Advanced  Program Management Constituency Management
Objectives <ul><li>Understand Constituency Management </li></ul><ul><li>Identify constituency groups </li></ul><ul><li>Com...
Constituency Management Overview <ul><li>Objectives: </li></ul><ul><li>To develop a comprehensive communications process t...
Who are your constituents? <ul><li>Recommended Discussion </li></ul><ul><ul><li>Clients </li></ul></ul><ul><ul><ul><li>Pro...
Program Management Recommendations <ul><li>Exchange information and build relationships with Stakeholders </li></ul><ul><l...
Communication strategy ensures that stakeholders are kept informed <ul><li>A good communication strategy ensures that: </l...
Inputs/ Considerations to Communication Plan <ul><li>Union constituents </li></ul><ul><li>Profit Improvement </li></ul><ul...
How to develop the plan <ul><li>How do you identify the constituent groups and devise the communication plan? </li></ul><u...
5 Components to a Communication Strategy <ul><li>Communication Matrix Identify all forms of standard communications, owner...
Sample Matrix – External Recipients Identify all forms of standard communications, owners,  recipients, and feedback mecha...
Sample Matrix – Internal Recipients Communication  Matrix
Identify Constituents by name when possible <ul><li>This ensures that owners are clear on their responsibility and to whom...
Determine when meetings are to be held <ul><li>Weekly, monthly, quarterly? </li></ul><ul><li>What is to be discussed? </li...
Constituency Management Meeting Sample Meetings
Status Reports <ul><li>Project Status Report (weekly) </li></ul><ul><ul><li>Created by each project </li></ul></ul><ul><ul...
Status Reports <ul><li>Program Status Report (weekly) </li></ul><ul><ul><li>Created by the Program Director </li></ul></ul...
Sample documents <ul><li>Standing action items from a  standing  meeting </li></ul><ul><ul><li>Communicate summary to your...
Recommendations for Documents <ul><li>Project Managers should submit status reports for summarization to the Program Manag...
Institute a Feedback Mechanism <ul><li>This ensures the communication plan remains effective </li></ul><ul><li>Revisit and...
Considerations for a Feedback Mechanism <ul><li>Identify an owner for capturing feedback from each constituency group </li...
Sample Templates <ul><li>Notice each item in the status report is associated with a project </li></ul><ul><li>All items on...
Sample Templates Possible Program Status Content Items <ul><li>Ensue that there is an audience for the program status </li...
Constituency Management Key Considerations <ul><li>Communicate, communicate, and communicate  </li></ul><ul><li>Reiterate ...
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Advanced program management constituency management

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Advanced program management constituency management

  1. 1. Advanced Program Management Constituency Management
  2. 2. Objectives <ul><li>Understand Constituency Management </li></ul><ul><li>Identify constituency groups </li></ul><ul><li>Communication with constituency groups </li></ul><ul><li>Develop templates for status reports, feedback, etc. </li></ul><ul><li>Discuss best practices for conducting meetings with constituency groups </li></ul>
  3. 3. Constituency Management Overview <ul><li>Objectives: </li></ul><ul><li>To develop a comprehensive communications process that includes management, project/team leads, project team members and other key stakeholders and constituents </li></ul><ul><li>To eliminate or to minimize miscommunication or confusion regarding project status, issues or other information </li></ul><ul><li>Activities: </li></ul><ul><li>Develop schedule of meetings and communication publications </li></ul><ul><li>Implement communication plan </li></ul><ul><li>Monitor communications and re-evaluate approach as needed </li></ul><ul><li>Outputs: </li></ul><ul><li>Detailed communication plan and procedures </li></ul>Definition: Development and implementation of a plan for communicating plan progress, issues and dependencies between and among management, project/team leads, project team members and other stakeholders and constituents <ul><li>Participants: </li></ul><ul><li>Program Management Office </li></ul><ul><li>Management team </li></ul>
  4. 4. Who are your constituents? <ul><li>Recommended Discussion </li></ul><ul><ul><li>Clients </li></ul></ul><ul><ul><ul><li>Project Team </li></ul></ul></ul><ul><ul><ul><li>Departments/Organization </li></ul></ul></ul><ul><ul><ul><li>Unions </li></ul></ul></ul><ul><ul><li>Team members </li></ul></ul><ul><ul><li>Management </li></ul></ul><ul><ul><li>Board of Directors </li></ul></ul><ul><ul><li>Shareholders </li></ul></ul><ul><ul><li>Who else? </li></ul></ul>
  5. 5. Program Management Recommendations <ul><li>Exchange information and build relationships with Stakeholders </li></ul><ul><li>Focus constituents on business value management in addition to scope, schedule, and budget </li></ul><ul><li>Employ the program management office and various advisory councils as a communication medium </li></ul><ul><li>Create status and management reports </li></ul><ul><li>Manage expectations </li></ul><ul><li>Recognize the organization’s capacity for change </li></ul>
  6. 6. Communication strategy ensures that stakeholders are kept informed <ul><li>A good communication strategy ensures that: </li></ul><ul><ul><li>communication flows in all directions </li></ul></ul><ul><ul><li>communication is timely </li></ul></ul><ul><ul><li>mechanisms are in place for receiving feedback </li></ul></ul><ul><li>Constituents need to feel connected </li></ul><ul><li>The “who, what, why, where and when” IS the communication strategy </li></ul><ul><li>The owner of the communication strategy is the Program Management Office </li></ul><ul><li>Does not take the place of necessary informed or urgent communication </li></ul>
  7. 7. Inputs/ Considerations to Communication Plan <ul><li>Union constituents </li></ul><ul><li>Profit Improvement </li></ul><ul><ul><li>Headcount reduction </li></ul></ul><ul><li>Environment </li></ul><ul><li>Change readiness assessment </li></ul>
  8. 8. How to develop the plan <ul><li>How do you identify the constituent groups and devise the communication plan? </li></ul><ul><ul><li>Its the people who influence, are affected by, or would have interest in the program. Devising the communication program is best understood through example </li></ul></ul><ul><li>How much interaction do you have with senior management in coming up with the plans? </li></ul><ul><ul><li>It is developed jointly. They need to own it and agree with it. It is a 50/50 development method </li></ul></ul><ul><li>How much time and iteration is involved in coming up with the plan? </li></ul><ul><ul><li>Approximately 20-30 hours over a duration of 2-3 weeks. Most of that time is getting buy-in, defining objectives, and creating templates </li></ul></ul>
  9. 9. 5 Components to a Communication Strategy <ul><li>Communication Matrix Identify all forms of standard communications, owners, recipients and feedback mechanisms </li></ul><ul><li>Individual constituents identified by name As identified in the communication matrix, the owners are identified using specific names rather than groups/types </li></ul><ul><li>Identification and description of standing meetings Introduce a proposed set of meetings intended to build culture, strategize, and inform executive leadership </li></ul><ul><li>Document descriptions and templates Introduce a paper status document to be distributed that reduce the need for status-type meetings </li></ul><ul><li>Feedback mechanisms Identify individuals responsible for collecting feedback on communication effectiveness and methods to improve </li></ul>Constituent List Meetings Documents Feedback Mechanism Communication Matrix
  10. 10. Sample Matrix – External Recipients Identify all forms of standard communications, owners, recipients, and feedback mechanisms Communication Matrix
  11. 11. Sample Matrix – Internal Recipients Communication Matrix
  12. 12. Identify Constituents by name when possible <ul><li>This ensures that owners are clear on their responsibility and to whom the communication should be directed </li></ul>Stakeholders Identified Owners Identified Constituent List
  13. 13. Determine when meetings are to be held <ul><li>Weekly, monthly, quarterly? </li></ul><ul><li>What is to be discussed? </li></ul><ul><li>What is to be accomplished? </li></ul><ul><li>Who needs to attend? </li></ul><ul><li>What do you want the attendees to do? </li></ul><ul><li>Provide a summary of the program status </li></ul><ul><li>Avoid: </li></ul><ul><ul><li>Pressure to expand meeting attendees </li></ul></ul><ul><ul><li>Meetings without a stated purpose </li></ul></ul><ul><ul><li>Everyone should attend a meeting </li></ul></ul><ul><li>Ensure: </li></ul><ul><ul><li>Meeting purpose is clear </li></ul></ul><ul><ul><li>Attendees know why they are attending </li></ul></ul><ul><ul><li>Minutes are distributed timely, especially if there are action items </li></ul></ul>Meetings
  14. 14. Constituency Management Meeting Sample Meetings
  15. 15. Status Reports <ul><li>Project Status Report (weekly) </li></ul><ul><ul><li>Created by each project </li></ul></ul><ul><ul><li>Include the audience </li></ul></ul><ul><ul><li>Have vendors submit a project status to the project manager of the project </li></ul></ul><ul><ul><li>Include: </li></ul></ul><ul><ul><ul><li>Project level issues </li></ul></ul></ul><ul><ul><ul><li>Planned milestones and status relative to the milestones </li></ul></ul></ul><ul><ul><ul><li>Slipped tasks </li></ul></ul></ul><ul><ul><ul><li>Hold people accountable for action items </li></ul></ul></ul>Documents
  16. 16. Status Reports <ul><li>Program Status Report (weekly) </li></ul><ul><ul><li>Created by the Program Director </li></ul></ul><ul><ul><li>Include the audience </li></ul></ul><ul><ul><li>Include: </li></ul></ul><ul><ul><ul><li>Strategic updates (partnerships, changes to strategic plan) </li></ul></ul></ul><ul><ul><ul><li>Program milestones </li></ul></ul></ul><ul><ul><ul><li>Program-level issues that need escalation to resolve </li></ul></ul></ul><ul><ul><ul><li>Be proactive depending on the issue </li></ul></ul></ul><ul><ul><ul><li>Revenue, web metrics, team headcount changes </li></ul></ul></ul><ul><ul><ul><li>Risks and mitigation strategies </li></ul></ul></ul><ul><li>Ensure that status reports are used appropriately </li></ul><ul><ul><li>Do not include previously unknown issues – no surprises </li></ul></ul><ul><ul><li>Use as a way to avoid necessary confrontation </li></ul></ul>Documents
  17. 17. Sample documents <ul><li>Standing action items from a standing meeting </li></ul><ul><ul><li>Communicate summary to your respective team </li></ul></ul><ul><li>As a matter of good meeting practice, a record of the action items are recorded and published to all meeting participants by the meeting leader </li></ul><ul><ul><li>Creates agreed upon responsibility </li></ul></ul><ul><ul><li>Allows others to know who is responsible </li></ul></ul>Documents
  18. 18. Recommendations for Documents <ul><li>Project Managers should submit status reports for summarization to the Program Manager </li></ul><ul><li>Review other Project Managers status reports prior to meetings to ensure a forward-looking meeting occurs </li></ul><ul><li>Store documents electronically </li></ul><ul><li>Initiate a program status report to be distributed to Project Managers and client leadership team </li></ul><ul><ul><li>Again, ensure that you do not include issues that are unknown </li></ul></ul>Documents
  19. 19. Institute a Feedback Mechanism <ul><li>This ensures the communication plan remains effective </li></ul><ul><li>Revisit and revise the plan frequently </li></ul><ul><li>The Program Management Office is responsible for incorporating the feedback and changing the communication strategy </li></ul>Feedback Mechanism
  20. 20. Considerations for a Feedback Mechanism <ul><li>Identify an owner for capturing feedback from each constituency group </li></ul><ul><li>Detail the owner’s responsibilities </li></ul><ul><li>Ensure all feedback is forwarded to the Program Management Office </li></ul>Feedback Mechanism
  21. 21. Sample Templates <ul><li>Notice each item in the status report is associated with a project </li></ul><ul><li>All items on a project manager’s status report would be associated to the same project </li></ul><ul><li>Log the following in the </li></ul><ul><li>status reports: </li></ul><ul><li>Organizational impediments (issues) </li></ul><ul><li>Points of escalation (issues) </li></ul><ul><li>Partnerships (strategy) </li></ul><ul><li>Staffing/organization (strategy) </li></ul><ul><li>Marketing & PR (actions) </li></ul><ul><li>Customer Information (actions) </li></ul><Team Name (Operations, Marketing, Tools) > Date: Owner: Management Summary:
  22. 22. Sample Templates Possible Program Status Content Items <ul><li>Ensue that there is an audience for the program status </li></ul><ul><li>The Program Director is responsible for creating the program status </li></ul>Program Status Report Summarization Project Team Status Reports
  23. 23. Constituency Management Key Considerations <ul><li>Communicate, communicate, and communicate </li></ul><ul><li>Reiterate the program mission and objectives to all functions of the business and the project team repeatedly </li></ul><ul><li>Identify obstacles </li></ul><ul><li>Celebrate success </li></ul><ul><li>Celebrate the discovery of problems </li></ul><ul><li>Manage expectations of all parties </li></ul><ul><li>Focus constituents on business value management in addition to scope, schedule, and budget </li></ul><ul><li>Employ the program management office as a communication medium </li></ul>
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