End of Semester paper

usaggwp

PJM6000_Week4Overview_UPDATED_BB.pdf

Home >Business & Finance homework help >Management homework help >End of Semester paper

PJM6000

Project Management Practices Week 4

Professor Al Grusby, MBA, PMP®

Review Last Week

➢Activities within initiation

➢Developing a Project Charter

▪ Purpose, what else included, not a living document

➢ Project considerations

▪ Assumptions, dependencies, risks, constraints

➢ Project scope

➢Work breakdown structure (WBS)

➢ Estimating cost and work

▪ Accuracy, techniques, PERT formula

➢ Roles & responsibilities of PM, project team members

Lecture Overview

❑Class mid-point

❑Stakeholder identification

❑Stakeholder analysis

❑Communications planning

❑Communications Tips

❑Analyzing and assessing how the stakeholder register informs the communication plan

❑Role of PM and project team in stakeholder and communications planning and management

Class Mid-Point

• How is the pace?

• Learning more or less than expected, or had no expectations?

• Any questions on discussed topics?

• Is project management what you thought?

• Is it a profession you’d consider?

• Review some concepts thus far – you tell me!

Project Management Processes

Initiating Planning Executing Monitoring and Controlling Closing

Develop Project Charter Develop Project Management Plan Direct and Manage Project Work Manage Project Knowledge

Monitor and Control Project Work Perform Integrated Change Control

Close Project or Phase

Plan Scope Management Collect Requirements Define Scope Create WBS

Validate Scope Control Scope

Plan Schedule Mgmt. Define Activities Sequence Activities Estimate Activity Resources Estimate Activity Durations Develop Schedule

Control Schedule

Plan Cost Mgmt. Estimate Costs Determine Budget

Control Costs

Plan Quality Management Manage Quality Control Quality

Plan Resource Management Estimate Activity Resources

Acquire Resources Develop Project Team Manage Project Team

Control Resources

Plan Communications Manage Communications Monitor Communications

Plan Risk Management Implement Risk Responses Control Risks

ID Stakeholders Plan Procurement Conduct Procurements Control Procurements

Plan Stakeholder Mgmt. Manage Stakeholder Engagement Control Stakeholder Engagement

Project Planning

• Consider how you would feel if – The classes and/or requirements in your CPS program major changed next week and you were not told about them. (Updating the program would be a project.)

• Many times we are assigned a project and want to jump to: ▪ Creating the schedule ▪ Identifying the project team ▪ focusing only on sponsor or executive team needs

• Before all that - consider who the stakeholders are and how they inform our communication plan approach.

Stakeholder Definition

An individual, group, or organization, who may affect, be affected by, or perceive itself to be affected by a decision, activity, or outcome of a project.

PMBOK, p563

Identify stakeholders

Analyze their needs, wants,

and impact

Set stakeholder expectations

Establish stakeholder

management strategies

Stakeholder Planning & Management

How do we communicate with them?

How do we identify them?

Who is Impacted?

As the project manager, part of

your role is thinking broadly about

impacted stakeholders….

Stakeholders

Identify Stakeholders

Stakeholder Identification

External Customers

Internal

Customer Sponsor Project Team Project Office

Executive Team

Management Team

User Groups

Common Stakeholder Groups Can be positively or

negatively impacted…

• Internal Stakeholders

– Project Team, Sponsor, PMO, Senior Mgt., IT Dept., HR

• External Stakeholders

– Suppliers, Customers, Competition, Public, Legal, Political

Identify Stakeholders

Good Example of Bad Stakeholder Process

Stakeholder Register

Stakeholder Stakeholder Interest(s) in the Project

Assessment of Impact

Potential Strategies for

Gaining Support or Reducing Obstacles

Analyze Stakeholders

• Chart stakeholders by how much power and influence they have over your project.

• Determine how to communicate and work with stakeholders based on their grid position: Low interest / low power: Keep tabs on their interest level as it may shift, but only update them with critical information. High power / low interest: Work to satisfy them but don’t overwhelm them with too much communication. High interest / low power: The biggest thing this group wants is information. Keep them informed of the project’s process and update them as it progresses. Let them know about roadblocks and successes. High interest / high-power: These are your key stakeholders – fully engage them with the process and do everything within your abilities to satisfy their requirements.

Analyze Stakeholders

Responsibility Matrices • Responsibility Matrix (RM)

• Also called a linear responsibility chart.

– Summarizes the tasks to be accomplished and who is responsible for what on the project.

– Lists project activities and participants.

– Clarifies critical interfaces between units and individuals that need coordination.

– Provides an means for all participants to view their responsibilities and agree on their assignments.

– Clarifies the extent or type of authority that can be exercised by each participant.

Responsibility Matrix for a Market Research Project

RACI Chart • RACI - Clarifies roles and responsibilities wrt.

actions and/or decisions

18 From PMBOK, Sixth Edition

Class Exercise – RACI Packing suitcases for a family trip

Family Members

• Mom

• Dad

• Sarah

• Jeffrey

Actions

• Pack suitcases

• Fuel car

• Load beach toys

• Cabin reservations

• Book flights

19 “What’s a RACI Chart and how do I use it?” Greg Sanker, retrieved from:

http://itsmtransition.com/2014/07/basic-raci-chart/

❑ Individually assemble a RACI Chart – include justifications for

how you assign letters (R, A, C, I) – 10 minutes

❑ Assemble in your groups to discuss and come to consensus

– 10 minutes

Stakeholder Management • Stakeholders..

– Play a vital role in project success

– If not supportive of the project, may be impactful in negative ways

– As the project manager, your role is to understand the various stakeholders, their role, and their impacts

• Brainstorm with project team to identify

• Connect with other PM’s in organization to leverage their experience

• Discuss with Sponsor 20

Communicate

Seek input

Hold accountable to promised work / deliverables

Mitigate risks

Manage conflict

Deliver on expectations

Manage Stakeholders

Communication Plan

• Once we identify stakeholders, how do we communicate and engage with them?

– Stakeholder satisfaction is a key objective of the project team per the PMBOK

– The process is iterative

• you may gain (or lose) stakeholders over the course of the project.

– The Communications Management Plan becomes a key conduit for managing stakeholder engagement and gaining support

Preliminary Stakeholder Register

• Ms. Deidre Jackson, the CEO of Acme Company

• Internal

• Implement a more formal or mature way to manage projects with professional project management teams and project managers.

• High

• Supporter

• Keep Ms. Jackson informed of project status and issues as they come up.

What are Project Communications?

Communications Channels

Communications Formula

HOW MANY NOW?

HOW MANY?

n(n-1) 2

10(10-1) 2

= 45

14(14-1)

2 = 91

WHO is involved? WHAT should be

communicated? WHEN and HOW OFTEN should

information be communicated? HOW

should information be shared? What TOOLS should be used?

Communications Management Plan

All stakeholders are not created equal

Verbal communications are often the most misunderstood

Sender and receiver must BOTH be responsible

Stakeholders need different information

Tools available and preferences

Challenges

Communications Model

Communicating Bad News

Not Listening

Pretend Listening

Partially Listening

Focused Listening

Interpretive Listening

Interactive Listening

Engaged Listening

The Seven Levels of Listening

Concentrate

Don’t think ahead

Interact nonverbally

Probe

Paraphrase

Don’t interrupt

Remember

RepeatClarify

Listening Tips

• Timely and appropriate communication, over communicate

• Present analysis and conclusions in PowerPoint or other formal documents (avoid presenting data embedded in e-mails, notes, or off the top of your head)

• Use distribution lists

• Avoid multiple email chains

Good Communication Habits

• How does the stakeholder register inform the Communications Management Plan?

Communication Plan

Generates Support

Creates Engagement

Provide Transparency

of Status

Establishes Team Process

Stakeholder Register -> CommPlan

• Once we identify stakeholders, how do we communicate and engage with them?

▪ Stakeholder satisfaction should be a key objective of the project team per the PMBOK

▪ The process will be iterative, you may gain (or lose) stakeholders over the course of the project.

▪ The communications management plan becomes a key conduit for managing stakeholder engagement and gaining support

▪ Typically created early in the project lifecycle 35

Communications Management Plan

What information needs to be collected and when?

Who will receive the information?

What methods will be used to gather and store information?

What are the limits on who has access to the information?

When will the information be communicated?

How will it be communicated?

36 From Gray & Larson

C o

m m

u n

ic at

io n

P la

n A

tt ri

b u

te s Th

e A ttrib

u tes M

u st B

e A d

ju sted

fo r

O rgan

izatio n

al N ee

d s

Communication Management Plan

Comprehensive

• Applies to internal project team

• Sponsor is KEY stakeholder

• External stakeholders

• Typically created early in the project lifecycle

• Poor communication can lead to project demise

• Sponsor communication needs may be different than other stakeholder communication needs

• Ensure you are aware of any regulatory agencies that also require updates

Communication Management Plan

Communication Plan

•Team Members may have established customer relationships. It is important that they do not provide adhoc updates to the customer

•Be mindful of project team members who want to update their functional management of project issues outside of the defined process stated in the communication plan

•Does your sponsor have specific communication updates based upon executive reporting requirements?

• Does your organization have a defined project update process?

Enterprise Project

Management Office

Executives

CustomersProject Team

Communication Plan Development

• Leverage Organizational Assets

• Ensure you know Organizational reporting requirements

• How do you define how much is too much information?

• Have a clearly defined escalation process to your project sponsor.

• Recognize that brevity may be important within the Project Status Report delivered to executives

• Develop a comprehensive plan

• Identify all critical components and ensure all team members are well informed and understand plan

• Ensure you clearly define who is the lead for transmitting updates, and have a backup plan

• Ensure you have sponsor agreement

• Execute against the plan. If you identify gaps in the plan, ensure you incorporate needed enhancements into the plan.

Role as PM and Project Team

Communication Plan Examples • By Stakeholder:

• By the Message:

• Develop a communication plan for an airport security project. The project entails installing the hardware and software system that:

1. Scans a passenger’s eyes

2. Fingerprints the passenger, and

3. Transmits the information to a central location for evaluation.

• Capture all of the elements in a good communication plan: what information and when?, who will receive it? Methods to gather and store the information?, who has access to the information? When is the information communicated and how is it communicated?

• Have a clearly defined escalation process to your project sponsor

• Get together in groups to discuss

From Gray & Larson

Class Exercise: Communication Plan

Lecture Review

✓ Class mid-point

✓ Stakeholder identification

✓ Stakeholder analysis

✓ Communications planning

✓ Communications Tips

✓ Analyzing and assessing how the stakeholder register informs the communication plan

✓ Role of PM and project team in stakeholder and communications planning and management

What’s Next • Next week: The project execution, monitoring & controlling processes

• Reading:

– The PMBOK Guide - Part 1 pp. 82-86. Part 2 561-564

– Gray & Larson - Ch. 10-11

– Stakeholders in Project Management article – link in BB

– PMI Article: The Essential Role of Communications – attached in BB

• Instructor Perspective: “Communication and Stakeholder Management”

• Discussion Board responses, subject: “Communication, Communication, Communication”

• Individual Assignment Week4: Stakeholder Analysis and Register

– include a one page written introduction that outlines the process you utilized to identify all stakeholders and why you selected those approaches.

– Check formatting - no text wrap issues

• Recitation Addressing ambiguity in professional situations (Intellectual Agility).