacles Communicate, make sure they identify
themselves with the technical solution.