Honoring PM Aspirations during Challenging Times with Stakeholders

  Leadership   Stakeholder Management  

A project leader of a functional team, in late 2020, may encounter external stakeholders that may negatively affect aspirational guidelines that all PMs must strive to achieve. By nature of this type of organization, a PM has little or no formal power. How does a PM maintain the position of being fair, being factual with stakeholder raising conflict, defending himself/herself in a responsible manner, and respecting those stakeholders bringing  negative (perceived or real) risks? In the process groups of initiation and executing, I plan to share also two to three examples from projects in the ASIC supply chain business experienced in the past (good, bad, ugly) in the in the initiation and execution areas.

Outcomes

Reinforce principle that a PM always should act on behalf of the project. Various goals and aspirations of a PM must always be worked on if not achieved: respect fairness, responsibility, honesty. Reinforce mandatory standards: non-deceit, no conflicts of interest, and not abusing power positions, protect project team members! Brief window into the PM world in the custom basic silicon business/supply chain/customer chain.

A project leader of a functional team, in late 2020, may encounter external stakeholders that may negatively affect aspirational guidelines that all PMs must strive to achieve. By nature of this type of organization, a PM has little or no formal power. How does a PM maintain the position of being fair, being factual with stakeholder raising conflict, defending himself/herself in a responsible manner, and respecting those stakeholders bringing negative (perceived or real) risks? In the process groups of initiation and executing, I plan to share also two to three examples from projects in the ASIC supply chain business experienced in the past (good, bad, ugly) in the in the initiation and execution areas.