This topic can be addressed and solved relatively easily and professionally within the framework of a structured stakeholder analysis. This is done as follows:
1. identification of stakeholder groups, i.e. the affected parts of the organization, management areas, functions, departments, locations, but also works councils and, if necessary, other internal stakeholders
2. selection of the representatives (usually the responsible managers) of the individual stakeholder groups; to what extent one must go down to the team level here in the structure, or whether it is sufficient to question the responsible managing director, depends very much on the degree of involvement and homogeneity of the respective organisation or stakeholder group.
3. preparing a template for the survey of the respective stakeholders. The following questions have proved their worth in my view:
A. What are your three most important expectations of the project result (with prioritisation of one to three), how are they measured (key figure?), what is the target figure (key figure) and by when should it be achieved?
B. What are your three most important expectations for project implementation (with prioritisation of one to three), how are they measured (key figure?), what is the target figure (key figure)?
4. the invitation (including the submission) and conduct of the interviews with all stakeholders by the project management. This should also be prepared to be able to present the project to the respective stakeholder in this context (astonishingly, I have often had to realize that important stakeholder groups were often not even aware of the projects affecting them massively). It is best to get a brief explanation of the project from the respective stakeholder to determine to what extent it has reached that part of the organisation.
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