in todays matrixed organisations where functional managers are trying to drive their own performance metrics, a project that cuts across multiple divisions, regions, sectors has an added challenge - keeping everyone aligned, keeping momentum and keeping costs in check. Its a big complex issue, as stakeholders around you fight for their corner.
Whats is the best way to handle this issue. Anyone have an approach, a methodology? Saving Changes...
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Thomas WalentaGlobal Project Economy ExpertHackenheim, Germany
Think that is best covered by PMBoK Guide's stakeholder management.
All stakeholders with influences on and requirements to the project have to be identified, their power, interest and stance to be analyzed and engagement strategies have to be developed and implemented.
It might be necessary to contain adverse stakeholders, change expectations and invite powerful but not interested stakeholders to get more involved.
As an example, I had good experience with including an adverse executive in the steering committee, where he was handled by his peers and had a forum to learn about the project instead of doing this outside my control. Saving Changes...
Sergio Luis ConteHelping to create solutions for everyone| Worldwide based OrganizationsBuenos Aires, Argentina
Simple: if they are part of the project team then they have a common objective to achieve. That´s all you need to take into consideration.
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1 reply by Thomas Walenta
Apr 09, 2019 5:12 AM
Thomas Walenta
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Sergio, for members of the team I agree, still it may be a challenge for the project manager to align the team.
The question / problem is about stakeholders NOT being part of the project team but having influence and interest in the project. Like functional managers. Some companies use this even to create 'healthy tensions'.
Saving Changes...
Tamer Zeyad SadiqAssistant Cost Manager| Turner & TownsendRiyadh, Ar Riyad, Saudi Arabia
Like stakeholder classification interest and influence. It's important to manage and resolve issues. Saving Changes...
Thomas WalentaGlobal Project Economy ExpertHackenheim, Germany
Apr 06, 2019 7:02 PM
Replying to Sergio Luis Conte
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Simple: if they are part of the project team then they have a common objective to achieve. That´s all you need to take into consideration.
Sergio, for members of the team I agree, still it may be a challenge for the project manager to align the team.
The question / problem is about stakeholders NOT being part of the project team but having influence and interest in the project. Like functional managers. Some companies use this even to create 'healthy tensions'.
...
1 reply by Sergio Luis Conte
Apr 09, 2019 5:28 AM
Sergio Luis Conte
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If they are not part of the project then they are not project stakeholder and they are not inside the project scope. They are a matter of solution scope, they are solution stakeholders and they are inside the business analyst radar.
Saving Changes...
Sergio Luis ConteHelping to create solutions for everyone| Worldwide based OrganizationsBuenos Aires, Argentina
Apr 09, 2019 5:12 AM
Replying to Thomas Walenta
...
Sergio, for members of the team I agree, still it may be a challenge for the project manager to align the team.
The question / problem is about stakeholders NOT being part of the project team but having influence and interest in the project. Like functional managers. Some companies use this even to create 'healthy tensions'.
If they are not part of the project then they are not project stakeholder and they are not inside the project scope. They are a matter of solution scope, they are solution stakeholders and they are inside the business analyst radar.
...
1 reply by Thomas Walenta
Apr 09, 2019 5:46 AM
Thomas Walenta
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PMBoK:
Stakeholder. An individual, group or organization that may affect, be affected by or perceive itself affected by a decision, activity, or outcome of a project, program or portfolio.
This goes way beyond the project team and includes many not under control of the project manager. A good example are environmental groups objecting a road to be build thru a forest, or working councils objecting against working conditions for the team.
Saving Changes...
Thomas WalentaGlobal Project Economy ExpertHackenheim, Germany
Apr 09, 2019 5:28 AM
Replying to Sergio Luis Conte
...
If they are not part of the project then they are not project stakeholder and they are not inside the project scope. They are a matter of solution scope, they are solution stakeholders and they are inside the business analyst radar.
PMBoK:
Stakeholder. An individual, group or organization that may affect, be affected by or perceive itself affected by a decision, activity, or outcome of a project, program or portfolio.
This goes way beyond the project team and includes many not under control of the project manager. A good example are environmental groups objecting a road to be build thru a forest, or working councils objecting against working conditions for the team.
...
1 reply by Sergio Luis Conte
Apr 09, 2019 6:03 AM
Sergio Luis Conte
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Then, they are part of the project which it does not mean they are part of the project team. As the project stakeholder process stated "The processes support the work of the project team to analyze stakeholder expectations, assess the degree to which they impact or are impacted by the project, and develop strategies to effectively engage stakeholders in support of
project decisions and the planning and execution of the work of the project."
In the original post the author is talking about having their aligned then to be aligned they have to have a common objective.
Saving Changes...
Sergio Luis ConteHelping to create solutions for everyone| Worldwide based OrganizationsBuenos Aires, Argentina
Apr 09, 2019 5:46 AM
Replying to Thomas Walenta
...
PMBoK:
Stakeholder. An individual, group or organization that may affect, be affected by or perceive itself affected by a decision, activity, or outcome of a project, program or portfolio.
This goes way beyond the project team and includes many not under control of the project manager. A good example are environmental groups objecting a road to be build thru a forest, or working councils objecting against working conditions for the team.
Then, they are part of the project which it does not mean they are part of the project team. As the project stakeholder process stated "The processes support the work of the project team to analyze stakeholder expectations, assess the degree to which they impact or are impacted by the project, and develop strategies to effectively engage stakeholders in support of
project decisions and the planning and execution of the work of the project."
In the original post the author is talking about having their aligned then to be aligned they have to have a common objective. Saving Changes...
Gordon AlexanderSenior Principal - Global Programme Director| IndepndentChelmsford, Essex, United Kingdom
I think the key here is "keeping everyone aligned". As we have all had major cross functional programmes that span many months, the interest in a singe programme tails off the longer the project goes on as other priorities come into fruition. The corporate or department strategy or objective may change and the project you are running may be less of a priority in the stakeholders eyes, they take less interest.
The way I have always tried to keep up the interest is through regular and frequent communications to the stakeholders. Keeping the project and their involvement relevant, I always try and get the sponsor to do regular communications so that this comes from as high a level as possible. Should you feel that the sponsor is losing interest due to other external factors then this needs to be brought up as a risk to the project with quantifiable impact.
