This document discusses managing the political aspects of projects. It defines politics as interactions between individuals with shared goals but different perspectives. The key is to identify stakeholders, understand their concerns and power, and work to satisfy those with high power and interest. Techniques include developing compelling stories about the project's value and current vs. future states. Regular stakeholder interviews help ensure expectations are met. Managing politics requires ongoing communication and adapting the project to address stakeholder needs.

1. POLITICS($@%^&*&#) The Dark Underbelly of Big Projects

2. Peter Drucker Because its purpose it to create a customer, the business enterprise has two – and only these two – basic functions: Marketing & Innovation Project Management Delivers

3. PROJECT MANAGEMENT The Professional Craft of CONVERTING IDEAS (AKA: INNOVATIONS) TO REALITY

4. Masters of the Craft Know the processes Novice – Journeyman – Master Know the tools and their purpose Proficient with the tools Expert handling of the tools – designs own tools

5. Novice vs. Expert Expert Novice

6. Top Causes of Project Failure Addressing Today Statistics from July 2007 Issue of ‘PM Network’.

7. POLITICS! How many of you have Experienced POLITICS? Seen POLITICS lead to project failure? Seen a successful project labeled as a failure due to POLITICS?

8. Politics Defined The interactions between three or more individuals who desire to accomplish a set of goals but who have different perspectives, expectations and definitions of success. We ALL play politics!

10. Our Focus: Develop Tools and Thinking Styles regarding politics which Lead to More Successful Projects You will leave here:Aware of PM tools to manage political risk and have sufficient knowledge to develop proficiency

12. Departmental: functional impact, opportunity cost

13. Corporate: image, market value

14. Peers and friends: perceived “cool” factorReality

15. Potential Stakeholders Senior Management Department Mgt. Project Managers Clients Customers Users Functional Managers Suppliers Regulators Manufacturing Task Performers Team Members Community Others?

16. Foundations All projects must add value to clients and critical stakeholders must perceive this value Building an effective (BARF) plan requiresmeetings, sign-offs, interactions with otherprojects, negotiations, compressing, juggling, begging, crying and etc. Reality

17. Most Projects Fail to Meet Expectations Successful PMs CONTROL expectations

18. Project Political Risk Management Identify Analyze Inform Act

19. Who are stakeholders? What do they most likely want? Identify

20. What level of authority do they have? How Concerned are they with the operation and/or outcome of the project? How might this project impact their desired objectives? How strongly will they most likely feel about this project? Analyze

21. Power The ability to obtain results Concern The degree to which an individual has a vested interest in the results

22. Analyze Political Assessment Grid For Each Stakeholder ID Stakeholder Determine level of interest in project Clarify organizational power Project Must satisfy those with High Power/Concern High Power Low Low High Concern

23. Stakeholders Analyze ROLES CONTRIBUTIONS Sponsor Agent Advocate Client Adversary Neutral Roles: The type of support the stakeholder will provide to the project. Contributions: Identifies a stakeholder as either a provider of services to the project or the recipient of the project value

24. Selected Change Management Roles Responsible for creating an environment enabling success Sponsor Primary focus of change effort Client Responsible for actually making change Agent Wants change but lacks power to sanction it Advocate Opposes change but lacks direct authority to stop it Adversary

25. Stakeholders Analyze ROLES CONTRIBUTIONS Sponsor Agent Advocate Client Adversary Neutral X X A X X B X O X C X X D X X O E X O X F X X G X = Current Status O = Desired Status

27. Our Brains-Hardwired for Stories FACTS without stories are not relevant

28. To understand people, you must understandtheirstories

29. To Persuade PeopleYou mustGive them a new storyBased on their old story

30. Transforming Stories RIFT Inform Research Interview Formulate Transform

32. Understand how stakeholder’s success is measured/perceived

33. Talk to people

34. Sponsors = great resource

35. Understand stakeholder’s professional philosophy

38. Develop a clear statement of the stakeholder’s position regarding the project. Check with stakeholder for further clarification if needed

39. Identify changes to the project plan which would increase value to stakeholder and/or remove barriers to support

41. Discuss proposed changes and revised story

42. Adjust based on conversation

43. Gain approval for changes

45. Managing Stakeholders Identify individuals Determine expectations and requirements Communicate clearly what requirements will not be met and why Keep them involved B.A.R.F. (Bought into, approved, realistic, formal) Work assignments

47. Sponsorship Every significant project requires a sponsor For major projects: executive level Otherwise: Manager or Director Level of Sponsorship based on Project Complexity Level of Resource Requirements Strategic Criticality

48. Project Sponsor Participates in Project Selection (Portfolio Management) The Individual who secures project resources Champions the project (Believes in Value) Guides the Project Manager (Coach, Mentor, Delegate in right proportions) Creates the Project Charter Sometimes in collaboration with PM

49. Project Manager Leads the Team responsible for delivering the project Reports to the Sponsor on at least a dotted line basis Authority & responsibility varies based on Organizational culture & structure Size of project

50. PM/Sponsor Relationship Critical to project success (mostly) Foundation for effective political (stakeholder) management Particularly for high visibility projects Requires Discussions – Regularly Combination of structured and informal Combination of theory and action orientation

51. Authority Discussion w/ Sponsor

52. Aligning Stakeholders Meet with key stakeholders All projects must add value to clients and critical stakeholders must perceive this value Review charter and project plan and gain sign-up Keep the project compelling story in front of them Building an effective (BARF) plan requiresmeetings, sign-offs, interactions with otherprojects, negotiations, compressing, juggling, begging, crying and etc. Reality

53. Building a Compelling Story Defines success Provides framework for change Four elements of an effective compelling story are What is the Current State? What is the Problem or Gap? How do we Solve the Problem? What is the Future State? What will the world be like when we succeed by filling the gap -- when we are done?

54. Update Interviews One round is not enough Focus on value – don’t revisit firm agreements Usually effective in 10-15 minutes

55. Summary Politics is – period. Accept it. Stakeholders have their own perspectives. Understand them. Change the project to meet the requirements of those with the greatest power and interest in the project Communicate. Often. One-on-one when possible Work hard to develop and maintain a strong relationship with your Sponsor Define success – and keep telling people about it

56. Manage Your Political Landscape