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Advanced program management   constituency management

Advanced program management constituency management






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    Advanced program management   constituency management Advanced program management constituency management Presentation Transcript

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