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Pam stakeholder management pm camp vienna 2012 en


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lessons learned in stakeholder management including a case study presented at the PM Camp Vienna 2012

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Pam stakeholder management pm camp vienna 2012 en

  1. 1. Stakeholder ManagementHow to develop a tailored strategy
  2. 2. Thomas Spielhofer•has facilitated the introduction of Scrum as responsible manager indifferent organisations and is now supporting others in doing so asconsultant.•has 15 years of IT experience leading heavy-weight international projectsbased on IPMA and CMMI as well as lean product development initiativesbased on XP and Scrum.•is co-editor of PAM - Platform for Agile Management,dedicating some of his time to research and learning more about agilemethods. Siegfried Kaltenecker  is an organisational consultant with 20 years of experience in leadership training and management coaching.  co-owns and co-manages Loop Consultancy GmbH, an open consulting network, specialised in IT business, financial services, and industry  is also a Certified ScrumMaster, co-editor of PAM, and co-author of “Kanban in der IT. Eine Kultur der kontinuierlichen Verbesserung schaffen.” (Munich 2012 – currently only available in German but about to be published in English too)
  3. 3. Platform for Agile ManagementResources for leaders and organizations Posts on Leadership, Management, Change Case Studies on Agile initiatives Research based on 360 degree interviews Review of Lean/Agile/Management books Tools for practitioners
  4. 4. Why Stakeholder Management?Some truismsOrganisations are nurtured by various interests,needs and actions.Organisations consist of dynamic relationshipsthat are driven by power.Projects are a natural part of this network ofpower relationships.Project managers need specific strategies fordealing with stakeholders and their networks.
  5. 5. And the reality?Some observationsProject managers do not recognize that their projects ignitechange – and that resistance is a natural part of change.Project managers drive change without acknowledgingspecific interests.Project managers have no clear picture of who isaffected by their work or who influences this work.Project managers know their stakeholders but are reluctant toinvolve them in their projects.Project managers do not know how to professionallyinvolve their stakeholders.
  6. 6. A Case StudyIntroduction of a new software for credit managementAustrian bank, 43 branches, over 200 local affiliates,over 2000 usersIntroduction of high political interest, a lot of debatesabout why, how, when where, a series of specificchange requests during the introduction processA broad variety of important stakeholders„Task Force“ with 1 project manager& 12 project team members with differentprofessional background (finance, IT, OD)1 external facilitator/consultant
  7. 7. How did we proceed?Good practices of stakeholder managementDevote time for professional team buildingCreate a joint map of project stakeholdersFacilitate open discussion about distinct positionsand forces to be consideredDefine specific action points for all stakeholdersInvolve all team members in the implementation ofdefined action pointsContinuous review and learning of actions
  8. 8. How to create amap of your stakeholders
  9. 9. Brainstorm all individualsand groups who „have astake“ in our project (i.e.who are influencing thisproject or are affected byits process and/oroutcome)
  10. 10. Write the name of yourstakeholder on pin-cards ofdifferent size according totheir relative power withinthe organisation (rule ofthumb: the bigger the powerthe bigger the pin-card)
  11. 11. Link eachstakeholder withthe project´smission (center)as well as withthe otherstakeholders. Thecloser thestakeholder arepositioned to thecenter, the moreintense theinteraction on adaily basis. Tryout differentversions ofrelationships.
  12. 12. Lines of different colorand width signify theassumed amount of work(blue) and power (red)influencing the project.Find out more aboutpossible variations ofyour stakeholder map on
  13. 13. Observations & ConclusionsDirectors of bank branches („Geschäftsleiter“) are key playersof a successful introduction – hence, professional contracting,reporting and feedback is essentialRegular marketing activities adressing the needs and stakes ofmanagers and management boards is importantSet aside resources for internal feedback loops andlearning (time as well as budget)Retrospectives on a quarterly basis, facilitatedby the external consultant to ensure outside-the-box-thinkingDefine how and when to evaluate pilot bankbranches
  14. 14. What team members said about the benefits of their stakeholder management strategy“The map allowed for overview and gave us a tool to betterorient ourselves.““Creating a joint map is an intense team building process. Itneeds a lot of open-minded sharing and trustful communication.““We made good use of our tacit knowledge as well as ourknow-how about the organisation and its key players.““It takes time to develop a strategy and continuously learn fromits pracitcal implementation. Nevertheless, this investment paysof on a short term and on a long term perspective.““A lot of helpful impulses to improve our future projectmanagement.“