webinar: stakeholder management engaging the organisation for results

Engaging the Organisation for Results - Webinar

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Mit Consultants – The Knowledge Transfer Company: Copyrighted Material. Not to be reproduced without prior written consent.

Claude H. Maley

Stakeholder Management Engaging the Organisation

for Results


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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


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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


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


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

• E-Mail

• 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



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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



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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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