Project Management in The Information Age
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Post-Class4-StakeholderEngagement.ppt1-*
, Project Management in the Information Age
MASY1-GC1250-200
Dr. Chiji Ohayia, PMP, CSM, SAFe Agile
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Today
Review Previous Class
Project Teams
Class 4:
Stakeholder Analysis
Group Project Work /Class Exercise
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RECAP
LAST SESSION
CHAPTER 11
The Project Team
© 2018 Cengage®. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part, except for use as permitted in a license distributed with a certain product or service or otherwise on a password-protected website or school-approved learning management system for classroom use.
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Teaching Strategies
- The two vignettes in this chapter reinforce the need for diversity and different ideas in project management.
- Diversity is more than merely having team members of different genders and races. It also means having a team with a wide range of perspectives and viewpoints that can enrich a project.
- Having members of the staff who are from different cultures or who are culturally aware helps to create a more inclusive environment and project team.
- Different ideas can be a productive and important force. It makes members of the team think about different ideas and debate those ideas.
- Complacency leads to not caring and unsatisfied members of the team.
- The first vignette reinforces the need for trust in the team. The second vignette reinforces the need to feel psychologically safe in the team.
- Have students evaluate their work on their class project team. Have them evaluate their project team's effectiveness.
- Project teams are part of nearly every organization. Observe project teams and their interactions. Evaluate the project team effectiveness. Determine how the project team can improve and what they are doing well.
Optional Supplemental Activities
- Have each student prepare a one page summary of a team situation in which they have been involved and the results of that experience.
- Have each student interview someone working in a business who is involved in a team project. Get them to summarize the project and then have a discussion on the specific advantages and disadvantages of that team.
- Have students read the chapter and answer all of the Reinforce Your Learning questions and the questions at the end of the chapter.
- Have students interview members of PMI about ethics issues in project management and then report the findings of the interview to the class. Have students research responsibility, respect, fairness, and honesty in PMI's Code of Ethics and Professional Conduct.
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Acquiring the Project Team
- Project teams
- What expertise, experience, or skills needed
- How many of each type are required
- When they will be needed
- Acquire entire team for smaller projects
- Assemble team members as needed for larger projects
- Greatest constraint is the availability of the right resources at the right time
- May have to negotiate for resources
- Keep team as small as feasible
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Project Team Development
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Forming
- Initial stage
- Individuals get acquainted
- Positive expectations
- Little work accomplished
- Depend on direction and structure
- Lots of questions
What purpose?
Who are others?
What are they like?
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Storming
- Second stage
- Start to apply their skills to work
- Tasks may be larger than anticipated
- Increasing dissatisfaction with dependence
- Test the limits and flexibility of the team
Conflict emerges and tension increases
Motivation and morale are low
Members express individuality
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Norming
- Third stage
- Relationships have settled
- Interpersonal conflicts resolved
- Team has accepted its operating environment
- Control and decision making are transferred to the project team
- Cohesion begins to develop
- Trust begins to develop
- Team members give and ask for feedback
- Feeling of camaraderie emerges
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Performing
- Fourth stage
- High commitment to achieve project objective
- High level of work performance
- Communication is open
- Collaboration and willingness to help each other
- Team feels fully empowered
- Project manager fully delegates responsibility and authority
- Project manager is mentor
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Characteristics of Effective Teams
- Clear understanding of the project objective
- Clear expectations of each person’s role and responsibilities
- Results orientation
- High degree of cooperation and collaboration
- High level of trust
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© 2018 Cengage®. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part, except for use as permitted in a license distributed with a certain product or service or otherwise on a password-protected website or school-approved learning management system for classroom use.
Conflicts on Projects
Sources of Conflict
Work Scope
Resource Assignments
Schedule
Cost
Priorities
Organizational issues
Stakeholder issues
Personal differences
Handling Conflict Approaches
Avoiding or Withdrawing
Competing or Forcing
Accommodating or Smoothing
Compromising
Collaborating, Confronting, or Problem Solving
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Week 4
LECTURE
The Stakeholder Management Plan
A Stakeholder
…A ‘stakeholder’ is any individual or entity that has a ‘positive’ or ‘negative’ stake in the project…
…They may affect the project and/or be affected by it…
Those who only think they have a stake in a project are stakeholders, even if they really don’t have a stake!
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Stakeholder Type
- Internal
- External
- Primary
- Secondary
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Project ‘Participant’ Stakeholders
- Executive Sponsor
- Project Manager
- Project Team Members
- Subject Matter Experts
- Vendors and Suppliers
- Adjuncts
- Consultants
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Special ‘Vested Interest’ Stakeholders
Entrepreneurs
Developers
Investors
Shareholders
Visionaries
Clients and Customers
Competitors
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The ‘Community Interest’ Stakeholders
- Community members
- Community leaders
- Special interest groups
- Religious leaders
- Political leaders
- Social and ethnic groups
- Environmentalists
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The ‘Opportunist’ Stakeholders
- Coincidental
- Activists
- Causes
- The Media
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Project Stakeholder Management
Identify stakeholders
Analyze their interests and needs
Develop a stakeholder management plan
Engage the stakeholders
Monitor and control stakeholder engagement
This is an iterative, cyclical process throughout a project!
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Identify Stakeholders
- Identify all stakeholders
- Determine needs and interests
- Groups by interests
- Identify areas of potential conflict
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Stakeholder Analysis
- Who are likely to be affected by the project
- Who may influence the project
- How might they be impacted
- How might they impact
- Assess level of commitment and resistance
- Define concerns and issues
- Identify stakeholder success criteria
- Prioritize stakeholders
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Stakeholder Mapping
- Position
- Support
- Oppose
- Interest
- Participant
- Special
- Community
- Opportunist
- The power/interest grid
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Stakeholder Characteristics
- The power to influence
- An informal vs. formal power
- The urgency of the stakeholder
- The desirability of the relationship
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Key Stakeholder: The Project Sponsor
- Authorizes project execution & charter
- Approves scope and funding
- May select project manager
- Best role during project:
- Help when needed!
- Avoid overreliance on sponsor
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Project Sponsor Issues
- Hostility
- Abdication
- Micromanagement
- Overdependence
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Engagement Planning
- What motivates them?
- Are they positive?
- Are they negative?
- Do they have a financial interest?
- Do they have an emotional interest?
- How do they want to receive information?
- How do you want to receive information?
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The Stakeholder Management Plan
- Identify stakeholders and their interest
- Assess their relative power and influence
- Prioritize stakeholders
- Determine an appropriate response to each
- Develop a strategy/plan to manage
- Monitor, control, and assess results
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Strategies and Techniques
- Stakeholder management plan
- Involvement
- A stakeholder register
- A stakeholder issues log
- Document updates
- Assess effectiveness
- Manage change
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The Stakeholder Register
Create during project start-up, update throughout
- Name
- Organization
- Position
- Location
- Project role
- Other assessment information
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Plan Stakeholder Management
Related project management knowledge areas
- Scope Management
- Communications Management
- Human Resource Management
- Procurement Management
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Engagement Evaluation
- Stakeholder roles
- Degree of involvement
- The design
- Outcomes
- Goals realized
- Overall satisfaction
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Stakeholder Analysis
It is important to identify the project stakeholders, but it is critical that the Project Manager discover their position, that is, whether they are for or against the project and why.
| Stakeholder | + | 0 | - | Reason Against Project | Strengths & Weaknesses | Strategy |
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Objective
- Demonstrate a method to manager stakeholders within a project.
Time: TBD minutes
Training Notes
- Put up Slide – Stakeholder Analysis
- Identify Stakeholders
- Determine stakeholders’ position & interest on the project (for, neutral or against)
- Determine the stakeholders’ agenda
- Assess stakeholders strengths and weaknesses relative to their influence on the project
- Identify strategy to move stakeholders to a positive position
- Predict stakeholders reaction to the strategy
- Implement stakeholder management strategy
The Power / Interest Grid
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Power (vertical axis)
Interest (horizontal axis)
Keep Informed
Manage Closely
Keep Satisfied
Monitor
The Power / Interest Grid - Example
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Power
Interest
Project Sponsor
Major Customers
“Our” Functional Managers
End Users
Project Team Members
Vendors
Non-User Employees
“Other” Functional Managers
Other Customers
Stakeholder Analysis
Power-Interest Grid
Develop a plan to quickly get individuals to desired rating. If the plan is not working the person may need
to be replaced before proceeding.
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Stakeholders
- Other Functional
Managers - Other Customers
- Our Functional
Managers - Major Customers
- Project Sponsor
- Vendors
- Non-User
Employees
- Project Team
- End Users
Chapter Summary
- Managing stakeholders is now the tenth knowledge area in the PMBOK® Guide.
- Processes include:
- Identify stakeholders
- Plan stakeholder management
- Manage stakeholder engagement
- Control stakeholder engagement
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Manage Stakeholder Engagement
- Follow the plan!
- Listen!
- Reassess
- Replan / readjust as needed
- Leverage the communication management plan
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Communication Strategy and Planning
- Methods to inform different groups
- Timing
- Frequency
- Use the project communication plan
- Continuous dialogue with all stakeholders
- Consistency in style and approach
- Feedback
- Active Involvement
- Bi-directional
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Control Stakeholder Engagement
- Change request procedures
- Change control boards
- Project governance processes
- Steering committees
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Summary
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Project Stakeholders
Stakeholder - Specific people or groups who have a stake in the outcome of the project.
External
Influencers
Project
Team
Project
Sponsor
Customer
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Objective
- Introduce the class to the difference stakeholders within a project and explain briefly the function of each.
Time: TBD
Training Notes
- Put up Slide – Project Stakeholders
- Stakeholder - Specific people or groups who have a stake in the outcome of the project.
- Normally stakeholders are from within the company, and could include internal customers, management, employees, administrators, etc.
- A project may also have external stakeholders, including suppliers, investors, community groups and government organization.
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Stakeholders: Project Sponsor
Project sponsor - Sponsor (Executive Sponsor and Project Sponsor) - The person who has ultimate authority over the project.
- Provides funding
- Resolves issues
- Approves scope changes
- Approves major deliverables
- Provides high-level direction
- Champion the project within their organization
External
Influencers
Project
Team
Project
Sponsor
Customer
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Objective
- Introduce the class to the role of the project sponsor in a project.
Time: TBD
Training Notes
- Put up Slide – Stakeholders: Project Sponsor
- The Executive Sponsor provides project funding, resolves issues and scope changes, approves major deliverables and provides high-level direction.
- The Executive Sponsor also champions the project within their organization. Depending on the project, and the organizational level of the Executive Sponsor, they may delegate day-to-day tactical management to a Project Sponsor.
- If assigned, the Project Sponsor represents the Executive Sponsor on a day-to-day basis, and makes most of the decisions requiring sponsor approval. If the decision is large enough, the Project Sponsor will take it to the Executive Sponsor.
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Stakeholders: Project Team – Team Members
Project Team Members - The individuals assigned on a temporary (project) basis to support the project. Team members can include:
- Office Assistants
- Managers
- Architects
- Engineers
- Testers
- Users
- Team members have complementary skills and aptitudes
- Responsible for completing assigned activities
- Team members report to the project manager
- Communicate status and manage expectations
External
Influencers
Project
Team
Project
Sponsor
Customer
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Objective
- Introduce the class to the role of project team members within a project.
Time: TBD
Training Notes
- Put up Slide – Stakeholders: Project Team – Team Members
- Project team members are the individuals with functional expertise.
- The job of the project team members is top support the project sponsor by creating project deliverables.
- The project team may be selected by a key group of individuals appointed by the project manager. The “First Team” members may or may not become part of the final project organization.
- All project team members report to either a team lead or the project manager.
- Project team members help communicate project expectation throughout the organization – by doing this they can help a project manger manager the expectations of the project within the community.
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Stakeholders: Customer
Customer - The persons or group that are the direct beneficiary of a project or service. The people for whom the project is being undertaken.
- Provide project specifications
- Provide project funding
- Accept deliverables
- Could be either internal or external
- Could be users
External
Influencers
Project
Team
Customer
Project
Sponsor
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Objective
- Introduce the class to the role of the customer within a project organization.
Time: TBD
Training Notes
- Put up Slide – Stakeholders: Customer
- The customer is the individual, department, or organization that has requested the project
- The provide the specifications and funding for the project
- Some customers may be internal to an organization – Where one department “hires” another department
- Some customers may be external – e.g. A consulting firm is hired by a department.
- Customers, like other stakeholders, must be managed in terms of both expectations and quality.
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Stakeholders: External Influencers
External Influencers – Individuals or organizations external to the customer’s business environment that retain an influence on project deliverables such as suppliers, investors, community groups and government organizations.
- Influence project deliverables
- Some provide innovative solutions that can reduce both time and cost for the project
- Some require specific obligations that can add both time and cost to the project
- Must be managed
External
Influencers
Project
Team
Project
Sponsor
Customer
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Objective
- Introduce the class to the role of the External Influencers in the project.
Time: TBD
Training Notes
- Put up Slide – Stakeholders: External Influencers
- External Influencers are Individuals or organizations external to the customer’s business environment that retain an influence on project deliverables such as suppliers, investors, community groups and government organization.
- External Influencers represents a potential risk area and should be managed accordingly.
- Some, such as suppliers may offer innovate solutions.
- Some, such as the government may require that specific obligations be satisfied.
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THANK YOU!
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BREAK!!!
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Class Exercise
Stakeholder Analysis
Classifying Stakeholders
- A power/interest grid can be used to group stakeholders based on their level of authority (power) and their level of concern (interest) for project outcomes
- Engagement Levels:
- Unaware
- Resistant
- Neutral
- Supportive
- Leading
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Process Groups and Knowledge Areas
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