- 7½
tips for managing internal stakeholders: engaging stakeholders for
maximum effect
Every action and activity involves
stakeholders (but they may be
different every time) These tips help you to know who is important for
your success and communicate effectively to achieve a successful
engagement: information is the basis of communication and comes in
various disguisese. [View
Abstract]
- A Typology of
Operational
Approaches for Stakeholder Analysis and Engagement
Findings from this study show that the success of a particular
stakeholder management technique depends on internal and external
factors, such as the nature of the project, the resources in the
organisation, and the communication environment. Each approach has its
strengths and limitations, so the best way to define a practical
technique for effective stakeholder management is to use combinations
of elements from each method as circumstances dictate.
[View
Abstract]
-
(The) Accidental
Project Manager – The Getting of Wisdom
The accidental project manager has
lived in the folklore of business
projects for a generation. This paper will discuss ways to help them
increase their chances of achieving project success, including a
description of the project management skills and tools needed for
success including the Stakeholder Circle™. [View Abstract]
- Achieving a
Successful
Engagement
Identifying,
mapping and prioritising a project’s stakeholder
community is only the beginning. Projects will only be
considered successful when their key stakeholders acknowledge they are
a success. This requires the project team to effectively
engage with each of its key stakeholders to understand and manage their
expectations and then deliver to project to meet or exceed the
‘managed expectations’. Stakeholder expectations
are never ‘fixed’;
effective communication can help change perceptions and expectations to
make them realistic and achievable.
[View
Abstract]
-
Advising Upwards
– Helping your Managers help you
Advising upwards is a difficult skill for project and program managers
to acquire. This paper uses modern stakeholder management theory as the
basis for approaches designed to help successfully deliver projects
within traditional organisations by appreciating the communication
needs of senior executives and incorporating mutuality within the key
supportive relationships. [View
Abstract]
-
Avoiding the
Successful
Failure
Projects
can be ‘on time and budget’ and fail! They can also
be ‘over’ and succeed. Projects are only successful
when their stakeholder’s expectations are delivered. This
paper will identify the three elements of ‘stakeholder
expectations’: value, relationships and risk. Then describe
tools to manage these elements for success. [View Abstract]
-
Beyond Reporting -
The
Communication Strategy
Communication
is a science and an art. Communicating effectively with the
project’s
important stakeholders, so that their expectations can be both managed
and met, is central to achieving a successful outcome. Reports are not
enough! Communication is a complex two way process within the overall
relationship between the project and the stakeholder. This paper
identifies the key processes involved in developing and implementing an
effective communication strategy.
[View
Abstract]
- Communications
Control? -
Author: Lynda
Bourne.
Information supports the decision makers, informs people and
organisations of the work required to be done, monitors progress, and
provides support and assurance at all levels of the organisation of
progress or of the need for intervention. This paper explores how
communication in the form of information exchange controls and assists
the work of organisations to deliver value to all stakeholders.
[View
Abstract]
-
Designing
a PMO to Succeed and Survive
To
survive, a PMO requires executive sponsorship, management buy-in and a
clear mandate (authority and autonomy).To
be successful, the PMO should contribute to
the strategic alignment of projects and programs, benefits realisation,
leadership in implementation of best practices, continuous improvement,
and being an information highway, facilitating open and targeted
communications.
Achieving this requires a clear understanding of the PMO's stakeholders
and the organisation's objectives.
[View
Abstract]
-
Developing
Stakeholder Management Maturity in a traditional business: an
International Case Study
This
paper reports on the work undertaken by a traditional multinational
transport company to introduce effective stakeholder management into
its terminal operations around the world as
a factor
that could deliver significant commercial advantage in the operation of
the business.
The case study describes the
project to introduce and support a significant culture change in a
major organisation and reports on the successful adaptation of a
project management methodology, the Stakeholder
Circle®, to
general business use.
[View
Abstract]
-
From Commander to
Sponsor:
Managing Upwards in the Project Environment
This paper provides a foundation for exploration of the tasks needed to
turn a senior manager 'Commander' into a supportive Sponsor and how to
use the resources available in the form of influence networks, targeted
communication and plain persistence. Case studies based on experiences
of the authors, in large organisations, in managing the expectations
and the support of key senior stakeholders are used to ground the
paper. [View
Abstract]
-
(The) future of the
PM Hero
The PM’s role is changing from a hero focused on the
‘iron triangle’ to
a business leader. Project success is no longer being measured simply
in terms of time and cost, but by value created and stakeholder
satisfaction. This paper outlines the skills needed to succeed in this
emerging environment. [View
Abstract]
-
Influence,
Stakeholder
Mapping and Visualisation
Stakeholder
identification, management and engagement are recognised as key project
management skills that
requires both intuition and a strong capacity for analysis.
Visualisation tools for stakeholder management can be of great
value. The development and use of two such tools are
described.
While they are both independently useful they could be effectively
combined.
[View
Abstract]
-
(The) Knowledge
Management / Relationship Cycle
The Knowledge
Management Relationship Cycle
describes
reciprocity between the data, information and knowledge that is
exchanged for the business benefit of the organisation between the
project and its stakeholders. It charts the strong connections between
the organisation’s KM and the actions of the project
Stakeholders in contributing to project success. [View Abstract]
-
Mega Projects, Mega
Problems
- The critical need for effective stakeholder management
Effective
stakeholder management is mandatory for
mega-project success
in all advanced economies and in most emerging economies. Effective
stakeholder management encompasses the project team, the project supply
chain and external to the project politicians, ‘the
public’ and the
media as well as people directly or indirectly impacted by the work or
its outcomes. Tools developed to assist in this process will be
discussed within the framework of managing mega construction projects
to optimise the stakeholder relationships in and around the project and
minimise risk exposures.
[View
Abstract]
- Motivate your
Manager!
This presentation focuses on a range of communication tools and
methodologies project and program managers can deploy to motivate their
managers to help them succeed. In most cases, a successful outcome is
directly beneficial to the manager; the challenge is making the right
connections.. [View
Abstract]
-
Practice Note:
Advancing
theory and practice for successful implementation of Stakeholder
Management in organisations
This paper firstly, describes the evolution of the Stakeholder
Circle® from a
research tool into a commercial
project management tool and then into a maturity model (SRMM®)
that describes the
‘readiness’ of an organisation
to
successfully implement a stakeholder management culture and practice.
[View
Abstract]
-
Project
Relationship
Management and the Stakeholder
Circle
A dissertation submitted in partial fulfilment of the requirements for
the degree of Doctor of Project Management (DPM). Dr Lynda Bourne
investigated the concept that a project’s success or failure
is closely aligned with perceptions of the project held by its key
stakeholders; and that project teams can manage these perceptions to
create success. The research resulted in a new tool, the
‘Stakeholder Circle™’
that maps
each stakeholder community in a unique way, allowing the project team
to effectively focus its stakeholder engagement strategies. [View Abstract]
-
Seeing
who's there - A Brief History of Stakeholder Mapping &
Visualisation
This
paper focuses on describing the evolution of the concept of
stakeholders from the 1970s through to the present day and the closely
allied visualisation tools used at different times to see
‘who they
are’. From this basis a current definition of stakeholders is
determined and the merits of a range of current stakeholder management
tools briefly described. The paper demonstrates that understanding
‘who’s there’ and more importantly
‘who matters’ is highly dependent on
the tools and definitions used. [View
Abstract]
- Stakeholder
Engagement is
‘free’! The Zero Cost of Stakeholder Relationship
Management
The concept discussed in this paper is based on the philosophy of the
Quality movement that quality is free – investment in
stakeholders is balanced by reduction in ‘failure
dollars’
of fixing the issues caused by poor stakeholder relationship
management. The PMO is ideally placed to champion and facilitate this
approach and provide not only support services to achieve this, but
also assist in measuring ‘failure dollars’ through
its
reporting mechanisms. [View
Abstract]
- Stakeholder
Engagement: Practical Insights for Advanced PMOs
Some practical
insights into the actions that advanced
PMOs must take
to develop that reputation of credibility and competency through
managing the relationship with senior stakeholders: influencing
decisions, managing resistance to change, and providing a central
support structure for stakeholder engagement practices within the
organisation. [View
Abstract]
-
SRMM: The
five
stages of Stakeholder Relationship
Management Maturity
Engaging effectively and ethically with
key stakeholders to help create
a successful project outcome requires significant levels of skill and
maturity. This paper will define the five levels of SRMM and suggest a
route most organisations can follow to progress from ‘Level
1’ to ‘Level 5’. The 5 levels
of SRMM are: Ad
hoc, Procedural,
Relational,
Integrated
and Predictive.
[View
Abstract]
-
(The)
Stakeholder
Chameleon – Ignore at your Peril!
This paper presents the results from two case studies that show the
strategies needed to engage project stakeholder support are different
for every project, even when the stakeholders are the same people. [View Abstract]
-
(The) Stakeholder
Circle - Tool Description
- Authors: Lynda
Bourne and Patrick
Weaver.
The Stakeholder
Circle™ offers a
mechanism for assessing the relative importance of each of the key
stakeholders in a project. Stakeholders are weighted according to the
three characteristics and the assessments are melded into a single
diagram. [View
Abstract]
-
Stakeholder
Relationship
Management in the Supply Chain
Effective procurement leadership requires the skills and knowledge to
engage effectively with a wide range of stakeholders. This paper
outlines the critical role stakeholders play in the operation of an
effective supply chain and suggests a range of techniques supply chain
professionals can apply to enhance their organisation’s
stakeholder
relationship management capabilities. [View
Abstract]
-
Supersizing PMO
Performance
- Author: Lynda
Bourne.
The value of a PMO to its host organisation is directly linked to its
ability to communicate effectively with both senior management and
project teams, in appropriate language, to facilitate access to the
information it needs and to have its reports and messages understood
and acted upon. By understanding its stakeholders and customising its
communication strategy to meet their different requirements, the PMO
becomes a significantly more valuable resource. [View Abstract]
-
Trust: a tale of two
constructions
Building and maintaining effective relationships is not easy. It
requires both parties to recognise that there will be differing
expectations and definitions of success and requires work to develop
the necessary trust through understanding the expectations of important
stakeholders. Wembley Stadium illustrates how a lack of trust and
‘hard
dollar’ contracts impacted relationships between the delivery
partners;
whereas Heathrow Terminal 5 proves the benefits derived from working to
develop trust are well worth the effort. [View Abstract]
-
Visualising and
Mapping
Stakeholder Influence -
Authors: Lynda
Bourne and Derek
H.T. Walker.
This paper describes research that was conducted during 2004/2005
centred around the Stakeholder
Circle™
tool, as a means to provide a useful and effective way to visualise
stakeholder power and influence that may have pivotal impact on a
project’s success or failure. [ View Abstract
]
-
Visualising
Stakeholder
Influence - Two Australian Examples -
Authors: Lynda
Bourne and Derek
H.T. Walker.
This paper illustrates the use of the Stakeholder
Circle™
as a tool for measuring and visualising stakeholder influence drawing
upon two case study examples. The paper is exploratory in nature and
the case studies used provide a useful vehicle for reflection and sense
making. The tool was found by the case study respondents to be useful
and that it also complements and enhances risk management. [ View Abstract
]
-
Why is stakeholder
management so difficult?
The
focus of this paper is the construction and
operation of Heathrow
Terminal 5 for British Airways. Through tracing its development from a
successful construction project to its disastrous opening in 2008 a
methodology to assist organisations in effective engagement of a
project’s important stakeholders is described and lessons
that will
benefit all projects are identified. [View Abstract]
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