February 23, 2012
Driven by a need: business or government/regulatory
Involves stakeholders, both internal and external to theorganization
Has a distinct beginning, middle and end point
Is usually funded by a combination of capital and operatingbudgets
May include a governance structure, depending on projectsize/complexity
The Why/Project Charter-why this project is this beingfunded/schedule, expected outcomes
The What/Managing Scope-what you have agreed to do (andnot to do!)
The Who/Resource & Vendor Management-ensuring you have The Who/Resource & Vendor Management-ensuring you haveall the right/enough resources to do the project
The What and The When/Project Plan-The milestones, tasksand deliverables to be able to track & deliver the project
The How/Project Budget-includes vendor costs, capitalizedlabor, operational costs and all other project expenses
Software changes may require process/workflow changesthat accompany the change being planned
May require setting up new organizational structures tosupport the change
Will help to establish the metrics- how do we know that weare successful?
Process work may continue after a project is completed
You as the monitor of how your project fits into theorganizational Strategy
You as the person who must Manage without Authority
You as the Manager of Stakeholder Relationships
You as the Change Agent
You as the voice to ask when something no longer makessense
Program developed by the Stanford Center forProfessional Development and IPS Solutions, LLC
Described as more “strategic” than tactical
Works well in tandem with traditional project Works well in tandem with traditional projectmanagement practices (PMI)
Focuses on some of the “softer side” of the projectmanagement role
Provides additional tools/approaches to managingrelationships, managing change, influencing others
Converting Strategy toConverting Strategy toAction
Projects don’t fail because of unrealistic timelines,lack of resources, or funding constraints
Projects fail because they don’t align with anorganizations strategic goals and directionorganizations strategic goals and direction
Project managers may find the challenge ofspeaking up when the priorities have changed
Includes the strategic to the tactical and their inter-relationships
Six Major of the framework include:
1. Ideation- conceptualization: purpose, identity, and longrange intentionrange intention
2. Nature – natural tendencies: culture, structure andstrategy
3. Vision – present to the future: goals, metrics and strategy4. Engagement – putting the strategies to work: strategy and
portfolio5. Synthesis- monitoring of work through strategy:
portfolio, programs and projects6. Transition- moving to operations: programs, projects and
operations
Understanding what the short and long term strategiesare, and where your project fits in
If the strategy changes during the course of yourproject- does that change anything for you?
Immediate impacts from changes in strategy includeresource reallocation & funding issues
If your project DOES NOT align, ask that it be evaluatedfor postponement or cancellation
Managing Without AuthorityManaging Without Authority
Business Dynamics – the focus and competitivenecessities
Social Dynamics- Expertise, Trust, andCommunication Networks
Individual Dynamics- a persons background,priorities, concerns, interests, etc.
Influencing Skills- how you can influence peopleand build credibility
Expertise Network- expertise or technical
Trust Network – your confidants and mentors
Communication Network- the people you workwith every day
Good networks are key to a successful projectmanagement (and life in general!)
They will be even MORE important when things don’t goas plannedas planned
You need to have your own Expertise and TrustNetworks
You should be part of others Expertise and TrustNetworks
The Four Influencing Strategies:
1) Liking – people say yes to those they like
2) Reciprocity – paying back in kind
3) Consistency- living up to one’s word
4) Social Proof- looking to others for reaction
Inconvenience Blocks–based primarily onmotivation
Difficulty Blocks- usually a mix of problem, whichmay also reduce motivation
Impossibility Blocks- pure ability, solvingmotivation will not help
Ways to over come blocks include:
◦ Leveraging your Trust and Expertise networks todetermine the type of block◦ Asking for ideas or throw out your own◦ Ask for more help◦ Ask for more help◦ Reduce the pressure◦ Ask what has been done so far?
Solving the Ability Block problem may practicallylead to changes you may need to make to moveforward
Building WinningStakeholder CommitmentsStakeholder Commitments
Stakeholders- anyone who has an investment in what you aredoing and it’s intended outcome
Internal stakeholders often include:
- Executive Sponsor- Project Owner- Management Team- Project Team- Project Team- Impacted Departments- Employees
External stakeholders often include:- Customers- Regulatory agencies- Business partners- Vendors/Contractors
Spend time understanding your stakeholders- build trust
Spend time up front-ask critical questions aboutcommunication strategy
Determine how “bad news” needs to be delivered
Leverage existing structures like weekly meetings, statusreports, etc.
Look for the gaps
Once you know what is needed, create a stakeholdermanagement plan
Keep it Simple
Content Considerations:
◦ Stakeholder Details- is it a person, a group, and community?
◦ Type of Relationship – do you look to them for support or do theylook to you for updates?look to you for updates?
◦ Communication Preferences- e-mail, status reports, weekly meetings
◦ Media Options (i.e. web pages, newsletters, blogs, etc.)
◦ Trigger Points (i.e., change in schedule, funding requests, vendorchange)
◦ How you will determine if your plan is working- stakeholdersatisfaction
Leading Change from theLeading Change from theMiddle
In most cases, your project is going to lead tosome sort of change within an organization
It may lead to:
◦ New tools that will need to be learned◦ New tools that will need to be learned
◦ New processes, a change in process, or anelimination of certain processes
◦ Changes with organizational structure
◦ Changes within the workforce
Change brings up emotion, especially fear
Nostalgia for the way things were
System of change is bigger than the individual
You MUST be the one to articulate the one compellingdirection
You MUST be able to navigate through period of challengeand uncertainty
You need a one liner, an “elevator speech” so it can be easily You need a one liner, an “elevator speech” so it can be easilyremembered and shared
It should bring feelings of excitement
It should be started early in the project, and be reinforced theduration of the change
It gives you your cues, and also tells you what it isnot ready for
Listen deeply to the champions, as well as the Listen deeply to the champions, as well as theresistors/detractors
Find the common aspirations- we all want to do abetter job
Why coaching?
◦ People are hungry for it
◦ It allows them to own their part of the change
◦ It distributes the change ownership through thesystem
◦ It helps to link the actions you are working toachieve, to what they are most motivated about
◦ It is a tool for accountability
Change comes at the cost of the familiar
Even if the old way of doing things is not great,people WILL hang on as it’s familiar
People have a hard time moving forward if they arestuck in the past
Create a process to acknowledge, honor, and to letgo of what must die
Concepts to EmbraceConcepts to Embrace
Traditional project management focuses on:
◦ Scope, schedule, resources, budget
◦ Details out the Who, What, When, Where, How &WhyWhy
◦ Frequently includes process work that driveschange
Advanced project management concepts includebeing aware of the “big picture” and tools forprojects within complex environments
Know your Organizational Structure-vision, culture,strategy that drives decisions around what getsdone
Be sure to understand how your project fits into theStrategic Goals and portfolio-don’t be afraid toStrategic Goals and portfolio-don’t be afraid tospeak up when things no longer make sense
Create and maintain Expertise and Trust Networks
You have the ability to get things done throughInfluence Strategies
Be aware of Ability Blocks and their types so you knowhow to work to overcome them
Take the time to create winning StakeholderRelationships -create a plan
Leading Change from the Middle - use some of the keystrategies to help navigate the change
Thank you for being here today!
Beth Barrett Consulting
Biz phone/cel 505.220.3236
E-mail: [email protected]
Linked In: www.linkedin.com/in/bethbarrettconsultingllc