Ruffin Veal & Associates, Inc.presents….

Project Relationship Management

Agenda• Introduction• Sponsor• Steering Committee• Subject Matter Experts• End-Users• Functional Area Management• Organizational Project Management• Vendors• Project Relationship Rapport• Project Relationship Dos and Don’ts• Summary• Questions

Introduction

What is a Relationship?

•The state of being related by kindred, affinity or other alliance

or•A state of affairs existing between those having relations or dealings

Introduction

What is Project Relationship Management?

• PRM is the active development, cultivation and maintenance of project-associated relationships.

Introduction

The 7 Primary aspects of PRM include:

The Project Manager and… Sponsor Steering Committee Subject Matter Experts End-Users (customers) Functional Area Management Organizational Project Management Vendors

The Sponsor“He/She who has the gold ……..”

He/She who has the gold…..

• Controls the project’s financial resources• Has final say as to project’s fate• Be clear about his/her expectations• Keep him/her well informed• Be first to inform him/her of negative

project impacts• You should never assume “all is well” with

this relationship

The Steering Committee “E Pluribus Unum”

E Pluribus Unum

• Primary and secondary stakeholders• Be aware of conflicting priorities, desires

and needs• Be aware of biased opinions and support• Hear and see (non-verbally) what is being

communicated while taking bias into account

• Remain focused on overall project objectives

Subject Matter Experts

“Is this really my job?”

Is this really my job?

• Your project may be perceived as secondary concern and an intrusion on their “real” job

• Functional area management gives their reviews and has their primary focus

• Actively seek their expertise• Ask yourself “What’s in it for them?”• Present the project as an opportunity

The End-User

“Get them in your corner!”

Get them in your corner!

• Beneficiaries of the project deliverables• May or may not include functional area

SMEs• Be aware of apprehension concerning

changes to their work environment• Be sure to hear/address their concerns

and keep them involved in the process• Their willingness to embrace your project

can determine success or failure

Functional Area Management

“Let’s make a deal”

Let’s make a deal

• SMEs and end-users report here• Multiple functional areas may be involved

in project; multiple FA managers• Source of human resources for the project• FAM has priority on their resources unless

those resources are “dedicated” to you• Negotiate and agree on the distribution

and allocation of HR throughout project

Organizational Project Management “Managing your manager”

Managing your manager

• Adhere to your organization’s Project Management culture

• Make sure performance review expectations are clearly defined for each project

• Establish a comfortable working relationship• Encourage the exchange of insights,

opinions, feedback and information• Open/honest communication is essential

Project Vendors

“You’re the boss”

You’re the boss

• You now have “responsibility with authority”• Don’t be in awe of industry heavyweights• Remember, vendors are sales people• Clearly define/monitor vendor

accountabilities and expectations for your project/organization and ensure that they are met

• Establish well defined guidelines and metrics for vendor compliance

Project Relationship Rapport

• Based on Relationship Counterpart (RC) concerns

• What concerns does each team member have as a result of your project?

• RC accountabilities + Your project = RC concerns

Project Relationship Rapport

• The Sponsor and Steering Committee– Concerns are at a strategic level

– Fiscal and Budgetary

– Long term Departmental & Organizational Plan

Project Relationship Rapport

• Subject Matter Experts and End-Users– Concerns are at a job description level

– New/modified job related tasks and activities

– Effect of project on their daily routine

– New skills anxiety

Project Relationship Rapport

• Functional Area Management– Concerns are human resource oriented

– Availability of area personnel

– Schedule impact on other accountabilities

– Ability to provide normal area services

•

Project Relationship Rapport

• Organizational Project Management– Concerns are image & service oriented

– PM organization is perceived as providing valuable service

– PMs as organizational representatives

– Organization justifies its existence

•

Project Relationship Rapport

• Vendors– Concerns are image & service oriented

– How vendor organization is perceived

– Sales and technical staff as vendor organization representatives

– Want to be partners in your project’s success

•

Project Relationship Dos and Don’ts

Do…….

• Adopt a servant management style

• Maintain a knowledgeable yet humble demeanor

• Be professional • Be approachable• Listen more than talk• Client “yes”, Ego “no”• Develop a mutually

comfortable rapport

Don’t….…

• Politics• Sensitive social issues• Religious ideologies• Traditional holiday

socializing/greetings• Personal relationships• Personal opinions• Gossip• Social and professional

cliques

Summary

• Empathize with your relationship counterpart

• Be aware of conflicting priorities and goals among project participants

• Don’t ignore position related needs, sensitivities and concerns

• Avoid sensitive commentary and subjects• Develop non-verbal communication skills• Develop a PM organizational culture that

values project relationships

And above all

Follow the GOLDEN RULE:

Do unto others…

Questions