Managing Project Politics and Personalities Scott Bailey, MBA, PMP, SSGB

Transcription

1 Managing Project Politics and Personalities Scott Bailey, MBA, PMP, SSGB

2 Project Politics Webinar purpose To identify ways politics impact our projects. To realize we must evaluate our own perspectives to be successful. To identify ways to manage politics and their influence on the success of our projects.

3 Project Politics What s the problem? 1. Stakeholders have different personalities. A PM needs to be able to communicate with multiple personality types. 2. Stakeholders have different agendas. A PM needs to be able to separate project success from individual success.

4 Project Politics Stick to the plan 1. Plan for managing politics at kickoff 2. Have a strategy for managing and controlling politics 1. Ensure stakeholders are held accountable for decisions throughout the lifetime of the project and during closing.

5 Integration Initiating Planning Executing Monitoring & Controlling Develop Project Charter Develop Project Plan Direct and Manage Project Work Monitor and Control Project Work Perform Integrated Change Control Closing Close Project or Phase Scope Time Plan Scope Collect Requirements Define Scope Create WBS Plan Schedule Define Activities Sequence Activities Estimate Activity Resources Estimate Activity Durations Develop Schedule Validate Scope Control Scope Control Schedule Cost Plan Cost Estimate Costs Determine Budget Control Costs Quality Plan Quality Perform Quality Assurance Control Quality Human Resource Plan Human Resource Acquire Project Team Develop Project Team Manage Project Team Communications Plan Communications Manage Communications Control Communications Risk Plan Risk Identify Risks Perform Qualitative Risk Analysis Perform Quantitative Risk Analysis Plan Risk Response Control Risks Procurement Stakeholder Plan Procurement Conduct Procurements Control Procurements Close Procurements Identify Stakeholders Plan Stakeholder Manage Stakeholder Engagement Control Stakeholder Engagement

6 Planning Project Politics Communication Channels # of Channels = n(n 1) / 2 If our Stakeholder Register shows 6 channels for communication, then 6(6 1) / 2 = 15 communication channels

7 Planning Project Politics Communication Channels

8 Planning Project Politics Project Planning Define Successful Outcomes Define Project Roles and Responsibilities Create a Project Governance Diagram Create a Risk Register Create a Stakeholder Register (RACI) Create a Communication Plan

9 Planning Project Politics Project Governance Example

10 Planning Project Politics Stakeholder Register Example

11 Integration Initiating Planning Executing Monitoring & Controlling Develop Project Charter Develop Project Plan Direct and Manage Project Work Monitor and Control Project Work Perform Integrated Change Control Closing Close Project or Phase Scope Time Plan Scope Collect Requirements Define Scope Create WBS Plan Schedule Define Activities Sequence Activities Estimate Activity Resources Estimate Activity Durations Develop Schedule Validate Scope Control Scope Control Schedule Cost Plan Cost Estimate Costs Determine Budget Control Costs Quality Plan Quality Perform Quality Assurance Control Quality Human Resource Plan Human Resource Acquire Project Team Develop Project Team Manage Project Team Communications Plan Communications Manage Communications Control Communications Risk Plan Risk Identify Risks Perform Qualitative Risk Analysis Perform Quantitative Risk Analysis Plan Risk Response Control Risks Procurement Stakeholder Plan Procurement Conduct Procurements Control Procurements Close Procurements Identify Stakeholders Plan Stakeholder Manage Stakeholder Engagement Control Stakeholder Engagement

12 Managing Project Politics Controlling Project Processes Manage in an unbiased manner Follow established procedures and best practices based upon the project plan PM must manage project communications PM must maintain a constant perspective of, What s best for the organization?, not, What s best for myself (or this individual)?

13 Managing Project Politics Controlling Project Processes Organizations must question the motives of ALL Internal audits help to challenge questionable motives and decisions.

14 Managing Project Politics Closing a Project Ensure notes are organized Ensure signatures have been collected for all change requests and closing documents Ensure accountability for decisions is understood verbally and/or through documentation. Release information explaining how all success criteria were, or were not met

15 Analysis Project Politics TM Smart Trust Matrix Suspicion Distrust Judgment Smart Trust Indecision No Trust Gullibility Blind Trust Propensity to Trust

16 Managing Project Politics and Personalities Scott Bailey, MBA, PMP, SSGB

17 Project Politics Difficult Personalities Hard to understand Hard to deal with Hard to please or satisfy Stubborn and hard to persuade

18 Project Politics Managing Difficult Personalities How does this affect the success of the project? Explain without offending Empathy/Sympathy Clarification techniques Sketch it out Request it in writing What s your stakeholder management plan?