MANAGING STAKEHOLDERS

IT Project ManagementCOSC 3500

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LEARNING OBJECTIVES

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.

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STAKEHOLDER MANAGEMENT

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..

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STAKEHOLDER MANAGEMENT

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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.

STAKEHOLDER MANAGEMENT PROCESS

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STAKEHOLDER MANAGEMENT PROCESS

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IDENTIFY PROJECT STAKEHOLDERS

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STAKEHOLDER ANALYSIS

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Power / Interest Grid:

STAKEHOLDER ANALYSIS

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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?

STAKEHOLDER PLANNING

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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 MessagesWhen: TimingWhy: Desired Outcomes How: Communication VehicleBy Whom: The Sender

STAKEHOLDER PLANNING

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Stakeholder Communication Plan:

INFORMATION DISTRIBUTION

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Making needed information available to project stakeholders in a timely manner.Formal Methods:

Project ReportsProject PresentationsFeedback from StakeholdersRequested Changes

Informal Methods:Short face-to-face meetings (e.g., coffee once a week with the project sponsor)

Instant Messaging & Short Emails

MANAGING EXPECTATIONS

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MANAGING EXPECTATIONS

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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.

MANAGING EXPECTATIONS

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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.

MANAGING EXPECTATIONS

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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.

MANAGING SUPPLIERS

IT Project ManagementCOSC 3500

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LEARNING OBJECTIVES

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.

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MANAGING SUPPLIERS OVERVIEW

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.

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SUBCONTRACTOR SELECTION

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SUBCONTRACTOR SELECTION PROCESS

SUBCONTRACTOR SELECTION CRITERIA

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

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SUBCONTRACTOR MANAGEMENT

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SUBCONTRACTOR MANAGEMENT

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.

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SUBCONTRACTOR MANAGEMENTManaging 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.

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