Presentation on theme: "M ANAGING S TAKEHOLDERS IT Project Management COSC 3500 1."— Presentation transcript:
M ANAGING S TAKEHOLDERS IT Project Management COSC 3500 1
L EARNING O BJECTIVES Understand the importance of identifying and managing your stakeholders. Grasping the process to improve the management of stakeholders. Understanding how to identify and manage client expectations. 2
S TAKEHOLDER M ANAGEMENT Communications Management: Communications Management centers on determining who needs what information and when – and then producing a plan to provide that needed information. Stakeholder Management: Stakeholder Management refers to managing communications to satisfy the needs of, and resolve issues with, project stakeholders.. 3
S TAKEHOLDER M ANAGEMENT 4 Stakeholder Management: It is vital to a project’s success for several reasons: It leads to resolving stakeholder issues It promotes synergy It promotes project buy-in Stakeholder Management relies on the communication management plan to direct what needs to be communicated and when.
S TAKEHOLDER A NALYSIS 9 Understand Your Key Stakeholders Key questions that can help you understand your stakeholders: What motivates them most of all? What information do they want from you? What is the best way of communicating your message to them? What is their current opinion of your work? If they are not likely to be positive, what will win them around to support your project? Who else might be influenced by their opinions?
S TAKEHOLDER P LANNING 10 Stakeholder Planning: Who needs what information, when they will need it, how it will be given to them, and by whom. Who: Target Audience What: Key Messages When: Timing Why: Desired Outcomes How: Communication Vehicle By Whom: The Sender
S TAKEHOLDER P LANNING 11 Stakeholder Communication Plan:
I NFORMATION D ISTRIBUTION 12 Making needed information available to project stakeholders in a timely manner. Formal Methods: Project Reports Project Presentations Feedback from Stakeholders Requested Changes Informal Methods: Short face-to-face meetings (e.g., coffee once a week with the project sponsor) Instant Messaging & Short Emails
M ANAGING E XPECTATIONS 14 Expectations Are: A primary measure of your success In your client's mind, satisfaction is how close you have come to their expectations. NOT how close you were to the wording of the contract or the scope of work or even the performance criteria, but to their expectations. What drive your client’s actions & decisions It's NOT their everyday duties or their assigned role or your very rational explanations that drive them, but their expectations.
M ANAGING E XPECTATIONS 15 How to Manage Expectations: Know Your Capabilities Know what you can deliver before you commit Set Clearly Defined Expectations (Do NOT Assume) Meeting requirements, how often status will be communicated Educate Educate the client so they can have a healthy appreciation of the work involved and the time and resources it takes to accomplish.
M ANAGING E XPECTATIONS 16 How to Manage Expectations: Empathize Reassure the client that you are committed to their success. Be Realistic Practice under-promising and over-delivering Continuous Monitoring No one wants to be blindsided to find out key targets will not be met at the last minute. Communicate Early and Often Communicate early and often; and if in doubt, communicate some more.
M ANAGING S UPPLIERS IT Project Management COSC 3500 17
L EARNING O BJECTIVES Understand the context of the Prime/Subcontractor relationship. Understand the Subcontractor Selection Process and the vital components relative to the selection of the Sub. Understand the various processes and activities used to manage Subs. 18
M ANAGING S UPPLIERS O VERVIEW Supplier Management is a special brand of Stakeholder Management and requires a unique set of processes and management practices. A Subcontractor is an individual or company that signs a contract to perform part or all of the obligations of another's contract. Focus of today’s lesson is on Supplier Management as it relates to Subcontractors Also referred to as Vendor/Subcontractor Management. Common for large, complex engagements Why Subcontract work? Provide specific products, knowhow and/or expertise to the project which is not available to in-house. 19
S UBCONTRACTOR S ELECTION C RITERIA Subcontractor Selection Criteria Include: Proposed Staff (relevant experience, skills) Reputation & Size Customers & Markets served by subcontractor Size of subcontractor in relation to the prime References (e.g., similar engagements & clients) Location 22
S UBCONTRACTOR M ANAGEMENT Post Subcontractor Selection: After the subcontractor has been selected, it is vital to the success of the project that they are quickly assimilated into the process & project. Familiarize the Subs with your project management processes and methodologies. Hold a kick-off meeting with the entire team. Clearly define roles and responsibilities. 24
S UBCONTRACTOR M ANAGEMENT Managing Subcontractors: Monitor work and evaluate deliverables. Schedule regular meetings to discuss project status and progress (changes, schedule, conflicts). Evaluate activities and map them against the baselined plans (schedule, scope and budget). Check invoices (timesheets if available) Involve them in identifying and evaluating risks and issues. Identify a status reporting protocol – weekly status reports (activities & deliverables) Manage customer interfaces Establish evaluation criteria Schedule informal meetings outside of the work environment. 25