The Joy of Herding Cats: Influence on Projects without Direct Authority

Transcription

1 The Joy of Herding Cats: Influence on Projects without Direct Authority Patricia J. Williams, MA, PMP DataEd Solutions, LLC

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5 Audience Poll: How many of us are managing projects for which we have no direct authority?

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7 Case Study Large Customer Relationship Management Implementation Project Complex Cloud-based IT Solution 870 User Requirements month Project Partnership with Implementation Vendor (specializing in Non-Profits) Top-heavy leadership structure (multiple perceived Sponsors) Chief Operating Officer, SVP for Programs, VP Information Technology, Director of PMO and Executive Director for Programs (internal) VP for Professional Services, Delivery Manager/PM, Principal Consultant and Senior Consultant (external) Hired Business Analyst/PM as Project Champion no direct reports, nor authority over staff 40 Subject Matter Experts (most have 5+ years with organization) New to position, new to organization, new to software solution

8 First things first Business Analyst/PM led by example, not by authority Got down to business ASAP - Project Plan, SOW, and 870 User Requirements (3 rd party deliverable prior to project launch) Met with all 40+ SMEs in one-on-one conversations to understand their role within the organization structure and their interest and influence on project Leveraged one-on-one meetings to explain the project and to market the new IT Solution to encourage stakeholder buy-in and build project excitement Developed Stakeholder Matrix to visualize and to keep track of the project influencers and to anticipate unexpected opportunities

9 First things first Developed a User Adoption Plan focused on deepening relationships with (key) stakeholders in order to engender trust and to gain immediate feedback Developed an internal Project Communication Plan Developed cross-organizational alliances to promote project and initiate hallway conversations and to spread the gospel Hosted a Naming Party for the new IT Solution created sense of ownership and supported overall stakeholder buy-in and adoption Charm Offensive Intentional/deliberate listening skills, consistent follow-through, kept promises and demonstrated availability quoting Sonny from A Bronx Tale Strategically established trust across the board

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11 Building Trust one relationship at a time Trust - "reliance on the character, ability, strength, or truth of someone or something Trust is essential to an effective team because it creates a supportive and safe environment in which to operate and work: Inspires Productivity Encourages Innovation Fosters Collaboration Ignites Creative Thinking Boosts Morale and Willingness to Share Knowledge Empowers staff/employees to take a leading or management role

12 Key skills required Interpersonal/Relatability Contribute positively to all discussions move the conversation forward Create the space for the initiation, development, and maintenance of essential relationships which are important to the heath and success of the project Establish an environment of transparency and trust, by allowing project team members to focus on personal responsibilities and contributions to the project without second guessing the activities of other stakeholders or SMEs Relate directly to the SMEs and stakeholders; validate their influence and their needs on the project

13 Key skills required Strong Communication Articulate the value of the project in a clear and concise manner Ensure that everyone is aware of project, the overall expectations and their roles/responsibilities on the project hallway conversations are important Mitigate risks by being and promoting transparency no hidden agendas Increase the probability of stakeholder buy-in by listening, considering all dimensions of a potential action, and make the decision with authority motivate project team performance and establish trust among the team members -- #betheone Demonstrate your influence: strong oral and written ability on multiple platforms; keep impeccable records and documentation

14 Key skills required Management Be willing and able to Herd the cats! Engage stakeholders and continually boost morale; happier team members are more productive Establish and maintain clear project objectives Set boundaries, communicate regularly and maintain stakeholders expectations

15 The PM s Responsibility Set the standard of great practice use of PMI s Guiding Principles Steer the ship Be open and receptive to change the one constant in all projects Initiate, meet milestones, and close the project within the triple constraints Identify stakeholder issues and concerns before issues become counterproductive Predict and mitigate risks in a timely manner Resolve issues proactively and as quickly as possible

16 PMI s Core Values The Moral Compass Project Management Impact Project management is a critical competence that has a positive influence on organization results and society. Professionalism Accountability and ethical behavior ensures our commitment to PMI stakeholders. Volunteerism Volunteers and effective volunteer partnerships with staff are the best way to accomplish the Institute's goals and objectives. Community Bringing members of the global project management community together is the best way to advance the project management profession and facilitate their growth. Engagement Encouraging diverse viewpoints and enabling individuals to contribute to the project management profession and to the Institute.

17 It s all about Relationships and Teamwork

18 Questions?