Stakeholder Analysis and Communication Planning Chapter 5 Contemporary

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Stakeholder Analysis and Communication Planning Chapter 5 Contemporary Project Management Kloppenborg © 2012 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.

Chapter Vignette The Built-Green Home • The highest three-star level and largest Built Green-certified community in Washington State • A large component of Nunes’ vision centered on education • Required careful selection of the right steering committee © 2012 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.

Chapter Vignette The Built-Green Home • Steering committee that large enough to represent the diverse group of stakeholders but small enough to be effective. • Project managers who are able to manage stakeholder expectations and communications enhance the prospects of completing their projects successfully. © 2012 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.

At the end of this chapter… • • • Enumerate and describe project stakeholders How to build project relationships Understand the project communications plan Develop a project communications plan Facilitate project meetings Understand communication challenges © 2012 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.

Project Selection, Prioritization, and Initiation © 2012 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.

Develop the Project Management Plan • The basis for executing, monitoring, controlling and closing all project work • Develop the outline of a project management plan • Use project initiation documentation Project management plan – “a formal, approved document that defines how the project is executed, monitored, and controlled…” PMBOK® Guide © 2012 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.

Start Developing the Project Plan • Relationship building and detailed planning occur simultaneously • Plans include: communications scope schedule budget resources risk quality Plan communications– “the process of determining project stakeholder information needs and defining a communications approach. ” PMBOK® Guide © 2012 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.

The Communications Management Plan • Communication needs and expectations • The who, what, where, when, and how Communications management plan – “the document that describes: the communication needs and expectations for the project; how and in what format information will be communicated; when and where each communication will be made; and who is responsible for providing each type of communication. ” PMBOK® Guide © 2012 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.

The Project Management Plan • Formally approved • Updated/revised by formally approved changes lan nt P eme nag --------- ---------- --------- --------- -------------------------------- ------- ------------------ -------- --------- --------- ------- --------- --------- -- -------- --a ct M je Pro © 2012 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.

Understand the Stakeholders • • • Multiple users with different requirements May not know what they want May not be the actual user Unreasonable requests Stakeholders other than the users © 2012 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.

PMs Stakeholder Responsibility • Understand the stakeholders • Build relationships with stakeholders • Develop a communications plan for dealing with stakeholders © 2012 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.

Identify Stakeholders • Who will use or be affected by the result of a project? • Are stakeholders internal or external? Identify stakeholders – “the process of identifying all people or organizations impacted by the project, and documenting relevant information regarding their interests, involvement, and impact on project success. ” PMBOK® Guide © 2012 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.

Identifying Project Stakeholders • Use classic rules of brainstorming • List project processes and results stakeholders may be interested in • Combine stakeholder list into groups © 2012 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.

Success Criteria for Various Stakeholder/S uccess On Criteria Time On Budget Meet Requirements Profit Partnership Realized Follow-on Work Minimal Overtime Recognition Challenge Customer X X End user Customer management Project manager Contractor management Project team member X X X X X X X X X X X X X Subcontractor X X X © 2012 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.

Prioritize Stakeholders • • • Proximity to the project Power over the project Urgency in terms of time sensitivity Rate aspects on a 1 to 3 priority scale Generate a total prioritization score © 2012 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.

Stakeholder Identification and Prioritization Matrix © 2012 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.

Alternative Breaks Project Stakeholder Matrix Stakeholder Interest in Project Students Families Going on trip Monetary support, worry about student Community organizations We support them VP Student Affairs Executive Director of Faith and Justice Success for division Success for Faith and Justice Success for board and students Success for board, students, and advisor Learn from Alternative Breaks Board Advisor Winter break trip National Organization Break Away 2 way sharing 3 Support/Mitigation Strategies Support and guide through process Help students guide families through process 2 Constant communication Priority 1 Key Share and publicize "wins", keep informed of progress 1 Key Constant improvement 2 3 2 Constant improvement Remain in contact, share strategies Continue current relationship © 2012 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.

Results of Stakeholder Identification and Prioritization • • Set clear direction Prioritize objectives Recognize complex tradeoffs and consequences Facilitate necessary decisions Develop a shared sense of risk Build a strong relationship with their customers Lead with an empowering style Serve as good stewards of resources © 2012 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.

Prioritize Stakeholders • Select top 10 to 15 stakeholders for emphasis during planning • Get feedback from sponsors • Team considers top stakeholders throughout the project • Complete the stakeholder register © 2012 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.

Building Core Team Relationships • Mutual respect and trust promote successful projects • Relationship building activities: Shared learning Establish agendas Encourage communication Share motives Joint decisionmaking Celebrate success Share enjoyment Appropriate decision-making © 2012 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.

Building Relationships Building With All Other Stakeholders • • “What is in it for me? ” Treat stakeholders as partners Use core team relationship building activities Foster respect and trust © 2012 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.

Communications Planning • Purposes of a project communications management plan • Communications plan considerations • Communications matrix • Knowledge management © 2012 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.

Purposes of a Project Communications Plan • Use effective communications to: – Set and manage expectations – Resolve conflicting desires – Ensure project work is completed – Document meaningful lessons © 2012 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.

Communications from Stakeholders • To determine requirements • To uncover and resolve issues • To receive feedback © 2012 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.

Communications to Stakeholders • For decision making • To assure adequate understanding • To enable full commitment © 2012 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.

Project Communications Plan Considerations Interactive methods: As needed - others Telephone-teleconferencing Wikis VOIP/videoconferencing Groupware © 2012 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.

Six Cs of Project Communications • • • Clearly state the subject. Concisely make the point. Courteously deliver the message. Consistently reinforce your point. Respect confidentiality at all times. Compel the recipient to be receptive. © 2012 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.

Communications Matrix • • Who to learn from? What to learn? Who to share with? What to know? When to know it? What communications method? Who is responsible? © 2012 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.

Alternative Breaks Project Communications Matrix Stakeholder Learn from Share with Timing Method Owner Student Needs Education, Reflection Bi-weekly & as needed Meetings, test, email Board, Site coordinators Families Concerns Plan & study info At start, before, & during trip Student AB website Student & advisor Community organizations At start, before, & Education, needs Our plans & needs during trip Phone Definition of VP Student Affairs success “Wins” Executive Director Definition of of Faith and Justice success At start, at wins, “Wins” & progress and monthly Advisor University needs & strategic outlook Progress, needs At start & at “wins” E-mail Almost daily Site coordinators Advisor E-mail & meetings Board National Summer student Organization training, Listserv Forms, methods, © 2012 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted Break Away info daily guidelines At start & monthly E-mail Chair & advisor to a publicly accessible website, in whole or in part.

Knowledge Management • Capture and reuse knowledge developed • Create a lessons learned knowledge base • Facilitate a lessons learned session for the project Knowledge – “a conclusion drawn from information after it is linked to other information and compared to what is already known” © 2012 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.

Project Meeting Management • • • Establish project plans Conduct the project activities Verify progress Accept deliverables Close-out projects © 2012 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.

Improving Project Meetings • Apply the plan-do-check-act (PDCA) model • Any process practiced repeatedly will improve over time © 2012 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.

Issues Management • Information captured in a project meeting: – – Decisions made New issues surfaced and old issues resolved Action items agreed to An evaluation of the meeting Issue – “a point or matter in question or in dispute, or a point or matter that is not settled an is under discussion or over which there are opposing views or disagreements. ” PMBOK® Guide © 2012 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.

The Issues Log • A living document that lists open issues • State when and how issues are resolved • Benefits – Important issues are added to the log – Ensures issues are not forgotten © 2012 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.

Action Items and Evaluation • Tasks to perform by a specific date • Evaluation of good and poor points from the meeting • Capture evaluations using a Plus-Delta template – Each person provides at least one good thing ( + ) – Each person provides one thing to overcome ( Δ ) © 2012 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.

Communication Needs of Global and Virtual Project Teams • • • Talent from a wide pool of resources Greater autonomy Greater reliance on persuasion Sensitivity to cultural patterns Charters and communication vehicles are more critical • One face-to-face meeting Virtual team – “a group of persons with a shared objective who fulfill their roles with little or no time spent meeting face to face. ” PMBOK® Guide © 2012 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.

Communications Technologies • Ensure communications systems are compatible • Choose technologies that facilitate © 2012 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.

Communication Technology Examples Automated workflow Automator Blog Twitter Bulletin board Calendaring system Windows Live Calendar, Google Calendar Database Oracle Desktop videoconference Electronic blackboard E-mail Gmail, Hotmail Fax Forums http: //www. pmforum. org/ Groupware Lotus Notes, Microsoft Exchange Instant messaging Internet Intranet Shared database Shared document repository Shared white board MSN messenger, Yahoo Messenger, AIM, Google Talk Sharepoint Social network Telephone/Teleconference Voice mail Linkedin, Qzone, Friendster, Orkut, VK, Badoo, Mixi Voice over Internet protocol (VOIP) Skype, Vonage © 2012 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted Web-based project management software MS Project Server, Primavera, Copper Project, e. Room to a publicly accessible website, in whole or in part. Wiki

Summary • Project planning is iterative – Identify stakeholders – Plan communications – Determine project scope • Build effective working relationships • Create a communications plan – – Communications matrix Capturing and using lessons learned Managing and improving meetings Managing issues © 2012 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.

Summary • Virtual and global teams add communication challenges – Different cultures offer communication challenges • Consider appropriate communications technologies © 2012 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.

Using Appreciative Inquiry to Understand Stakeholders • Appreciative inquiry is a positive philosophy for change wherein whole systems convene to inquire for change • Four phases: Discovery, Dream, Design, and Delivery PM in Action Example © 2012 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.

Implications of AI on Defining Project Scope • Key Outcome – Stakeholders have elicited a clear understanding of their true needs and wants – Understanding of how their needs and wants link to a future state. PM in Action Example