Transcript Stakeholder Management

Stakeholder Management
& Virtual Teams
PMI Honolulu - 2006
Cynthia Chamberlain & Yvonne Stutesman
Managing Directors
PM Nautics
Who is a Stakeholder?
 Anyone who is potentially impacted by
the project
 Anyone who has an impact on the
project.
Stakeholder Groups
 Internal to the project
 Internal to the company
 External to the company
Stakeholder Management
Monitor
Identify
Stakeholders
Review
Status
& Iterate
Analyze
Classify/Map
Stakeholders
Record Needs
Uncover
Expectations
Implement
Actions
Assess
Achievability
Agree Goals &
Value Criteria
Negotiate
Trade-offs
Influence
Stakeholder Analysis
 Stakeholder Analysis is the technique
used to identify the key people and
focus the project team’s attention.
What is the process of analysis?
 Identify all players involved or
impacted by the project
 Identify the possible impact on the
project of each stakeholder
 Identify the possible resistance level
to the project of each stakeholder
 Plot them on a chart
AG
4 Quadrant Analysis
Audit
High
Impact
Steering
Committee
Group
Executive
HR/ Payroll
Line
Management
IT
Finance
Business
Mgrs
Staff
Unions
Low
Impact
Supportive
Disruptive
Zones
of
focus
Benefits
 Focus attention to better leverage
stakeholder power and influence
 Identify possible risks up front
 It is the preliminary ground work
necessary for the Communication
Plan
Stakeholder Matrix
What they
Stakeholder Gain from
the project
How are they
impacted by
the project
What does the
project need
from them ?
What do
they know/
think about
the project
Power / Interest Grid
High
Power
HR/ Payroll
Keep
Satisfied
/ Potentially
Influencial
Manage
Closely
/ Key Players
Staff
Monitor
/ Marginal
( minimum effort )
Keep
Informed
/ Affected
Low
Power
Low
Interest
Reference: Rachel Manktelow,
High
Interest
Power / Interest Grid Example
High
Power
HR/ Payroll
• Lex Salamon
• Robert Lee
Keep
Satisfied
Manage
Closely
• Melanie Singh
Staff
• Stephanie Powers
Monitor
( minimum effort )
Keep
Informed
• Bill Brown
Low
Power
Low
Interest
Reference: Rachel Manktelow,
High
Interest
Stakeholder Map
HR
IT
Federal
Govt.
Finance
Peter Reid
Luke Jones
Shaun Peters
Andrew Simons
Australia
Brian Smith
Unions
South America
Sue Niel
James Russo
North America
Asia
Engineering
Marketing
Stakeholder Map Legend
Leadership
Behaviour
Green: Staunch / Trusted Support
Force Leader
Blue: Fairweathered Friend
Red: Public Pain
Opinion Leader
Orange: Not Yet Tested
Future Leader
Role based power is inferred by
relative position from the center
(godlike) to the outside edge
(serf)
Stakeholders that need to
be carefully managed
Shadow
Active Sniper
Potential Sniper
Virtual PM Skills
 Education & Certification
–
–
–
–
Business Degree
PMP Certification
Prince 2 & MSP Certifications
Six Sigma Certification
 Develop skills in virtual team
management
 Obtain feedback & references from
remote team members & co-managers
Virtual PM Skills
(cont.)
 Become flexible / knowledgeable with
various PM Methods
 Update CV to focus on Virtual Team
management & multiple PM methods
Managing Virtual Teams
 Team Time zones
 Holiday schedules
– ( & the holiday meaning )
 Increased communication:
– Increase frequency
– Increase face to face
Cultural sensitivity
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Work Environment
Work Ethic
Work Styles
Family focus
Personal space
Unacceptable clothing styles
Hand Gestures
Unacceptable word usage
How do remote staff view specific nationalities and
their related work styles
Controlling Programme Progress
 MBWA – Managing by walking
around
 Private meetings with individual
members
 More onsite meetings
 Review deliverables
 Have a 2nd in charge for the project
Controlling Programme Quality
 Explicitly spell out shared
responsibility and risk at company
and individual level
 More review of deliverables
 Specific incentives – not necessarily
money
Questions
Contact Information
Cynthia Chamberlain
[email protected]