Hi Guys
These days I am managing and deploying a Quality Management Project in my organization.
one of my main risks are supportive key managers.
There are resistant key managers with high power in the organization who are not interested in the project.
If you have have any experiences in managing stakeholders like this.I Would be grateful if you share it here
Best Regards Saving Changes...
Keyvan RafieiDirector, Project Implementation & Control| PHSALangley, British Columbia, Canada
Hi Bahman - what you describe is and continues to be the single largest challenge of my project management career - and there's been a lot of them!
Two strategies have worked for me in the past: 1) appealing to the pragmatic side of these challenging stakeholders by bargaining, and 2) making your case with an even higher up stakeholder to try and unblock
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1 reply by Kapil Sharma
Jul 18, 2020 5:50 AM
Kapil Sharma
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Hello Keyvan, please illustrate bargaining (from first strategy) by example. As I understand, this could be in terms of benefits flowing out of the project, either directly or indirectly, to the resistant key managers, from the project manager's perspective.
I wanted to understand how else this bargaining could be done.
Taking up the matter with an equally key manager from the project organization might also help.
Hi Bahman - what you describe is and continues to be the single largest challenge of my project management career - and there's been a lot of them!
Two strategies have worked for me in the past: 1) appealing to the pragmatic side of these challenging stakeholders by bargaining, and 2) making your case with an even higher up stakeholder to try and unblock
Hello Keyvan, please illustrate bargaining (from first strategy) by example. As I understand, this could be in terms of benefits flowing out of the project, either directly or indirectly, to the resistant key managers, from the project manager's perspective.
I wanted to understand how else this bargaining could be done.
Taking up the matter with an equally key manager from the project organization might also help.
...
1 reply by Thomas Walenta
Jul 19, 2020 8:30 AM
Thomas Walenta
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Kapil
in principle I agree with bargaining may result in flowing benefits to the stakeholder.
Practically for me it means though that I prefer a more positive term like negotiation or just relationship building. In the end bargaining is between 2 people and creating a win-win situation. Benefits need not be assets or products flowing, but it could be simple(?) as respect, acknowledgement, reputation building, joining forces, reciprocity.
Move your primary focus from a product (what) or project (how) to humans (why).
Assuming these stakeholders are also part of your company and not external, a project such as yours should result in benefits to them at least indirectly.
Connecting the project's purpose with their own objectives and perhaps seeing if your sponsor can work with their leaders to get the success of your project added to their objectives for the year might help.
Kiron Saving Changes...
Sergio Luis ConteHelping to create solutions for everyone| Worldwide based OrganizationsBuenos Aires, Argentina
First of all, avoid perception. Second, think people behave in a way for a reason. Third, to talk about tools, see Solution Selling or SPIN selling method. Saving Changes...
Thomas WalentaGlobal Project Economy ExpertHackenheim, Germany
Bahman
Quality Management has to be led from the top, see ISO 9000, this includes the implementation project.
This is a good opportunity to train your stakeholder engagement and influencing capabilities.
Search for stakeholders who can increase your power, transform those you can by 1:1 engagement and contain those who you are not able to transform to neutral or supportive (e.g. by putting them on the steering board).
- Keeping the stakeholder informed at all times about each stage of the project. - Invite the stakeholder to a team-building activity. - Invite the stakeholer to examin his expectations and answer at his questions. - Convincing the stakeholder of the benefits resulting from the change Saving Changes...
Thank you guys
In experience I have found ,In some cases Project sponsor looks also neutral to the project. By the way, Its useful to participate them in the project and asking their opinions for each project phases.
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1 reply by Maria Lekha Johnson
Jul 19, 2020 1:58 PM
Maria Lekha Johnson
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If the project sponsor is neutral it could be that he/she is also not sure of the kind of the positive impact the project implementation will have.
Saving Changes...
Thomas WalentaGlobal Project Economy ExpertHackenheim, Germany
Jul 18, 2020 5:50 AM
Replying to Kapil Sharma
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Hello Keyvan, please illustrate bargaining (from first strategy) by example. As I understand, this could be in terms of benefits flowing out of the project, either directly or indirectly, to the resistant key managers, from the project manager's perspective.
I wanted to understand how else this bargaining could be done.
Taking up the matter with an equally key manager from the project organization might also help.
Kapil
in principle I agree with bargaining may result in flowing benefits to the stakeholder.
Practically for me it means though that I prefer a more positive term like negotiation or just relationship building. In the end bargaining is between 2 people and creating a win-win situation. Benefits need not be assets or products flowing, but it could be simple(?) as respect, acknowledgement, reputation building, joining forces, reciprocity.
Move your primary focus from a product (what) or project (how) to humans (why).
...
1 reply by Kapil Sharma
Jul 19, 2020 9:01 AM
Kapil Sharma
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Hello Thomas,
Thank you very much for your reply.
I agree with you.
Shifting the focus to people is of utmost importance.
in principle I agree with bargaining may result in flowing benefits to the stakeholder.
Practically for me it means though that I prefer a more positive term like negotiation or just relationship building. In the end bargaining is between 2 people and creating a win-win situation. Benefits need not be assets or products flowing, but it could be simple(?) as respect, acknowledgement, reputation building, joining forces, reciprocity.
Move your primary focus from a product (what) or project (how) to humans (why).
Hello Thomas,
Thank you very much for your reply.
I agree with you.
Shifting the focus to people is of utmost importance.
Thank you guys
In experience I have found ,In some cases Project sponsor looks also neutral to the project. By the way, Its useful to participate them in the project and asking their opinions for each project phases.
If the project sponsor is neutral it could be that he/she is also not sure of the kind of the positive impact the project implementation will have. Saving Changes...
