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Embed code for: PMI AK Presentation_Neil Murray_September 2015
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Know Your Customer's Customer
stakeholder management and communication
Presented by: Neil Murray, pmp
PMI Alaska chapter, September 9, 2015
A little bit about me
Neil Murray, PMP (hey, that’s me!)
Graduated in 2006 from Texas A&M University – B.S. in Engineering Technology
Nine years experience in Oil and Gas project management – mostly upstream and pipelines
Project Manager with aeSolutions from Aug 2010 – Aug 2015, now pursuing new, exciting opportunities (astronaut, professional golfer, trapeze artist, etc.)
Specialized in Risk Management and Process Safety Lifecycle projects
First “Project Manager” at aeSolutions and helped develop their methodologies and grow a PM culture
Helped grow and establish an "Operations and Maintenance" line of business
A little bit about this presentation
Case studies and lessons learned from a consultant’s point of view
"Small fish in a big pond"
Working with EPCs, owner companies, other contractors, procurement, etc.
Key question: Who is your customer, and who is their customer? And how do you manage them?
Don’t be shy, ask questions!
What is a stakeholder and what do they want?
What is a stakeholder?
"An individual, group, or organization who may affect, be affected by, or perceive itself to be affected by a decision, activity, or outcome of a project."
PMBOK 5th edition
My favorite: “A person, group, or authority who is involved in or may be affected by project activities and who could act against the project if their needs are not considered.” (Wideman, 2002)
Stakeholder influence can change over the course of a project
A key source of conflict, but also a key ally
Don't forget that your team members are stakeholders, too!
Project and Stakeholder Relationship
PMI's definition of the relationship between the project and the project stakeholders
PMBOK 5th Edition, 2013, pg. 31
Real world example of project/stakeholder relationships
It's all about TRUST
There are different kinds of trust
Analysis will help determine your management strategies
Strategies are constantly analyzed and updated
The 4 kinds of trust
Fragile, one violation can erode the relationship
Based on the other party's role and what you expect of them
often because there is limited time to develop a relationship with the other party
Based on your knowledge of and experience with the other party
Thickest form of trust
Based on an emotional connection; each party understands the other
Planning your strategy
Stakeholder identification happens throughout the project
Early identification and planning are critical, but usually imperfect and tough to do
Distinguish between internal/external and positive/negative stakeholders
Basic idea is to influence stakeholders to ensure project success
Plan, plan, and plan some more
Categorize your relationship with the stakeholder early in the project
Focus on stakeholders with high harm or high help potential
Collaboration and Involvement
Critical to project success:
Contribution from stakeholders with high help potential
Mitigation of stakeholders with high harm potential
Stakeholder management strategies
Planning is great, but now what?
Keep your eyes peeled for changes!
Key element of project risk management (risk management never stops)
Focus on creating a “win-win”
Gain alignment with all stakeholders (not always possible)
Kick off meeting
Well defined work-flow (swim lane diagram, etc.) and work boundaries
Formalize reporting guidelines
Project kick off meeting
Preparation is key!
Make sure everyone’s expectations are set appropriately and define the key assumptions
Establish the communication plan and reporting schedule
Define the key success factors
Review and sign off on the project plan, including a RACI and integrated schedule
Well defined work-flow
I like using a “swim lane” diagram
Clearly illustrate responsibilities of and dependencies between each functional area
Who is doing what, to whom, and when
Not just a network diagram of the project schedule
Effectively communicate on a high level to all stakeholders
Also useful as a “sales” tool to help get a project sanctioned and funded
Example swim lane diagram
What kind of communication structure is needed?
Formal reporting meetings on a set schedule
Minimal interaction outside of formal channels
Informal reporting across all levels of the project organization
Initiate meetings when needed, don’t wait for the formal scheduled meetings
Combination of the above
Whatever it is, it needs to be documented in the communication plan
When formal meetings are held, who to involve in informal meetings, who takes/issues meeting notes, decision register, etc.
Formal reporting meetings
Create a project-wide actions/issues list
Give a short update to the sponsor or client PM
Don’t shy away from problems and challenges
Review issues and risks
Issues are items for management attention (should be monitored or acted upon immediately)
Action items are used to track/manage items that may not appear in the project plans
Don’t assign these blindly; ensure everyone knows what is assigned to whom
Are actions assigned to the right people who can actually get it done?
It’s all about trust
Identification and planning never stops
Have a strategy
Communicate, communicate, communicate
Any additional questions or feedback? Let me know:
Stakeholder Management Strategies and Practices During a Project Course
Pernille Eskerod, University of Southern Denmark, Denmark and Anne Live Vaagaasar, BI Norwegian Business School, Norway
Pedro Serrador, MBA, PMP, Peng
Savage, G. T., Nix, T. W., Whithead, C. J., & Blair, J. D. (1991). Strategies for assessing and managing organizational stakeholders. Academy of Management Executives, 5(2), 61–75
Clearly illustrate responsibilities of and dependencies between each fun