Project Management 3.0: Influencing Project Stakeholders
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The document discusses influencing project stakeholders through effective project management techniques. It emphasizes establishing clear project objectives and governance through a project charter. The charter should define business objectives, project scope, risks, communications plan, and governance structure. This provides shared understanding and accountability. Additionally, the document discusses assessing stakeholder motivations and adapting communication styles to influence different personalities. Status updates and issue escalation processes should also be clearly defined. The goal is to engage stakeholders, manage expectations, and achieve project buy-in and support.
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Project Management 3.0: Influencing Project Stakeholders
- 1. © Russell Martin & Associates, www.russellmartin.com Project Management 3.0: Influencing Project Stakeholders Lou Russell Russell Martin & Associates a Moser Consulting company (317) 475-9311 www.russellmartin.com 1
- 2. © Russell Martin & Associates, www.russellmartin.com Content Context: Why? The Miraculous Project Charter Influencing and Accountability 2
- 3. © Russell Martin & Associates, www.russellmartin.com Context: Why? 3 Projects are Flash Mobs
- 4. © Russell Martin & Associates, www.russellmartin.com The Lifecycle of a Project 4 Enthusiasm Time Unenlightened optimism Dawning pessimism Enlightened optimism Pre-completion panic Success! Adapted from Robert Lewis’ book Bare Bones Project Management
- 5. © Russell Martin & Associates, www.russellmartin.com What’s Different? 5 1. The WAY we WORK is different: Multi-tasking 2. All Hands on All Projects 3. The Easy Stuff has been Done
- 6. © Russell Martin & Associates, www.russellmartin.com Project vs. Process 6 Project: Begin End Process: Repeat Methodology: Top Down, SAM, Agile… Example: Course Offerings
- 7. © Russell Martin & Associates, www.russellmartin.com Steps to Great Projects 7 Dare to Properly Manage Resources! Define Plan Manage Review END START 1. Set Business Objectives 2. Establish Project Scope 3. Set Project Objectives 4. Mitigate Risks 5. Establish Constraints 6. Plan communications 7. Establish Governance Plan 1. Determine Milestones 2. Schedule Task Dependencies 3. Adjust for Resource Dependencies 4. Create budget 1. Control work in progress 2. Provide status and feedback 3. Leverage Governance 4. Resolve conflict 1. Close the project 2. Transition, turn over deliverables 3. Hold Project Review 4. Celebrate accomplishments initiate plan monitor close WHY? Project Charter LEARNADAPTHOW? Improved Done Project Schedule
- 8. © Russell Martin & Associates, www.russellmartin.com The Miraculous Project Charter • Business Objectives • Scope Diagram • Project Objectives • Risk and Mitigation • Constraints • Communications Plan • Governance Plan 8
- 9. © Russell Martin & Associates, www.russellmartin.com Standardize / Socialize Your Message 9 The Project CHARTER is your Context = WHY • Everybody speaks the same language, same picture. • Unexpected, not as boring as project documentation usually is (“What is that crazy Scope Diagram about?”). • Concrete, big picture (roles), emphasis on communication. • Credentialed, relying on standard (PMI.org) processes and minimal techniques. • Emotional, tapping negative or positive feelings “Gees, this project is complicated!”. • Tell the Story and help Stakeholders enter the community and care.
- 10. © Russell Martin & Associates, www.russellmartin.com 10 pm@russellmartin.com I I need that charter NOW
- 11. © Russell Martin & Associates, www.russellmartin.com The Scope Diagram: Who’s In, Who’s Out 11 the project The Sponsor Experts (SMEs) Finance Customers Functional Leaders The Project Manager The Dedicated Project Team IT Apps IT Architecture Business Analysts Vendors Distributors Legal R&D PR/ Marketing Sales
- 12. © Russell Martin & Associates, www.russellmartin.com 12 Strike Fighter Project © Russell Martin & Associates www.russellmartin.com www.HRDQ.com Strike Fighter Negotiating
- 13. © Russell Martin & Associates, www.russellmartin.com Communications and Governance Clarity 13 WHY are we spending money on this? Why does this project matter and why should anyone prioritize helping? • Sponsor • Business Objective: Increase Revenue OR Avoid Cost • Project “Elevator Speech” Who needs to know the STATUS? Who is the Voice in Crisis? Who can CHANGE time, cost, quality, scope?
- 14. © Russell Martin & Associates, www.russellmartin.com Build a Schedule Back From the Dates 14 Task Task Owner Due Comments Done Finalize charity Lou 6/8/13 Email results √ Review with Sponsor Lou 6/12/13 Needs approvals Establish messaging needed Jo 6/15/13 Invite employees Maria 6/15/13 Finalize Caterer Brittney 6/18/13 Cut for budget Allows you to sort by date, task manager, or completed. The only control we have over the duration of our life project is to shorten it, and we do that all the time. - S. Jay Olshansky
- 15. © Russell Martin & Associates, www.russellmartin.com Influencing and Accountabilitiy 15 COMPLIANCE Response to policies and procedures set by others DOMINANCE Approach to problems STEADINESS Pace of environment you prefer INFLUENCE Influencing others to your point of view Tasks Relationships CAREFUL SPEED
- 16. © Russell Martin & Associates, www.russellmartin.com Graphs 16
- 17. © Russell Martin & Associates, www.russellmartin.com A Team Makes a Whole Brain: Interacting 17
- 18. © Russell Martin & Associates, www.russellmartin.com Values to Impact our Priorities 18 Utilitarian Every investment I make will have a greater return in time and/or resources. Aesthetic I will enjoy and experience the beauty around me & allow it to mold me into all I can be. Social I will invest self in time and resources in helping others to achieve their potential. Individualistic I want to advance to the highest position in life & gain the greatest power. Theoretical I will use my cognitive ability to understand, discover & systemize the truth. Traditional I will pursue the highest meaning in life.
- 19. © Russell Martin & Associates, www.russellmartin.com Influencing & Accountability: Role Clarity 19 Role Project Sponsor Project Manager Project Team Members Project Stakeholders Accountable for… Performing project activities and producing project deliverables Ensuring the ROI expected for the project happens Acting as the ‘steward’ of the project Planning, Organizing and Managing the Project Completing the tasks of the Project Plan Owning the project Providing governance / tiebreakers All the phases of the project Provides money, time, budget
- 20. © Russell Martin & Associates, www.russellmartin.com Identifying the Job 20 ROLE (1 to Many) Jobs PEOPLE (1 to Many) Jobs Project Manager
- 21. © Russell Martin & Associates, www.russellmartin.com 21 Project Plan: Role Planning Role Role Role Role Role Role Key Accountabilities Key Accountabilities Key Accountabilities Key Accountabilities Key Accountabilities Key Accountabilities Top 3 Competencies Top 3 Competencies Top 3 Competencies Top 3 Competencies Top 3 Competencies Top 3 Competencies • Frequent Interaction with others • People oriented • Customer Relations • Following Policy • Consistency • Follow-up and Follow- through • Versatility • Frequent Change • Organized Workplace • Analysis of Date • Urgency • Competitiveness • Frequent Interaction with others • People oriented • Customer Relations • Following Policy • Consistency • Follow-up and Follow- through • Versatility • Frequent Change • Organized Workplace • Analysis of Date • Urgency • Competitiveness • Frequent Interaction with others • People oriented • Customer Relations • Following Policy • Consistency • Follow-up and Follow- through • Versatility • Frequent Change • Organized Workplace • Analysis of Date • Urgency • Competitiveness • Frequent Interaction with others • People oriented • Customer Relations • Following Policy • Consistency • Follow-up and Follow- through • Versatility • Frequent Change • Organized Workplace • Analysis of Date • Urgency • Competitiveness • Frequent Interaction with others • People oriented • Customer Relations • Following Policy • Consistency • Follow-up and Follow- through • Versatility • Frequent Change • Organized Workplace • Analysis of Date • Urgency • Competitiveness • Frequent Interaction with others • People oriented • Customer Relations • Following Policy • Consistency • Follow-up and Follow- through • Versatility • Frequent Change • Organized Workplace • Analysis of Date • Urgency • Competitiveness Top 2 Motivators Top 2 Motivators Top 2 Motivators Top 2 Motivators Top 2 Motivators Top 2 Motivators Theoretical Aesthetic Individualistic Social Utilitarian Traditional Theoretical Aesthetic Individualistic Social Utilitarian Traditional Theoretical Aesthetic Individualistic Social Utilitarian Traditional Theoretical Aesthetic Individualistic Social Utilitarian Traditional Theoretical Aesthetic Individualistic Social Utilitarian Traditional Theoretical Aesthetic Individualistic Social Utilitarian Traditional pm@russellmartin.com I I need that template NOW
- 22. © Russell Martin & Associates, www.russellmartin.com Colaboration > Tools: Executive View 22 Dominance InfluenceSteadiness Compliance Urgent Pioneering Innovative Driven Likes challenge Demanding Quick to anger Careful Objective, clear High standards Good analyst Detailed Picky Aloof Fearful Optimistic Motivator Team Player Problem solver Emotionally needy Inattentive Trusting Poor with details Steady and sincere Patient Empathetic Logical Service-oriented Apathetic under stress Passive Resists change Task Speed People Speed Task Perfect People Careful
- 23. © Russell Martin & Associates, www.russellmartin.com Influencing Executive Sponsors 23 The Top feels isolated. “Why doesn’t anyone help me?” Seeing Systems, Barry Oshry Clear Take-Away First “By implementing this leadership program, we can strengthen our managers and improve our retention of them by 35%.“ Direction (Why /How) “To prove the approach, I’ plan to do a pilot with a small group of directors and use their feedback to go forward.” Impact (Measure) Best practices from other companies, gap data from this company (statistics and social proof). Simple Steady pace, succinct. Courage Do not defer to intimidation, don’t start with how nervous you are and don’t Kiss Up. LEADERSHIP MATTERS. Misconception Truth Prove I’m knowledgeable and have worked hard. What’s your point and how can you prove it? I won’t have much time. I’ll jam a lot in quickly. Be succinct not fast. This is an important person – I want to be respectful. I’ll let him or her lead. If you’re here, you have the right to be here. Lead the conversation.
- 24. © Russell Martin & Associates, www.russellmartin.com Be Quick, Be Concise, Be Gone 24 Here’s the situation and the impact on the project. Here’s what I recommend we should do. Here’s another thing we could do. Which do you prefer? I’ve worked 80 hours a week on this project. This has been a nightmare. My dog doesn’t even like me. Now the client has completely changed everything again. What should I do?
- 25. © Russell Martin & Associates, www.russellmartin.com EQ & Influencing 25
- 26. © Russell Martin & Associates, www.russellmartin.com How Clearly Do You See? 26
- 27. © Russell Martin & Associates, www.russellmartin.com Fight, Flight or Freeze 27
- 28. © Russell Martin & Associates, www.russellmartin.com Learning From Experience 28 • What did you learn about your strengths in a project setting? • What did you learn about your challenges? • What can you do to be more effective at managing projects and people? THINGS I CAN DO MORE: THINGS I CAN DO LESS:
- 29. © Russell Martin & Associates, www.russellmartin.com How Can I Get More Help? Visit www.russellmartin.com: • Purchase books • Get our LEARNINGFLASH e-zine for more tips and tools • Find out about workshops, webinars, e-learning and virtual alumni communities 29 @nolecture Lou Russell
- 30. © Russell Martin & Associates, www.russellmartin.com Estimating Exercise (Tripletts) 30 # Triplett 1 FEED - PACK - FLASH 2 BUG - POST - FLOWER 3 MAN - SECOND - SELLER 4 FOREST - HOLE - MAGIC 5 CHECK - PAGE - POINT 6 JEANS - GRASS - DANUBE 7 CHECK - MARK - VALUE 8 WHISKEY - NECK - WATER 9 DEAD - STORM - RIGHT 10 REMOTE – ROD - TOWER 11 RED - DOUBLE - STITCH 12 BENEFIT - CERTIFICATE - SUDDEN 13 DOOR - EMERGENCY - RAMP 14 PARTRIDGE - FEUD - TREE
Notas do Editor
- Open by pulling out enough cards (suits) to give each person one and divide the class into 3 teams (later). Put a card on each of their books or pile on each table (mix, don’t put all one suit on one table of course). Opening game – Predict how many pairs you can create (a pair = two cards with same suit, or two cards with same number) as a team in 2 minutes. Collect these answers. Do the activity (two minutes) Debrief briefly – what went well, what could have gone better? Go to next page and discuss what type of negotiation they used.
- This is a picture of a BAD project. Lack of communication is generally the cause. Good Project: This amazing project is located in Wolfsburg Germany. They are called the car towers and are used to store cars after exiting the production line. They look like giant vending machines and are now open to the public. The point of PM is to COMMUNICATE. Everything we do on a project should improve COMMUNICATION. If not, don’t do it. PM is not hard – it just takes DISCIPLINE.
- Disconnected people come together through virtual communication to do something they all agree on, and then disburse. Just like projects.
- Come up with 3 answers for each question (silently). Go around room, everyone share one that hasn’t come up (first 1, then 2)
- ITIL/SMF is a set of processes for maintaining IT systems / organization (AFTER development projects are done).
- 1:30 GO over this model – DEFINE – answers the question WHY are we spending $ on this project instead of another? PLAN – now that we know WHY, we can figure out the best HOW (PM software begins here) MANAGE – ADAPT to change (ask them to cross out CONTROL – there is no such thing in projects) REVIEW – LEARN to be a better project manager Talk about the PMBOK, PMI and point out blue words are the PMBOK words.
- Have the people identify who should be those roles on their projects. Small group discussion – figure out how to go to your sponsor to get the assignments you want. Need to assess if you need all these roles or not (to work with the areas that have those resources). Can’t eliminate a role just to make a short cut. Project leader / Technical leader tend to report in to the Project Manager QA – Quality Assurance Subject Matter Experts and Business Owner may be the same person Ask what other roles make sense on their projects?
- This is essentially the CHARTER of the Communications Plan subproject – first step (not the entire project completion)
- The teams will use this as their status report – sharing it with each other and the Sponsor as determined by their Communications Plan.
- Ask learners to draw lines between the role and the accountability The PM does not OWN the project – the business owns the project, represented by the Project Sponsor (more on this in a few pages). They are accountable for project deliverables, but sometimes people get freaked out as PMs and forget that they are not their project. The ROLE (versus the person) of PM is to Plan, Organize and Control the project. The PM is in three time states at the same time- looking back to learn from past experiences, in the now to deal with whatever is happening today, and looking forward to other possible challenges. The Project Team members ‘do’ the project – write the course, code the e-learning etc. Often, a person plays the role of both PM and a Team Member. Here I recommend that people hold time on their calendars to do project management to make sure that under stress they don’t neglect ‘watching’ the project. You may be able to look at the results of the first bridge building exercise to show how the lack of an assigned project manager influenced the success of the project. Do option exercise 1.3 here.
- Draft for them to start with – build their own from this (make adjustments)
- What works for you (write happy / sad face on ideas on this page)
- We are fluid, constantly changing. Fluids are more vulnerable to outside stimulus. Emotions change us from clear to cloudy.
- The JetBlue flight attendant incident was an altercation that occurred after JetBlue Airways Flight 1052, a flight from Pittsburgh to New York City on August 9, 2010, had landed. The incident garnered significant media attention when, upon landing, Steven Slater, a flight attendant, announced over the plane's public address system that he had been called an obscenity by a passenger, quit his job, deployed the evacuation slide at the terminal gate, and slid down it. Slater claimed to have been injured by a passenger when he instructed her to sit down. Slater's account of the event was not corroborated by others. Slater claimed that as JetBlue Flight 1052 taxied to a stop, a passenger stood up too early to retrieve her bag from the overhead compartment. She had been instructed repeatedly to remain seated. Despite this, the passenger continued to remove the bag, and in doing so, she hit Slater in the head with the bag. When asked for an apology, the passenger responded with profanity.[2] Port Authority Police concluded Slater's initial account of a confrontation was fabricated. As early as August 13, investigators stated none of the dozens of passengers interviewed about the incident had corroborated his account.[3][4] Hilary Baribeau, a 21-year-old student, has denied reports she is the passenger. She claims that the only incident she recalled had involved a man a few rows back who tried to retrieve his case early, stating: "I saw the male steward get up and say, 'please sit down and wait', and then the female stewardess, said 'Please wait, please wait until the light has turned off.'"[5] A passenger reported that Slater went on the plane's public address system and used his own profanities, concluding, "I've been in this business 20 years. And that's it, I'm done." He then activated the emergency inflatable slide and exited the plane.[6] Later that day, Slater was arrested[7] and charged with criminal mischief, reckless endangerment, and criminal trespass, to which he pled not guilty.[8][9] The district attorney pursuing the case said Slater's actions were serious and could have killed or grievously injured anyone below the inflatable plastic chute.[8][10][11] The Federal Aviation Administration, which certifies flight attendants, is also investigating the incident.[12] "Clearly, you're not supposed to pop the slides unless there's an emergency in the aircraft", says FAA spokesman Les Dorr. "We're continuing to investigate circumstances as well as any violations that may have occurred".[13] Reversing his original declaration ("I'm done."), Slater indicated that he had not resigned, and sought to continue his employment by JetBlue. On August 12, he announced through his attorney that he would seek to return.[14] At some point prior to September 5, Slater formally resigned from JetBlue, although it is disputed if he was terminated by JetBlue prior to this.[15][16] Slater agreed to a plea bargain in October 2010 where he would plead guilty to one of the lesser charges, be on probation, receive drug testing, undergo counseling and avoid prison. He will also pay Jet Blue $10,000 for restitution.[18] On October 19, 2011, Slater withdrew his guilty plea to a felony charge of attempted second-degree criminal mischief and will serve a year of probation on a misdemeanor charge of attempted fourth-degree criminal mischief.[60] He also appeared in a taped message at the Rally to Restore Sanity and/or Fear, apologizing for his actions.[61] Slater also later blamed his actions on stress related to HIV-related health problems, as well as his terminally ill mother's health issues.[18
- End with pair/share review (usually done on Emotional Review)
- Your team will be given five minutes to solve as many of these Triplett puzzles as you can. Please estimate the number you will guess correctly. You have three minutes as a team to complete your estimate. Please give it to me on a Post-It. 1. feed, pack, flash = back 2. bug, post, flower = bed 3. man, second, seller = best 4. forest, hole, magic = black 5. check, page, point = blank 6. jeans, grass, Danube = blue 7. check, mark, value = book 8. whiskey, neck, water = bottle 9. dead, storm, right = brain 10. remote, rod, tower = control 11. red, double, stitch = cross 12. benefit, certificate, sudden = death 13. door, emergency, ramp = exit 14. partridge, feud, tree = family 15. camp, alarm, place = fire 16. crisis, fast, chain = food 17. loose, soldier, big = foot 18. cake, juice, grape = fruit 19. keeper, plan, card = game 20. blue, hopper, roots = grass 21. control, therapy, think = group 22. line, quarters, mast = head 23. saw, sense, work = horse 24. light, white, boat = house 26. child, union, hard = labor 27. lady, mark, green = land 28. assembly, air, hot = line 29. black, show, carpet = magic
- Chesley Burnett "Sully" Sullenberger III (born January 23, 1951)[1] is an American airline transport pilot (ATP), safety expert, and accident investigator. Sullenberger gained fame when he successfully ditched US Airways Flight 1549, which had been disabled by striking a flock of Canada geese during its initial climb out, in the Hudson River off Manhattan, New York City, on January 15, 2009. All of the 155 passengers and crew aboard the aircraft survived. Sullenberger is an international speaker on airline safety[2] and has helped develop new protocols for airline safety. As of September 30, 2009, Sullenberger is also the co-chairman of the EAA's Young Eagles youth introduction-to-aviation program.[3] Sullenberger retired from US Airways after 30 years as a commercial pilot on March 3, 2010.[4] In May of the following year, Sullenberger was hired by CBS News as an on-air aviation expert.[5] He is on the editorial board of the Journal of Patient Safety[6] and a member of the Greenlight Group, a team of world class experts and organizations supporting a number of global healthcare R&D initiatives. He was featured in the 2012 Discovery Channel film Surfing the Healthcare Tsunami: Bring Your Best Board He is the author of Highest Duty, a memoir of his life and of the events surrounding Flight 1549, published in 2009 by HarperCollins. His second book, Making a Difference: Stories of Vision and Courage from America's Leaders was published in 2012. He was ranked second in Time's "Top 100 Most Influential Heroes and Icons of 2009".[7]