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This document discusses stakeholder management for software projects. It defines stakeholders as individuals or organizations impacted by or impacting the project. Stakeholder analysis involves grouping stakeholders by their influence, interest, support, and commitment to identify their perspectives. It is important to incorporate stakeholder feedback, as projects are vehicles for change. Stakeholder commitment grows over time from unawareness to buy-in as their understanding increases. Project managers must manage both requirements and expectations, which may differ between stakeholders. They should actively monitor expectations and work to shape them through communication. Failing to adequately consider stakeholders and their expectations is a common source of project failure.
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How to use AI to optimize your content
How to find topics that algorithms love
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Occurrence of technical errors on QuickBooks is common but it can be resolved with the use of QuickBooks Sync Manager Tool . With the help of this too, users can sync the QuickBooks Desktop company file with the Intuit online server. It is compatible with versions QuickBooks Pro, Premier, or Enterprise. In case a user faces sync-related errors then they simply need this repair tool.
Data-Driven Personalization - Build a Competitive Advantage by Knowing Your C...
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I themed this deck using Baldur's Gate 3 characters: Gale as Search and Astarion as Social
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Design an eye-catching and inviting booth
Incorporate interactive elements that engage visitors
Use effective branding and visuals to reinforce your message
Plan your booth layout for maximum traffic flow
Implement technology to enhance the visitor experience
Create memorable experiences that leave a lasting impression
Transform your trade show presence with these proven tactics and ensure your booth stands out from the competition. Download the PDF now and start planning your next successful exhibit!
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3.pptx
- 1. Software Project Management 1 Stakeholder Management
- 2. Who/what are Project Stakeholders?
- 3. Who are the Project Stakeholders? • Stakeholders are those individuals or organizations who are impacted by (or have an impact on) the project, their perspectives need to be taken into account in order for a project to be successful • Stakeholders can have positive or negative views regarding a given project….they can gain or lose from the success or failure of the project They have Skin in the Game! 3
- 4. Stakeholders • Performing Stakeholder Analysis and Mapping • Different approaches to grouping stakeholders: – Ex: • Influence • Interest • Resistance • Support • Commitment • Engagement • Incorporate stakeholder perspectives into the project and deliverables After all, we are talking about change!
- 5. Denial Resistance Resistance Exploration Support TIME The Change Process Support for Change Projects are the instruments/vehicle of change. Change need not always be painful!
- 6. The Road to Stakeholder Commitment Degree of support for the project Unaware Confusion Negative Perception Decision to not get involved Involvement aborted AWARENESS UNDERSTANDING BUY-IN COMMITMENT Time
- 7. Stakeholder Analysis can measure the degree the Stakeholder embraces change in terms of: • Influence – Power the stakeholders have that can affect project outcomes as measured by: – Formal Influence – Administrative authority conferred by the organization – Informal Influence – Unofficial leadership conferred by peers or other affected parties • Support – Approve or agree with the change as measures by: – Commitment – Degree to which stakeholders are available to participate during the project – Engagement – Willingness stakeholders have to participate in the change
- 8. You heard it here: Pay a great deal or attention to your Stakeholders. Regardless of the size/scope of the project, often the biggest obstacle to an IT Project’s success may not be the technology, but one, project teams have to make an extra effort to control: The Human element.
- 9. There are Project Requirements, and then there are EXPECTATIONS! • Different stakeholders may have different expectations -- they may compete: • Sales • Marketing • Production • Finance • To be successful, the PM must be able to manage all expectations 9
- 10. Project Requirements vs. Project expectations • Requirements* usually more tangible, traceable, measurable, less open to interpretation. – Example: when customer selects “View Balance” they must be able to look at their latest account balance • Expectations less tangible, more open to interpretation, less measurable. – Example: Speed of Delivery, Quality, Value for money etc • The project Manager is responsible for managing both. * - Beware of opposing requirements
- 11. EXPECTATIONS Model Set, Monitor, Influence • SET – How are Expectation Set? – Sample Dialogue • Customer: “Will it take much effort to change the sequence and content of the Income Statement produced by the End of Month Process?” • Consultant: “Not a problem!” • Customers expectation takeaway??????
- 12. • MONITOR • Monitoring Captured Expectations – Actively search for expectations – Testing – Listen to your clients (and stakeholders), hear them, understand them…talking to you….talking to someone else (don’t eavesdrop) • What did they say?…What didn’t they say? • What are their favorite topics? • What do they do…action speaks louder than words.. EXPECTATIONS Model Set, Monitor, Influence
- 13. • INFLUENCE • Influencing Expectations – Shaping • Process: – Determine the expectation – Determine the source – Go to work..communicate EXPECTATIONS Model Set, Monitor, Influence
- 14. Expectations beyond the Product or Deliverables 1. To be taken seriously 2. Anticipation of my needs 3. Explanation in my terms 4. Basic Courtesies 5. To be informed of the options 6. Not to be passed around 7. To be listened to and heard 8. Dedicated attention 14
- 15. Expectations beyond the Product or Deliverables 9. Knowledgeable help 10. Friendliness 11. To be kept informed 12. Follow-through 13. Honesty 14. Feedback 15. Professional Service 16. Empathy 17. Respect 15
- 16. What are some sources for Project Failure? • Trying to put 10 pounds of project through a 5 pound pipeline • Expecting Perfection • Mistaking 1 + 1 for 2 • Forgetting Something • Micromanaging trees while the forest burns 16
- 17. What are some sources for Project Failure? • Creating a Parkinson’s Law environment… “Work expands to fill the time available for its completion.” • Not using “good enough” resources • Overusing great resources • Working on the wrong project • Multi-tasking, multi-tasking, multi-tasking, etc. 17