UTD 2013 Project Management Symposium

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Knocking the Stupid out of Stakeholder Management

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  • Here is just a sample from our consulting practice of myriad stakeholders for a large project.How would this differ for you?The tool, not that it matter much, was SaaS, free, and useful: http://bubble.us
  • DefinitionsStakeholder Management Plan includes the processes required to identify the people, groups, or organizations that could impact or be impacted by the project, to analyze stakeholder expectations and their impact on the project, and to develop appropriate management strategies for effectively engaging stakeholders in project decisions and execution.While that is quite a mouthful, it does cover the topic!
  • This plan, like most of the others possibly with the exception of cost and procurement, has great value in the thinking about and coming to agreement on the content, not in the document itself.DefinitionsThe Stakeholder Management Plan is a subsidiary plan of the project management plan that defines the processes, procedures, tools, and techniques to effectively engage stakeholders in project decisions and execution based on the analysis of their needs, interest, and potential impact.
  • On any project, knowing what each role is responsible for is a critical success factor.It is especially key to define roles early, to keep schedule slip and wasted time from happening. We have seen projects flounder quite a while before their relatively undefined roles gelled into useful areas of responsibility.While the above may not fit your methodology or culture, you have some specific roles to fill on every project. The more specific the better you will be able to guide your planning process.You may want to first define deliverables with a role owner, then as the project progresses figure out names to replace generic roles.The most important roles for your efforts will likely be BA, Sponsor, Project Manager, and Domain SME. Concentrate on those first, then work out the others as needed.Stakeholder Analysis frequently can unearth a large amount of potential stakeholders. You may have to either cull your list down or arrange for delegate relationships to keep your document, email, and meeting lists manageable. The larger the organization, the more implicit stakeholders you will have, such as Communications, Information Technology (multiple!), Marketing, Compliance, Audit, Certifications, and more.
  • Here are the Elements and Techniques in the BABOK® Guidefor this activity.We will discuss one or two Elements at the discretion of the instructor and of course with any questions or interest from you!We cover each Technique where it first occurs in the course. The listed Techniques in each section are not meant to be directive, rather suggestive, as you may consider these and of course any other Technique that adds value during your project.Definitions (Source BABOK® Guide v2.0):Identification - Understanding who the stakeholders are and the impact of proposed changes on them is vital to understanding what needs, wants, and expectations must be satisfied by a solution. Complexity of Group - The complexity of interactions with a stakeholder group may be affected by factors such as:Number and variety of direct end usersNumber of interfacing business processes and automated systems Attitude and Influence - Assess stakeholder attitudes toward and influence over the initiative.
  • Here are the Elements and Techniques in the BABOK® Guidefor this activity.We will discuss one or two Elements at the discretion of the instructor and of course with any questions or interest from you!We cover each Technique where it first occurs in the course. The listed Techniques in each section are not meant to be directive, rather suggestive, as you may consider these and of course any other Technique that adds value during your project.Definitions (Source BABOK® Guide v2.0):Identification - Understanding who the stakeholders are and the impact of proposed changes on them is vital to understanding what needs, wants, and expectations must be satisfied by a solution. Complexity of Group - The complexity of interactions with a stakeholder group may be affected by factors such as:Number and variety of direct end usersNumber of interfacing business processes and automated systems Attitude and Influence - Assess stakeholder attitudes toward and influence over the initiative.
  • Here we have another instance of the concept of WEDIAKPO2!...Always try to reduce duplication of information wherever you can…If you are not using a Schedule, then consider using a spreadsheet or other list-based document such as a SharePoint log, to record all the information you will find helpful about your Stakeholders. Here is a partial list:Stakeholder ListContact ListRACI Matrix for Responsible, Accountable, Consult, Inform (or a simpler RAP for Responsible, Approve, Consult).Relationship Management Plan.If you are using a Schedule, Microsoft Project or any other client, server, or cloud platform, you will have to input resources there anyway, so why not just expand that view a bit and have all your Stakeholder information in one place?
  • This style of slide represents DA&R A&I Best Practices techniques that we add to the traditional BA best practices. These are in use at a variety of commercial, government, and non-profit organizations around the world. These will be addressed in detail and in practice in the BA Best Practices course. Ask your instructor if you would like to know more about that.Let’s talk about BA document use in your organization…Are you content with the way your documents are created, modified, baselined, stored, and labeled?How are we going to handle all these? The answer, of course, is to WEDIAKPO!TMWrite Everything Down In A Known Place Once! Including your BA processes.For instance, one of many possible time and hassle saving best practices is to declare where you will record your questions, assumptions, answer, and validations. Possibilities includeCreate a separate Question File or Question Log that serves as a single repository of questions and answersPut discussion/comments inline in each of your requirements and other documentsPut discussion/comments at end of your requirements and other documents
  • UTD 2013 Project Management Symposium

    1. 1. A&I™ Knocking the Stupid Out of Stakeholder Management: An Agile & Integrated™ Approach presentation! For the UTD Project Management Symposium August 2013 Authored by Darrel Raynor, PMP, MBA Managing Director, Data Analysis & Results, Inc. www.DataAnalysis.com DARaynor@DataAnalysis.com
    2. 2. A&I™ Agenda Introductions & Purpose A&I™ Irritating Research™ Surprising What People Actually Do Overview of Stakeholder Documents used WEDIAKPO2 Communication Matrix! Attendee Suggestions for Improvement Closing Remarks & Next Actions A&I™ - Building Senior Leaders! p2 © 2004-2013
    3. 3. A&I™ Introductions Primary author: Darrel A. Raynor, PMP, MBA Managing Director & Founder, Data Analysis & Results, Inc. Director, St. Edward’s PE Project Management and Business Analysis Programs Participants: Let’s get to know each other… A&I™ - Building Senior Leaders! p3 © 2004-2013
    4. 4. A&I™ DA&R Team Darrel Raynor, Managing Director 25+ years Executive Consulting & Training Keith Pease, PMP – ex-Dell Program/Project Mgt, Ops Mgt. Mary Ann Crow, PMP – AT&T (Ret.), PM/BA BOK Training Alfredo Mycue, PMP – Lt. Colonel (Ret.), West Point Instr. Over a dozen other industry consultants, experts, and instructors round out the DA&R team! A&I™ - Building Senior Leaders! p4 © 2004-2013
    5. 5. A&I™ Purpose We all try to optimize value to our Stakeholders by building excellent products. We also optimize Stakeholder value by not wasting their time! In order to get and maintain our Stakeholders’ attention, we must use as few and as pertinent documents as possible. Each document must always be considered “live” and updated if not frequently then at least on an as-needed basis. Using a Communication Matrix will save you time, reduce your overall document count, and kill Stakeholder related data in multiple places. You don’t need fancy, expensive, and difficult tools, just these techniques and a desire to improve your stakeholder relationships. A&I™ - Building Senior Leaders! p5 © 2004-2013
    6. 6. A&I™ Purpose In this document demonstration we show how to productively leverage WEDIAKPO2!™ to create and use a Communication Matrix instead of the many: Stakeholder List, Stakeholder Register, Contact List, RACI (Responsible, Accountable, Consult, Inform) Matrix, and the elusive yet important Relationship Management Plan. We will publish this paper on our blog and update after each presentation with participant best practices http://www.themanagementadvisor.net/. A&I™ - Building Senior Leaders! p6 © 2004-2013
    7. 7. A&I™ Purpose We explore actionable ways to address these conference emphases: Identifying stakeholders; who are the stakeholders in your project? Stakeholders’ roles and responsibilities Identifying and managing stakeholders’ expectations Successful communications with project stakeholders A&I™ - Building Senior Leaders! p7 © 2004-2013
    8. 8. A&I™ A&I™ Irritating Research™ Surprising What People Actually Do Have individual and group priorities that do not match organization priorities Most everything is just verbal Many disjoint documents and processes Usually reactive not proactive A&I™ - Building Senior Leaders! p8 © 2004-2013
    9. 9. A&I™ Stakeholder Mind Map A&I™ - Building Senior Leaders! p9 © 2004-2013
    10. 10. A&I™ Symptoms, Problems, & Opportunities You want to reduce time spent recovering from stakeholder “surprises” You want to increase engagement and positive energy of your stakeholders Your current stakeholder process does not feel effective Your project teams complain about stakeholder requirements coming in last minute Your stakeholders disagree on what should be done as variances occur: corrective actions Your stakeholders do not easily agree on requirements A&I™ - Building Senior Leaders! p 10 © 2004-2013
    11. 11. A&I™ What Doesn’t Work & Why A casual approach coupled with many unorganized, repetitive, and disjoint documents and meetings is the perfect storm to either miss important stakeholders early on or try to include unneeded or otherwise extra stakeholders. Let’s take a look at two well-meaning but ineffectual approaches. A&I™ - Building Senior Leaders! p 11 © 2004-2013
    12. 12. A&I™ Many Stakeholder Documents Communication Management Plan (Out of scope of this paper), Stakeholder List, Stakeholder Register, Contact List, RA(S)CI Matrix Relationship Management Plan, others… Random documents from many people Meeting minutes (see next…) A&I™ - Building Senior Leaders! p 12 © 2004-2013
    13. 13. A&I™ Meeting Minutes Using one or more of these negative techniques: Not documenting all aspects of a decision or key point Editing offline coloring the decisions to your skew Sending for review w/dated “passive acceptance” clause CC’ing recipients management or other powerful stakeholders A&I™ - Building Senior Leaders! p 13 © 2004-2013
    14. 14. A&I™ Casual Approach Casual Stakeholder Management Is reactive Relies on spur of the moment talks Results in protracted emails, meetings, or other non-forward movement acts Is not time or energy efficient A&I™ - Building Senior Leaders! p 14 © 2004-2013
    15. 15. A&I™ What Can Work & How! Stakeholder Management Plan Data Documents -WEDIAKPO2! Communication (or Stakeholder…) Matrix TM A&I™ - Building Senior Leaders! p 15 © 2004-2013
    16. 16. A&I™ Stakeholder Management A&I™ - Building Senior Leaders! p 16 © 2004-2013
    17. 17. A&I™ Stakeholder Management Plan Ask Yourself and Your Team Who could help or hurt the project? How will we handle them to optimize the project? Who do we need to help us plan and execute? As with other plans, formal project management requires us to write down and negotiate with key stakeholders… A&I™ - Building Senior Leaders! p 17 © 2004-2013
    18. 18. A&I™ Identify Stakeholders How do you define your roles pertaining to your Project? A&I™ - Building Senior Leaders! p 18 © 2004-2013
    19. 19. A&I™ Plan Stakeholder Management Elements Techniques Identification Complexity of Group Attitude & Influence Acceptance & Evaluation Brainstorming A&I™ - Building Senior Leaders! Process Modeling Scope Modeling Interviews Organizatio n Modeling p 19 © 2004-2013
    20. 20. A&I™ Plan Stakeholder Management Elements Techniques Identification Complexity of Group Attitude & Influence Acceptance & Evaluation Brainstorming A&I™ - Building Senior Leaders! Process Modeling Scope Modeling Interviews Organizatio n Modeling p 20 © 2004-2013
    21. 21. A&I™ Data More useful than opinion Specifics are better than vague Estimates of time require Record Commitments Online A&I™ - Building Senior Leaders! p 21 © 2004-2013
    22. 22. Stakeholders Document 1. Use either a Communication Matrix or just your Schedule to store all information about your Stakeholders. WEDIAKPO2! TM • Either document can provide the Known Place that you need to keep duplication to a minimum. I A&I™ - Building Senior Leaders! p 22 © 2004-2013
    23. 23. Document Best Practices • Reduce Duplication I A&I™ - Building Senior Leaders! • WEDIAKPO2! TM • Create All Documents at start of project • No Versions* • No Meeting Minutes • No Email w/Content • No Email Attachments • Traceability • Create Documents at start of project
    24. 24. A&I™ Communication Matrix Combine the recommended project documents into one, to reduce duplication and hassle. Communication Plan, Stakeholder List, Stakeholder Register, Contact List, RA(S)CI Matrix, and Relationship Management Plan A&I™ - Building Senior Leaders! p 24 © 2004-2013
    25. 25. A&I™ Communication Matrix A&I™ - Building Senior Leaders! p 25 © 2004-2013
    26. 26. A&I™ Communication Matrix A&I™ - Building Senior Leaders! p 26 © 2004-2013
    27. 27. A&I™ Communication Matrix Many Uses 1. Be the place to record all Stakeholder information 2. Record all your main deliverables 3. Drive to commitment 4. Drive out people who do not need to be involved A&I™ - Building Senior Leaders! p 27 © 2004-2013
    28. 28. A&I™ Attendee Suggestions for Improvement What can we add to make this better? What can we remove to make this better? How could we restate for clarity? Any other ideas? A&I™ - Building Senior Leaders! p 28 © 2004-2013
    29. 29. A&I™ Closing Remarks & Next Actions Draft your Communication Matrix in a spreadsheet Create a slide or list of 3-6 bullet points on what it is and why you will use it Show it to some of your friendly stakeholders Embark on small Change Management effort to sell it Slide your Communication Matrix as an agenda line item (with URL) into your standing project meeting agenda Also as an agenda line item in your status meetings A&I™ - Building Senior Leaders! p 29 © 2004-2013
    30. 30. A&I™ About Us We offer full programs, consulting, and staffing for: Agile & Integrated™ Project Management and Agile & Integrated™ Business Analysis These courses, consulting, & expert staffing help you understand, better manage, & reduce your project & analysis costs & time across your organization & beyond. All are available customized or off-theshelf, onsite world-wide, & remote in Austin & San Antonio. Agile & Integrated Project Management, A&IPM, Agile & Integrated Business Analysis, A&IBA are trademarks of
    31. 31. A&I™ Testimonials “We’ve had business analysis training in the past, nothing changed. In one week we had lasting performance improvement from your program!” VP Financial Institution “We realized the first day that we were our own worst enemy. Come ready to change and you will benefit greatly from this business analysis training. We will bring Darrel and his team in-house prior to our next big project.” Sr. Director, Software Firm “Best training I have ever attended, in any subject, including college.” PMO Director, Government Agency A&I™ - Building Senior Leaders! p 31 © 2004-2013
    32. 32. A&I™ A&I Courses & Support A&I™ Information on www.DataAnalysis.com Consulting: Contact us for customized, lean, project consulting 512-968-0770 DARaynor@DataAnalysis.com To subscribe to The Management Advisor™ blog/column see website or visit http://www.TheManagementAdvisor.net/ Author of the forthcoming book, "Agile & Integrated Project Management™ - Knocking the Stupid out of Project Management" Agile & Integrated Project Management, A&I PM are trademarks of Data Analysis & Results, Inc. PMI, PMP, CAPM, PMBOK Guide, are registered marks of the Project Management Institute, Inc.
    33. 33. A&I™

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