En cada organización existen reglas no escritas del juego por ende los proyectos se amoldan a las mismas. Pero las reglas no escritas no son buenas o malas. Sencillamente son apropiadas o inapropiadas, según lo que la organización este tratando de lograr y los verdaderos problemas se presentan cuando aquellas se refuerzan entre sí en modos que nadie identifica.
This session covers the entire life-cycle of stakeholders’ engagement, from day 0 to project sign-off, and describes not only WHAT to do but also HOW to do it efficiently – including original tools and techniques proven by Mr. Jucan’s successful track record in complex stakeholder environments.
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We’re often taught that our “sponsor” is the person who champions the effort and provides critical support. Indeed, the sponsor is often the one we’re to seek out for support and issue resolution throughout the project. But what do you do when your sponsor IS the problem???
Why has project failure become the industry standard? How can projects deliver business value? What stands in the way of meeting stakeholder needs?
Save Time With Tools + Templates
This template can be seen as an extension of a typical stakeholder register (general information and level of interest/engagement), enriched with classification regarding a salience model.
If your project involves many persons or groups divided over different locations or time zones, it is advisable to create and maintain a communication plan. This will give a clear view over what should be communicated, who should transmit this information, and when and how it should be sent. You can start defining the communication plan once the stakeholders (and their needs) are identified, which is normally in an early stage of the project. This document lets you plan different types of communication within your project.
This presentation template is a formal customer-facing status report used for medium to larger projects, or for reporting multiple projects with the same stakeholder audience.
Learn From Others
The most important question that should be asked before a project is approved is rarely considered. That’s an issue we need to address—that we tend to think of projects as solutions to specific problems.
Every organization has projects to direct necessary change; therefore, every organization can have issues with resistance, distractions and the task minutiae overload that holds back progress. By identifying methods to reduce the impacts of these three areas, we maintain project momentum, reduce delays, mitigate motivation detraction and gain altogether better results.
What are the elements that can ensure a successful project adoption? What are some basic tactics that can be used to help make sure that stakeholders and in-the-trenches users have the best attitude possible to make the change and spread the news to their colleagues?
One of the key attributes a project manager needs is the ability to protect their team from some of the “noise” around projects and allow members to focus on their work. But can that go too far—especially in the modern project delivery environment that requires project teams to understand more about the reasoning behind their project and why it matters?
This is the second in a series of articles tackling advanced project management challenges. Together, we will explore why soft-skills evaluation falls flat in most organizations—and how we can use simple tools to change the haphazard management practices, instead moving toward leadership practices.
The success of a project depends on the processes that are followed, the people who execute them and the contractual terms and conditions. This subject is all the more relevant to companies who take up work with little background and experience. Understanding some of the common pitfalls that should be avoided by sellers is essential.
In business, disputes happen. They are an unfortunate, but inevitable, consequence of the financial interests of the supplier and the customer. What happens when we, as project managers, are faced with a customer who says they are not happy, who refuses to pay or who threatens legal action? What steps can we take to address this challenge?
A project initiated with a clear goal in mind turns into a series of tasks to be completed. The focus shifts from the client’s needs and their purpose to getting the work done. The problem? The project purpose and client’s needs should be what is driving each task throughout the project, which often isn't the case.
Setting up a project management office is daunting. If you want your PMO to be accepted by your organization and get its permission to exist, you must focus on determining why your PMO is really needed.
Project management is changing. Is it also time to change what a PM is accountable for and where that accountability lies?
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