Bpm Lecture7 Spr15

21
22787 Business Project Management Week 7 Project Communication & Stakeholder Management Readings Linton Chapters 12 and 15 22787 - Business Project Management 1

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business project managment

Transcript of Bpm Lecture7 Spr15

22787 – Business Project Management

Week 7

Project Communication &

Stakeholder Management

Readings – Linton Chapters 12 and 15

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Project Communication Management

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• Encompasses the generation, collection, distribution,

storage, retrieval and disposal of project information

• Personal communication skills (verbal, non-verbal,

business writing, presentation, etc.) are valuable but

not the only thing that matters

• Planning and control are also required to ensure the

right message is conveyed to the right people at the

right time.

Common Communication Skills

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• Active listening

• Setting and managing expectations

• Persuasion, argument, negotiation and conflict resolution

• Understanding and driving motivations (what is in it for me?)

• Coaching and development

• Summarising, recapping and agreeing on next steps

• https://www.youtube.com/watch?v=3FfaPhCKZew

Active Listening and Communication

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Try to:

• Focus fully on the speaker

• Take notes

• Test your understanding of important points

• Avoid interrupting or re-directing

• Control negative body language

• Control emotional responses

Project Communications Plan

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Inputs:

• Stakeholder register/analysis

• Project governance/reporting structure

• Project team structure

• Communication Standards

• Document management policies

• Lessons learned from past projects

Project Communications Plan

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Contents:

• Communication deliverables and processes for:

- Project Team

- Project Sponsor

- Other Stakeholders

• Resources allocated to communications

• Escalation and approval processes

• Project meeting schedule

Project Communications Plan

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Contents (Cont):

• Document templates:

- Project Status

- Change Requests

- Other

• Glossary of terms

• Links to communications protocol information

Tools and Techniques

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• Myers-Briggs Type Indicator

(MBTI) E-I, S-N, T-F, J-P

• Learning preferences and

styles (Visual, Auditory,

Reading/Writing, Kinesthetic)

• Consultation

• Lessons learned

• Communications protocols

Project Sponsor (Client)

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• Responsible for monetary resources

• Sets overall scope and objectives

• Approves Statement of Work (plan and deliverables)

• Approves (Rejects) Change Requests

• Makes decisions outside of the PM’s authority

• Consults on significant project issues and risks

• Provides political support for the project

Project Steering Committee

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• Asses and approve project feasibility and scope of work

• Governance (direct and control) approval monitoring

• Provides guidance on wider business issues

• Provides support to the project when interacting with

broader business

• May take on duties of Project Sponsor in some cases

Project Stakeholders

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• Any person, group or organisation interested in or

impacted by the project:

– Customers

– Sponsors

– Staff

– Government

– Other organisations

• Manage stakeholder expectations through project

communications processes

Stakeholder Management

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1. Identify all potential project stakeholders

2. Analyse the potential impact (power) of each

stakeholder

3. Assess likely stakeholder reactions (interest and

negative/positive response)

4. Develop strategies for gaining support and reducing

objections

5. Document in stakeholder register

Stakeholders and Communications

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Stakeholders and Communications

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Barriers to Effective Communication

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• Language

• Cultural

• Individual

• Organisational

• Interpersonal

• Attitudinal

• Communication Channel

Change Resistance

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• Resistance to change is any behaviour or action that

opposes alteration to the “status quo”

• Can be covert or overt, conscious or unconscious,

passive or aggressive, individual or group-led

• Change resistance is a major threat/risk in many

business projects

Propensity to Adopt Change

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Common causes of change resistance

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• Fear of unknown

• Loss of control

• Self doubt

• Force of habit

• Ego and pride

• Previous Experience

• Job Security

• Lack of vision

• Unexpected change

• Increased workload

Kotter’s Change Management Approach

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Group Assignments

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• First project update report due next week

• Remember to submit by email (by end of class)

– Project Update report

– Risk register

– MS Project File (With baseline and updated to reporting date)

– Any change requests

Individual Assignments

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• Individual Cases are due for peer feedback second

week back after the break (12 October)

• Make sure you know what assignment you are doing

• Make sure you answer the right questions

• Make sure you know who you are swapping

assignments with and make appropriate arrangements.