Join Terri Wagner for an in-depth discussion in this video Applying management skills, part of Project Management Foundations: Stakeholders.
- Let's take a moment and look at the management skills most needed while engaging your stakeholders. NeTour project managers have a vast array of management skills they have built over the course of their career. Those that will probably help you the most to manage and engage your stakeholders include: facilitation skills, your ability to influence people, your negotiation ability, and your flexibility and talent in getting people to accept the change the project is creating. Let's look at some of our wind energy internal stakeholders.
Claire Jones, Director of IT, is responsible for: all activities related to technology and integration between KinetEco and the power companies. She has numerous staff members in her organization that will provide technical support and development services as members of the project team. This internal technology team will be responsible for design, code, unit and system testing, and implementation of all software applications. In addition, all business analysts at KinetEco report into Claire's organization.
Claire's team is also overallocated to project work the next two months, according to the resource histogram. Haley, the project manager, will need to facilitate a conversation with management, to clearly prioritize the projects within the current work stream, and influence the outcome of that conversation to vote the wind energy project a top priority. Once the priority is secured, Haley will need to negotiate with Claire to consider augmenting her staff from the contractor pool to meet the project's deadlines, or negotiate with key stakeholders to modify the project schedule to accept the project delays if contractor staff is not added.
The team of key stakeholders is already agreed to the top priority the wind energy project holds. Haley will need to apply strong influence to gain the added staff to keep the project on track. The alternative, extended schedule, is a worse-case option that we all know the organization will want to avoid. To be successful on our wind energy project, Haley, our project manager, will need to encourage key stakeholders to actively participate in events, rather than merely attending.
Otherwise, our project could be at risk of slipping the schedule. Once she has their attention, Haley will need to facilitate the dialogue to assure acquisition of the needed resources. Haley may also want to meet with some of the key stakeholders before the meeting to build her coalition and gain support during the group discussion about the project priority and need for additional resources. Once the group is in agreement that the schedule must not be delayed, and state in the meeting that they agree to augmenting the existing team with some contract resources, you'll want to make certain you capture that decision in your meeting minutes, and update project documentation with that agreed change, getting proper signature where required to make the change official and secure victory and maintain your current schedule, averting potential delays.
Firmly yet appropriately applying your management skills throughout the project will help you gain stakeholder respect and support critical to the success of your project.
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