webinar: stakeholder management engaging the organisation for results
TRANSCRIPT
Engaging the Organisation for Results - Webinar
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Claude H. Maley
Stakeholder Management Engaging the Organisation
for Results
Engaging the Organisation for Results - Webinar
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Housekeeping
• Slides will be available on our SlideShare page; the link will be emailed to you
• The Recording of the webinar will be available to download; the link will be emailed to you
• Please take time to complete a post-webinar survey that will pop up at the end
• You can type your questions throughout the session
• Time will be allocated in the end for the speaker to address your questions
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Your Presenter
Claude H. Maley is Managing Director of Mit Consultants, a consultancy
and education practice servicing international clients in change
management, and Chairman of a business solutions company.
His functional management and consulting experience with major
corporations such as Alcatel, BP, Cadbury Schweppes, Cartier,
Caterpillar, Cisco, Ericsson, GE, Hewlett-Packard, IMS International,
Motorola, Organon, Overseas Containers Limited, Pechiney, Renault
Automobile, Siemens to name but a few, has spanned more than 40
years in engineering, production and manufacturing, distribution,
transportation and marketing services sectors.
Author of the book "Project Management – Concepts, Methods &
Techniques"
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Stakeholder
Management Engaging the
Organisation for Results
Engaging the Organisation for Results - Webinar
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How to Engage Stakeholders and Manage their
Expectations
How to Employ Key Relationship Management
Techniques
Review of the Palette of Multiple Communication
Approaches
Making Effective use of the Influence Model
Employing Conflict Management Techniques
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Section Contents
Stakeholders - a definition
Internal & External Stakeholder Interests
Stakeholders and the Product Life Cycle
Expectations and Goals
Conducting a Stakeholder Analysis
Stakeholder Identification - Mapping
Prioritising Stakeholders: Importance and
Influence
Establishing Strategies for Involvement
Creating & Sustaining Stakeholder
Commitment
Managing Stakeholders' Expectations
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Stakeholders - a definition
"Individuals and organisations who are directly or
indirectly involved in the project, or whose interests may
be positively or negatively affected as a result of project
execution or successful program/project completion." (PMBOK® Guide, p. 394)
Project Stakeholder Management
The Processes required to identity
the people, groups, or organizations
that could impact or be impacted by
the project
Analysis of stakeholder expectations
and their impact on the project
Development of appropriate
management strategies for
effectively engaging stakeholders in
project decisions and execution.
(PMBOK® Guide, page 391)
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Internal and External Stakeholder Interests
Executives & Line Managers
have
Positive/Negative Financial
or Emotional Interest
in the outcome
of their Performance
They have Key Motivational Drivers
Professional and Personal
Interests will Influence
Stakeholder Interests will often
go beyond the Project's
Stakeholders are not limited
to the Internal Organisation
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Stakeholders and the Product Life Cycle
Expectations and Goals
ACQUISITION/OWNERSHIP
Strategy Investment
Planning Implementation
OPERATIONAL/USE
Initial
Operation Project Life Cycle
Project
Launch
Drivers Doers Deliverers
Business
Drivers
Have a STRATEGIC View
Expectations are
BUSINESS BENEFITS
Seek VALUE DELIVERY
in Operational Use
Project
Performers
Have a TACTICAL View
Expectations are
PROJECT DELIVERABLES
Focus on PROJECT/TASK
Delivery
Operational
Performers
Have an OPERATIONAL View
Expectations are
USABLE PRODUCT/SERVICE
Focus on Delivery of
OPERATIONAL BENEFITS
Stakeholders as 3D Types:
Drivers Doers Deliverers
Stakeholders have different concerns at different Stages
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Conducting a Stakeholder Analysis
5-Step Iterative Process
Stakeholder
Analysis
Identify Project Stakeholders
Establish Stakeholders' interests,
impact level, and relative
priority
Assess Stakeholders for Importance
and Influence
Outline Assumptions and Risks
Define Stakeholder Participation
Determine the
3D Type D – Driver
D – Doer
D – Deliverer
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Identified
Stakeholders
Stakeholder Identification - Mapping
Make an Explicit Effort
to appreciate
Full Extent of Project
Schedule & Prepare for
Meetings
& Interviews
To be a Stakeholder, the
person or group must
have some interest or level
of influence that can
impact the project
Stakeholder interests must
be understood, along with
understanding potential
Project impact if a
need is not met
Use the PESTLE model
Seek out Implicit
Stakeholders
Establish
Comprehensive List of
Stakeholders
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Stakeholder Analysis –
Prioritising Stakeholders: Importance and Influence
Engage
Monitor Inform
Satisfy
Interest
Imp
ort
an
ce
Hig
h
Lo
w
Low
Me
diu
m
High
1 2 3 4 5 6 7 8 9 10
Low Importance & Low Interest:
MONITOR
To monitor, with no excessive communication
High Importance & High Interest:
ENGAGE
To fully engage and make the greatest efforts to satisfy them
Low Importance & High Interest :
INFORM
To keep adequately informed, to avoid that no major issues arise. To utilise sensibly as these Stakeholders often provide assistance
and help with the detail of the project
High Importance & Low Interest:
SATISFY Place enough effort to keep them satisfied,
with no excess to avoid weariness of message
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Establishing Strategies for Involvement
Identified
Stakeholders
Analyse Stakeholder
List for level of
Participation
Recognise & Appreciate their
Interests
Assign an Involvement Status and :
Establish schedule
of interviews
Engage in
networking with
Influential
Stakeholders
Determine "Interest Duration"
Continuous
Frequent
Intermittent
Sporadic
Once-Off
Beware of
Political Games!
If you want Stakeholders to Buy In,
they have to be IN to Buy !
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Creating & Sustaining Stakeholder Commitment
Review Project Progress
to Expectations
Re-assess Stakeholder List
Refresh Stakeholder
Communication Plan
Apply resulting Action Plan
Reschedule Meetings
Evaluate Stakeholder Commitments
Maintain
Stakeholder
Relationship
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Section Contents
The Project Manager's 360
Communication with Stakeholders
Building a Relationship Map
Direct Relationships
Indirect Relationships
The Informal Network
Relationship Management
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The Need for Relationship Management
Project Managers spend
between 75% and 90%
of their time communicating
Seldom do they prepare a plan to Manage the Relationships in a Project
Relationship Management
focuses
on Project Stakeholders :
To Manage stakeholder expectations by ensuring that communications lines exist and are open
To Leverage stakeholder allies' support by regular updates on project status, progress and decisions
To Alleviate the impact of project adversaries by appropriate distribution of project information
Relationship Management
extends beyond
Project Stakeholders
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The Project Manager's 360 Communication
with Stakeholders
Downwards Core Project Team
Upwards Senior Managers of
the Organisation
Outwards Contributing Project
Stakeholders :
End users
Line managers
Shareholders
Unions
Suppliers
Government etc.
Sideward Line managers and
peers, such as other
Project Managers
Be PROACTIVE to Anticipate
Evolution of EXPECTATIONS!!
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Building a Relationship Map
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Sample Relationship Maps
External Provider
Senior Manager
Project Manager
Key Stakeholder
Functional Manager
Project Team Member
Operational Manager
Connecting Hubs may be numbered
The Relationship Arrows represent: Formal Information Exchanges
Known Informal Exchanges
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Direct Relationships
Core Team Members
Key Stakeholders & Sponsor
Steering Group
Upper Management (on direct report)
Functional Managers
(as resource & performance
providers) Other Project
Managers (on interface)
External Providers (on project
performance)
Operational Managers (as users)
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Indirect Relationships
Indirect Relationships Upper
Management
External Government &
Institutions
Functional and Shared Services
Managers
Team Members of interfaced
projects
Project Team Members
Peers
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The Informal Network
Informal Networks
aim at achieving a
Mutual and
Reciprocal
exchange of
Information Informal Networks
allow the pursuit of
Personal goals
Members of an
Informal Networks
seek to help each
other obtain
Personal, Business
and Career
advantages
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Section Contents
Communication Distribution – Verbal &
Non-Verbal
Non-Verbal Communication
Active Listening Approach
Techniques for Active Listening and
Empathy
Rapport Building
Building Solid Relationships
Communication Channels - Appropriate
Formats
Communicating with Peers, Superiors &
Subordinates
Communicating as a Representative of
the Company
Communication Techniques
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Communication Distribution – Verbal & Non-Verbal
Language is the
representation
of our experiences We generalise
We filter
We distort
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Non-Verbal Communication
* Dr Albert Mehrabian
The transmission of Visual, Auditory & Tactile information is rooted in the group culture.
To consider *: Body Voice Words
Language paints our Emotions
ALL SIGNALS ARE SIGNIFICANT and MUST BE TAKEN IN CONTEXT
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Active Listening Approach
Active Listening and Empathy implies listening with:
Your EYES
Your EARS
Your HEART
ALL your BODY
Perceive the emotions of the other person
and position yourself in their situation
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Rapport Building
Rapport is built with open communication, a positive attitude of interest in the other person, and exploration of their interests
Rapport occurs when
two or more People feel
that they are in Sync or
on the same Wavelength
Rapport is theorized to include three behavioural components:
Mutual Attention, Mutual Positivity, and Coordination
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Building Solid Relationships
Seek commonalities
Bond and Connect with people
Be honest
Be sincere
Be ethical
Show integrity
Communicate clearly
Communicate frequently
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Communication Channels
Appropriate Formats
• Noticeboards
• Audio conferencing
• Computer networks • Interactive staff
meetings
• Away days &
conferences
• Letters • Memos • Circulars
• Newsletters • Business plans
• Telephone • Video
conferencing
• Senior management
visits
• Cross-functional
meetings
• Staff suggestion scheme
• Training courses
• Special seminars
• Staff attitude survey
• Project team
meetings
• Senior management
meetings
• Planning workshops
Electronic
Face to Face Formats
Paper
Awareness Understanding Engagement Involvement Commitment
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Communicating with Peers, Superiors & Subordinates
Highlight issues, risks & exceptions
Provide:
Work Plan
Exception reports
Timely status reports
Face-to-face reviews
Superiors
Provide Direction
Highlight:
Work status
Scheduled activities
Pending work
Provide:
Verbal exchanges
Agendas
Work brief
Subordinates
Negotiate for:
Resources
Time allocation
Agree on budgets
Provide:
Work Plan
Schedule of work
Peers
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Communicating as a Representative of the Company
Develop trust
Be honest and demonstrate integrity
Build long term relationships
Identify areas where you can add value
Maintain constant communication
Having a good understanding
ensures Success for both Parties
Contractors, Suppliers and Advisors play a
Critical Role in your Project
Map the Project EXPECTATIONS
with the Provider’s
Business Interests
Maintain a Professional
Business Relationship
State the project needs clearly & agree :
price, quantity, quality to date of delivery, mode
of payment etc.
Understand the importance of your project for
the supplier
Do not drive down the supplier to be resentful
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Section Contents
The Three Structural Components
The PM’s Roles & Power
The PM’s Power Model
Trust Building
Engendering Collaboration
Effective of the Influence Model
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The Influence Model
The Three Structural Components
Worth
Effort Likelihood
Worth
"what's in it for me?"
Likelihood
"is this credible?"
Effort
"how much to have to put into this?"
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WORTH – "what's in it for me?"
Determine Explicitly or Implicitly the individual's Perception on:
• Security
• Autonomy
• Recognition
• Power
• Success
• Financial reward
• Challenge
• Variety
Discuss and Agree how the Desired Outcome will Align to the Perception of WORTH
Close with a Commitment
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LIKELIHOOD – "is this credible?"
• Demonstrate previous results and how they were achieved
• Show a positive attitude
State Clearly, Pragmatically and Credibly what is Required
Discuss and Agree how the Desired Outcome will Align to the Perception of LIKELIHOOD
Close with a Commitment
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EFFORT – "how much to have to put into this?"
Explain Clearly the Context/Content of the Performance Required
• State how information & necessary resources will be made available
• Emphasise the assistance & support you will provide
Discuss and Agree how the Desired Outcome will Align to the Perception of EFFORT
Close with a Commitment
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The Project Manager's Challenges :
The PM’s Roles & Power
* according to FRENCH & RAVEN
Power –
Used as a means for achieving goals
Requires follower dependency
The Project Manager Leadership
will often have No Hierarchical Power
Focuses on goal achievement
Requires goal compatibility with followers
The Project Manager is to have an
Understanding and Application of the
different types of Power *
to Influence and to Establish
Confidence in order to acquire the
Support of others and to
Maintain their Commitment
External
Interpreter
Entrepreneur
Negotiator
Internal
Leader
Promoter
Motivator
Established by an Individual’s
Position in an Organisation
Formal
Power
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The Project Manager's Challenges :
The PM’s Power Model *
* according to FRENCH & RAVEN
Based on Fear by means
of Threats & Intimidation Coercive
Based on possession of
Desirable Resources
or Personal Traits
Referent
Based on the
Ability to Distribute Rewards
that Others View as Valuable
Reward
Legitimate An Individual’s Position in the
Formal Hierarchy of an Organisation
Expert Based on
Special Skills or Knowledge
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Trust Building
Resulting in:
Growth in reciprocal Trust
Greater potential for future Influence situations
This will lead to:
Trust and openness from the other person
Shared experiences and commonality
Nascent loyalty and trustworthiness
Building Trust starts by:
Your decision to be trustful of the other
Your willingness to be open
Your personal example
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Engendering Collaboration
Demonstrate you have Confidence
in the person
Encourage Confidence
Declare your own
commitment
State the limits of
your own risks
Be convincing
Acknowledge where support is needed
Be honest
People will then willingly accept your
Influence
People will listen when they have
Confidence in you
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Section Contents
Sources of Conflicts In Projects
Focus & Project Conflict Resolution
Key Model for Conflict Management
Employing Conflict Management Techniques
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Sources of Conflicts In Projects
Between managers and subordinates
Between departments
At functional interfaces Conflict over
how work gets done
Organisational - Process Conflict
At start of group
development
Ways of reaching
goals
Among team members Conflicts over
Work content and goals
Project – Task Conflict
Difference in ways on what
should be done
Cultural
Between two or more people
Interpersonal Relationship
Conflict
Individual - Relationship
Conflict
Unfair treatment
Threat to value system
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Focus & Project Conflict Resolution
Cooperative Attempting to
satisfy the other
party’s concerns
Focus
Assertive Attempting to
satisfy one’s own
concerns
Conflict Resolution
Functional Handling conflict
by compromise
or collaboration
between parties
Dysfunctional Conflict that
hinders group
performance
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Key Model for Conflict Management
Competing Collaborating
Avoiding Accommodating
Compromising
A s
s e
r t
i v
e
Cooperative High Low
Hig
h
Lo
w
Source: K. Thomas, “Conflict and Negotiation Processes in Organizations,” in M.D. Dunnette and L.M.
Hough (eds.), Handbook of Industrial and Organizational Psychology, 2nd ed., vol. 3 (Palo Alto, CA:
Consulting Psychologists Press, 1992), p. 668. With permission.
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Engaging the Organisation
to Achieve Results
The Project Manager's Focus is to
Coordinate, Facilitate & Orchestrate
the Actions & Efforts of All Stakeholders
to Contribute to the
Goals of the Organisation
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