Project Management 3.0: Influencing Project Stakeholders

© Russell Martin & Associates, www.russellmartin.com1

Project Management 3.0: Influencing Project Stakeholders

Lou RussellRussell Martin & Associatesa Moser Consulting company(317) 475-9311www.russellmartin.com

http://www.russellmartin.com/


Content

Context: Why? The Miraculous Project

Charter Influencing and

Accountability


Context: Why?

Projects are Flash Mobs


The Lifecycle of a ProjectEn

thus

iasm

Time

Unenlightened optimism

Dawning pessimism

Enlightened optimism

Pre-completion panic

Success!

Adapted from Robert Lewis’ book Bare Bones Project Management


What’s Different?1. The WAY we WORK is different: Multi-tasking2. All Hands on All Projects3. The Easy Stuff has been Done

Puzzles vs. Mysteries

http://www.google.com/url?sa=i&rct=j&q=&esrc=s&frm=1&source=images&cd=&cad=rja&docid=jMN8CGHamPYI5M&tbnid=FtxPmDIo5VCPPM:&ved=0CAUQjRw&url=http://www.projectconnections.com/articles/070901-decarlo.html&ei=7pkbUpv_N4bwyAHGl4DYCQ&bvm=bv.51156542,d.aWc&psig=AFQjCNEn8nF-8OpbrUpoWWR71FjvzjTzWg&ust=1377626938658813


Project vs. Process

Project: BeginEnd

Process:Repeat

Methodology:Top Down, SAM, Agile…

Example: Course Offerings

© Russell Martin & Associates, www.russellmartin.com

Steps to Great Projects

7

Dare toProperly

Manage

Resources!

Define Plan Manage

Review ENDSTAR

T 1. Set Business Objectives

2. Establish Project Scope

3. Set Project Objectives

4. Mitigate Risks5. Establish

Constraints6. Plan

communications7. Establish

Governance Plan

1. Determine Milestones

2. Schedule Task Dependencies

3. Adjust for Resource Dependencies

4. Create budget

1. Control work in progress

2. Provide status and feedback

3.Leverage Governance

4.Resolve conflict

1. Close the project

2. Transition, turn over deliverables

3. Hold Project Review

4. Celebrate accomplishments

initiate

plan monitor

close

WHY?

Project Charter

LEARNADAPTHOW?

Improved

DoneProject Schedule


The Miraculous Project Charter

• Business Objectives• Scope Diagram• Project Objectives• Risk and Mitigation• Constraints• Communications Plan• Governance Plan

45 Minutes or Less


Standardize / Socialize Your Message

The Project CHARTER is your Context = WHY

• Everybody speaks the same language, same picture.

• Unexpected, not as boring as project documentation usually is (“What is that crazy Scope Diagram about?”).

• Concrete, big picture (roles), emphasis on communication.• Credentialed, relying on standard (PMI.org) processes and minimal

techniques. • Emotional, tapping negative or positive feelings “Gees, this project

is complicated!”.• Tell the Story and help Stakeholders enter the community and care.


[email protected] I

I need that charterNOW

mailto:[email protected]


The Scope Diagram: Who’s In, Who’s Out

the project

The SponsorExperts (SMEs) Finance

Customers

Functional Leaders The

Project Manager

The Dedicated

Project Team

IT Apps IT Architecture

Business Analysts

Vendors

Distributors

Legal

R&D

PR/Marketing

Sales


Strike Fighter Project

© Russell Martin & Associates www.russellmartin.com

www.HRDQ.com

Strike FighterNegotiating

http://www.hrdq.com/


Communications and Governance Clarity

WHY are we spending money on this? Why does this project matter and why should anyone prioritize helping?

• Sponsor• Business Objective: Increase Revenue OR Avoid Cost• Project “Elevator Speech”

Who needs to know the STATUS? Who is the Voice in Crisis? Who can CHANGE time, cost, quality, scope?


Build a Schedule Back From the Dates

Task Task Owner Due Comments Done

Finalize charity

Lou 6/8/13 Email results √

Review with Sponsor

Lou 6/12/13 Needs approvals

Establish messaging needed

Jo 6/15/13

Invite employees

Maria 6/15/13

Finalize Caterer

Brittney 6/18/13 Cut for budget

Allows you to sort by date, task manager, or completed.

The only control we have over the duration of our life project is to shorten it, and we do that all the time. - S. Jay Olshansky


Influencing and Accountabilitiy

COMPLIANCEResponse to policies and procedures set by others

DOMINANCEApproach to problems

STEADINESSPace of environment

you prefer

INFLUENCEInfluencing others to your

point of view

Tasks

Relationships

CAREFUL SPEED


Graphs


A Team Makes a Whole Brain: Interacting


Values to Impact our Priorities

Utilitarian Every investment I make will have a greater return in time and/or resources.

Aesthetic I will enjoy and experience the beauty around me & allow it to mold me into all I can be.

Social I will invest self in time and resources in helping others to achieve their potential.

Individualistic I want to advance to the highest position in life & gain the greatest power.

Theoretical I will use my cognitive ability to understand, discover & systemize the truth.

Traditional I will pursue the highest meaning in life.


Influencing & Accountability: Role Clarity

Role

Project Sponsor

Project Manager

Project Team Members

Project Stakeholders

Accountable for…Performing project activities and producing project deliverables

Ensuring the ROI expected for the project happens

Acting as the ‘steward’ of the project

Planning, Organizing and Managing the Project

Completing the tasks of the Project Plan

Owning the project

Providing governance / tiebreakers

All the phases of the project

Provides money, time, budget


Identifying the Job

ROLE (1 to Many) JobsPEOPLE (1 to Many) Jobs

Project Manager


Project Plan: Role PlanningRole Role Role Role Role Role

Key Accountabilities Key Accountabilities Key Accountabilities Key Accountabilities Key Accountabilities Key Accountabilities

Top 3 Competencies Top 3 Competencies Top 3 Competencies Top 3 Competencies Top 3 Competencies Top 3 Competencies

• Frequent Interaction with others

• People oriented• Customer Relations• Following Policy• Consistency• Follow-up and Follow-

through• Versatility• Frequent Change• Organized Workplace• Analysis of Date• Urgency• Competitiveness
















Top 2 Motivators Top 2 Motivators Top 2 Motivators Top 2 Motivators Top 2 Motivators Top 2 Motivators

Theoretical AestheticIndividualistic SocialUtilitarian Traditional






[email protected] I

I need that template

NOW

mailto:[email protected]


Colaboration > Tools: Executive View

Dominance

InfluenceSteadiness

Compliance Urgent

PioneeringInnovativeDrivenLikes challengeDemandingQuick to anger

CarefulObjective, clearHigh standards

Good analystDetailed

PickyAloof

Fearful

OptimisticMotivatorTeam PlayerProblem solverEmotionally needyInattentiveTrustingPoor with details

Steady and sincerePatient

EmpatheticLogical

Service-orientedApathetic under

stressPassive

Resists change

TaskSpeed

PeopleSpeed

TaskPerfect

PeopleCareful


Influencing Executive Sponsors

The Top feels isolated. “Why doesn’t anyone help me?”Seeing Systems, Barry Oshry

Clear Take-Away First “By implementing this leadership program, we can strengthen our managers and improve our retention of them by 35%.“

Direction (Why /How) “To prove the approach, I’ plan to do a pilot with a small group of directors and use their feedback to go forward.”

Impact (Measure) Best practices from other companies, gap data from this company (statistics and social proof).

Simple Steady pace, succinct.Courage Do not defer to intimidation, don’t start with how

nervous you are and don’t Kiss Up. LEADERSHIP MATTERS.

Misconception TruthProve I’m knowledgeable and have worked hard.

What’s your point and how can you prove it?

I won’t have much time. I’ll jam a lot in quickly.

Be succinct not fast.

This is an important person – I want to be respectful. I’ll let him or her lead.

If you’re here, you have the right to be here. Lead the conversation.


Be Quick, Be Concise, Be GoneHere’s the situation and the impact on the project. Here’s what I recommend we should do. Here’s another thing we could do. Which do you prefer?

I’ve worked 80 hours a week on this project. This has been a nightmare. My dog doesn’t even like me. Now the client has completely changed everything again. What should I do?

NOT


EQ & Influencing


How Clearly Do You See?


Fight, Flight or Freeze


Learning From Experience

• What did you learn about your strengths in a project setting?

• What did you learn about your challenges?• What can you do to be more effective at managing projects

and people?

THINGS I CAN DO MORE: THINGS I CAN DO LESS:


How Can I Get More Help?Visit www.russellmartin.com:

• Purchase books

• Get our LEARNINGFLASH e-zine for more tips and tools

• Find out about workshops, webinars, e-learning and virtual alumni communities

@nolecture

Lou Russell

http://www.russellmartin.com/


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Project Management 3.0: Influencing Project Stakeholders

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Transcript of Project Management 3.0: Influencing Project Stakeholders