Stakeholder Management and

Project Management 2.0

Steve Leybourne Ph.D.

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Who am I ??? Full Time Academic & Researcher at BU…

Ex-practicing Project Manager…

Researcher in PM… – Widely published – PMJ Editorial Board – JPPPM Editorial Board

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Today I want to talk about… ‘Changes in Project-based Work’… ‘Stakeholders’… And Most Importantly… “Some issues about how Project Management may evolve to meet the challenges of a changing work environment ???”

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Some Initial and Understood Factors…

Projects are accepted as the framework for managing change in organizations The speed of that change is accelerating This is being intensified by the ‘turbulence’ of organizational environments Ambiguity has to be embraced as we rarely have ‘complete’ information on which to base decisions

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Work is Changing - and Project-based work is changing as well…

There is a view that the ‘rigidities’ associated with traditional management and work methods are becoming outdated... Allowing employees the freedom and space to decide how they want to achieve their work outputs is becoming more accepted... Planning and ‘process’ are being superseded by the ability to manage behaviours and deal with the ‘softer’ elements of work...

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STAKEHOLDERS

Lets talk a little about…

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Stakeholders… • A stakeholder refers to persons or groups

that affect, or are affected by, a project’s decisions, policies, and operations. A stake is an interest in – or claim to – some aspect of a project

• Projects are embedded in networks that involve many groups with such a stake.

• Stakeholder groups can be divided in to two categories

Market stakeholders and Non-Market stakeholders

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Market and Non-Market Stakeholders

Market stakeholders are those that engage in ‘economic’ transactions with or within the project as it delivers against the project specification and intended outcomes

Sometimes called primary stakeholders

Non-Market stakeholders are people or groups who—although they do not engage in direct economic exchange with or within the project - are affected by or can affect its actions

Sometimes called secondary stakeholders

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Stakeholders…

Market or (Primary) • Project Manager • Client • User • Project Team • Sponsor • Suppliers • Contractors

Non-Market or (Secondary) People indirectly affected by the changes • Other parts of the

organization • Other Employees • Outside the organization

(i.e. Neighbours)

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McDonald (2011), in Vol. 43 of Futures, posits a shift…

From: Management 1.0

The ‘Industrial Age’ paradigm • Manufacturing • Managers controlling

Employee outputs • Rational and Logical

• Based on ‘Process’

To: Management 2.0

The ‘Global, Information Age’ paradigm • Knowledge • Autonomous Teams • Brains – not Hands • More Ambiguous • More ‘Improvisational’

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PROJECT MANAGEMENT 2.0 And that offers an opportunity for

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But First, some caveats…

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Anything new is labeled “2.0”

– Web 2.0 – Media 2.0 etc…

Real Characteristics of “2.0”

– User oriented – Social

Web 2.0 Major Characteristics… (Wikipedia)

• Collaboration – Blogs, wikis, videos, …

• Information Sharing – Mashups

• User-centered design • Social media dialogue • User-generated content • Virtual communities • Interestingly, not a new

hardware platform: – It’s about the users

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Tim Berners-Lee called Web 2.0 a "piece of jargon“

Tim intended the Web as "a collaborative medium, a place where we could all meet and read and write"

The "Read/Write Web"

Beware “2.0 Marketing”…

Enterprise 2.0 – “look at our cool new software”… Government 2.0 – “Look at how we are going to change things”… Media 2.0 – “This is the new way to advertise”… I saw an ad for a “Women 2.0” Conference this week – I have no idea what that is about…

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But – an opportunity…

Is it time for a shift from: • Tools-based PM to • Stakeholder-based PM And from: • Time, Cost and Scope to • ‘Value’

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So – Where does that leave us with McDonald and his ‘Management 2.0’

Ideas ???

And how does all this fit with Project Management ???

McDonald identifies six influential ‘forces’…

• The Virtualization of Work… • Open Source Work practices… • The Decline of Organizational Hierarchy… • The Rise of ‘Generation Y’ Values… • The Tumult of Global Markets… • The Imperative of Business Sustainability…

Much of this has been going on for some time, and PM is dealing with some of it quite effectively…

So… • “Is PM ‘ahead of the

curve’ here ???” And if so… • “Is this leading us

towards a new ‘Project Management 2.0’ model ???”

The Six Forces applied to PM…

Force Manifested within… Applied to PM Manifested within…

The Virtualization of Work

Employee Trust & Teamwork

Virtual Teams & Virtual Projects

Structures to Manage & Drive Project Success based on Positive Team Behaviors

Open Source Work Practices

Interpersonal Relationships within Fluid & Flexible Communities

Shift from Tools & Techniques to Managing Behaviors

Motivation of Project Team Members & the building of Commitment and Trust

The Decline of Organizational Hierarchy

Cultivators & Brokers within Network Structures

Redefinition of the Role of the Project Manager

Cultivators & Brokers of PM Expertise driving Measurable Project Success

Management 2.0 Existing PM Concepts

Force Manifested within… Applied to PM Manifested within…

The Rise of ‘Generation Y’ Values

Fun, Frivolity & Creativity with Work/Life Balance

Focus on Modern & Evolving Stakeholder Relationship Management

Making the Project Domain an Environment where Stakeholder Interests can be Balanced & Thrive

The Tumult of Global Markets

Workplace Diversity & Multi-Culturalism

Global Projects Embracing Project Team Diversity and Multi-Culturalism. Managing Multiple Subject Matter Experts

The Imperative of Business Sustainability

Integration of Sustainability and CSR into Management Education

The Imperative of Project-based Business Sustainability

Integration of Project-based Ethics & Governance, Sustainability, & CSR into PM Education

Management 2.0 Existing PM Concepts

A ‘NEW’ MODEL FOR PROJECT MANAGEMENT

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And – an Opportunity for…

So…

• What does this all look like ??? – Still working on this… – In ‘constant state of

‘flux’.. – Would welcome your

opinions…

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‘Triggers’ Publish

The Plan Reporting against the Plan

Initiation Closedown & P.I.R. Planning Execution

Project Management Life Cycle

Formalized Tools and

Techniques

Formal Repository

of Project

Knowledge

Informal & Tacit

Knowledge of Project Managers

Informal & Behavioural Processes

Improvisation

Intuition

Creativity

Bricolage

Managing Diverse Workers Emotional Intelligence

Informal Networks Virtual Teams

Complexity Ambiguity

Delivery & Assimilation

Emerging Best Practice

Continuous Learning/Improvement

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So – what we are talking about is a shift…

From: ‘Traditional’ PM

Based on established tools & techniques… • PMs controlling Project Team

outputs • Highly documented • Rational and Logical

• Based on ‘Process’ • Time; Cost; Scope

To: ‘New’ PM

Based on behavioural and social/cultural skills… • Knowledge-based • Multiple stakeholders • Autonomous Teams • More Ambiguous • More ‘Improvisational’

– ‘Emerging Best Practice’ • Value; Quality

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And a need to manage the tension between…

Exploratory activity based on existing knowledge and routines • More ubiquitous in the

early conception and planning phases

Evolutionary activity based on intuition and improvisation • More ubiquitous during

execution to assist in resolving uncertainty and ambiguity

• But: Different ‘Skill-Set’ required…

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And…

Scope

Time

Traditional PM

Cost

Constraints

Value

‘New’ PM

Quality

So - the ‘traditional’ Triangle of Constraints is evolving… And - do we have the skills to deliver against these new requirements ???

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Thank You… QUESTIONS ???

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