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UTD 2013 Project Management Symposium

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Knocking the Stupid out of Stakeholder Management

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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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