“The Hidden Dissuaders” (with apologies to Vance Packard)

1. “The Hidden Dissuaders”(with apologies to Vance Packard) Mary McKinlay FAPM APM South-East Branch November 15th 2011

2. Vance Packard – Who? • American 1914 – 1996 • In 1957 published “The Hidden Persuaders” • Book about advertising techniques – often covert • Gave examples of their use in politics • Opened public eyes to what he called our “hidden needs”

3. The Hidden Dissuaders? • Otherwise known as STAKEHOLDERS • Who? • What? • Where? • When? • How?

4. Who Am I? • Managing Director Mary McKinlay Projects Ltd • Adjunct Professor of PM at SKEMA • Teaching Fellow Middlesex University • 30+ Years in Aerospace and Defence Business • Degree in Systems Engineering • Worked on Lifecycle Management and Project Management Methodology • “Problem” Project work • Member of APM Board • Member of ICCPM Board

5. Agenda • Introduction • Identifying and Understanding Stakeholders • Balancing their needs • Defining Project Success

6. What is a Project? • “A Project Is A Unique Transient Endeavour Undertaken To Achieve A Desired Outcome” (APM Body of Knowledge v5) • Projects can be of any kind • All Projects result in change • What about Programmes? • And Portfolios?

7. Projects • Have defined scope/deliverables – WHAT? • Are time bounded – WHEN? • Have clearly defined start and finish • Have an element of uniqueness • Are usually multidisciplinary • Involve integration • Require specialist management techniques • Have single-point responsibility (the PM) • Have a strong implementation bias • Contain risk

8. TIME SCOPE COST The “Iron” Triangle QUALITY

9. The Change Management Iceberg C T Q/S Pr PP Ho P&B P&P Op Under the surface – Management of perceptions and beliefs Management of power and politics Negative Positive

10. Who are the Stakeholders? • “Any person or group who may affect or be affected by the project”

11. Project Stakeholders • Customer • Project Sponsor • User • Project Team Members • Suppliers • Subcontractors • Service Departments/Functions • Senior Management • Shareholders • Society • Local Communities • Government • ???????

12. Secondary Stakeholders Primary Stakeholders Secondary Stakeholders Systems View of a Project • Primary Stakeholders within the system • Secondary Stakeholders in the Environment • They are not part of the system but can affect it Secondary Stakeholders

13. Primary Stakeholders may affect the project directly

14. Questions to be answered

15. More Questions

16. Secondary Stakeholders • Government Bodies • Political Groups / Pressure Groups • National and International influences • Local people • Affected by development • Related to employees Project Management should seek to understand the potential impact both on them and the project

17. A – High Interest / Importance, High Influence B – High Interest / Importance, Low Influence They will requirespecial initiativesif their interests are to be protected They are the basis for an effective coalition of supportfor the project D – Low Interest / Importance, Low Influence C – Low Interest / Importance, High Influence Stakeholders are ofless importanceto the project, but monitoring of their influence must be maintained. Stakeholders caninfluencethe outcomes of the project, but theirpriorities are notthose of the project. They may be a risk or obstacle to the project Stakeholder Matrix

18. Force Field Analysis • Kurt Lewin Driving Restraining NO CHANGE CHANGE

19. Defining Project Objectives • Formal Sources • Requirement Specification • Contract • Plan IS THIS ENOUGH?

20. Project Objectives • Formal Sources • Requirement Specification • Contract • Plan • PLUS……. • Identification of Stakeholders “The Beholders” • Understanding needs • Asking questions • Recording results • ……..

21. HARD OBJECTIVES usually (but not always) documented SOFT OBJECTIVES rarely documented often not even articulated stakeholders soft objectives may conflict often change during project Stakeholders – Their Objectives • Examples: • Contract • Scope of work • Work Package Description • Mission Statement • Policy Document • White Paper For projects to be perceived a success, we must know these objectives, and meetas many as possible

22. Critical Success Factors • …those (measurable) factors, that, when present in the project’s environment, are most conducive to the achievement of a successful project (APM BoK) • Key Performance Indicators Are project management indicators that are determined at project start and reflect directly on the key objectives of the project (APM BoK)

23. The Project • The Critical Success Factor on any project is Understanding the Stakeholders needs and delivering the right balance • Stakeholder Analysis should be undertaken at Project Inception • With this understanding Critical Success Criteria can be defined • This will enable the success of the project to be judged at the end • These should be recorded and retained with all other project information • Key Performance Indicators can be derived from the Critical Success Criteria and they are used to monitor progress.

24. More uses of Critical Success Criteria • Risk Assessment • If you know what success looks like – it is easier to assess threats • Risk can be better focussed, more realistic • Assign Priorities • Help to the Project Manager to understand and predict behaviour • Definition of Key Performance Indicators – help to monitor project

25. The vital links…………. identify (key) stakeholders identify stakeholder objectives/expectations define project objectives identify critical success factors identify & analyse risks define key performance indicators

26. quote from Sir John Harvey-Jones: "Planning is an unnatural process - it's much more fun to get on with it. The real benefit of not planning is that failure comes as a complete surprise and is not preceded by months of worry"

27. Project Manager Roles Accountant Business Man Diplomat MIND READER Social Worker Magician Mentor Coach

28. Success? Is in the eye of the beholder?

29. Project Management