Engaging effectively and authentically with an organisation’s stakeholders requires an appropriately open culture linked to organisational maturity.
The Stakeholder Circle® offers an effective methodology for stakeholder engagement but using the methodology effectively requires a mature understanding of the importance of stakeholder engagement across all levels of an organisation. The Stakeholder Relationship Management Maturity (SRMM®) model has been developed to help organisations grow their maturity.
SRMM® uses a similar structure to CMMI staged assessment, and the P3M3 maturity models. P3M3 (Portfolio, Programme and Project Management Maturity Model) has the following levels (CMMI in brackets):
– Initial (performed) – reactive and poorly controlled
– Repeatable (managed) – focus on the project
– Defined (defined) – focus on the organisation
– Managed (quantitatively managed) – measured and controlled
– Optimising (optimizing) – focus on process improvement
Whilst the PMI’s OPM3 model measures maturity on a continuous scale, it too sees maturity progressing from random to standardized, measured, controlled to continuously improving. An overview of these three models is in a paper I co-authored in 2007 (download presentation).
These ideas and hands-on experience helping organisations develop their stakeholder management capabilities led to the development of the SRMM® model for growing an organisations capability to manage its relationships with stakeholders.
SRMM has a 5 level structure:
- Ad hoc, characterised by isolated pockets of awareness
- Procedural, characterised by the routine use of tools and processes
- Relational, characterised by an external focus on engaging stakeholders and ‘mutual benefits’
- Integrated, characterised by a commitment to continuous improvement and strong internal support within the organisation
- Predictive, characterised by the use of information for project ‘health checks’ (is the project ‘normal’) and predictive risk assessment.
An overview of SRMM® can be found in the paper I presented at the PMI Congress in Malta last year (download paper). A more comprehensive overview is contained in Section 3 of my book, Stakeholder Relationship Management: A Maturity Model for Organisational Implementation that will be published by Gower in October (preview the book).
The two key messages from all of the maturity models are firstly developing maturity is progressive, organisations need to start at the beginning and build progressively. Secondly, the process is a journey, there is not right place to be and no final end point, the ultimate level in the models is reached when the organisation can continuously improve, the good news is empirical data from CMMI at least clearly indicates a strong ROI based on improving maturity levels and anecdotal evidence suggests this is typical across all of the models.
How mature is your organisation?