managing a project with your team - lou bergner
TRANSCRIPT
October 29, 2015
Welcome to
Presented byLou Bergner: PMP, MBASenior Consultant
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About our speaker
“Lou’s the man!”Cory, Business Analyst with international insurance group.
Lou Bergner, PMP, MBASenior Consultant
Lou brings over 25 years of project management and business analysis consulting and training expertise in multiple industries from banking to manufacturing and in both profit and non-profit sectors. Lou’s extensive background includes working with organizations around the world to provide best practices expertise. As a Project Management Professional, Lou has an MBA and blends a manager’s perspective with his PM skills. He combines these strengths with his understanding of technology to support clients improve processes.
Why Are Stakeholders Important? Project goals (requirements) are determined by stakeholders Each stakeholder:
Has an opinion about what the goal of a task is May or may not know how to clearly express that opinion
So what’s a stakeholder?
Most projects have “standard” stakeholders But usually lists of project stakeholders are too narrow Stakeholders can be positive or negative Stakeholders are not confined to a single organization
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“An individual, group or organization who may affect, be affected by, or perceive itself to be affected by a decision, activity, or
outcome of a project.”PMBOK® Guide (5th edition), p. 30
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Why Is Stakeholder Analysis Useful?
Key Stakeholder Interest in the Project
Assessment of that Impact
Strategies for Gaining Support or
Removing Obstacles
The output of the “Identify Stakeholders” process is a stakeholder register
The register is used to list and identify potential stakeholder impact to the project
…and to help plan project communications and “stakeholder expectation management” activities later on
“Stakeholder Analysis” refers to any method used to divide stakeholders into groups, based on:
Interest in the project Ability to influence the project General level of risk to the project Attitude toward the project
Treat Stakeholders in Context
“Stoplight chart”
Level 1Level 2Level 3
Simple numeric levels
Interest
Power
HighLow
High
“Power/Interest” Grid
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Tip #2:Manage stakeholders in
context – not all stakeholders are created equal.
Stakeholder Analysis – Power/Interest Grid
POWER
INTEREST
+
+
++
-
---
SATISFYMANAGE CLOSELY
MONITOR KEEP INFORMED
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Why Do We Start Projects?The Most Common Business Needs
General Goal Category
Definition: An Organization Initiates a New Project in
Order to…
Market demand …increase market share, revenue, and/or profit
Strategic Opportunity or Business need
…improve (or remedy) an internal process, or produce a new/different type of product
Social need …improve public services, such as healthy or safety needs
Environmental consideration
…improve ecology conditions, such as implementing alternate energy sources
Customer request …respond to known customer needsTechnological advance …take advantage of improved technological
toolsLegal requirement …comply with legislation
These are CATEGORIES of needs, not reasons. The “reason to start a project” must be much more specifically stated.
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Being Specific About Business Needs What’s a requirement?
Requirements are formal statements we use to convey desired goals
Projects, by definition, are initiated to satisfy some type of requirement
“…a condition or capability that is required to be present in a product, service, or result to satisfy a contract or other
formally imposed specification.” PMBOK® Guide p. 558
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Setting the Stage: How to Identify Stakeholder Expectations
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Project stakeholders already have ideas about:
How tasks should proceed What specific features and benefits should be
created The next step:
Finding out what those ideas are Writing those ideas down, clearly and without
biasStakeholder Register
Project Charter
Map to Finding
Stakeholder Expectations
Putting Stakeholders and Collection Together: a Requirements Work Plan Requirements collection is a high failure
point for many projects Developing a formal “collection plan” is
one way to mitigate collection risks
Common Requirements Work Plan ComponentsExecutive SummaryStakeholder AnalysisRequirements Collection MethodologyCollection Timetable
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Stakeholder Expectations Expressed as Different Requirement Types
Requirement Type
Description Example Requirement
Project Requirement
(overall project need)
Conditions that project deliverables must have to satisfy a contract or other
formally imposed document(s).
“Training materials must be delivered in final form by October 31.”
Technical Requirement
(specific performance level)
Technical aspects an output must fulfill, including reliability
and availability issues. Technical requirements can be
divided into two types: user and functional.
“The system will be available 99.99% during each 24-hour period.”
Regulatory Requirement(legally required)
Address any laws, policies, or other restrictions applicable to
the product, project or business. These are usually
non-negotiable.
“All website content must comply with Americans with Disabilities Act legibility requirements.”
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Most Communication Includes 3 Levels of Communication Barriers Managing stakeholder expectations can be
challenged by 3 different types of communication barriers:
Environmental barriers
Group/Cultural barriers
Individual barriers
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Building Your Communications Plan: Communication Methods (How to Say It) What’s the best way to reach stakeholders
in question? Take into account:
Need for response Stakeholder schedule and availability Personal preferences
Some communication method examples are:• e-mail• face-to-face meetings• conference calls
Building Your Communications Plan: Timing Issues (When to Say It) What are Major Project Milestones? Expected Status Meetings? External reports due (mgmt?) Expected frequency?
“Timing issue” examples include:• quarterly meeting of a Board of
Directors• annual stockholder meeting• fiscal year-end reporting
requirements
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Communications Barrier Level 2:Group Culture and Dynamics
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FormingTesting
behaviors
StormingResisting the
group
NormingAccepting the
team
PerformingDiagnosing and
solving problemsWORK PRODUCTIVITY
All teams work through the same phases of development
A team manager’s role changes in each stage
Environmental barriers
Group/Cultural barriers
Individual barriers
What Does It Mean to Be “Emotionally Intelligent?” Emotional intelligence is defined in 5 competencies:
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1. Self awareness
The ability to know one’s emotions and their effect on others
2. Self regulation
The ability to control disruptive impulses and suspend judgment
3. Motivation A passion to work for reasons beyond money or status
4. Empathy The ability to understand and act on the emotional makeup of other people
5. Social skill Proficiency in managing relationships, building networks and establishing rapport
See also the “Quick Primer on Emotional Intelligence” contained in the Seminar Guide.
Is Managing Expectations Just About Having Strong Emotional Intelligence? No. Ask first: if there’s a problem on a
project, are you sure it’s with a stakeholder’s expectations?
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ISSUEStakeholder Expectation Reality
Before trying to change someone’s opinion, ask if it’s their opinion that’s the real problem
Then you can consider options for solving it
Tip #6:What’s the real problem: is it stakeholder
expectations, or is it reality?
We already know that what someone says is only a small part of what they’re expressing
There is (nearly) always some additional problem or hidden agenda present other than what has been said
We need to acknowledge BOTH the stated and unstated problem when someone makes an inflammatory statement
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Stakeholder Expectations and Hidden Agendas
Hidden Agendas: “Positions” versus “Interests”
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A position is a flat posture statement, usually on a singular result or outcome
An interest is why the stakeholder needs his/her expectation met and is usually more general (has more than one possible solution)
Interests are easier to address – they’re more flexible
Interests are often expressed verbally and nonverbally
Tip #7:Are your
stakeholder’s expectations based on a position, or an
interest?
Though stakeholders may say their position is what they want, there is a set of interests behind every position
If the Problem Is “Reality”…
Is the need new? …or was it just not sufficiently clarified earlier?
New needs may be beyond the reach of the original project
Missed needs likely require attention – and possibly rework
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Tip #8:Ask yourself: have expectations really
changed, or did we just initially overlook them?
How to respond may depend on the answer.
When faced with an unmet (but valid) stakeholder expectation, determine:
What Are Some Viable “Solution Options?”
All unmet expectations have possible solutions…
…we just may not be able to afford them
How do you know you can’t? Project solutions require
balancing of 3 things: Scope (work) Time Money
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Tip #9:What options are
there to meet expectations (in
terms of work, time and resources
required?)
A Task Lead’s job: “balance the work, the money, and the time.”
(Use your skills to offer quantified options for making project changes.)
Confirmation of the Solution
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The Meeting Lead is then responsible for confirming the solution that has been agreed to
Responsibilities of both parties also need to be confirmed
The solution is then presented to the parties to confirm their agreement and understanding of their roles and responsibilities
6Confirm
the Solution
Workshop Summary: 10 Tips for Stakeholder Success
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1. Know who your stakeholders really are. You can’t understand what you’re not aware of.
2. Manage stakeholders in context - not all stakeholders are created equal.3. Stakeholders may not know what they want, but they usually know what
they don’t like.4. When in doubt, ask for feedback by using examples. 5. Write it down: expectations are a matter of opinion unless documented. 6. What’s the real problem: is it a stakeholder’s expectations, or is it reality?7. Are your stakeholders’ expectations based on position, or interest?8. Ask yourself: have expectations really changed, or did we just initially
overlook them? How to respond may depend on the answer.9. What options are there to meet expectations (in terms of work, time, and
resources)?10. Are you sure it’s not your expectations that are unrealistic?
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