project management 3.0: influencing project stakeholders
TRANSCRIPT
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Project Management 3.0: Influencing Project Stakeholders
Lou RussellRussell Martin & Associatesa Moser Consulting company(317) 475-9311www.russellmartin.com
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Content
Context: Why? The Miraculous Project
Charter Influencing and
Accountability
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Context: Why?
Projects are Flash Mobs
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The Lifecycle of a ProjectEn
thus
iasm
Time
Unenlightened optimism
Dawning pessimism
Enlightened optimism
Pre-completion panic
Success!
Adapted from Robert Lewis’ book Bare Bones Project Management
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What’s Different?1. The WAY we WORK is different: Multi-tasking2. All Hands on All Projects3. The Easy Stuff has been Done
Puzzles vs. Mysteries
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Project vs. Process
Project: BeginEnd
Process:Repeat
Methodology:Top Down, SAM, Agile…
Example: Course Offerings
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Steps to Great Projects
7
Dare toProperly
Manage
Resources!
Define Plan Manage
Review ENDSTAR
T 1. Set Business Objectives
2. Establish Project Scope
3. Set Project Objectives
4. Mitigate Risks5. Establish
Constraints6. Plan
communications7. 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
DoneProject Schedule
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The Miraculous Project Charter
• Business Objectives• Scope Diagram• Project Objectives• Risk and Mitigation• Constraints• Communications Plan• Governance Plan
45 Minutes or Less
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Standardize / Socialize Your Message
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.
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I need that charterNOW
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The Scope Diagram: Who’s In, Who’s Out
the project
The SponsorExperts (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
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Strike Fighter Project
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www.HRDQ.com
Strike FighterNegotiating
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Communications and Governance Clarity
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?
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Build a Schedule Back From the Dates
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
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Influencing and Accountabilitiy
COMPLIANCEResponse to policies and procedures set by others
DOMINANCEApproach to problems
STEADINESSPace of environment
you prefer
INFLUENCEInfluencing others to your
point of view
Tasks
Relationships
CAREFUL SPEED
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Graphs
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A Team Makes a Whole Brain: Interacting
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Values to Impact our Priorities
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.
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Influencing & Accountability: Role Clarity
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
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Identifying the Job
ROLE (1 to Many) JobsPEOPLE (1 to Many) Jobs
Project Manager
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Project Plan: Role PlanningRole 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 AestheticIndividualistic SocialUtilitarian Traditional
Theoretical AestheticIndividualistic SocialUtilitarian Traditional
Theoretical AestheticIndividualistic SocialUtilitarian Traditional
Theoretical AestheticIndividualistic SocialUtilitarian Traditional
Theoretical AestheticIndividualistic SocialUtilitarian Traditional
Theoretical AestheticIndividualistic SocialUtilitarian Traditional
I need that template
NOW
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Colaboration > Tools: Executive View
Dominance
InfluenceSteadiness
Compliance Urgent
PioneeringInnovativeDrivenLikes challengeDemandingQuick to anger
CarefulObjective, clearHigh standards
Good analystDetailed
PickyAloof
Fearful
OptimisticMotivatorTeam PlayerProblem solverEmotionally needyInattentiveTrustingPoor with details
Steady and sincerePatient
EmpatheticLogical
Service-orientedApathetic under
stressPassive
Resists change
TaskSpeed
PeopleSpeed
TaskPerfect
PeopleCareful
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Influencing Executive Sponsors
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 TruthProve 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.
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Be Quick, Be Concise, Be GoneHere’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?
NOT
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EQ & Influencing
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How Clearly Do You See?
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Fight, Flight or Freeze
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Learning From Experience
• 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:
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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
@nolecture
Lou Russell
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Estimating Exercise (Tripletts)# Triplett 1 FEED - PACK - FLASH2 BUG - POST - FLOWER3 MAN - SECOND - SELLER4 FOREST - HOLE - MAGIC5 CHECK - PAGE - POINT 6 JEANS - GRASS - DANUBE7 CHECK - MARK - VALUE8 WHISKEY - NECK - WATER9 DEAD - STORM - RIGHT
10 REMOTE – ROD - TOWER11 RED - DOUBLE - STITCH12 BENEFIT - CERTIFICATE - SUDDEN13 DOOR - EMERGENCY - RAMP14 PARTRIDGE - FEUD - TREE