** slide presented by David Kuo at Singapore for PMI Regional Symposium 2010 ** If you would like to request a PDF copy, please kindly write to david_kuo@wizxpand.com ## Synopsis of paper ## Are you doing business and managing project in Greater China region? Stakeholder management is definitely one of key area of focus in order to succeed in management of projects. This presentation presents key challenges, area of attention and as well tips when managing projects specifically in region of Greater China, based on presenter’s experience and case studies. ## Learning Objective ## The presentation will present the best/expected practice of stakeholder management while presenting the common challenges of managing stakeholder in Greater China region with actual examples. Moreover, the presentation will share tips that have been proven and successful in overcoming the challenges. Learning Objective • Review the standard stakeholder management process outlined by PMBOK® • Identify the common challenges and outlined the gap between the best practice and actual practice in Greater China • Present actual cases and tactic used in overcome the challenges

1. Stakeholder Management:with focus and case studies in Greater China Area. Brought to you by: David Kuo, PMP 2010/10/21 1:30 – 2:30 PM

3. Email: david_kuo@wizxpand.com

4. Cell: +886-952509872

5. MSN: davekuo@msn.com

6. Skype: davekuo0305

7. LinkedIn: http://tw.linkedin.com/in/davekuo

8. Facebook: http://www.facebook.com/davidkuo

9. Slideshare: http://www.slideshare.net/wizxpand

10. Home Town: Taipei, Taiwan / Montreal, CanadaPMP® Certification Instructor Corporate Trainer SCM Solution Consultant

11. SPMI Regional Symposium 2010 3 Thank You For Your Support & Participation

12. Disclaimer The views, opinions, positions or strategies expressed in this presentation are the views of the speaker and do not necessarily reflect the views or policies of Project Management Institute Singapore Chapter (SPMI). SPMI does not guarantee the accuracy of the data included in this presentation and accepts no responsibility for any consequence of their use. Terminology used may not necessarily be consistent with PMI official terms. SPMI makes no representations as to accuracy, completeness, currency, suitability, or validity of any information of this presentation, and will not be liable for any errors, omissions, or delays in this information or any losses, injuries, or damages arising from its display or use. SPMI Regional Symposium 2010 4

14. Key Concept and Steps

15. Challenges in Greater China with Case Study

17. SPMI Regional Symposium 2010 7 Section #1: Stakeholder Management

18. SPMI Regional Symposium 2010 8 Definition – Stakeholder Management To coordinate, analyze, fulfill and control the need of stakeholders with proactive communication

19. SPMI Regional Symposium 2010 9 Who are the stakeholders in projects? Anyone and any organization positively or negatively affects the project

20. eXpanding your Wizdom without boundries Page 10 Million Dollar Question …. What is the big deal

21. eXpanding your Wizdom without boundries Page 11 Million Dollar Question …. Managing Stakeholder Drives Project Success

23. Requirement Collection and Scope Management

24. Known unknown risk

25. Unknown unknown risk

26. Uncertainties

27. Required Tasks

28. Required Resource

30. SPMI Regional Symposium 2010 14 Section #2: Key Concept & Steps

32. Cost Spent

33. Behavior

34. Team Player

36. Identify Influence

39. Departments

40. Interests,

41. knowledge levels,

42. Expectations influence levelPMBOK® 4th edition, page 248

43. eXpanding your Wizdom without boundries Page 18 Step #2: Analyze > Influence & Impact Grid Level of involvement High Influence Work Closely Manage Closely Negative Impact Positive Impact Keep Inform Monitor / Gain support Ability to change Low Influence

46. Estimation for Resource, Duration, Cost

47. Risk Planning

48. Communication PlaneXpanding your Wizdom without boundries Page 19

49. SPMI Regional Symposium 2010 20 Section #3: Challenges in Greater China

50. Unclear understanding of role key stakeholders’ role Unclear understanding of project management’s value PM’s hesitancy eXpanding your Wizdom without boundries Page 21 Challenges in Greater China

51. Relationship between PM and Sponsor What should sponsor do? What should PM do? PM believes needs to be “super man/super woman What PM is doing What PM should really do? SPMI Regional Symposium 2010 22 Challenges #1: Unclear Understanding of Role

52. SPMI Regional Symposium 2010 23 Challenges #2: Value of Project Management PM = Coordinator “not a profession” 1 PM training “certification or tool focus” 2 3 Organization structure and appraisal not supporting

53. SPMI Regional Symposium 2010 24 Challenges #3: PM’s Hesitancy 1 Wish to challenges, have vision, but follow status-quo Fully aware the career potential of PM, but not sure ..(don’t see $$$ yet) 2 Shift from “giant / superman” to team working with buy-in 3

54. SPMI Regional Symposium 2010 25 Case Study: Survey with 100+ Professional Never I will help to conduct project "feasibility and justification study" with project sponsor before project kick-off. 7% 3 15% I consult with key stakeholders and project expert on estimation of time and cost. 2 5% I will ensure all stakeholder received updated information 4 3% I communicate frequently with project sponsor, customer and key stakeholders on project progress and issues 5 16% 1 I will invite project sponsor/customer to assist me to encourage project team.

55. SPMI Regional Symposium 2010 26 Case Study: Survey with 100+ Professional Always I will help to conduct project "feasibility and justification study" with project sponsor before project kick-off. 26% 2 16% I consult with key stakeholders and project expert on estimation of time and cost. 4 28% I will ensure all stakeholder received updated information 1 19% I communicate frequently with project sponsor, customer and key stakeholders on project progress and issues 3 5% 5 I will invite project sponsor/customer to assist me to encourage project team.

56. SPMI Regional Symposium 2010 27 Real Project 1 Shanghai High Tech, HK Listed > Frequent change of sponsors and top management  Re-kick Off Shanghai High Tech, HK Listed > No / Little involvement of stakeholders.  Technical go-live, but not business live 2 Taipei High Tech, Taiwan Listed > No participation of periodic meeting  Lack of buy-in and support for change management 3 Hsinchu High Tech, Taiwan Listed > Little communication between PM and Sponsor  Scope control and little support from functional manager 4

57. SPMI Regional Symposium 2010 28 Section #4: Best Practice

58. Be proactive and take charge Propose plan instead of problem Acquire critical management concept – work smart Don’t fight against environment Manage need of stakeholder need instead control people eXpanding your Wizdom without boundries Page 29 Suggestion for Professional

59. SPMI Regional Symposium 2010 30 Tip Pre-meeting Save Face Be persistence with project constraint Build Interpersonal trust at social context Respect organization structure Fun, learning & success Walk Away

61. Email: david_kuo@wizxpand.com

62. Cell: +886-952509872

63. MSN: davekuo@msn.com

64. Skype: davekuo0305

65. LinkedIn: http://tw.linkedin.com/in/davekuo

66. Facebook: http://www.facebook.com/davidkuo

67. Home Town: Taipei, Taiwan / Montreal, CanadaPMP® Certification Instructor Corporate Trainer SCM Solution Consultant

68. Thank you for your support … and your participations.