This document discusses stakeholder perspectives in project management. It begins by defining stakeholders as individuals or groups that can affect or be affected by a project's objectives. It then discusses how effective stakeholder relations management can support value generation and increase project success rates, especially for complex projects. Finally, it describes how stakeholder perspectives have gradually become more central to project management approaches over time, with standards like ISO 21500 and PMBOK guides incorporating stronger focus on stakeholder identification, engagement, and satisfaction.
Objectives for the Audience:
Will discover why Agile strategies are vital for educational institutions.
Will learn about an innovative method proven to improve student engagement.
Will know a few strategies towards preparing the future workforce.
Objective:
Demonstrate the key support roles and responsabilities of a PMO in the ongoing governance and execution of an organisation´s long-term business objectives and its portfolio of improvement initiatives.
PMexpo 2017 - 27 ottobre 2017
-----------------------------------------------------------------------
We are IPMA
(Martin Sedlmayer - Vice Presidente del Consiglio Direttivo di IPMA, Svizzera)
https://www.pmexpo.it/2017/programma/r010tr
PMexpo17 - Individual competence in project management growth - Martin SedlmayerPMexpo
Description
PMexpo 2017 - 27 ottobre 2017
-----------------------------------------------------------------------
Individual competence in project management growth - Martin Sedlmayer
(Martin Sedlmayer - Vice Presidente del Consiglio Direttivo di IPMA, Svizzera)
https://www.pmexpo.it/2017/programma/r010tr
Objectives for the Audience:
Will discover why Agile strategies are vital for educational institutions.
Will learn about an innovative method proven to improve student engagement.
Will know a few strategies towards preparing the future workforce.
Objective:
Demonstrate the key support roles and responsabilities of a PMO in the ongoing governance and execution of an organisation´s long-term business objectives and its portfolio of improvement initiatives.
PMexpo 2017 - 27 ottobre 2017
-----------------------------------------------------------------------
We are IPMA
(Martin Sedlmayer - Vice Presidente del Consiglio Direttivo di IPMA, Svizzera)
https://www.pmexpo.it/2017/programma/r010tr
PMexpo17 - Individual competence in project management growth - Martin SedlmayerPMexpo
Description
PMexpo 2017 - 27 ottobre 2017
-----------------------------------------------------------------------
Individual competence in project management growth - Martin Sedlmayer
(Martin Sedlmayer - Vice Presidente del Consiglio Direttivo di IPMA, Svizzera)
https://www.pmexpo.it/2017/programma/r010tr
Introducing the UK Government’s Project Delivery Standard webinar
Thursday 25 October 2018
Panel:
Tony Meggs, Robert Buttrick, Jai Grygoruk and Fiona Spencer
Host:
Merv Wyeth
The write up page URL with additional embedded resources:
https://www.apm.org.uk/news/introducing-the-uk-government-s-project-delivery-standard-webinar/
Symposium 2015 : NASA and Talent Management: Close Encounters of the Three KindsPMI-Montréal
Through its flexible model of knowledge and learning services, NASA meets the development needs of practitioners, project teams, and the organization. By linking business strategy to knowledge and learning approaches, NASA provides an integrated and systematic approach to address critical skillsets for technical, leadership, and business capabilities. This approach optimizes individual competence, project team performance, and organizational learning in a way that enables NASA to meet the changing needs of its workforce.
SPEAKER BIOGRAPHY
Dr. Jon Boyle has served in several capacities in public and private sector organizations, from industrial production lines and overseas military combat units to multinational corporations, NASA flight facilities, and academia. He possesses expertise in Cognitive Neurosciences, Industrial/Organizational Psychology, Knowledge Management, Group Processes, Human Resources and Workforce Development, Business Strategy, Technology-Enabled Learning, Research and Development, and Process Improvement.
Jon currently serves as the NASA Agency Deputy Chief Knowledge Officer (InuTeq), where he contributes to the development of the overall NASA Technical Workforce through Knowledge Services. He earned a B.A. in Psychology and Biology from the University of Southern Maine; a M.Ed. from Boston University; a M.A in Industrial and Organizational Psychology from George Mason University; and a Ph.D. in Human Development from Virginia Tech, as well as participating in diverse training and certifications in technology, project management, quality-related topics, acquisition and procurement, leadership, and coaching. He currently teaches several undergraduate and graduate programs and maintains an active research and publication agenda. Jon lives in the DC Metro area with his wife Allyson, son Zachary, and twin daughters Bevin and Riley. His son Christopher recently returned from Afghanistan where he serves as a Blackhawk Crew Chief in the U.S. Army and is now stationed at Fort Belvoir, VA.
How to Develop your Career In Project Management - Strategies, Tactics and To...Nicos Kourounakis
How to Develop your Career In Project Management - Strategies, Tactics and Tools.
Is becoming better at what you do bringing you any closer to what you want to be?
What do I want to be? What do I want to do? Where do I start and what's next?
How do I get there? What's the process? What tools can I use to help me?
Why would anyone want a Career?
One should formulate their own honest definition of success based on their own beliefs, values, wants, capabilities and capacity. A space we would like to live in. An internal perspective and a “reflected” perspective. The value of this space (of success) is subjective. The defined space of success is multidimensional: professional, spiritual, social, financial, and dimensions related to health, family, physical appearance, etc.
Use your Effective Intelligence: Your ability to use your natural and developed capabilities effectively in order to achieve "success".
Effective Intelligence is demonstrated by:
Defining (and continuously refining and evolving) your own honest definition of success.
Acknowledging the multidimensionality of success and the need for trade-offs and productive compromises.
Exhibiting productive self-awareness.
Understanding your constraints and capacity limitations.
Understanding the physics (laws) of the systems you interact with.
Defining a plan on how to achieve success (translate your honest definition of success into goals and actions).
Optimizing (continuously) your plan - finding your Personal Efficient Frontier.
Developing and aligning values, beliefs, mindsets, attitudes, capabilities and goals.
Managing effectively the dynamic nature of life.
Balancing the contribution of both goals and journey.
Learning from the challenges while enjoying the journey.
The more you achieve or the more capable you are, the more is expected from you.
APM webinar held on 19 November 2020, presented by Garry Murphy and Lisa Street.
https://www.apm.org.uk/news/developing-skills-for-continued-high-performance-in-this-changing-world-webinar/
APM Careers presentation,
Vince Hines,
Westminster University
14th March 2016
Project Management Specialist Project Management Recruitment, Training & Consulting company
Tools and techniques of project management are universal Typical Route to Becoming a PM - Most Project Managers start as SMEs Develop PM skills.
Recognise the skills of a Project Manager - do you have those skills?
Gain appropriate qualifications.
The Selection Process Social Media
Job Title Average Salary
Project Manager Contract Rates
Agencies related to project management jobs
Let’s connect:
APM - https://www.apm.org.uk
Google+ - https://plus.google.com/114687352375530136328
Facebook - https://www.facebook.com/AssociationForProjectManagement
Twitter - https://twitter.com/apmprojectmgmt
Linkedin company page - https://www.linkedin.com/company/association-for-project-management
This presentation was given by Brian Wernham (APM Board member), Adrian Pyne & Ann Halloran to delegates at the APM Scottish Conference 2015 which was held on 10th September at BT Murrayfield Stadium in Edinburgh.
Introducing the UK Government’s Project Delivery Standard webinar
Thursday 25 October 2018
Panel:
Tony Meggs, Robert Buttrick, Jai Grygoruk and Fiona Spencer
Host:
Merv Wyeth
The write up page URL with additional embedded resources:
https://www.apm.org.uk/news/introducing-the-uk-government-s-project-delivery-standard-webinar/
Symposium 2015 : NASA and Talent Management: Close Encounters of the Three KindsPMI-Montréal
Through its flexible model of knowledge and learning services, NASA meets the development needs of practitioners, project teams, and the organization. By linking business strategy to knowledge and learning approaches, NASA provides an integrated and systematic approach to address critical skillsets for technical, leadership, and business capabilities. This approach optimizes individual competence, project team performance, and organizational learning in a way that enables NASA to meet the changing needs of its workforce.
SPEAKER BIOGRAPHY
Dr. Jon Boyle has served in several capacities in public and private sector organizations, from industrial production lines and overseas military combat units to multinational corporations, NASA flight facilities, and academia. He possesses expertise in Cognitive Neurosciences, Industrial/Organizational Psychology, Knowledge Management, Group Processes, Human Resources and Workforce Development, Business Strategy, Technology-Enabled Learning, Research and Development, and Process Improvement.
Jon currently serves as the NASA Agency Deputy Chief Knowledge Officer (InuTeq), where he contributes to the development of the overall NASA Technical Workforce through Knowledge Services. He earned a B.A. in Psychology and Biology from the University of Southern Maine; a M.Ed. from Boston University; a M.A in Industrial and Organizational Psychology from George Mason University; and a Ph.D. in Human Development from Virginia Tech, as well as participating in diverse training and certifications in technology, project management, quality-related topics, acquisition and procurement, leadership, and coaching. He currently teaches several undergraduate and graduate programs and maintains an active research and publication agenda. Jon lives in the DC Metro area with his wife Allyson, son Zachary, and twin daughters Bevin and Riley. His son Christopher recently returned from Afghanistan where he serves as a Blackhawk Crew Chief in the U.S. Army and is now stationed at Fort Belvoir, VA.
How to Develop your Career In Project Management - Strategies, Tactics and To...Nicos Kourounakis
How to Develop your Career In Project Management - Strategies, Tactics and Tools.
Is becoming better at what you do bringing you any closer to what you want to be?
What do I want to be? What do I want to do? Where do I start and what's next?
How do I get there? What's the process? What tools can I use to help me?
Why would anyone want a Career?
One should formulate their own honest definition of success based on their own beliefs, values, wants, capabilities and capacity. A space we would like to live in. An internal perspective and a “reflected” perspective. The value of this space (of success) is subjective. The defined space of success is multidimensional: professional, spiritual, social, financial, and dimensions related to health, family, physical appearance, etc.
Use your Effective Intelligence: Your ability to use your natural and developed capabilities effectively in order to achieve "success".
Effective Intelligence is demonstrated by:
Defining (and continuously refining and evolving) your own honest definition of success.
Acknowledging the multidimensionality of success and the need for trade-offs and productive compromises.
Exhibiting productive self-awareness.
Understanding your constraints and capacity limitations.
Understanding the physics (laws) of the systems you interact with.
Defining a plan on how to achieve success (translate your honest definition of success into goals and actions).
Optimizing (continuously) your plan - finding your Personal Efficient Frontier.
Developing and aligning values, beliefs, mindsets, attitudes, capabilities and goals.
Managing effectively the dynamic nature of life.
Balancing the contribution of both goals and journey.
Learning from the challenges while enjoying the journey.
The more you achieve or the more capable you are, the more is expected from you.
APM webinar held on 19 November 2020, presented by Garry Murphy and Lisa Street.
https://www.apm.org.uk/news/developing-skills-for-continued-high-performance-in-this-changing-world-webinar/
APM Careers presentation,
Vince Hines,
Westminster University
14th March 2016
Project Management Specialist Project Management Recruitment, Training & Consulting company
Tools and techniques of project management are universal Typical Route to Becoming a PM - Most Project Managers start as SMEs Develop PM skills.
Recognise the skills of a Project Manager - do you have those skills?
Gain appropriate qualifications.
The Selection Process Social Media
Job Title Average Salary
Project Manager Contract Rates
Agencies related to project management jobs
Let’s connect:
APM - https://www.apm.org.uk
Google+ - https://plus.google.com/114687352375530136328
Facebook - https://www.facebook.com/AssociationForProjectManagement
Twitter - https://twitter.com/apmprojectmgmt
Linkedin company page - https://www.linkedin.com/company/association-for-project-management
This presentation was given by Brian Wernham (APM Board member), Adrian Pyne & Ann Halloran to delegates at the APM Scottish Conference 2015 which was held on 10th September at BT Murrayfield Stadium in Edinburgh.
Melakukan analisis stakholders pada usaha pelayanan jasa alsintan (UPJA) untuk mengembangkan usaha ekonomi, sebagai upaya melengkapi dan menjalankan bisnis plan
PMexpo17 - The Stakeholder Perspective - Massimo PirozziPMexpo
PMexpo 2017 - 27 ottobre 2017
-----------------------------------------------------------------------
The Stakeholder Perspective
(Massimo Pirozzi - Consulente e Docente di Project Management, Segretario del Consiglio Direttivo di ISIPM)
https://www.pmexpo.it/2017/programma/r010tr
How to Master Stakeholder Analysis: A Crucial Skill for Project ManagersMindCypress .
Stakeholder Analysis is crucial in project management, aiding in understanding individuals impacted by a project. Mastering this skill is vital for project success. This blog explores its importance and how project management training, like PMP certification, aids in its execution.
Understanding success for project organisations - APM Project ArticleDonnie MacNicol
Bob Newman of Insight Consulting (pictured below) has
benchmarked data from over 1,000 in-depth stakeholder
interviews across 250 organisations worldwide. Together with Donnie MacNicol at Team Animation, he highlights what is really important to stakeholders and what project management organisations should focus on if they want to strengthen their brand.
Project Management Basics
Stakeholder Management
EPICPM®
*
Stakeholder – An individual, group, or organization who may affect, be affected by, or perceive itself to be affected by a decision, activity or outcome of a project.
*Source: PMBOK® p.563
Stakeholder Management
*
Stakeholder Management – Includes the processes required to identify the people, groups, or organizations that could impact or be impacted by the project, to analyze stakeholder expectations and their impact on the project, and to develop appropriate management strategies for effectively engaging stakeholders in project decisions and execution.
*Source: PMBOK® p.391
Stakeholder Management
*
Stakeholder Management also focuses on continuous communication with stakeholders to understand their need and expectations, addressing issues as they occur, managing conflicting interests and fostering appropriate stakeholder engagement in project decisions and activities. The key is Stakeholder Satisfaction
*Source: PMBOK® p.391
Stakeholder Management
*
Stakeholder Management
*Source: PMBOK® p.71Project Management Process GroupsInitiatingPlanningExecutingMonitoring & ControllingClosingProject Integration
Knowledge
Area
Processes
Identify Stakeholders
Plan Stakeholder Management
Manage Stakeholder Engagement
Control Stakeholder Management
*
These are the Cost Management processes and their alignment with the PMBOK’s Process Groups. You do need to know these alignments.
Identify StakeholdersIdentify the groups and people who could impact your project or think your project will impact them.Identify Stakeholder needsIdentify what you need from these Stakeholders
Relevant Information
Support
Interests
Involvement
Interdependence
Dependence
Influence
*Source: PMBOK® p.391
*
Plan Stakeholder EngagementThe process of developing appropriate management strategies to effectively engage stakeholders throughout the project life cycle.
The Key is to provide a clear, actionable plan to interact the stakeholders to support the projects interest.
*Source: PMBOK® p.399
*
Manage Stakeholder EngagementThe process of communicating and working with stakeholders to meet their needs/expectations, address issues as they occur and foster appropriate stakeholders engagement in project activities throughout the project life cycle.
*Source: PMBOK® p.404
*
Control Stakeholder EngagementThe process of monitoring overall project stakeholders relationsips and adjusting strategies and plans for engaging stakeholders.
The key benefit is to increase efficiency and effectiveness.
*Source: PMBOK® p.404
*
Project Stakeholder Management
*
Project Stakeholder Management
Understand your Stakeholders and their Influencers and how interested Enablers can help you with your project.
*
Stakeholder Analysis Table Example
Name
Role
Why are they Important?
Rank (where in the Matrix)
Current attitude
What we would like them ...
For some time now, I have been working on teaching materials for planning students. I am really happy about this GAME, which aims to make students aware of different roles they can play as planners in network governance.
This is an exercise for planning students. It is based on a 'typology' of planners operating in network governance and project planning proposed by Karina Sehested (2010) of the University of Copenhagen. The objective is to make students aware of different roles they can play as planners in network governance, and which core values are attached to each role. There is also a discussion about tools and ways to manage networks.
Stakeholder management in Project ManagementMITSDEDistance
The PGDM Project Management course at MITSDE aligns with the Project Management Institute's curriculum, offering comprehensive training by experienced professionals.
Stakeholder support is very important to information technology projec.docxgentomega
Stakeholder support is very important to information technology projects. Stakeholders can be external and internal. External stakeholders could be members of the society who benefit from the technology. Internal stakeholders could be the executive management team responsible for funding the project. If your project were to be implemented and deployed in a real-world environment, identify the key stakeholders whose support you would need. In your initial post, identify these stakeholders and describe the strategies you would take to get stakeholder buy-in. Also, describe how you could approach stakeholders that might resist the project.
Solution
direct user,senior managers,auditors,indirect users allcomes under the catagory of stackholders.
their relationship is very important in the success of organization so make them to participate in each every step.
If active presence of stackholders exists then implementing or deploying a project is easy because already most of the recquirements are already have in the project.
participation of stackholders is necessary because they may be not good at defining things but they will tell you the best among or what they like most if more options are given to them.
different stratagies:
take the decissions with the stackholders in a timly manner.
design the model according to wish of stackholders so that it is flexible to use.
it skill and knowledge should also be poossed by a senior people to understand the project in a clear way
involvement of each and every people from the department
integrate with other inorder to do the things in the project
help the maintainance people so that they can understand the details of the project
how to approch stackholders:
1 Build the Stakeholder Map: Maintain it until the end of the project
2. Prioritize Key Stakeholders: Frequently regain assumptions about their degree of commitment and interest,enthuisiasum in the project
3. Develop Key Stakeholders: establish their commitment to do the changes in the project
.
Stakeholder support is very important to information technology projec.docxrennaknapp
Stakeholder support is very important to information technology projects. Stakeholders can be external and internal. External stakeholders could be members of the society who benefit from the technology. Internal stakeholders could be the executive management team responsible for funding the project. If your project were to be implemented and deployed in a real-world environment, identify the key stakeholders whose support you would need. In your initial post, identify these stakeholders and describe the strategies you would take to get stakeholder buy-in. Also, describe how you could approach stakeholders that might resist the project.
Solution
direct user,senior managers,auditors,indirect users allcomes under the catagory of stackholders.
their relationship is very important in the success of organization so make them to participate in each every step.
If active presence of stackholders exists then implementing or deploying a project is easy because already most of the recquirements are already have in the project.
participation of stackholders is necessary because they may be not good at defining things but they will tell you the best among or what they like most if more options are given to them.
different stratagies:
take the decissions with the stackholders in a timly manner.
design the model according to wish of stackholders so that it is flexible to use.
it skill and knowledge should also be poossed by a senior people to understand the project in a clear way
involvement of each and every people from the department
integrate with other inorder to do the things in the project
help the maintainance people so that they can understand the details of the project
how to approch stackholders:
1 Build the Stakeholder Map: Maintain it until the end of the project
2. Prioritize Key Stakeholders: Frequently regain assumptions about their degree of commitment and interest,enthuisiasum in the project
3. Develop Key Stakeholders: establish their commitment to do the changes in the project
.
Similar to Stakeholder perspective in project management - Massimo Pirozzi (20)
Leonardo Maria Seri | Il PM incontra la proprietà intellettualePMexpo
La protezione degli asset immateriali nella gestione di un progetto in azienda e nella vita di un’attività d’impresa può avere un ruolo importante per conseguire un vantaggio competitivo sul mercato e per tutelare gli investimenti che danno origine alle innovazioni e con cui si costruisce e si coltiva la riconoscibilità di un prodotto o di un brand.
Che si tratti di gestire lo sviluppo e lancio di nuovi prodotti o di nuovi brand, la collaborazione tra imprese per innovare o l'ingresso in nuovi mercati, occorre fare chiarezza su cosa può essere tutelato e con quali strumenti: occorre dunque analizzare, progettare e pianificare la tutela degli asset di proprietà intellettuale nella gestione di progetto, definendone obiettivi e tempi, individuando gli strumenti più adeguati per raggiungere gli scopi prefissati, tenendo in considerazione anche costi e strategie di protezione.
Una corretta pianificazione delle tutele e gestione delle strategie di protezione degli asset di IP consente di porre solide basi per ottenere tutela nei confronti di usurpatori e contraffattori ed è utile per ulteriormente valorizzare i propri asset.
Teresa Iorfida, Paolo Di Marco | Strategia e gestione del portfolio progettiPMexpo
Dallo sviluppo all’implementazione della strategia aziedale attraverso la gestione del portfolio progetti. Approccio multi projects management (Porfolio, Program, Project) e assessment di maturità ISIPM PRADO quale fattore chiave del processo di sviluppo strategico.
Case study:
Settore Farmaceutico e Consumer healthcare
Settore Multiutilities
Claudia Curci | Change Management in sanità. L'esperienza di ASL Roma 1PMexpo
Dopo una iniziale panoramica dello scenario Nazionale e Regionale che impegna la Sanità Italiana nel 2023- 2024 si presenterà l’esperienza di ASL Roma 1 nell’uso dei processi di e-procurement e project management. Il focus sarà su 4 progetti strategici in atto la Cartella Clinica Elettronica (CCE), la digitalizzazione delle Sale Operatorie , le Centrali Operative Territoriali e la migrazione al Cloud.
Per i primi tre si approfondirà il processo di change management confronto ed analisi delle criticità e dei fattori di successo. Per il quarto invece l’importanza della progettazione per sostenere la migrazione al Cloud PSN secondo le direttive del Dipartimento della Transazione Digitale.
Giorgio Lupoi | Stato di maturazione dei servizi di PM nel settore pubblico e...PMexpo
L’adozione del project management è l’elemento chiave per un cambio di paradigma necessario nel mondo delle costruzioni pubbliche che permetta di rispondere all’esigenze della collettività: opere pubbliche con tempi e costi certi.
Nonostante questo assunto sia sempre più vero l’introduzione del PM nelle opere pubbliche ancora fatica.
L’intervento presenta una analisi:
- dell’evoluzione del quadro normativo con il nuovo codice degli appalti;
- della domanda pubblica di servizi di PM nell’ultimo anno.
Vincenza Conteduca, Sabrina Manicini | Project management nei progetti di ric...PMexpo
La grande novità nel panorama scientifico attuale è la medicina di precisione e personalizzata. Il ricercatore traslazionale è un project manager coinvolto nella gestione di molteplici aspetti di un progetto: dalla progettazione alla supervisione scientifica, dalla gestione finanziaria alle strategie di comunicazione.
La ricerca scientifica è un'impresa collettiva che coinvolge un team multidisciplinare e multiprofessionale, che traduce un’idea progettuale in un progetto di indagine scientifica fattibile e di impatto clinico. L’analisi dei progetti con punti di forza e debolezza ed eventuali criticità richiede un attento project management in grado di combinare la spinta creativa e, talvolta, imprevedibile della ricerca scientifica con l'arte di pianificare, organizzare e gestire le componenti di processo per raggiungere gli obiettivi prestabiliti.
Antonio Maria D'Amico | Lo stato d’avanzamento del PNRR e la cultura del Proj...PMexpo
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L’intervista sarà condotta dal Senior Trainer ISIPM, Paolo Di Marco, esperto di Project Management e di Management dello Sport.
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L’approccio per processi è sempre vincente! Secondo il messaggio degli autori, senior project manager e spettatori di oltre tre decadi di gestione progetti.
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Based on that, the proposed approach aims to develop a holistic metric or KPI, to measure and monitor internal stakeholder engagement annually. By utilizing this metric, organizations can gain valuable insights into areas for improvement and actions to put in place, foster a positive work environment, and ultimately enhance overall project performance.
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all’interazione umana, generando un adeguato livello di fiducia, ed al contempo elaborare proposte transattive corrette ed affidabili?
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Esistono due fondamentali approcci per supportare queste 4 attività di management: i modelli di costo parametrici e la Work Breakdown Structure. I primi sono basati su dati empirici raccolti su progetti simili e dati in pasto ad un modellatore umano o di intelligenza artificiale (come una rete neurale o altre tecniche di machine learning), la seconda è uno strumento di pianificazione noto da molto tempo ma anche spesso usato molto male per supportare tali fasi cruciali.
La presentazione si soffermerà ad analizzare questi aspetti presentando buone e cattive prassi di utilizzo di tali strumenti di supporto.
In questo momento storico, in cui il PNRR è ancora un tema di attualità, è assolutamente prioritario affrontare queste fasi con il massimo della efficacia ma anche dimostrabilità in caso di verifiche di organi di controllo le cui conseguenze possono essere drammatiche.
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Per tale motivo sono stati implementati, per la riduzione delle emissioni di Scope 1 e 2, progetti che coinvolgono la catena del valore della Società e per la riduzione delle emissioni di Scope 3, Liquigas, proiettandosi verso il futuro in un contesto sempre più complesso, ha scelto di investire in progetti innovativi e nella ricerca e sviluppo sui combustibili sostenibili, come il bioGPL e il bioGNL e l'rDME
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competenze tecniche e contestuali;
competenze comportamentali;
metodologia;
sistema informativo;
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struttura organizzativa.
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The case study discusses the potential of drone delivery and the challenges that need to be addressed before it becomes widespread.
Key takeaways:
Drone delivery is in its early stages: Amazon's trial in the UK demonstrates the potential for faster deliveries, but it's still limited by regulations and technology.
Regulations are a major hurdle: Safety concerns around drone collisions with airplanes and people have led to restrictions on flight height and location.
Other challenges exist: Who will use drone delivery the most? Is it cost-effective compared to traditional delivery trucks?
Discussion questions:
Managerial challenges: Integrating drones requires planning for new infrastructure, training staff, and navigating regulations. There are also marketing and recruitment considerations specific to this technology.
External forces vary by country: Regulations, consumer acceptance, and infrastructure all differ between countries.
Demographics matter: Younger generations might be more receptive to drone delivery, while older populations might have concerns.
Stakeholders for Amazon: Customers, regulators, aviation authorities, and competitors are all stakeholders. Regulators likely hold the greatest influence as they determine the feasibility of drone delivery.
Senior Project and Engineering Leader Jim Smith.pdfJim Smith
I am a Project and Engineering Leader with extensive experience as a Business Operations Leader, Technical Project Manager, Engineering Manager and Operations Experience for Domestic and International companies such as Electrolux, Carrier, and Deutz. I have developed new products using Stage Gate development/MS Project/JIRA, for the pro-duction of Medical Equipment, Large Commercial Refrigeration Systems, Appliances, HVAC, and Diesel engines.
My experience includes:
Managed customized engineered refrigeration system projects with high voltage power panels from quote to ship, coordinating actions between electrical engineering, mechanical design and application engineering, purchasing, production, test, quality assurance and field installation. Managed projects $25k to $1M per project; 4-8 per month. (Hussmann refrigeration)
Successfully developed the $15-20M yearly corporate capital strategy for manufacturing, with the Executive Team and key stakeholders. Created project scope and specifications, business case, ROI, managed project plans with key personnel for nine consumer product manufacturing and distribution sites; to support the company’s strategic sales plan.
Over 15 years of experience managing and developing cost improvement projects with key Stakeholders, site Manufacturing Engineers, Mechanical Engineers, Maintenance, and facility support personnel to optimize pro-duction operations, safety, EHS, and new product development. (BioLab, Deutz, Caire)
Experience working as a Technical Manager developing new products with chemical engineers and packaging engineers to enhance and reduce the cost of retail products. I have led the activities of multiple engineering groups with diverse backgrounds.
Great experience managing the product development of products which utilize complex electrical controls, high voltage power panels, product testing, and commissioning.
Created project scope, business case, ROI for multiple capital projects to support electrotechnical assembly and CPG goods. Identified project cost, risk, success criteria, and performed equipment qualifications. (Carrier, Electrolux, Biolab, Price, Hussmann)
Created detailed projects plans using MS Project, Gant charts in excel, and updated new product development in Jira for stakeholders and project team members including critical path.
Great knowledge of ISO9001, NFPA, OSHA regulations.
User level knowledge of MRP/SAP, MS Project, Powerpoint, Visio, Mastercontrol, JIRA, Power BI and Tableau.
I appreciate your consideration, and look forward to discussing this role with you, and how I can lead your company’s growth and profitability. I can be contacted via LinkedIn via phone or E Mail.
Jim Smith
678-993-7195
jimsmith30024@gmail.com
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Stakeholder perspective in project management - Massimo Pirozzi
1. Stakeholder Perspective in Project
Management: the effective innovativeness
of people centrality
How effective stakeholder relations management can support value
generation to increase the success rate of complex projects
Roma, October 26th, 2018
Speaker:
Massimo Pirozzi
M. Sc., Eur-Ing
2. The Agenda
• Foreword: expectations and requirements
• Stakeholder, who is he?
• Project Stakeholders, who are they?
• The recent centrality of stakeholders in Project Management
• The stakeholder perspective: project objectives & goals
• Projects and complexity
• Managing value to target success in complex projects
• Key Performance Indicators for measured and perceived value
• The effective innovation of people centrality
Stakeholder Perspective in Project Management: the effective
innovativeness of people centrality - Massimo Pirozzi
2
3. Foreword: Requirements & Expectations
✓ Organizations define strategies which are based on their own mission and vision;
✓ Projects are means to accomplish strategic goals, then achieving, through their results, the
expected benefits in terms of business/social value;
➢ Projects come to life to achieve the goals of satisfying different stakeholder expectations:
expectations are “subjective” (Providers, Customers, Investors, …), i.e. they depend on people
➢ Projects are developed to achieve the objectives of fulfilling the requirements: requirements, which
are the result of a harmonization among different subjective expectations, are supposed to be
“objective” (i.e. deterministic) …
An innovative rediscovery of people (i.e. stakeholder) centrality may be useful …
Stakeholder Perspective in Project Management: the effective innovativeness
of people centrality - Massimo Pirozzi
3
INVESTMENT VALUE PROJECT VALUE BUSINESS/SOCIAL VALUE
PROJECT LIFE CYCLE PRODUCT LIFE CYCLEINVESTMENT LIFE CYCLE
(*) IN ~ 30% OF
PROJECTS:
ORIGINAL PROJECT
GOALS & BUSINESS
INTENTS ARE NOT
ACHIEVED
(EXPECTATIONS ARE
NOT SATISFIED)
(*) IN ~ 50% OF
PROJECTS:
SCOPE CREEPS +
COST OVERRUNS +
TIME DELAYS
(INITIAL
REQUIREMENTS
NOT FULFILLED)
(*) Source: Project Management Institute (2018), PMI’s PULSE of the PROFESSION 2018 – 10th Global Project Management Survey
4. Stakeholder, who is he?
Stakeholder Perspective in Project Management: the effective innovativeness
of people centrality - Massimo Pirozzi
4
➢ The word “stakeholder” dates back to the beginning of the
eighteenth century, meaning the person who was entrusted with
the stakes of bettors, and, then, who was holding all the bets
placed on a game or a race: the first stakeholder was a “holder
of interests”;
➢ the first modern meaning of stakeholders, which has been
attributed to an internal memorandum of Stanford University
Research Center dated 1963, was "those groups without whose
support the organization would cease to exist“;
➢ In the first text on the theory of stakeholders (Freeman, 1984), the
definition of stakeholder was "a stakeholder in an organization is
any group or individual who can affect or is affected by the
achievement of the organization's objectives“;
➢ Ten years later (Freeman, 1994), the concept of generated value
was added too, and stakeholders were defined as “participants in
the human process of joint value creation“;
➢ Starting from the second half of the eighties, the theory of
stakeholder management, which was focused on Corporate Social
Responsibility, incorporated an important ethical component into
the concept of stakeholder, too;
➢ one of main meaning is of word “stake” is risk, and “at stake” is a
synonym of “at-risk”: stakeholders do risk in order to achieve
their goals, and risk based thinking is part of their life, while, on
other side, they introduce risk in all the domains.
5. Project Stakeholders, who are they? 1 of 2
Stakeholder Perspective in Project Management: the effective innovativeness
of people centrality - Massimo Pirozzi
5
A project stakeholder is a person, or a group of
persons, or an organization, who:
✓ participates, or would like to participate, in
the project;
✓ has some kind of interest in the project;
✓ can be (if properly engaged) a primary
supporter of the project;
✓ may affect/influence the project, or may be
affected/influenced by the project itself;
✓ can bring a value, which could be either
positive or negative, to the project;
✓ may have responsibilities towards the
project, which, in turn, is supposed to satisfy
his requirements and expectations;
✓ is characterized by a risk based thinking
approach;
✓ is part of a set that characterizes uniquely
each project;
✓ has a central role in all projects: stakeholders
are both the doers, who implement the
project, and the beneficiaries, who determine
project success via their satisfaction.
Keywords: Interest, Influence, Support, Participation, Ethics, Value, Risk, Unicity, Centrality
6. Project Stakeholders, who are they? 2 of 2
Stakeholder Perspective in Project Management: the effective innovativeness
of people centrality - Massimo Pirozzi
6
Due to the key centrality of their role, all project
stakeholders are important:
✓ the project manager,
✓ the project team, the project management team, the project
management office,
✓ the sponsor, the project steering committee or board, the top
management,
✓ the customers , the users, the contracting officers,
✓ the shareholders, the investors, the funders, the partners
✓ the functional and/or resource managers, the employees, , the
professionals, the collaborators,
✓ the business partners, the network partners, the distributors,
the representatives, the members of the consortium,
✓ the suppliers, the consultants, the service companies, the
outsourcers,
✓ the authorities, the central and local public administration, the
regulatory bodies,
✓ the potential customers and users, the participants and the
candidates to participate in the project,
✓ the local communities, the web communities, the associations,
the trade unions, the media,
✓ the competitors, and the other reluctant and/or negative
and/or hostile stakeholders,
✓ the personal stakeholders, including stakeholders’ families,
lovers, close friends, and generally, all the persons the
stakeholders have strong personal relations with.
Project Manager is the only stakeholder who must have relations with all other project
stakeholders: in fact, project manager spends almost 90% of his time in communicating
7. Stakeholders and Complexity
Project stakeholder domain is characterized by a
multilevel complexity:
✓ stakeholders are persons, or groups of persons, i.e.
complex systems;
✓ stakeholders are different, they may speak or
understand different languages, and they have
different interests;
✓ stakeholders are numerous, and stakeholder
relations are even more numerous;
✓ stakeholder relations are context dependent, and
they influence each other;
✓ all stakeholder relations are important, and, at least,
have to be monitored;
✓ stakeholder relations may be evolutive.
7
Relations with, and among, stakeholders, introduce multilevel complexity in all projects
Only an effective Stakeholder Management can solve it!
Stakeholder Perspective in Project Management: the effective
innovativeness of people centrality - Massimo Pirozzi
8. Stakeholder Role in PM: a Slow Growth
Stakeholder Perspective in Project Management: the effective innovativeness
of people centrality - Massimo Pirozzi
8
➢ In PMBOK Guide 1st Ed. (1996), stakeholders were present in PM
definition “Project management is the application of knowledge, skills, tools,
and techniques to project activities in order to meet or exceed stakeholder
needs and expectations from a project”, but they were limited to a passive
role of information receivers;
➢ In PMBOK Guide 2nd Ed. (2000), stakeholders start to disappear in PM
definition “Project management is the application of knowledge, skills, tools,
and techniques to project activities to meet project requirements”: subjective
stakeholder need and expectations are replaced by objective project
requirements;
➢ In PMBOK Guide 3rd Ed. (2004), for the first time a process including the
word stakeholder came out: Manage stakeholders process, which was
supposed to “manage communications to satisfy the needs of, and resolve
issues with, project stakeholders” became part of Project Communication
Management;
➢ In PMBOK Guide 4th Ed. (2008), process Identify Stakeholders has been
added, and Manage Stakeholder Expectations replaced previous
Manage Stakeholders, both still located in Knowledge area Communications:
this last one was defined as “the process of communicating and working with
stakeholders to meet their needs and addressing issues as they occur” … but
“Manage Stakeholder Expectations involves communication activities
directed toward project stakeholders to influence their expectations
[…], such as actively managing the expectations of stakeholders to increase
the likelihood of project acceptance […]” …
Is it possible and/or convenient to influence stakeholder expectations?
9. ISO 21500: the Turning Point
Stakeholder Perspective in Project Management: the effective innovativeness
of people centrality - Massimo Pirozzi
9
Finally, in 2012, the new International Standard “ISO 21500 - Guidance on project management”
enshrines stakeholders’ primary role:
Stakeholder relations are definitively recognized as central in Project Management
▪ PMBOK Guide 5th Ed. (2013) ensured alignment and harmonization with ISO 21500, and “aligns better
with the focus on stakeholder management being put forward with the new ISO 21500 standard”:
Stakeholder became a new knowledge area, with the processes Identify Stakeholders, Plan Stakeholder
Engagement, Manage Stakeholder Engagement, and Control Stakeholder Engagement.
▪ Stakeholders are also a major “practical” competence of IPMA ICB 4.0 (2015), which is coherent with
ISO 21500, and has several correspondences with it.
▪ PMBOK Guide 6th Ed. (2017) does not contain anymore direct references to ISO 21500, but, about
stakeholders, it confirms what has been stated in previous edition, replacing the Control Stakeholder
Engagement process with the Monitor Stakeholder Engagement one.
➢ “Stakeholder” is defined as a “Subject Group”: “The stakeholder
subject group includes the processes required to identify and manage the
project sponsor, customers and other stakeholders”;
➢ two primary processes are directly related to stakeholders: Identify
Stakeholders, which has the purpose “to determine the individuals, groups,
or organizations affected by, or affecting, the project and to document
relevant information regarding their interest and involvement”, and Manage
Stakeholders, with the purpose “to give appropriate understanding
and attention to stakeholders’ needs and expectations”;
➢ the majority of Project Management processes, or even all, are,
either directly or indirectly, related to stakeholder relations, too;
➢ the utility of soft skills spreads to all the domain of stakeholder
relations: “new” concepts, as diplomacy and tact, are defined “essential
when negotiating with stakeholders”.
10. The Value of the Stakeholder Relations
Stakeholder Perspective in Project Management: the effective innovativeness
of people centrality - Massimo Pirozzi
10
In each project, the stakeholder
relations:
✓ in investment life-cycle, are part of
investment value, and are fundamental
to the existence of the project and to its
definition;
✓ in project life-cycle, generate a project
value, which is incorporated in the project;
✓ in product/service life-cycle, allow the
development of business and/or social
value, through the delivery of project
results.
Stakeholder (Relations) Management is Value Management!
11. The Stakeholder Perspective
Stakeholder Perspective in Project Management: the effective innovativeness
of people centrality - Massimo Pirozzi
11
All the stakeholders are central towards each project:
✓ the stakeholders are both the actors, and the beneficiaries, of the project,
✓ the stakeholders are the critical success factor of the project, since they are both the realizers of
the results, and the validators, at various levels, of their satisfaction in terms of needs and
expectations.
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Effective Stakeholder Management is needed and fundamental to Manage Value!
12. Projects and Complexity
Stakeholder Perspective in Project Management: the effective innovativeness
of people centrality - Massimo Pirozzi
12
➢ Cause and effect relationships
exist, are predictable,
repeatable, self-evident, and can
be determined in advance.
➢ The decision model is based on the
unique best practice.
➢ The most appropriate action path is
sense – categorize – respond
➢ Information is sufficient
➢ Cause and effect relationships
exist, but are not evident:
analytical methods, and the
support of experts, are needed.
➢ The decision model is based either
on one/a combination of Good
Practices.
➢ The most appropriate action path is
sense – analyze – respond.
➢ Communication is mainly
informative
Cynefin Model can be useful…
➢ Cause and effect relationships
are only obvious in hindsight, i.e.
retrospectively.
➢ The decision model is based on an
Emergent Practice.
➢ The most appropriate action path is
probe – sense – respond.
➢ Communication is mainly
interactive
➢ No cause and effect
relationships can be
determined, and quick actions
that are finalized to target
more stability are necessary.
➢ The decision model is based on a
Novel Practice.
➢ The most appropriate action path
is act – sense – respond.
➢ Communication is interactive
Projects, Operations, & Emergencies may be seen
as the Cause, Generated Value as the Effect
OPERATIONS
PROJECTS
CRISIS
➢ Procedures are essential
➢ Operations objectives are the
target.
➢ Following Procedures is the CSF.
➢ Lesson learned is the best
practice
➢ Project Management is essential
➢ Project Objectives are the target.
➢ Fulfilling Requirements is the CSF.
➢ Lessons learned are useful.
➢ Complex Project Management is essential
➢ Project Goals are the target.
➢ Satisfying Expectations is the CSF.
➢ Lessons learned are essential.
➢ Project Management is essential
➢ Gaining more Stability is the target.
➢ Restoring the previous Balance is the CSF.
➢ Lessons learned are essential.
13. Success in Complicated Projects
Stakeholder Perspective in Project Management: the effective innovativeness
of people centrality - Massimo Pirozzi
13
«Complicated» projects are plan-driven, and there is a small
gap between the satisfaction of requirements and the
satisfaction of expectations of stakeholders:
✓ project is part of customer core business (supplier’s
perspective, in internal or in outsourcing projects), and/or project
deliverables are product oriented, and/or are tangible (e.g.
in small infrastructure projects), and/or, in any case stakeholder
requirements are either well defined (traditional contexts) or
are evolutive, but all stakeholders cooperate effectively
(agile contexts);
✓ triple constraints are dominant
✓ relations with stakeholders are important, and periodical
Since, in complicated projects, the domains of the stakeholder expectations and
of the stakeholder requirements substantially overlap, we can assume that
success is based on the fulfillment of stakeholder/project requirements:
managing properly the delivered value, whose measures consist, as in classic
project management, in cost and in consistency/progression of the deliverables
(i.e. Earned Value), is necessary and sufficient to target project success.
14. Success in Complex Projects
Stakeholder Perspective in Project Management: the effective innovativeness
of people centrality - Massimo Pirozzi
14
«Complex» projects are value-driven, and there is a
significant gap between the satisfaction of requirements and
the satisfaction of expectations of stakeholders:
✓ project is a support of customer core business (customer’s
perspective, in the majority of external projects), and/or project
deliverables are oriented to services, and/or are intangible
(e.g. in software projects), and/or project is large, and/or, in
any case, stakeholder requirements are either not well
defined or are evolutive, but not all stakeholders cooperate
effectively;
✓ competing constraints are dominant: the importance of
value and reputation is superior to that of the triple
constraints;
✓ relations with stakeholders are primary, and can be
continuous, fast, interactive (2.0), evolutionary
Since, in complex projects, expected project goals can be different and/or distant
from required project objectives, the project success is based on the satisfaction of
stakeholder expectations:
managing properly not only the delivered value, but also the perceived
business/social value, becomes mandatory to target project success.
15. Key Performance Indicators in PM
✓ Both Economic and Project Management (e.g. EV, CPI, SPI) Key Performance
Indicators are useful during project life-cycle to measure/estimate/assess the
Delivered Value, then supporting the Satisfaction of Stakeholder Requirements
✓ Business Key Performance Indicators, which are commonly used to measure
performances after project completion, can be innovatively used during project
life-cycle to estimate the Perceived Value too, then supporting the Satisfaction
of Stakeholder Expectations
Stakeholder Perspective in Project Management: the effective innovativeness
of people centrality - Massimo Pirozzi
15
EXPECTED BENEFITS
MEASURES
EXPECTED BENEFITS
ESTIMATE
INVESTMENT MEASURES,
ESTIMATES, ASSESSMENTS
INVESTMENT ESTIMATE
ECONOMIC KPIS PROJECT MANAGEMENT KPIS
BUSINESS KPIS
INVESTMENT VALUE PROJECT VALUE BUSINESS/SOCIAL VALUE
DELIVERED VALUE
PERCEIVED VALUE
Proper KPIs are a powerful support to target the right path towards the project success
EXPECTED INCOME
16. Stakeholder Perspective in Project Management: the effective innovativeness
of people centrality - Massimo Pirozzi
16
Project Management KPIs
Project Management KPIs are especially useful to enhance project control,
and to maintain and/or modify the proper route towards deliveries that
fulfill stakeholder requirements: they are very helpful in both complicated
and complex projects. These KPIs include, for example:
✓ Earned Value, Cost Performance Index, Schedule Performance Index
(they are used in almost all projects)
✓ Percentages of completed work packages compared to those which have
been planned
✓ Percentages of work packages which are aligned to the budget and/or
to the schedule
✓ Percentages of critical work packages which are aligned to the budget and/or to
the schedule
✓ Percentages of critical work packages which still have to be completed, and/or
percentages of completed milestones
✓ Quantity and quality of resources which have been allocated versus relevant
planning, turnover indicators
✓ Numbers and percentages relating to risks, revisions, to requests for
change and changes
17. Stakeholder Perspective in Project Management: the effective innovativeness
of people centrality - Massimo Pirozzi
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Economic KPIsEconomic KPIs are especially useful to improve relations with
sponsor, top management and funders, and to maintain and/or
modify the proper route towards the satisfaction of their economic
and financial expectations: their use can be very helpful in
complicated projects, and it is basic in complex projects. Examples
include:
✓ Economic and Financial Indicators, as Net Profit, Net Profit Margin, Gross Profit
Margin, Operating Profit Margin, EBITDA, Revenue Growth Rate, Total Shareholder
Return, Economic Value Added, Return on Investment, Return on Capital Employed,
Return on Assets, Return on Equity, Debt-to-Equity Ratio, Cash Conversion Cycle,
Working Capital Ratio, Operating Expense Ratio, CAPEX to Sales Ratio;
✓ Marketing Indicators, as Market Growth Rate, Market Share, Brand Equity, Cost per
Lead, Conversion Rate, Search Engine Rankings and click-through rate, Page Views
and Bounce Rate;
✓ Customer Relationship Management Indicators, as Net Promoter Score,
Customer Retention Rate, Customer Satisfaction Index, Customer Profitability Score,
Customer Lifetime Value, Customer Turnover Rate, Customer Engagement, Customer
Complaints;
✓ Human Resource Indicators, as Human Capital Value Added, Revenue Per
Employee, Employee Satisfaction Index, Employee Engagement Level, Staff Advocacy
Score, Average Employee Tenure, Absenteeism Bradford Factor, 360-Degree Feedback
Score, Salary Competitiveness Ratio, Time to Hire, Training Return on Investment;
✓ Sustainability Indicators, as Carbon Footprint, Water Footprint, Energy
Consumption, Saving Levels Due to Conservation and Improvement Efforts, Supply
Chain Miles, Waste Reduction Rate, Product Recycling Rate.
18. Stakeholder Perspective in Project Management: the effective innovativeness
of people centrality - Massimo Pirozzi
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Business Value KPIs
Business Value KPIs are either common, or specific, for each sector of
activity: they are especially useful to improve relations with customers
and users, and to maintain and/or modify the proper route towards the
satisfaction of their business expectations; their use is foundational in
complex projects. The business value KPIs that are common to the
different sectors of activity are of primary importance, since they
include:
✓ Measures and percentages of Stakeholder Satisfaction (in terms of
both Requirements & Expectations)
✓ Measures and percentages of Stakeholder Engagement
✓ Measures of Perceived Value : perceived Business Value, Social
Value, Quality, Reputation, Business Climate, Innovation,
Sustainability
In addition, there are other business value KPIs, as functional and/or
quantitative measures, and the relevant percentages of completion/
deviation from budget/schedule, which are specific of each sector of
activity
19. Stakeholder Perspective in Project Management: the effective innovativeness
of people centrality - Massimo Pirozzi
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Examples of Business Value KPIs
20. 20
KPIs for Roadway Bridges
Component Level:
Substructure, Superstructure, Road + Equipment
Stakeholder Perspective in Project Management: the effective
innovativeness of people centrality - Massimo Pirozzi
System Level: Technical, Sustainability, Socio Economic
Network Level
PIs vs. Maintenance Tasks
Source: EC, Cost Action TU1406 - WG1 “Performance Indicators for Roadway Bridges”, Technical Report
21. Stakeholder Perspective in Project Management: the effective innovativeness
of people centrality - Massimo Pirozzi
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The Power of Dashboards
KPIs can be shared continuously, quickly, and effectively with stakeholders through
dashboards, which can replace efficiently reports
KPIs that are shared via dashboards:
❖ are business-oriented, client-centered, and very stakeholder-friendly
❖ require a quick and minimal effort to interact
❖ in most cases, they are available so frequently for sharing, that also no-answers can be
interpreted positively, as a silent approval (i.e. they can be effective also with non-positive
stakeholders, as reluctant/indifferent stakeholders, who do not want to be engaged, and
negative/hostile stakeholders, who do not want to agree anything)
22. Effective Stakeholder ManagementEffective management of the relations with stakeholders requires
additional focus on initiating and implementing processes, i.e.:
✓ a thorough identification of all stakeholders, including the
assessments about who key stakeholders are, and behavioral
stakeholder classification;
✓ an in-depth analysis of stakeholder expectations, including their
prioritization, possible decision-making about their harmonization
and/or compromises, the review and validation of the requirements,
and the appropriate provision of the results, which are fundamental
inputs to “Define Scope” process;
✓ strengthening of implementing and controlling processes: proper
value indicators (KPIs) can be measured, shared with stakeholders,
and used, in order to effectively confirm/redirect the action of the
project team during life cycle of the complex projects;
✓ opening, developing, and maintaining an effective, interactive,
continuous communication with stakeholders (and not only periodical
one-way informative actions!): feedbacks are essential!
Stakeholder Perspective in Project Management: the effective innovativeness
of people centrality - Massimo Pirozzi
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Effective Stakeholder Management can clear critical areas and can successfully support project
goals achievement!
23. The Effective Innovativeness of People Centrality
Stakeholder Perspective in Project Management: the effective innovativeness
of people centrality - Massimo Pirozzi
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✓ All the stakeholders are central towards both project and project management,
✓ Stakeholder Perspective focuses on both fulfillment of requirements and satisfaction of
expectations, so targeting the achievement of both project objectives and project goals,
✓ Effective Stakeholder Management uses the power of relations to increase the overall
project value
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Only a people/stakeholder-centered approach can significantly increase the
project success rate!
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24. Stakeholder Perspective in Project Management: the effective innovativeness
of people centrality - Massimo Pirozzi
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THE PERSON IS AT THE HEART OF BOTH
PROJECTS AND PROJECT MANAGEMENT
THANK YOU SO MUCH
pirozzi@isipm.org