Sylvie Edwards presents.. Team Engagement: It s a contact sport

Transcription

1 Sylvie Edwards presents.. Team Engagement: It s a contact sport Recognizing the what, the why and how to move from simple stakeholder involvement and engagement to total investment Presented to PMI-DHC October 22 nd, 2015

2 My Name is Sylvie Edwards

3 What is Engagement actually? How to recognize the signs? What to do about it? A PM s perspective 5 Final note

4 PART ONE What is Engagement actually?

5 Stakeholder ENGAGEMENT STAKEHOLDER ENGAGEMENT Stakeholder engagement is the process by which an organization involves the people who may be affected by, influence, or who are critical to its success and the implementation of its key decisions.

6 Stakeholder A person, group or organization that has interest in or concern about a proposed action *. PMBOK Guide defines a stakeholder as: 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. (page 563 glossary) By definition, a stakeholder has a stake in the activity. This stake may be: An interest in the outcome Rights (legal or moral) Ownership such as intellectual property rights, or real property rights Contribution in the form of knowledge (expertise or experience) or support (in the form of funds, human resources, or advocacy) *An action can include a policy, project, plan, program or procedure. (Bourne 2009)

7 Stakeholder (continued) Primary stakeholder someone directly or immediately affected, positively or negatively, by an action. Secondary stakeholder someone indirectly or gradually affected, positively or negatively, by an action. Key stakeholders have significant influence upon or importance within an organization. (They can belong to the first two groups.)

8 Engagement Process Understanding stakeholders views, taking them into consideration, being accountable to them, and using the information gleaned in decisions. Engagement is intrinsic an inner conviction. It is impossible to convince or persuade someone to engage. We can however enable people to engage by: Inviting Encouraging Inspiring

9 STAKEHOLDER ENGAGEMENT STAKEHOLDLER ENGAGEMENT 1. Communicate: Before we are aiming to engage and influence stakeholders, it's crucial to first seek to understand. To ensure intended message is understood and the desired response achieved. 2. Consult, early and often: Always ask the right questions to get the useful information and ideas. To engage their support ask them for advice and listen how they feel. 3. Remember, they are human: Operate with an awareness of human feelings. 4. Plan it: Time investment and careful planning against it, has a significant payoff. 5. Relationship: Try to engender trust with the stakeholders. Seek out networking opportunity. 6. Simple but not easy: Show your care. Be empathetic. Listen to the stakeholders. 7. Managing risk: Stakeholders can be treated as risk and opportunities that have probabilities and impact. 8. Compromise: Compromise across a set of stakeholders' diverging priorities. 9. Understand what is success: Explore the value of the project to the stakeholder. 10. Take responsibility: Project governance is the key of project success. It's always the responsibility of everyone to maintain an ongoing dialogue with stakeholders.

10 Benefits of Engagement

11 Benefits of Engagement (continued)

12 Benefits of Engagement (continued)

13 Benefits of Engagement (continued)

14 Benefits of Engagement (continued)

15 PART TWO Recognizing the signs

16 5 Features of an Engaged Stakeholder Take on their work with passion! Are your stakeholders bursting with energy? Recommend and defend the organisation with pride! Do your stakeholders behave like ambassadors? Love the job, have fun! Do your stakeholders show passion? Be loyal and respect the organisation! Do your stakeholders behave loyally? Go the extra mile! Is your stakeholders performance excellent?

17 Drivers of Engagement Satisfied Stakeholders Do what they are asked to do Fulfill expectations Engaged Stakeholders Voluntarily make extra efforts Are involved Are passionate Offer added value Satisfaction basics Engagement drivers

18 Blocks to Stakeholder Engagement The following issues, alone or in combination, can represent subtle symptoms of having blocks that can undermine the project success or completion: There is history of conflict between key interests One stakeholder manipulates or dominates the others The engagement process lacks a clear purpose Participants have unrealistic goals, and are inflexible and unwilling to compromise There are differences in philosophies and ways of working There is a lack of communication both between stakeholders engaged and about the stakeholder discussions to outsiders Discussion or consideration of key interests is missing from the dialogue or consultation Participants have hidden agendas The rules of engagement are not clear, have not been agreed or have been imposed by one side There is an overall lack of know-how and know-who

19 PART THREE What to do about it?

20 From the PMBOK Guide Stakeholder Management Project Control Control Stakeholder Engagement Identify Stakeholders Project Initiation Plan Stakeholder Management Chapter 13 Project Stakeholder Management was added in the latest PMBOK Guide, 5 th Edition. Previously the only process present as part of Project Communications Management was Identify Stakeholders. Project Planning Manage Stakeholder Engagement Project Execution

21 Stakeholder Management Process Identify Classify Needs and `` The process will Expectations repeat itself until the Project is complete. This Influence should take care of the on-off the bus symptom that we Communicate experience during a project life cycle Evaluate

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23 Relevance Relationship Return on Investment Return on Involvement For the stakeholder, what need is fulfilled by the brand, product, or service? How do the values of the organization align with those of the stakeholder? What is the outcome as measured in direct benefit or financial returns? What are the direct benefits for supporting the organization s values? Employees are looking for job satisfaction, career growth, and positive work environment in addition to wages and benefits. Relevance + Relationship = Return on Investment

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25 Stakeholder Identification Union Day to Day contacts External Customers Management Commercial contacts Suppliers Project Team Internal Impacted Areas Function Representatives Operational contacts Programme Management Controls Risk Management Finance Internal Politics

26 Stakeholder Mapping Team Members Finance $ Executives Sponsor Stakeholders Contractors Clients Client employees Internal employees Interested organizations Governments Media Other Project Managers Vendor Teams Page 26

27 Stakeholder Analysis HIGH INFLUENCE AND POWER LOW MEDIUM HIGH INTEREST MEDIUM LOW

28 Stakeholder Analysis (continued) INFLUENCE AND POWER INTEREST HIGH MEDIUM LOW LOW MEDIUM HIGH Keep informed Active consultation Maintain interest Key players

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30 Stakeholder Engagement Level Inform To provide balanced information to assist with understanding the problem, alternatives, opportunities, and/or solutions. Consult To obtain feedback on analysis, alternatives and/or decisions. Involve To work directly with stakeholders throughout the process to ensure their concerns are consistently understood and considered. Engage/Collaborate To partner with stakeholders in each aspect of the decision including the development of alternatives, and the identification of a preferred solution. Empower To place final decision-making with stakeholders. You want the stakeholders INVESTED in the project.

31 Stakeholder Assessment Level of Commitment 1 Where they are now Contact? Where we need them in 4 months Where we need them in 2 months 2 Awareness I ve heard about the project 3 4? Understanding 5? 6 7 Internalisation It s just the way we do things around here Commitment I want to help make the implementation work Acceptance The project is going to happen Engagement I want to know more about the project I know broadly why the Project exists, and how it will impact me Time Where on the commitment curve do our Stakeholders sit?

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35 Control..Stakeholder Status Examples that would give rise to Red, Amber or Green flags There are issues or concerns present for which no resolution is currently identified OR The Stakeholder has refused to sign off material OR The Stakeholder has the power to delay the project and is deemed likely to do so OR The Stakeholder is communicating negative messages about the project. The Stakeholder is not at the required point on the commitment curve but is not likely to delay progress as a result OR The Stakeholder has raised issues or concerns which are being managed, have not been resolved, and are not irresolvable OR The Stakeholder has not signed off or seen material on schedule but there is no reason to believe they will raise issues OR There has been insufficient contact for the Gatekeeper to be able to make a reliable status assessment i.e. the position is unknown. The Stakeholder has seen all relevant material for the current stage of the project and has approved any material which requires their sign off OR They have not raised any issues which have not been addressed to their satisfaction relative to the current stage OR The Stakeholder is at the required point on the commitment curve for this stage of the project.

36 PART THREE A PM s Perspective

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46 Best Practices for Stakeholder Engagement: Executive Stakeholder 1. Listen. 2. Use their time wisely. 3. Come prepared to explain benefits and values as it relates to the business strategy. From: A Persuasion Primer by Emma Haak, PM Network, July 2013, p

47 Best Practices for Stakeholder Engagement: Project Sponsors 1. Focus on the end goals. 2. If there are problems, focus on the fixes. 3. If there are changes, focus on the impact to budget and timeline. 4. After meeting with them, send an to reiterate what was said. From: A Persuasion Primer by Emma Haak, PM Network, July 2013, p

48 Best Practices for Stakeholder Engagement: External Stakeholders 1. Find out each stakeholder s top priority. Ask -- and listen. 2. Establish trust by interacting face-to-face, and by being trustworthy. 3. Know when to stop talking -- and listen. From: A Persuasion Primer by Emma Haak, PM Network, July 2013, p

49 Best Practices for Stakeholder Engagement: Team Members 1. Be conscious of team member contributions and acknowledge them. 2. Avoid spreading bad news via When facing a major adjustment, partner with the team members to work through it. The me to we principle! From: A Persuasion Primer by Emma Haak, PM Network, July 2013, p

50 Best Practices for Stakeholder Engagement: Hostile Stakeholders 1. Consider they may have a point. There are no excuses to be hostile, nasty or aggressive but their opposition might be justified. Go beyond the behaviour! 2. Hostility is often directed towards a person. So the second thing to do is take a good hard look at what you are doing, saying and the way you are going about it. 3. Step up to the plate. You made a decision and now you have to make it your business to make it happen with or without their full support. 4. Get some help! Many times, wise counsel, indirect influence or simple emotional support, can make the difference between success and failure with hostile stakeholder involved. From: A Persuasion Primer by Emma Haak, PM Network, July 2013, p

51 PART FOUR Final Note

52 No Project without As much as we would like to just do our jobs and ignore certain things around us, we cannot. Stakeholder Engagement, on projects of all shapes and sizes, is definitely a Pay Attention factor. What we have seen Today is that Stakeholder Engagement Has tremendous value across the business. Is best understood if the whole business is involved. Is better supported if managed in relation to other communications activities. In reality, stakeholders don t present themselves in neat clearly identified and linear, homogenous groups. Requires flexibility and a sense of adventure as well as courage. Is not complete until it is reported, action is taken and feedback is given reflecting the diversity and conflicting views of all.

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56 References are Important A Guide to the Project Management Body of Knowledge (PMBOK Guide) Fifth Edition, 2013 PMI Managing politics and conflict in Projects, Brian Irwin, 2008 Management Concepts Managing Stakeholders as Clients, Mario Henrique Trentim, 2013 PMI All pictures were sourced from Flickr Managing stakeholder expectations for project success, Ori Schibi, 2014 J. Ross Publishing A Persuasion Primer, Emma Haak, PM Network, July 2013 Stakeholder engagement: a road map to meaningful engagement, Neil Jeffery, 2009 Cranfield School of Management

57 Thank You