sylvie edwards presents….. team engagement · for stakeholder engagement: executive stakeholder...

Team Engagement:It’s a contact sport…

Sylvie Edwards presents…..

Recognizing the what, the why and how to move fromsimple stakeholder involvement and engagement tototal investment

Presented to PMI-DHCOctober 22nd, 2015

My Name is

Sylvie Edwards

[email protected]://ca.linkedin.com/in/sylvie4sresolutions

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5 Final note

A PM’s perspective…

What to do about it?

How to recognize the signs?

What is “Engagement” actually?

PART ONEWhat is “Engagement”

actually?

Stakeholder ENGAGEMENT

STAKEHOLDER ENGAGEMENT

“Stakeholder engagement isthe process by which anorganization involves thepeople who may be affectedby, influence, or who arecritical to its success and theimplementation of its key decisions.

StakeholderA person, group or organization thathas interest in or concern about aproposed action*.

• PMBOK® Guide defines a stakeholder as: “an individual, group or organizationwho may affect, be affected by, or perceive itself to be affected by a decision,activity, or outcome of a project”. (page 563 – glossary)

• By definition, a stakeholder has a stake in the activity. This stake may be:

– An interest in the outcome

– Rights (legal or moral)

– Ownership such as intellectual property rights, or real property rights

– Contribution in the form of knowledge (expertise or experience) or support (in

the form of funds, human resources, or advocacy)

*An action can include a policy, project, plan, program or procedure.(Bourne 2009)

Stakeholder (continued)

• Primary stakeholder – someonedirectly or immediately affected,positively or negatively, by anaction.

• Secondary stakeholder – someoneindirectly or gradually affected,positively or negatively, by anaction.

• Key stakeholders – have significantinfluence upon or importancewithin an organization. (They can belongto the first two groups.)

Engagement Process

• Understanding stakeholders’ views, taking theminto consideration, being accountable to them,and using the information gleaned in decisions.

• Engagement is intrinsic… an inner conviction.

• It is impossible to “convince” or “persuade”someone to engage. We canhowever enable peopleto engage by:

Inviting

Encouraging

Inspiring

STAKEHOLDER ENGAGEMENT

STAKEHOLDLER ENGAGEMENT

1. Communicate: Before we are aiming to

engage and influence stakeholders, it's crucial to

first seek to understand. To ensure intended

message is understood and the desired response

achieved.

2. Consult, early and often: Always ask the

right questions to get the useful information and

ideas. To engage their support ask them for advice

and listen how they feel.

3. Remember, they are human: Operate

with an awareness of human feelings.

4. Plan it: Time investment and careful planning

against it, has a significant payoff.

5. Relationship: Try to engender trust with the

stakeholders. Seek out networking opportunity.

6. Simple but not easy: Show your care. Be

empathetic. Listen to the stakeholders.

7. Managing risk: Stakeholders can be treated

as risk and opportunities that have probabilities and

impact.

8. Compromise: Compromise across a set of

stakeholders' diverging priorities.

9. Understand what is success: Explore

the value of the project to the stakeholder.

10. Take responsibility: Project governance is

the key of project success. It's always the

responsibility of everyone to maintain an ongoing

dialogue with stakeholders.

Benefits of Engagement

Benefits of Engagement (continued)

PART TWORecognizing the signs

5 Features of an Engaged Stakeholder

Be loyal and respect the organisation!

Do your stakeholders behave loyally?

Go the extra mile!

Is your stakeholders’ performance excellent?

Recommend and defend the organisation with pride!

Do your stakeholders behave like ambassadors?

Love the job, have fun!

Do your stakeholders show passion?

Take on their work with passion!

Are your stakeholders bursting with energy?

Drivers of EngagementSatisfied Stakeholders Engaged Stakeholders

Satisfaction basics Engagement drivers

Do what they are asked to do

Fulfill expectations

Voluntarily make extra efforts

Are involved

Are passionate

Offer added value

Blocks to Stakeholder Engagement

• There is history of conflict betweenkey interests

• One stakeholder manipulates ordominates the others

• The engagement process lacks a clearpurpose

• Participants have unrealistic goals,and are inflexible and unwilling tocompromise

• There are differences in philosophiesand ways of working

• There is a lack of communication bothbetween stakeholders engaged andabout the stakeholder discussions tooutsiders

• Discussion or consideration of keyinterests is missing from the dialogue orconsultation

• Participants have hidden agendas

• The rules of engagement are not clear,have not been agreed or have beenimposed by one side

• There is an overall lack of ‘know-how’and ‘know-who’

The following issues, alone or in combination, can represent subtle symptomsof having blocks that can undermine the project success or completion:

PART THREEWhat to do about it?

From the PMBOK® Guide…Stakeholder Management

IdentifyStakeholders

PlanStakeholder

Management

ManageStakeholderEngagement

ControlStakeholderEngagement

Project Planning

Project Initiation

Project Execution

Project Control

Chapter 13 –Project Stakeholder Managementwas added in the latest PMBOK®

Guide, 5th Edition. Previously the onlyprocess present as part of Project

Communications Management was“Identify Stakeholders”.

Stakeholder Management Process

``

Identify

Classify

Needs andExpectations

Influence

Communicate

Evaluate

The process willrepeat itself until theProject is complete. Thisshould take care of the “on-offthe bus” symptom that weexperience during a project life cycle

Relevance + Relationship = Return on Investment

Relevance• For the stakeholder, what need is fulfilled

by the brand, product, or service?

Relationship• How do the values of the organization align

with those of the stakeholder?

Return onInvestment

• What is the outcome as measured in directbenefit or financial returns?

Return onInvolvement

• What are the direct benefits for supportingthe organization’s values? Employees arelooking for job satisfaction, career growth,and positive work environment in additionto wages and benefits.

Stakeholder Identification

Suppliers

Controls

Internal

External

ProjectTeam

FunctionRepresentatives

Union

Management

Finance

ImpactedAreas

Day to Daycontacts

Risk

Commercialcontacts

Operationalcontacts

InternalPoliticsProgramme

Management

Customers

Management

$

Stakeholders

Other ProjectManagers

Contractors

Vendor Teams

Team Members

Finance

Executives

Sponsor

• Clients• Client employees• Internal employees• Interested

organizations• Governments• Media

Sta

ke

ho

lde

rM

ap

pin

g

Stakeholder Analysis

LOW MEDIUM HIGH

HIGH

MEDIUM

LOW

INFLUENCE AND POWERIN

TER

EST

Stakeholder Analysis (continued)

LOW MEDIUM HIGH

HIGH

MEDIUM

LOW

INFLUENCE AND POWER

INT

ER

ES

T

Keepinformed

Maintaininterest

Activeconsultation

Keyplayers

Stakeholder Engagement Level

Inform

To provide balancedinformation to assist

with understanding theproblem, alternatives,opportunities, and/or

solutions.

Inform

To provide balancedinformation to assist

with understanding theproblem, alternatives,opportunities, and/or

solutions.

Consult

To obtain feedbackon analysis,

alternatives and/ordecisions.

Consult

To obtain feedbackon analysis,

alternatives and/ordecisions.

Involve

To work directlywith stakeholders

throughout theprocess to ensuretheir concerns are

consistentlyunderstood and

considered.

Involve

To work directlywith stakeholders

throughout theprocess to ensuretheir concerns are

consistentlyunderstood and

considered.

Engage/Collaborate

To partner withstakeholders in each

aspect of the decisionincluding the development

of alternatives, and theidentification of a

preferred solution.

Engage/Collaborate

To partner withstakeholders in each

aspect of the decisionincluding the development

of alternatives, and theidentification of a

preferred solution.

Empower

To place finaldecision-making

with stakeholders.You want thestakeholders

INVESTED in theproject.

Empower

To place finaldecision-making

with stakeholders.You want thestakeholders

INVESTED in theproject.

Stakeholder Assessment

Where theyare now

Where we needthem in 4months

Internalisation

Contact Awareness

Understanding

Acceptance

Commitment“I want to help make the implementation work”

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2

3

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5

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7

Time

Levelo

fC

om

mitm

ent

Where we needthem in 2months

“I want to know more about the project”

“I’ve heard about the project”

“I know broadly why the Project exists, and how it will impact me

“The project is going to happen”

“It’s just the way we do things around here”

Engagement?

?

?

Where on the commitment curve do our Stakeholders sit?

• There are issues or concerns present for which no resolution is currently identified OR

• The Stakeholder has refused to sign off material OR

• The Stakeholder has the power to delay the project and is deemed likely to do so OR

• The Stakeholder is communicating negative messages about the project.

• The Stakeholder is not at the required point on the commitment curve but is not likely to delay progressas a result OR

• The Stakeholder has raised issues or concerns which are being managed, have not been resolved,and are not irresolvable OR

• The Stakeholder has not signed off or seen material on schedule but there is no reason to believe theywill raise issues OR

• There has been insufficient contact for the Gatekeeper to be able to make a reliable status assessmenti.e. the position is unknown.

• The Stakeholder has seen all relevant material for the current stage of the project and has approvedany material which requires their sign off OR

• They have not raised any issues which have not been addressed to their satisfaction relative to thecurrent stage OR

• The Stakeholder is at the required point on the commitment curve for this stage of the project.

Examples that would give rise to Red, Amber or Green flags

Control…..Stakeholder Status

PART THREEA PM’s Perspective

Best Practicesfor Stakeholder Engagement:

Executive Stakeholder

1. Listen.

2. Use their time wisely.

3. Come prepared to explain benefits and valuesas it relates to the business strategy.

From: A Persuasion Primer by Emma Haak, PM Network, July 2013, p. 44-49


Project Sponsors

1. Focus on the end goals.

2. If there are problems, focus on the fixes.

3. If there are changes, focus on the impact to budgetand timeline.

4. After meeting with them, send an email to reiteratewhat was said.



External Stakeholders

1. Find out each stakeholder’s top priority. Ask -- andlisten.

2. Establish trust by interacting face-to-face, and bybeing trustworthy.

3. Know when to stop talking -- and listen.



Team Members

1. Be conscious of team member contributions andacknowledge them.

2. Avoid spreading bad news via email.

3. When facing a major adjustment, partner with theteam members to work through it. The me to weprinciple!



Hostile Stakeholders

1. Consider they may have a point. There are no excuses to behostile, nasty or aggressive but their opposition might bejustified. Go beyond the behaviour!

2. Hostility is often directed towards a person. So the secondthing to do is take a good hard look at what you are doing,saying and the way you are going about it.

3. Step up to the plate. You made a decision and now you haveto make it your business to make it happen… with or withouttheir full support.

4. Get some help! Many times, wise counsel, indirect influenceor simple emotional support, can make the differencebetween success and failure with hostile stakeholder involved.


PART FOURFinal Note

No Project without…

What we have seen Today is that StakeholderEngagement …

― Has tremendous value across the business.― Is best understood if the whole business is involved.― Is better supported if managed in relation to other

communications activities.― In reality, stakeholders don’t present themselves in

neat clearly identified and linear, homogenousgroups.

― Requires flexibility and a sense of adventure as well as courage.

― Is not complete until it is reported, action is taken and feedback is given reflecting the diversity andconflicting views of all.

As much as we would like to just do our jobs and ignore certain things around us, wecannot. Stakeholder Engagement, on projects of all shapes and sizes, is definitely a“Pay Attention” factor.

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References are Important

A Guide to the ProjectManagement Body ofKnowledge (PMBOK® Guide) –Fifth Edition, ©2013 PMI

Managing politics and conflictin Projects, Brian Irwin, ©2008Management Concepts

Managing Stakeholders asClients, Mario HenriqueTrentim, ©2013 PMI

All pictures were sourced fromFlickr

Managing stakeholderexpectations for projectsuccess, Ori Schibi, ©2014J. Ross Publishing

A Persuasion Primer, EmmaHaak, PM Network, July 2013

Stakeholder engagement: aroad map to meaningfulengagement, Neil Jeffery,©2009 Cranfield School ofManagement

Thank You

sylvie edwards presents….. team engagement · for stakeholder engagement: executive stakeholder...

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