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E-raamat: Stakeholder Engagement: The Game Changer for Program Management

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Stakeholder Engagement: The Game Changer for Program ManagementSuurem pilt
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Strong stakeholder engagement is perhaps the most critical factor for achieving successful program execution in our fast-paced world. Many program managers get stuck in the "science" of program management, spending vast amounts of effort on tasks, charts, and metrics. Program managers who emphasize activities around relationship building and stakeholder engagement usually have the best chance for program success. This book focuses on how to engage your stakeholders in the right way, and keep them engaged throughout the course of your program.

This book is loosely tied to the five domains of program management as established by the Project Management Institute (PMI). The first section covers stakeholder engagement in the program definition phase, including how to identify key stakeholders, gain their trust, and build relationships through effective communication. The second section moves to the project execution phase. It explains how to drive stakeholder engagement through the use of performance metrics, effective meeting management, and informal program governance.

In the last section, the author explains how to keep stakeholders engaged through the program closure phase. This section covers the operational readiness review, including transition plans, new process documentation and training, new technology rollout, and cultural readiness assessment. It also provides best practices and tips for holding the post-launch review and lessons learned session. The book concludes with a case study of a fictitious company, followed by discussion questions that allow you to apply the knowledge you have gained in this book.

Introduction xiii
Part I Engaging Stakeholders And Setting Expectations During Program Definition
Chapter 1 Stakeholder Alignment: Goals And Objectives
3(16)
1.1 Understanding Strategic Fit
4(5)
1.1.1 Initiative Selection through a Steering Committee
6(1)
1.1.2 Initiative Selection When There Is No Steering Committee
7(1)
1.1.3 Gathering Information—Interviewing Key Stakeholders
7(1)
1.1.4 Pulling It All Together
8(1)
1.2 Providing Input to Stakeholders: Know When and How to Push
9(7)
1.2.1 Creating a Business Case
11(1)
1.2.2 Estimating Cost Information
11(2)
1.2.3 Documenting Assumptions
13(2)
1.2.4 Presenting Cost Estimates: Stakeholder Conversations
15(1)
1.2.5 Presenting the Business Case: Governance
16(1)
1.3 Related Program Methodology
16(1)
1.4 Summary
16(3)
Chapter 2 Making Governance Work For You
19(14)
2.1 Preparing for Governance
20(5)
2.1.1 Governance Pre-Meetings
21(1)
2.1.2 Organizational Research—Meet with Other Program Managers
21(1)
2.1.3 Stakeholder Pre-Meetings
22(2)
2.1.4 Meeting with "The Interrogator"
24(1)
2.2 Governance Survival
25(5)
2.2.1 Setting the Tone
25(1)
2.2.2 Getting through Approvals
25(1)
2.2.3 Optimize Governance to Your Advantage
26(2)
2.2.4 Using Soft Skills to Manage Conflict
28(2)
2.3 Related Program Methodology
30(1)
2.4 Summary: A Step-by-Step Guide to Maximize Governance
30(3)
Chapter 3 Identifying Stakeholders: The "Hidden" Organization Chart
33(20)
3.1 Building Your Program "House"
34(1)
3.2 Finding Power Influencers
35(11)
3.2.1 Tapping into the Organization—Coffee Chats
36(2)
3.2.2 More Coffee—Identifying the Next Layer of Stakeholders
38(2)
3.2.3 Social Network Tools
40(1)
3.2.4 Organizational Network Analysis
41(2)
3.2.5 Creating an Organizational Network Analysis
43(3)
3.3 Additional Tools for Synthesizing Stakeholder Data
46(4)
3.3.1 The Power Map
47(2)
3.3.2 Creating a Responsibility Matrix
49(1)
3.4 Related Methodology
50(1)
3.5 Summary
50(3)
Chapter 4 It Is A Matter Of Trust: Building Strong Business Relationships With Key Stakeholders
53(12)
4.1 Setting Expectations with Key Stakeholders
53(3)
4.2 Five Principles of Building Strong Business Relationships
56(7)
4.2.1 Do What You Say You Are Going to Do
56(2)
4.2.2 Try to Make Sure There Are No Surprises
58(1)
4.2.3 Create a Mutually Beneficial Business Relationship
59(2)
4.2.4 Remember That Executives and Customers Are People, Too
61(1)
4.2.5 Always Show Respect
62(1)
4.3 Summary
63(2)
Chapter 5 Leveraging Stakeholders To Prepare Your Organization For Change
65(16)
5.1 Change Management Theory—High-Level View
68(2)
5.2 ADAPT—A Simplified Change Management Model for Program Managers
70(3)
5.3 Applying the ADAPT Change Model to Stakeholder Quadrants
73(8)
5.3.1 Power Players
74(1)
5.3.2 Danger Zone
75(1)
5.3.3 Informants
76(2)
5.3.4 Sleepers
78(3)
Chapter 6 Enhancing Stakeholder Engagement Through Effective Communication
81(18)
6.1 The Difference between Program Management and Project Management Communications
82(1)
6.2 Communication Methods "Menu"
83(2)
6.3 Creating a Communications Strategy and a Communications Plan
85(4)
6.4 Targeted Communication Methods by Stakeholder Quadrant
89(10)
6.4.1 Communicating with Power Players Quadrant (High Interest, High Influence)
89(3)
6.4.2 Communication with the Danger Zone Quadrant (Low Interest, High Influence)
92(1)
6.4.3 Communicating with the Informants Quadrant (High Interest, Low Influence)
93(2)
6.4.4 Communicating with the Sleepers Quadrant (Low Interest, Low Influence)
95(4)
Part II Ready, Set, Execute: Driving Program Benefits Delivery Through Active Stakeholder Engagement
Chapter 7 Demystifying Metrics: Measuring What Matters Most
99(10)
7.1 Measuring Program Performance: Key Performance Indicators
99(2)
7.2 Measuring Performance: Metrics
101(4)
7.2.1 Examples of Metrics
102(1)
7.2.2 Metrics for Measuring Project Components of Your Program
102(1)
7.2.3 Presenting Metrics to Your Stakeholders
103(1)
7.2.4 Metrics: How Much Is Too Much?
104(1)
7.3 Defining Key Performance Indicators for Your Program
105(2)
7.3.1 SMART Key Performance Indicators
105(1)
7.3.2 KPIs: A SMART Example
106(1)
7.4 Driving Stakeholder Engagement through Performance Management
107(1)
7.5 Summary
107(2)
Chapter 8 Making Meetings Count: Driving Stakeholder Engagement Through Disciplined Meeting Management
109(18)
8.1 How to Run Effective Meetings
110(9)
8.1.1 Top Five Rules for Running Effective Meetings
110(4)
8.1.1.1 Rule 1: Always Pre-Send an Agenda, with Times and Owners Associated with Each Topic
110(1)
8.1.1.2 Rule 2: Stick to the Agenda
111(1)
8.1.1.3 Rule 3: Establish and Share Ground Rules (Then Enforce Them)
112(1)
8.1.1.4 Rule 4: Assign a Scribe to Document All Key Decisions and Action Items, with Owners and Due Dates
113(1)
8.1.1.5 Rule 5: Send Meeting Notes with Key Decisions and Action Items, Then Monitor to Follow-Up on Due Dates
114(1)
8.1.2 Tips to Create a Positive Meeting Environment
114(1)
8.1.3 Meeting Variations
115(4)
8.1.3.1 Large Group Virtual Meetings
115(3)
8.1.3.2 Small Group or One-on-One Meetings
118(1)
8.2 Types of Meetings, When to Have Them, and Who Should Attend
119(5)
8.2.1 Meeting Type: Planning Meetings
119(2)
8.2.2 Meeting Type: Program Status Meetings
121(1)
8.2.3 Meeting Type: Governance Meetings
121(2)
8.2.4 One-on-One Meetings
123(1)
8.3 Common Pitfalls of Ineffective Meetings
124(1)
8.4 Summary
125(2)
Chapter 9 Where The Real Work Gets Done: Issue Resolution Through Informal Governance
127(14)
9.1 Monthly Program Status Updates
128(2)
9.2 Weekly Program Status Updates
130(2)
9.3 Using Project Health Stoplights Effectively
132(3)
9.4 Caution: Yellow Light—Four Steps to Effectively Manage Risks and Issues
135(3)
9.4.1 Step 1: Identify the Issue or Risk
135(1)
9.4.2 Step 2: Assess the Issue or Risk
136(1)
9.4.3 Step 3: Present Options for Issue/Risk Resolution
137(1)
9.4.4 Step 4: Take Action
137(1)
9.5 Practicing the Four-Step Issue Resolution: An Example
138(2)
9.5.1 Step 1: Identify the Issue
138(1)
9.5.2 Step 2: Assess the Issue
139(1)
9.5.3 Step 3: Present the Options
139(1)
9.5.4 Step 4: Take Action
140(1)
9.6 Summary
140(1)
Chapter 10 Office Politics: From Surviving To Thriving
141(14)
10.1 Managing Up and Managing Down
142(1)
10.2 Your Informal Network and Influence on Office Politics
143(3)
10.3 Addressing Whispering Campaigns
146(1)
10.4 Handling Cross-Departmental Negotiations
147(4)
10.5 Summary
151(4)
Part III Keeping Stakeholders Engaged: Program Closure
Chapter 11 Making A Strong Finish: Stakeholder Engagement Through Program Closure
155(12)
11.1 People
156(3)
11.2 Process
159(2)
11.3 Technology
161(1)
11.4 Culture
162(1)
11.5 Preparing for the Operational Readiness Meeting
163(1)
11.6 Summary
164(3)
Chapter 12 Post-Launch: Every End Is A New Beginning
167(10)
12.1 Post-Launch Review
167(2)
12.2 Lessons Learned
169(4)
12.2.1 Characteristics of a Lessons Learned Meeting
169(1)
12.2.2 How to Run a Lessons Learned Meeting
170(3)
12.2.3 Documentation and Repository
173(1)
12.3 Celebrate Success
173(2)
12.4 Summary
175(2)
References 177(2)
Appendix A: Case Study And Study Questions 179(16)
Appendix B: Glossary 195(4)
Appendix C: Acronym List 199(2)
Index 201
Amy M. Baugh is the president and founder of Milestones Project Management, Inc., providing strategic consulting services across portfolio, program, and project management. With over 15 years of practical program and project management experience across multiple industries, sectors, and geographies, Amy is a sought-after mentor and has recently begun expanding into formal mentoring, training, and education services related to program and project management. It is hard to write a bio about Amy without acknowledging her life outside of workraising four boys! Keeping her family "stakeholders" engaged and in line with family goals is a challenging program in itself.

Amy is a member of the Project Management Institute (PMI), and is certified by PMI as a Project Management Professional (PMP) and Program Management Professional (PgMP). Additionally, she holds a master of business administration with a concentration in change management from DePaul University, and a bachelor of business administration degree from Illinois Wesleyan University. Previous to writing this book, Amy published a chapter entitled "Closing the Expectations Gap: Setting and Managing Expectations" in Ginger Levins Program Management: A Lifecycle Approach (Baugh in Levin 2013).
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