Managing Project Stakeholders: Building a Foundation to Achieve Project Goals

ISBN-13: 9781118504277 / Angielski / Twarda / 2013 / 256 str.

Tres Roeder

Opis

The keys to project management success delivered by one of the world's most respected experts in the field Why do some project managers achieve their project goals while others fail? Drawing on his years of experience as a recognized global expert on project management and organizational change, author Tres Roeder answers that question, and lays out a proven path to project success. Focusing on the major differences between project management and other types of management--not least of them being the temporary nature of projects versus the repetitive nature of most managerial tasks--Roeder describes best practices in all key areas of managing project stakeholders.

• A recognized global expert on project management provides the foundational elements required for project management success
• Contributes toward the fulfillment of the continuing education required every three years to maintain PMP(R) accreditation
• Uses real-world scenarios and relevant case studies to present project management concepts to beginning and intermediate PMP(R)s
• Contains chapters on Leadership, Buy In, and Negotiation for more advanced project managers

(PMP and Project Management Professional are registered marks of the Project Management Institute, Inc.)

Recenzje

"Lots of project management books teach how to deliver project objectives on-time and within budget. But very few teach how to manage the critical stakeholder dimension. This is the best that I've seen because it provides common-sense tools and tips for turning your stakeholders into raving fans". --Terry Schmidt, PMP & SMP, Founder, ManagementPro.com; author, Strategic Project Management Made Simple: Practical Tools for Leaders and Teams"Mission driven organizations like The Centers for Families and Children depend on internal and/or external project managers that can successfully lead and manage all the stakeholders involved in creating, designing and executing key strategic projects. As we all know firsthand, it's the people involved and impacted by the project, "the stakeholders," that will make or break an organization's ability to successfully implement a strategic project. Tres Roeder's book Managing Project Stakeholdersprovides clear, actionable techniques and tools required to effectively "managing the stakeholders." It is a must read for all of us managing multiple stakeholders in order to effectively implement a project on time and on budget."--Bernadette M. Kerrigan, Chief Talent Officer

Spis treści

Foreword xi

Preface xv

Acknowledgments xix

Section One: Stakeholder Management Overview 1

Chapter One: What Is a Stakeholder? 3

Project Managers Must Be Nimble 3

The Balanced Approach 4

The Project Management Institute 7

Stakeholder Defined 11

Stakeholder Management Is Universal 16

Summary 16

Chapter Two: Categorizing Stakeholders 19

Benefits of Categorizing 20

Dimensions of Categorization 22

Stakeholder Engagement Assessment Matrix 25

Stakeholder Management Plan 27

Summary 28

Chapter Three: Prioritizing Stakeholders 31

Power and Interest 32

Power and Influence 35

Power and Knowledge 36

Custom Matrices 38

Stakeholder Register 38

Summary 48

Section Two: Stakeholder Groups 51

Chapter Four: Project Team Members 53

Who They Are 53

Tips for Managing Project

Team Stakeholders 55

The Extended Project Management Team 63

Watch–Outs 65

Summary 67

Chapter Five: Executive Stakeholders 69

Who They Are 69

Tips for Managing Executive Stakeholders 73

Watch–Outs 84

Summary 86

Chapter Six: Other Stakeholders 87

External Stakeholders 87

Stakeholders Subject to the Change 90

Phantom Stakeholders 97

Summary 101

Section Three: Stakeholder Communication and Conflict 103

Chapter Seven: Stakeholder Communication 105

Stakeholder Communication Plan 106

Stakeholder Communication Channels 106

Holistic Approach to Communication 115

Summary 115

Chapter Eight: Managing Stakeholders in a Virtual World 117

The Continuum of Robustness 118

Risks of Virtual Teams 123

Opportunities When Working Virtually 128

Summary 131

Chapter Nine: Managing Difficult Stakeholders 133

Projects Create Tough Issues 134

Categorizing Difficult Stakeholders 134

Proceeding without the Executive Sponsor 140

Positive Attitude 140

Summary 143

Section Four: General Stakeholder Management Skills 145

Chapter Ten: Leadership 147

A Sixth Sense for Project Management® 148

Project Managers Are Leaders 149

Situational Leadership Model 155

Summary 180

Chapter Eleven: Buy–In 181

The Circle of Support Process 183

Include Stakeholders 183

Observe Stakeholders 189

Respond to Stakeholders 190

Summary 200

Chapter Twelve: Negotiation 203

Negotiation Is a Two–Way Street 204

Ten Tips for Negotiations in Projects 205

Summary 223

References 225

About the Author 227

Index 229

O autorze

TRES ROEDER is a global expert on project and change management. He has been quoted by the New York Times, the Wall Street Journal, MSN Money, Microsoft Press, Human Resource Executive Online, Crain′s Cleveland Business, and others. A former consultant with Booz Allen Hamilton, Mr. Roeder founded Roeder Consulting in 2001. He has led Fortune 500 consulting engagements in areas such as corporate strategy, operations improvement, process improvement and implementation. Mr. Roeder is a PMP^® with a BA in economics from the University of Illinois and an MBA from the Kellogg School of Management, Northwestern University.

Blurb

The keys to project management success delivered by one of the world′s most respected experts in the field

"Lots of project management books teach how to deliver project objectives on time and within budget. But very few teach how to manage the critical stakeholder dimension. This is the best that I′ve seen because it provides commonsense tools and tips for turning your stakeholders into raving fans".
TERRY SCHMIDT, PMP, SMP; founder, ManagementPro.com; author, Strategic Project Management Made Simple: Practical Tools for Leaders and Teams

"Mission–driven organizations like The Centers for Families and Children depend on internal and/or external project managers who can successfully lead and manage all the stakeholders involved in creating, designing, and executing key strategic projects. As we all know firsthand, it′s the people involved and impacted by the project, ′the stakeholders,′ who will make or break an organization′s ability to successfully implement a strategic project. Tres Roeder′s book Managing Project Stakeholders provides clear, actionable techniques and tools required to effectively manage the stakeholders. It is a must–read for all of us managing multiple stakeholders in order to effectively implement a project on time and on budget."
BERNADETTE M. KERRIGAN, Chief Talent Officer, The Centers for Families and Children

Written by a globally recognized expert on project and organizational change management, Managing Project Stakeholders provides comprehensive coverage of the foundational elements of project stakeholder management. Using many real–life scenarios and case studies to present project stakeholder management strategies and best practices, Tres Roeder:

• Describes a holistic, balanced approach that seamlessly integrates the technical, business, and interpersonal aspects of project management
• Walks you through proven techniques for categorizing, prioritizing, and successfully managing all individuals involved in a project
• Delivers expert guidance on dealing with the full range of people management issues from recruitment to conflict resolution, time management to leadership
• Provides project managers with a total blueprint for successfully managing people in projects, from conception through fulfillment

The first comprehensive, expert guide to project stakeholder management, this book is must–reading for those new to project management, as well as experienced project management professionals wanting to build on and fine–tune their interpersonal management skills.

This book counts as Category C PDUs toward fulfillment of the continuing education requirement for maintaining the PMP^® credential.