Transcript Transformation Program 2008

Stakeholder & Sponsor Engagement
Michelle Elkins
November 2012
Topics
•
Stakeholders
•
Strategy
•
Sponsors
•
Appendix
Stakeholder Management
•
Supports an organization in achieving its
strategic objectives by interpreting and
influencing both the external and internal
environments
•
Creating positive relationships with stakeholders
through the appropriate management of their
expectations and agreed objectives
Official Definition
Stakeholders
•
Project stakeholders are those entities within or
outside an organization which:
- Sponsor a project
- Have an interest upon a successful completion of a
project
- Positive or negative influence in the project completion.
•
Examples:
- Project leader
- Project team members
- Upper management
- Customers
- Project testers
- Sponsors
- External customers
- Suppliers
- Resource Managers
- Functional Managers
Anyone or any organization that can affect or be affected in any way
Identify Stakeholders
Input
Tools
Output
•
•
•
•
Project Charter
Procurement Documents
Enterprise Environmental Factors
Organization Process Assets
• Stakeholder Analysis
• Expert Judgment
• Stakeholder Management Strategy
• Stakeholder Register
Tie this to your communication plan!
Identifying stakeholders
•
Who gains and who loses from this change?
•
Who controls change management of processes?
•
Who designs new systems?
•
Who will make the decisions?
•
Who procures and decides what to buy?
•
Who controls the resources?
•
Who has influence?
•
Who pays for this?
•
Who can pose a risk?
Continually review the “Who’s”
Mind Map – Stakeholder Analysis
Analyzing Stakeholders
•
What motivates them?
•
Are they positive/negative?
•
Financial or emotional interest
•
How do they want to receive information?
•
How do you manage negative impacts?
•
What information do they have and do you have?
•
What are their current opinions?
•
How are they influenced?
How can they contribute to success
Stakeholder Quadrant
Power of Influence
Low
Keep Satisfied
Manage Closely
Monitor
Keep Informed
Interest
Sample Stakeholder Analyses
Influence
Some
Little
None
Importance
Very
Significant
Some
Little
None
Sample Stakeholder Matrix
Stakeholder
Category
Phase with
Maximum
Impact
Degree of
Influence
(H, M, L)
Concerns or Issues
Targeted Level of
Awareness*
List names
here
Define
High
When will it happen?
How much will it cost?
What benefits will we see?
Advocate
SBU Leadership List names
here
Define
High
What benefits will we see?
When will it happen?
How much will it cost?
Aware
IT Leadership
List names
here
Design
Build
Medium
Coordination of Change
Mgmt
Performance Impact
Coordination of data
standards
Long-term integration
strategy development
Understanding
Co-Source
Supplier
List names
here
Design
Build
Medium
Software
Quality
Assurance
(SQA)
List names
here
Define
Build & Test
Train & Accept
Medium
[Project Name]
Steering
Committee
Stakehold
er Names)
Are the business
requirements testable?
What is the project
schedule?
Build Strategy
•
Analyze
•
Meet with stakeholders
•
Validate
•
Build communication strategy plans
•
Finalize communication strategy and plans
•
Find a mentor
•
Build a “core” team
•
Build the plan; validate regularly
Build the team foundation
Strategy
•
Who are you engaging?
•
What are you communicating?
•
Where are you communicating?
•
When and how often are you engaging?
•
Why engage?
-
Transparency
Information
Risk management
Accountability
WIIFM and WIIFT
Sponsors
•
Executive
•
Fiscal authority
•
Political clout
•
Personal commitment
•
Project has value to them
Poor Sponsorship = significantly diminished chance of success
What can they do for you?
•
Represent the project with senior management
•
Escalation point
•
Project advisor
•
Provide funding
•
Chair the steering committee
•
Keep the team focused
•
Helps define success
•
Share accountability
And anything else within reason!
Key Responsibilities & Accountabilities
•
Be visible, available and participate actively
•
Help navigate the political environment
•
Removes roadblocks
•
Ensure appropriate stakeholder involvement
•
Liaison with senior leadership
•
Facilitate organization acceptance and transition
•
Share accountability
Sponsors can be your #1 ally
Communication Planning
•
Specific and appropriate
-
•
Who, what , when and why
Sample Unified Collaboration:
-
Project teams – meet daily for 15 minutes and weekly
-
IT Functional phase gates – as required
-
Executive – monthly
Core team – bi-weekly
Steering committee – bi-monthly
End customers – as deployed
Customer Reviews - monthly
Change your plan dynamically and as required
Drive communications that are understood
Top Ten Attributes of a Great Project Sponsor
• Be the advocate, coach, influencer, and battering ram
• Clearly understand the problem to be solved
• Ensure that the solution fixes the problem
• Know where “good enough” is
• Build the right team to solve the problem
• Hold the team accountable for results
• Know the big issues and what is needed to resolve
them
• Make the thoughtful, tough decisions
• Ensure that the project finishes strong
• Know when to pull the plug
A Strong Sponsor can make or break a project
Basics
•
Avoid jargon
•
Educate
•
Be credible
•
Be genuine
•
Show project control
•
Use common sense
•
Active listening
•
Clear and concise messages
•
Understand the power dynamics
•
Create common platform and goals
There is no silver bullet
Sponsor Communication
•
Build relationship
•
Be prepared
•
Start out at the high level
•
Story board
•
Managing escalation without a bus accident
•
Proactive solutions
•
Use spell check! And then re-check!
Do your homework!
Sponsor Management Workshop Tools
• Roles & Responsibilities
• Organizational Readiness Assessment
• Sponsor Readiness Assessment
• Stakeholder Analysis Matrix
• Questionnaire for Sustaining Effective Sponsorship
• Sponsor Feedback Questionnaire
Samples in the Appendix
Questions
Appendix
References
•
PMBOK 4th & 5th Editions
•
THE TOYOTA PRODUCTION SYSTEM by Yosuhiro Monden
•
Aerospace VPD™ How we improve Product Development
link
•
The Toyota Product Development System by James M.
Morgan, Jeffrey K. Liker
•
Death by Meeting: A Leadership Fable About Solving the
Most Painful Problem in Business by Patrick Lencioni
•
Darryl Connor, ODR, 1993
•
Adapted from Project Sponsorship by Randall L. Englund
and Alfonso Bucero, Jossey-Bass, 2006.
Tools & Templates